Workplace studies and surveys have suggested there are at least four factors shaping the future of work, including globalisation, technology, consumerization, and general differences. In order to survive the future, business leaders must adjust themselves by adopting postures that help them successfully reconcile tomorrow’s challenges and opportunities. Along with these changes, the HR community is also urged to change.
New communities will emerge, specifically around labour innovation, generational intelligence, Big Data exploitation, as well as organisational and managerial transformation. Traditional employee lifecycle management activities will be significantly transformed to provide more tailored responses to individual needs and aspirations. HR will continue the digitisation process to provide seamless service to employees while enabling HR divisions and local HR community to focus on the essential.
Here are other changes to expect in HR community:
At all levels, HR will impel organisational innovation around a vision of industry issues and anticipated professional trends. HR will break the agile model down for the entire organisation, encouraging more integrated and collaborative work practices across technical functions and business lines. In particular, HR will be able to establish more open operating practices to collaborate with the ecosystem and keep up with the pace of startups, and adapt the HR organisation to support initiatives launched by companies (such as: venture capital, partner network, incubators, startups, etc.). In its transformational role, HR will develop transformation capabilities to develop new organisations and work models. While at managerial level, HR will help execute the leadership model transformations needed to manage the various employee representative bodies.
There are at least three transformations of existing activities here, including new staffing activities, new sourcing activities, and new capability development activities. The role of HR will be to identify experts and point people within the company to facilitate discussions and interactions (through internal social networks in particular) and instill recognition mechanisms for all those who contribute.
With highly-tailored employee management, HR back-office services will adopt more customer-oriented posture. Administrative services (vacation, payroll, etc. will be automated, using self service mobile applications. All employee information will be centralised and easily accessible. HR support teams will address the most complex needs and will thus be empowered to manage these requests from end to end, ensuring that employees have only one point of contact throughout the process. Digital will also affect front-end HR professions, such as the identification of capabilities through professional social networks, the virtualisation of certain recruiting steps, etc.
Local HR will undeniably play a central role in the unprecedented transformations that will certainly affect its responsibilities and professional identity in a profound way. Local HR will continue to play a front-line interfacing role with managers and employees, including implementing HR policies, listening to people, and providing answers in the field. This role will probably be reinforced by the challenges of evolving work models and patterns, differentiated multigenerational management, etc.
However, given the significant ongoing transformation of the overall context, which will be reflected concretely in the field, local HR could be facing a major shift in its scope of responsibilities and be expected to: