The first stage of the Covid-crisis seems to be over – many of our customers return to the strategic questions:
- How will we work in our organization in the future?
- What changes will trends such as digitalization bring about in our jobs, processes and business models?
- How do we need to recruit, train, restructure in order to have exactly the right people and competencies on board in time?
- How do we have to position ourselves in HR so that we can manage this transformation in the next few years?
Over the past few years, I have moderated many workshops that focused on the realignment of human resources.
There is now a consensus that work in companies will change fundamentally. Or that digitization is also fundamentally changing (has fundamentally changed) HR. In many companies, HR IT suites have already greatly automated operational HR processes and shifted strategic tasks to the forefront. More than any other function, HR is critically questioning itself and its role. These visionary workshops on the role of HR leave me with many good suggestions, but also with the need to get out of theoretical model discussions about agile organizations and HR.
The WHY and WHAT is clear, now the question regarding HOW remains open!
How does an HR organization specifically address this question after realignment?
Our answer is: it is a question of sequence. Only when we have a clear picture, agreed with the management, of what the future of the organization, processes and the necessary jobs, competencies, etc. look like, can we talk about what resources, processes and role HR needs in the company to get this transformation done. Not the other way around.
Strategic groundwork must be done before HR can negotiate its own role.
Where exactly is the journey going? – #FutureOfWork!
We developed an approximately 8-week program that enables HR teams to learn a methodology step by step in a virtual/hybrid format and to apply it to their own support area. This seminar, which accompanies the project, provides the participating HR managers with a very concrete picture of what the future of work will look like in their area of support.
The end product is a quantified statement of which jobs with which competence requirements will be doing which tasks in 3, 5 or 7 years. Furthermore, with which measures the gap to today’s roles and competencies can be closed. Where exactly there is a need for restructuring and what the costs are for training, retraining, recruiting and restructuring.
These very concrete scenarios provide a resilient basis to negotiate strategy, role and necessary resources for HR with the management. As these results have already been developed in close exchange with business leaders, all questions regarding their resilience will also be answered.
#FutureOfHR – What does this imply for HR as a function?
The earlier the developments are foreseeable, the more room for maneuver there is to implement necessary changes without harsh restructuring.
The analysis in #FutureOfWork is already based, among other things, on specific competencies that employees will need in the future. A competency model becomes the starting point for clearly deriving the tasks and roles of HR. Step by step, processes such as recruiting, performance management, training & talent management are aligned with the new strategy.
Such a realignment is always a complex transformation in which, in addition to structures, roles and processes, aspects such as leadership, collaboration, values and culture also play a role. Workplaces of the future need different leadership, work environments, and forms of collaboration.
HR needs a change approach here.
From all these pieces of the puzzle, we develop a realignment of human resources for the client organization in a program that also lasts about 8 weeks. Not in the form of visionary organizational and role models that we bring along, but very specifically aligned with the developed #FutureOfWork strategy of the respective organization. Tailor-made – because developed together.
Because every HR organization is different and must fit the respective business.
CEO und Partner Breitenstein Consulting