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HR Changing all the time
HR Changing all the time Abstract
It is a greatly overused cliché to say that ‘the only constant is change itself’ but it is very clear that business keeps changing and that the HR role within business is changing in many ways.
Business has always changed, of course. The main point today is that change is so rapid. Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organisations has been to serve as the systematising, policing arm of executive management.
In this role, the HR professional served executive agendas well, but was frequently viewed as a roadblock by much of the rest of the organisation. While some need for this role occasionally remains - you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example - much of the HR role is transforming itself.
In most large organisations, HR is still responsible for ensuring all departments harness the potential of their people and engage them in the successful delivery of organisational objectives.
HR achieves this responsibility not only by providing world-class services and support for individuals, but by working in partnership with the business to execute people strategy, maximising employee engagement, and leading and managing change.
More recently the focus in many cases has been around efficiency and value for money. However, in addition to driving down costs, HR needs to lead departments in improved people management by enhancing and developing skills and capabilities. Providing effective leadership, and helping managers achieve more by working smarter rather than harder.
HR Changing all the time Introduction
It is a greatly overused cliché to say that ‘the only constant is change itself’ but it is very clear that business keeps changing and that the HR role within business is changing in many ways.
Business has always changed, of course. The main point today is that change is so rapid. Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organisations has been to serve as the systematising, policing arm of executive management.
In this role, the HR professional served executive agendas well, but was frequently viewed as a roadblock by much of the rest of the organisation. While some need for this role occasionally remains - you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example - much of the HR role is transforming itself.
In most large organisations, HR is still responsible for ensuring all departments harness the potential of their people and engage them in the successful delivery of organisational objectives.
HR achieves this responsibility not only by providing world-class services and support for individuals, but by working in partnership with the business to execute people strategy, maximising employee engagement, and leading and managing change.
More recently the focus in many cases has been around efficiency and value for money. However, in addition to driving down costs, HR needs to lead departments in improved people management by enhancing and developing skills and capabilities. Providing effective leadership, and helping managers achieve more by working smarter rather than harder.
The role of the HR manager must parallel the needs of the changing organisation. Successful organisations are becoming more adaptable, resilient, quick to change direction and customer-centred.
It is a greatly overused cliché to say that ‘the only constant is change itself’ but it is very clear that business keeps changing and that the HR role within business is changing in many ways.
Business has always changed, of course. The main point today is that change is so rapid. Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organisations has been to serve as the systematising, policing arm of executive management.
In this role, the HR professional served executive agendas well, but was frequently viewed as a roadblock by much of the rest of the organisation. While some need for this role occasionally remains - you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example - much of the HR role is transforming itself.
In most large organisations, HR is still responsible for ensuring all departments harness the potential of their people and engage them in the successful delivery of organisational objectives.
HR achieves this responsibility not only by providing world-class services and support for individuals, but by working in partnership with the business to execute people strategy, maximising employee engagement, and leading and managing change.
More recently the focus in many cases has been around efficiency and value for money. However, in addition to driving down costs, HR needs to lead departments in improved people management by enhancing and developing skills and capabilities. Providing effective leadership, and helping managers achieve more by working smarter rather than harder.
HR Changing all the time Introduction
It is a greatly overused cliché to say that ‘the only constant is change itself’ but it is very clear that business keeps changing and that the HR role within business is changing in many ways.
Business has always changed, of course. The main point today is that change is so rapid. Some industry commentators call the Human Resources function the last bastion of bureaucracy. Traditionally, the role of the Human Resource professional in many organisations has been to serve as the systematising, policing arm of executive management.
In this role, the HR professional served executive agendas well, but was frequently viewed as a roadblock by much of the rest of the organisation. While some need for this role occasionally remains - you wouldn’t want every manager putting his own spin on a sexual harassment policy, as an example - much of the HR role is transforming itself.
In most large organisations, HR is still responsible for ensuring all departments harness the potential of their people and engage them in the successful delivery of organisational objectives.
HR achieves this responsibility not only by providing world-class services and support for individuals, but by working in partnership with the business to execute people strategy, maximising employee engagement, and leading and managing change.
More recently the focus in many cases has been around efficiency and value for money. However, in addition to driving down costs, HR needs to lead departments in improved people management by enhancing and developing skills and capabilities. Providing effective leadership, and helping managers achieve more by working smarter rather than harder.
The role of the HR manager must parallel the needs of the changing organisation. Successful organisations are becoming more adaptable, resilient, quick to change direction and customer-centred.
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Permalink Reply by spartom on
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When I was job hunting back in 2005-2006, I used many websites to aid in my search. this Crossing was one of these sites. Its interface is not very friendly and not very fun to look at. Its very bare bones and finding the jobs you are wanting to find can be tedious. I was able to find lots of jobs there though and got a lot of interviews through the job listings I replied to via this site, but I did not actually find a job through this site. I would recommend it to everyone just the same though, as you can never have too many places to look for a job when you need one. Its a good resource once you get used to it and learn all its secrets.
http://www.HRCrossing.com
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