Program 4 :Breaking Down Silos: Building High Performance Teams
The practice of human resources management has evolved dramatically over the past ten years. Some might even argue that those changes are sufficient to satisfy today’s business requirements. But will they be enough to meet the critical challenges of tomorrow?
HR professionals who have the business acumen to contribute to business strategy at the highest organizational levels are leading the shift in the HR profession from administrators to strategic advisors. Those HR professionals who understand the language of business, who speak in financial terms and who express the value of their work in relation to its impact on the bottom line make HR a compelling component in strategy discussions. A CEO quickly connects with the head of HR who can present an investment and return, rather than an expense view of the function .
The role of human resources has been evolving for some time. The shift from “personnel” to “human resources,” for example, was part of the movement to acknowledge the value of employees as an organizational resource, and was an attempt to remove some of the stigma that was coming to be associated with slow, bureaucratic personnel departments. This shift in label was accompanied by a call for HR to become a strategic partner with the leaders of the business-to contribute to significant business decisions, advice on critical transitions, and develop the value of the employees-in short, to have a seat at the table.
Dave Ulrich provides a clear path to the next generation of HR with “Human Resource Champions: The Next agenda for Adding Value and Delivering Results” (1997). He describes a multi-faceted approach to delivering HR services that meets the needs of both employees and employers, and positions HR as a significant contributor to organizational success .
Next Generation HR Transformation
As in any fast-changing environment, next practice HR leaders find themselves tackling the challenges of business-building and talent from both a short term (that is, solving today’s challenges) and a long-term perspective.
Companies today face significant business and HR challenges that barely existed a few years ago. Ageing workforces and shifting demographics are creating a major talent crisis— a problem that is expected to endure for the better part of this century.
HR must help companies identify and tap new sources of labour. It must develop capabilities and infrastructure that can be easily scaled in response to mergers and divestitures. And, it must improve its ability to get up and running quickly and effectively in new markets. Most important, it must establish a process of continuous improvement, constantly adapting to the shifting requirements of the global marketplace.
This highly impactful and experiential session aims to address how the HR function can play a key role in tackling these challenges and shall draw on contemporary research by various leading HR Professional Organisations such as The Chartered Institute of Personnel & Development (CIPD UK), Society of Human Resource Management (SHRM) and other thought leaders in the area of Strategic Human Resource Management.