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The Changing Role of HR

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HR: A Changing Role The New Workforce The New Workforce HR is no longer a passive, transactional support function. With the growing demands of organizations, employees and markets, the HR function is evolving rapidly into a leader of business transformation. A new role for HR? As organizations react to a changing business landscape, where relationships with employees, suppliers, partners and customers becomes more dispersed and volatile, the ability to align strategic goals, and build agile teams to meet changing demands has become the critical business objective. Business transformation and a new geography of talent has faciliated a new HR approach and greater responsibility. HR executives will need to change and be more agile to meet new requirements, utilizing analytics, managing talent networks, and leading real transformation. HR leaders who can exploit the power and potential of the new extended workforce will best position their organizations to gain advantages and beat the competition. Expanding Role of the CHRO CHROs today no longer focus on day- to-day activities, but are becoming key strategic partners in driving growth across decisions relating to recruitment, talent & cost management, performance management, training, employee culture and workforce analytics. Shaping Culture HR will play a critical role in shaping and maintaining a workplace culture that is aligned to organizational strategy and higher-level purpose, building the right teams to drive culture change and long- term sustainability. Aligning HR Strategy to Business Objectives The future of work will accentuate the increasing importance of integration/ synergy as a transformative HR tool. Aligning business and talent management strategies in the face of changing demands and requirements will be crucial for future business success. Shaping the New Workforce HR will be responsible for pro-actively indentifying the composition of the new workforce in order to meet the future requirements of their organizations. To make their organizations more effective in the face of business change, HR leaders will need to rethink their techniques for managing talent and ensure they are always aligned with the strategic objectives of the business. As we approach a future of work where teams rapidly assemble and disassemble to complete tasks, HR leaders need to be pro-active and embrace tactical scenario planning to make decisions about the best way to fill roles, in order to always have the right person, in the right place, at the right time. HR as Strategic Partner The HR leader is emerging as a critical strategic partner, responsible for using evidence-based analysis to influence executive decision-making and drive results. HR executives will need to use new analytical tools and actionable insights to understand and prepare for the future, assess the impact of business decisions, optimize performance, address change and challenges, and align talent management with business strategies. Increasingly they will need to develop more data-driven approaches to manage global talent networks – drawing on improved insights to identify talent segments and skills gaps, optimize resources, integrate workforce plans and manage risk. According to KPMG's Future of HR 2020 survey, 3 in 5 HR leaders believe that the HR function will rapidly become irrelevant if it doesn't modernize its approach to understanding and planning for the future needs of the workforce. H

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