Walking the Path of Building Future-Ready HR Leaders
The role of HR has evolved tremendously from being Personnel Management Department or HR Administration Department to becoming a Human Capital Strategy Department that plays a critical role in business success through disruption and innovation.
The talent universe in any organization needs to gear up their socks and perform multi-dimensional tasks to fill in the talent voids.
Today, we need to redefine not only the name of the HR department in an organization but also relook at its functioning. In today’s world, leaders need to be agile and ready for the future. Digital transformation has been the talk of the town amongst consultants, analysts, and researchers alike. It’s certainly a multifaceted process that promises to be challenging, beneficial, and stimulating.
Das candidly spoke to the audience, claiming that there is no sign of the availability of any blueprint or rulebook on how to build ‘future-ready’ HR leaders.
“Transiting into the ‘new normal’ and tracking success is not an easy cup of cake for any organization. In order to get responses for ‘what’ and ‘how’ part of HR competencies; it’s important for us to understand the business landscape at large,” asserts Das.
The ‘future-forward’ HR is in dire need to think about both long-term and short-term workforce planning. As the next-gen seeks improved work-life balance and flexibility, talent will no more be permanent. Subsequently, contracts of employment have and will continue to undergo significant change – varying from daily to monthly to annual terms of employment. Accordingly, performance management will not merely be an annual or half-yearly exercise. The business agility will enhance multiple times and hence the system of tracking and monitoring performance must be agile enough to cater to the business imperatives.
Lastly, the right HR leaders can help prepare your organization and employees to be ready for the future. Though, for that to happen, there needs to be a change in approach in the HR department itself.
Das further explains that this is the time to start working with the changes in ‘new normal,’ rather than working against them. This is the most exciting phase in any change management journey where we need to have to have a vision which helps us navigate this paradigm shift that we are making, but also at the same time we need to have that agility to make these necessary adjustments while we are on the run
