<p>If you walk-into any HR conference you always to get to hear some common statements like ‘HR should move to board room’, ‘HR should be a strategic partner in company’s growth’, ‘HR should become a business leader’ etc, but why and how? All these imply that threre is a need for change.<br /><br /></p>.<p>Landscape of the Indian job market and the job seekers has changed significantly over the last 5 years. With more access to talent via job portal, active placement cells from colleges and staffing organisations offering end-to-end solution, the gap of talent search is getting narrower. But what is more important is the new face of the job seeker, they are 5 years younger than an average job seeker a decade ago, which only means paradigm shift in the aspirations of young Indians. The employment terms have outgrown the laws governing them by 20 years, so is the role of HR from the mere gatekeeper and arbiter in employee v/s employer relationship. <br /><br />Added to the new face of employment is the competitiveness of the organisations, not only locally but globally. Managing markets, resources and diversities at the same intensity is the new role of a HR professional. HR of today cannot stay away from the changing roles, they are directly responsible for both the top and bottom line thus making them organisation strategist and not mere people strategist. <br /><br />How can HR impact the financials of a company? The 3 most critical aspects for an organisation are markets, top line and bottom line, one may not have a direct control on the markets as it’s mostly or wholly an external factor but top line and bottom line are completely under the influence of an organisation. HR can make a positive financial impact by being accountable for Talent Engagement, Talent Optimisation and Talent Measurability.<br /> <br />Talent Engagement: With the growing demand for talent pool there are multiple opportunities for a job seeker, attracting or retaining talent is directly proportional to the organisation’s ability to engage its employees. Talent Engagement is not about right job fitment but it is about getting the employees to visualise themselves with the organisation’s growth. Hence, aligning employee aspirations with the vision of the organisation is a critical ingredient to achieve Talent Engagement.<br /><br />Talent Optimisation: Consistent training, providing lateral and vertical growth for an employee is not restricted to Line/SBU heads or HR, but enabling it at an organisational level to leverage the organisational talent pool is the role of the HR. Talent Optimisation would mean an easier mobility of an employee and access to talent seamlessly across the organisation. To make this happen HR needs to have precise business overview and involvement as a stake holder in various business decisions without restricting themselves to base camp.<br /><br />Talent Measurability: Today’s HR has to start looking beyond assessment & appraisal process, HR has always been a facilitator for assessment or appraisal process, but is that the role of the HR? Developing a measurability metrics across organisation could be the 1st step but it does not end there. Service/Production cost, Employment cost, Employee cost has to become part of HR metrics, this facilitates rationalisation of talent equity across organisation. But, Talent Engagement, Optimisation and Measurability are only possible if HR becomes a board function and COO, CMO, CHO and CFO have a common people metrics. <br /><br />How can a CEO make this happen? Optimising the role HR is easier said than done, any organizational change is only possible when it percolates from the top. Commitment to change would mean a comprehensive scorecard for COO, CMO, CHO and CFO with common objectives and quantifiable metrics.<br /><br />HR as function could make substantial impact on the business, with its optimal positioning HR can synthesis and create a ‘Balance Scorecard’, going by Kaplan & Norton’s Balanced Scorecard design process that includes:<br /><br />*Translating the vision into operational goals<br />*Communicating the vision and link it to individual performance<br />*Business planning; index setting<br />*Feedback and learning, and adjusting the strategy accordingly<br /><br />The ‘new HR’ is an organisational change, and cannot be left for HR to take initiative or implement, which means that CEO and the board has to look at HR with a fresh pair of eyes.<br /><br />Who better than HR can get an overall business prospective to make this happen! HR can be re-aligned as a business function and not as a support function by separating the Tactical role HR and the Strategic role HR to begin with.<br /><br /><em>(The writer is Director, Teamlease Services)</em></p>
<p>If you walk-into any HR conference you always to get to hear some common statements like ‘HR should move to board room’, ‘HR should be a strategic partner in company’s growth’, ‘HR should become a business leader’ etc, but why and how? All these imply that threre is a need for change.<br /><br /></p>.<p>Landscape of the Indian job market and the job seekers has changed significantly over the last 5 years. With more access to talent via job portal, active placement cells from colleges and staffing organisations offering end-to-end solution, the gap of talent search is getting narrower. But what is more important is the new face of the job seeker, they are 5 years younger than an average job seeker a decade ago, which only means paradigm shift in the aspirations of young Indians. The employment terms have outgrown the laws governing them by 20 years, so is the role of HR from the mere gatekeeper and arbiter in employee v/s employer relationship. <br /><br />Added to the new face of employment is the competitiveness of the organisations, not only locally but globally. Managing markets, resources and diversities at the same intensity is the new role of a HR professional. HR of today cannot stay away from the changing roles, they are directly responsible for both the top and bottom line thus making them organisation strategist and not mere people strategist. <br /><br />How can HR impact the financials of a company? The 3 most critical aspects for an organisation are markets, top line and bottom line, one may not have a direct control on the markets as it’s mostly or wholly an external factor but top line and bottom line are completely under the influence of an organisation. HR can make a positive financial impact by being accountable for Talent Engagement, Talent Optimisation and Talent Measurability.<br /> <br />Talent Engagement: With the growing demand for talent pool there are multiple opportunities for a job seeker, attracting or retaining talent is directly proportional to the organisation’s ability to engage its employees. Talent Engagement is not about right job fitment but it is about getting the employees to visualise themselves with the organisation’s growth. Hence, aligning employee aspirations with the vision of the organisation is a critical ingredient to achieve Talent Engagement.<br /><br />Talent Optimisation: Consistent training, providing lateral and vertical growth for an employee is not restricted to Line/SBU heads or HR, but enabling it at an organisational level to leverage the organisational talent pool is the role of the HR. Talent Optimisation would mean an easier mobility of an employee and access to talent seamlessly across the organisation. To make this happen HR needs to have precise business overview and involvement as a stake holder in various business decisions without restricting themselves to base camp.<br /><br />Talent Measurability: Today’s HR has to start looking beyond assessment & appraisal process, HR has always been a facilitator for assessment or appraisal process, but is that the role of the HR? Developing a measurability metrics across organisation could be the 1st step but it does not end there. Service/Production cost, Employment cost, Employee cost has to become part of HR metrics, this facilitates rationalisation of talent equity across organisation. But, Talent Engagement, Optimisation and Measurability are only possible if HR becomes a board function and COO, CMO, CHO and CFO have a common people metrics. <br /><br />How can a CEO make this happen? Optimising the role HR is easier said than done, any organizational change is only possible when it percolates from the top. Commitment to change would mean a comprehensive scorecard for COO, CMO, CHO and CFO with common objectives and quantifiable metrics.<br /><br />HR as function could make substantial impact on the business, with its optimal positioning HR can synthesis and create a ‘Balance Scorecard’, going by Kaplan & Norton’s Balanced Scorecard design process that includes:<br /><br />*Translating the vision into operational goals<br />*Communicating the vision and link it to individual performance<br />*Business planning; index setting<br />*Feedback and learning, and adjusting the strategy accordingly<br /><br />The ‘new HR’ is an organisational change, and cannot be left for HR to take initiative or implement, which means that CEO and the board has to look at HR with a fresh pair of eyes.<br /><br />Who better than HR can get an overall business prospective to make this happen! HR can be re-aligned as a business function and not as a support function by separating the Tactical role HR and the Strategic role HR to begin with.<br /><br /><em>(The writer is Director, Teamlease Services)</em></p>
