Leading transformation from HR
The present moment in global business and commerce is marked by proliferating invention coupled with the innate human desire to connect.
Technology has burrowed into every aspect of personal communication and professional performance. Workers and customers have more mobility and fewer temporal and geographic barriers. Professional expression has more social qualities that bring workers together over ideas. Technology not only makes it possible for everyone to compute, it now connects people without the limits of time, place and culture.
More and more, work is a means of personal satisfaction in every field. Some workers can see fulfillment, not just compensation and security, within their career trajectories. This is happening at all levels of experience.
Yet not every company has adjusted to this significant development, only companies that have shifted their mindsets about the role of the workforce in customer relationships. Only the companies that harness technology to equip people have made the leap.
Companies must transform into structures that use technology to connect workers with each other and their customers seamlessly.
Human Resources has matured from its early days as "Personnel" to a robust corporate function. HR, however, is usually not perceived as a force for innovation in business, much less instrumental in connecting the company to its markets through the company's workforce.
HR's progression through the decades can be measured in the effective deployment of mechanical tools and industrial psychology, not in guiding companies to reach beyond automation and convenient categorization of worker skills and potential. Outside the FORTUNE 200 companies, where HR chiefs have ready access to their CEOs and perform as strategists, most HR departments continue to be consumed with compliance issues that began escalating in 2007 and 2008. Their scope has been defined by regulation and enforcement, not strategy and vision. These HR teams tend to be small, yet even their C-suites recognize that talent management is becoming as pressing an issue as competition. The adoption of emerging talent management technology is, therefore, a thorny topic. Early adoption of such technology is perceived as risky when budgets are tight and HR is in response mode.
HR must change its own structure and orientation to become a force for corporate transformation.
People are ready to manage their own careers. They are even open to contract employment and consider it as steady a resource as conventional employment. Social technology has broadened the experience of workers, introducing them to the idea that they are more than what they can produce: each worker owns a collection of skills and experiences that constitutes talent – talent that they can choose to make available to the right employer at the right time.