HR transformation will require HR teams to build new capabilities to tackle a range of business priorities, including:
New and evolving workforce needs
Today’s hybrid work environments and rapidly changing business priorities require new ways of working. As organizations shift business strategies and implement new processes and structures, HR must be prepared to support the execution of these changes. HR staff can use an open-source change approach to ensure that employees remain engaged despite potential change fatigue. HR must also support leaders in developing their ability to be more human-centric to ensure a happy, healthy workforce that can generate sustained performance.
Data-driven HR insights
HR increasingly needs data-driven workforce insights — and the skills to turn talent analytics into workforce plans and decisions. The growth in the number and availability of employee data sources requires HR professionals to develop their ability to not only analyze employee data but also communicate that data effectively to their audience.
By asking the right questions, choosing the right metrics and crafting a compelling narrative with the right data, HR professionals can drive better data-driven employee decisions. In doing so, they can increase their business impact and play a more strategic role within the organization.
Shifting HRBP competencies and roles
As the HR operating model changes, the HRBP role is likely to be split between more specialized roles. HR leaders must ensure their staff are equipped with the competencies necessary to effectively provide value to the business in these new roles. Gartner’s HR Professionals Competency Model identifies the critical competencies and behaviors HR employees must demonstrate to be effective strategic partners to the business.
HRBPs as strategic talent leaders
Strategic talent leaders are a VP-level evolution of the HRBP, focusing on strategic priorities, and are aligned with a specific business unit or function. This requires strong business acumen and talent management skills to work with the aligned business unit or functional leader, as well as strong strategic consulting and relationship management skills to collaborate and network within and outside HR. Data judgment is critical to helping these leaders use and interpret labor market intelligence and other talent data to inform decision making.