The economic recession forced companies to focus on short-term goals and survival. Optimizing the efficiency of all corporate functions while limiting investments was the key concern. Today, the economic situation has improved, yet still remains a matter of constant change. The US Army has an abbreviation for such a state of world affairs: VUCA (volatile, uncertain, complex, ambiguous).
The only way for HR to succeed in this environment is integration with the business of the company. However, is HR developing its leaders to tackle these challenges and evolving its expectations in the context of this dynamic environment? This question was asked in a survey by Aon entitled Developing the Next Generation of CHROs.
The survey was conducted in the form of personal interviews with 45 HR directors of leading companies worldwide. It turned out that if they want to succeed, they will have to improve in the following areas.
1. Analytical thinking and decision-making based on data
Do not try to look for the right answers, but to ask the right questions.
2. Manage changes in organizational culture
Make sure that your organization's culture is developing in the right direction and your leaders' management styles meet the objectives of your company culture.
3. Map needs in terms of capabilities
Proactively examine the differences between your current capabilities and the capabilities you will need in the future.
4. Search for internal and external talent
Create you own policies and procedures to find the best talent using a balanced ratio of intuition, data and assessment.
5. Involve technology
Follow the rapid development of HR technology which can make individual HR processes easier.
6. Follow the organization's needs
Follow trends, but do not implement everything blindly in the same ways as others. Search for ways how to use different procedures in the context of your organization.
Individual parts of the Aon's survey then closely examine how HR managers should develop in five key areas: 1) in relation to the company's top management, 2) in relation to other C-level managers, 3) within the field of HR and strategy, 4) in relation to external partners outside the company, 5) in their own personal skills.
The entire study is available for download at Aon's website here.
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