“We’re in the midst of the Fourth Industrial Revolution & workplaces are being redefined. Traditional, hierarchical organizations are being disrupted by more agile competitors. Economies are increasingly global, fragmented & technology-enabled.”


Matt Burns, Founder, Global HR Collective


Introduction

Business is broken. There, I said it. For nearly 20 years, I witnessed the decline of traditional corporate cultures from a unique vantage point - Human Resources.

I’ve read the same studies you have - rising instances of mental illness affecting workplaces globally & declining employee engagement. The old model for business is broken & I believe the HR profession is uniquely positioned to influence its resurrection.

We’re in the midst of the Fourth Industrial Revolution & workplaces are being redefined. Traditional, hierarchical organizations are being disrupted by more agile competitors. Economies are increasingly global, fragmented & technology-enabled. In an HR context, we see similar disruption in the global workforce. Technology holds the key to:

  1. Automating transactional tasks & reallocating resources to tasks that drive enterprise value.

  2. Designing & delivering a more personalized, employee-centric experience.

  3. Collaborative employee communications & engagement.

Once prized technical skills are declining in value, or disappearing altogether. Talented, entrepreneurial employees are increasingly fleeing to the gig economy, where flexibility, earning potential & empowerment are greater. Employees who choose to remain in traditional corporate roles will continue to demand work/life integration, skills development & a connection to a greater purpose.

The old model for business is broken & the expectations on HR are increasing. We believe its necessary to go on the offensive, addressing the opportunity from two directions.

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Demand: What Leaders Want from HR

Administrators, Personnel, Staffing. When you ask some Leaders for their definition of HR, this is what you hear. That has to change. For too long the HR profession has been limited to administering, transacting & reporting. With technology advancements, now is the time to redefine HR & highlight the untapped potential to organizations.

Technologies exist that can automate all HR processes - reducing administrative costs, while increasing service. Resources should be reallocated to areas that drive sustained enterprise value, including, but not limited to:

  • Talent Development & Succession

  • Employment Branding & Experience

  • Data Science

These areas individually & collectively serve to redefine the HR profession & increase its value to organizations. Transformation is about mindset.


Supply: How HR Needs to Show Up

In economic terms, adequate supply occurs when there are sufficient numbers of qualified HR professionals. Redefining the HR profession requires an honest look at the values, competencies & skills that have led to the current state. Each must be challenged & where appropriate, changed. We will not be taken seriously as change agents if we resist our own needed transformation.

The HR profession must embrace new strategies, methodologies & principles that balance fiscal responsibility & workplace culture. We must rapidly adopt & integrate technology, data & agile methodologies to accelerate change.

The Global HR Collective was created to table discussions like this. Together we’ll design, develop & share the latest thinking, trends & best practices affecting the HR profession & more broadly, global workplaces.