Due to changing environment and quicker demand cycles, all job roles are currently changing. Taking ongoing digitization activities under consideration, also the HR department is facing an internal challenge describing their own roles and responsibilities.
Not spending too much time on this topic, but it seems that the currently often used HR Operating Model based on Dave Ulrich’s theorem, might not be affected itself. The responsibilities of each of the three pillars (HR Business Partners, Centers of Expertise and HR Services) are clearly defined and can be understood as the solid base of a continuously changing environment. Can it?
Let’s have a deeper look into the HR Services department. As described in one of my former blog post regarding RPA (robotics process automation), the digitization and the technological achievements will have a dramatic influence on the operational job level within HR Services. As we reduce manual and repetitive incidents using automation, we relieve the human workforce from those actions to focus on value-adding tasks.
Develop a robust career pathing frame to prevent organizational failure
For sure, humans aren’t machines. Machines might be – from a purely financial perspective – be more efficient and reliable regarding the administration of transactional tasks.
Offering the same level of service having robotics in place will consequently lead to a reduction of workforce in mid-term. To prevent organizational failure, the HR Services management team must develop and adjust job descriptions in a career pathing frame. In general, there is no ONE career path. Think about me: I studied chemistry and now write a blog post for experienced HR topics.
Everybody is responsible for his own career development.
Any kind of employer who is stating such smart phrases has not understood, how today’s organization need to grow and retain their talents. A career path can offer organizational guidance and draw some possibilities the individual person might take. Having concrete job descriptions will help to get an understanding, what exactly the line management is expecting from the described role. It is up to the individual person to accept that way of development to step through the offered door.
These development possibilities are not tied to HR Services organization only. Having the job automation mainly hit HR Services, the career path frame should also include related functions such as HR Business Partner or the Centers of Excellence.
What else can the management team do to be prepared for the digital future?
The management team can kick-off further initiatives which keep the human workforce fluid and prepared for potential upcoming peak periods.
Job shadowing is quite popular as an „on-the-job learning“ and can be part of an individual development plan. Besides the functional knowledge, the learner can absorb also new aspects related to the job, organization or competencies can be perceived. Having people from inside and outside the HR Services team who are interested to broaden their horizon accordingly to specific topics, the job shadowing technique is simple to allocate. This kind of assignment leads to an higher employee motivation and also can bring in „fresh and external“ perspectives to continuously improve the operational work. The duration itself should not extend three months and ideally should not consist of 50/50 constellations.
One of the basic key principles which are also a common sense within project management is the agile working. Translating this method into agile succession planning, the management team should consider the internal workforce as a potential fit for a vacant position. Keeping the human workforce agile having the opportunity to allocate tasks more effectively. This will lead to an increased overall team efficiency.
HR commitment to career pathing framework is one key element
Coming back to the career pathing frame in this context. Showing up with potential development possibilities will help the current and future workforce to identify their own way in your organization. Why not joining the HR Business Partner community after one year in HR Services to become a Junior Business Consultant? The person is lifted from very operational level to the tactic or even more strategic level having all relevant HR baseline knowledge available.
The HR community should commit itself to the value HR Services is bringing into the whole organization. This can be guaranteed if the senior management has a closer look at the origin of new joiners in the Business Partner or CoE functions. In case of a functional fit, an HR Services employee should be considered as the potential successor.
What’s next?
Let us sit together to review your current team structure and the related job opportunities. In addition, I also offer to establish and streamline the job description catalog for your HR Services team. In case you are interested, please let me know: