DISRUPTIONS IN HUMAN RESOURCES

 
IN HR is about service
 

The concept of disruption comes from the technology world where change is rapid and ongoing and transforms industries:

Google disrupted online search and advertising; Salesforce disrupted Customer Relationship Management (CRM); Amazon disrupted distribution; Uber disrupted transportation; Airbnb lodging; Facebook disrupted social experiences, and so forth.

 

BY DAVE ULRICH
RENSIS LIKERT PROFESSOR OF BUSINESS 

Publicado originalmente en https://rhenlasempresas.com

For HR (and other disciplines like IT, marketing, finance, law), disruption denotes new ways to think about and solve problems. HR disruption is about delivery of HR services, but also about the logic behind that delivery. Disruption is not a noun with an end state, but a verb where the process of evolving HR continues. HR disruption is less about a shift leaving behind one idea for another (e.g., moving from operational to strategic) and more about a pivot of ideas building on each other (e.g., being operational and also strategic). The disruptive pivots in HR have been going on for decades and will inevitably continue. Let me highlight some of the major HR disruptions that shape HR work today (these disruptions have been and will be subject of other articles).

 

 

 

VALUE ADDED FOCUS OF HR: TOWARDS OUTSIDE IN

HR is not about HR, but the value HR creates. We have seen four waves of value creation, each building on the previous platform. HR has created value from administrative efficiency to functional excellence to strategic HR and now has pivoted to HR outside in with external stakeholders. Each of these waves disrupts and builds on the previous. The outside in wave focuses, for example, on how HR delivers value to customers, investors and communities outside the organization as much as employees and line managers inside (see book HR From the Outside In. McGraw Hill Education, 2012. Print).

OUTCOMES OF HR: TOWARDS ORGANIZATION

As we have suggested, HR delivers value to key stakeholders in evolving ways. For decades, HR focused on the outcome of talent as characterized by the “war for talent”. Dozens and dozens of HR investments have been made to upgrade talent, workforce, or people. In our research, we have found a disruption in that HR should focus even more on organization and leadership. Organization improvements have four times the impact on business results as talent investments. HR outcomes are disrupted from only talent to talent, leadership, and organization.

 
TALENT OUTCOME DISRUPTIONS: TOWARDS WELL-BEING

Within the talent outcome, disruptions are occurring as HR pivots from focusing on employee competence (right skills, right place, right time) to commitment (behavioral engagement and showing up at work) to contribution and well-being (emotional engagement and finding meaning from the work people do). Ensuring that employees experience well-being from work (see our book The Why of Work. McGraw-Hill Education, 2010. Print) disrupts and evolves the talent agenda.
This may be framed as building an employee experience.

In addition, the disruptive outside in logic emphasizes that better talent is assessed by the extent to which talent increases customer and investor value, not just talent for talent´s sake. Employee experiences are lead indicators of customer experience and investor confidence.

ORGANIZATION OUTCOME DISRUPTIONS: TOWARDS CAPABILITY

Since “organization” has four times the impact on business performance than “talent”, it is important to define what we mean by organization. Definitions of organizations have been disrupted from seeing an organization as a hierarchy or bureaucracy with clear roles, rules, routines, and responsibilities. Organizations may now be seen as bundles of capabilities, or characterizations of what the organization is known for and good at doing. In our research, we have identified which capabilities predict business success, including leveraging information, managing culture, creating change or agility, ensuring collaboration and innovation.

As these capabilities become connected to market opportunities outside the organization, they disrupt how people think about, work with, and shape organizations.

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