The HR Frontier

I love the HR job family, it just keeps growing and pushing out the frontier.

The HR Job family with its generalist and specialist roles is always morphing and growing. It needs to be as agile as the business itself because the task list and the scope of the function just keeps getting bigger. 

However, as the function grows and evolves, unrest arrives and there are continual debates about what it’s purpose is and where its time (and money) should be spent. 

We recruiters of HR Professionals see the whole landscape in full, we see the push and the pull.

"The push" to measure, to gather data, to harness the power of metrics, to enable better more robust and more timely business decisions as well as the rise of analytics and the shared services hub.

Betterworks CEO Doug Dennerline says “the raw data pulled from analytics can be used to create actionable insights and ultimately support data-driven decisions around promotions or compensation, development and success planning, and agile cross-functional team staffing,” highlighting the new level of data competency in 2019. 

This honest pursuit is being enabled by big data facilitators such as SAP and IBM, who tell us that this is the way forward. We see "the pull" at the other end of the spectrum. The pull on the heartstrings, the pullback to people facing HR, to business partnering, to advice, the human touch...

Some of the most exciting and recent developments in HR world have been ‘EVP’. Possibly we should now call it EVP 2.0, also commonly known as employee experience (EX). The concept where customer experience could or should be valued and mirror the way we treat and deal with our employees is revolutionary.

McKinsey noted in March 12, 2018 “A growing number of organizations suddenly are into the employee experience. They’re discarding the stiff, outdated term human resources and many have even replaced chief human resources officer with chief employee experience officer”.  

Mckinsey goes on to define EX as follows, “We define EX as companies and their people working together to create personalized, authentic experiences that ignite passion and tap into purpose to strengthen individual, team, and company performance”. 

Is that a worthwhile pursuit? Is that where HR should invest headcount and resources?

I think the answer is depends.

It depends on what the organisation prioritises. If it’s all about the metrics and is data-driven; with a focus on headcount reporting and a close dissection of payroll costs and headcount analysis, then we know what you are going to spend your money on. 

If you have a workforce that is hard to train, expensive to maintain and where good people are in short supply, then its “Human-centric” HR land for you.

And if you are really’s both. 

David Owens 
Managing Director - HR Partners 


< return to previous page


No comments posted yet.

write a comment

submit your comment