Hr is a career which many don’t wish to go for as it by theory way of seeing many say its boring and don’t see themselves doing these, they want to be practical and creative as they say it is in marketing. Hey! Wait a minute practicality and creativity is absent in human resource who said that, I didn’t but many management graduate do say that, and I guess they don’t know the real story.
HR is also a profession on the up! Demographics show, as illustrated by McKinsey's study "The War for Talent", that there is a diminishing global talent pool from which an expanding population of businesses are looking to hire. On the assumption that recruiting, retaining and developing the best people makes for a more successful business, it means that the power balance will shift further toward the employee. Hence for organizations to maximize their success, they will need to ensure they make themselves as attractive to work for as possible.
Things are changing, though. As talent management becomes a make-or-break corporate competency, the HR function is responding with a shift from managing the monetary levers of human resources—compensation, benefits, and other expenses—to increasing the asset value of human capital, as measured by intangibles such as employee engagement. A new kind of HR professional is emerging to manage this transformed function, someone who deeply understands not only talent-management processes but also an organization’s strategy and business model—someone who is responsible for, say, hiring and training marketing managers but who also knows how to put together an effective marketing plan.
HR will play a pivotal role in this, as people issues become an increasingly important of organizations' core strategies. A result of this must be to make the HR professions even more central to the business, increasing the number of HR Directors sitting on the main board, a major leap from 30 years ago when this was the exception - rather than the rule. Taking the leap one step further, the more HR Directors we see on the main board, the more likely we are to see Chairman, CEO and MD's coming from an HR background, which has traditionally been the domain of the finance or sales professional.
By Priti Shah
HR is also a profession on the up! Demographics show, as illustrated by McKinsey's study "The War for Talent", that there is a diminishing global talent pool from which an expanding population of businesses are looking to hire. On the assumption that recruiting, retaining and developing the best people makes for a more successful business, it means that the power balance will shift further toward the employee. Hence for organizations to maximize their success, they will need to ensure they make themselves as attractive to work for as possible.
Things are changing, though. As talent management becomes a make-or-break corporate competency, the HR function is responding with a shift from managing the monetary levers of human resources—compensation, benefits, and other expenses—to increasing the asset value of human capital, as measured by intangibles such as employee engagement. A new kind of HR professional is emerging to manage this transformed function, someone who deeply understands not only talent-management processes but also an organization’s strategy and business model—someone who is responsible for, say, hiring and training marketing managers but who also knows how to put together an effective marketing plan.
HR will play a pivotal role in this, as people issues become an increasingly important of organizations' core strategies. A result of this must be to make the HR professions even more central to the business, increasing the number of HR Directors sitting on the main board, a major leap from 30 years ago when this was the exception - rather than the rule. Taking the leap one step further, the more HR Directors we see on the main board, the more likely we are to see Chairman, CEO and MD's coming from an HR background, which has traditionally been the domain of the finance or sales professional.
By Priti Shah