The New Roles of the Human Resources Professional. Some industry commentators call the Human Resources function the last bastion of bureaucracy.
Traditionally, the role of the Human Resource professional in many organizations has been to serve as the systematizing, policing arm of executive management. Their role was more closely aligned with personnel and administration functions that were viewed by the organization as paperwork. When you consider that the initial HR function, in many companies, comes out of the administration or finance department because hiring employees, paying employees, and dealing with benefits were the organization's first HR needs, this is not surprising.
In this role, the HR professional served executive agendas well but was frequently viewed as a road block by much of the rest of the organization. Some need for this role remains — you wouldn’t want every manager putting his own spin on a sexual harassment policy, for example. Nor can every manager interpret and implement the employee handbook as she chooses. Global Human Capital Trends 2016. Global Human Capital Trends 2016. New Study: The Top 10 Best Practices of High-Impact HR Organizations. Few magazine articles have had such a monumental impact on an entire profession the way that Fast Company’s “Why We Hate HR” did on the world of Human Resources after it was published back in 2005.
Not only was it discussed, debated, and argued about about ad infinitum (and still is, some would say), but it articulated the notion that strategic, high-value HR executives should have a “seat at the table” with an organization’s other high level leaders, but, that this was simply a pipe dream for many in HR. Many think that the “seat at the table” debate has been debated to death, but it is back in a new research study by Bersin & Associates of The Top Best Practices for the High-Impact HR Organization. In the Executive Summary (and you can get a copy here), Bersin principal analyst Stacey Harris references the article and writes: HR organizations lack the skills to succeed Top 10 HR Best Practices Structured governance and business case development (HR impact opportunity — 39%).
Importance of Human Resource Management. Work in the 21st Century: The Changing Role of Human Resources Jan 98. Karen E.
May Terranova Consulting Group There are an incredible number of pressures on today's organizations. To name a few: environmental pressures such as increasing globalization, rapid technological change, and tougher competition; organizational changes such as new organizational alliances, new structures and hierarchies, new ways of assigning work, and a very high rate of change; changes in the workforce, including employees' priorities, capabilities, and demographic characteristics. Within these pressured organizations, there is a need for (and opportunity for) the human resource function to play a critical role in helping organizations navigate through these transitions.
The role of human resources has been evolving for some time. Dave Ulrich provides a clear path to the next generation of HR with HumanResource Champions:The Next agenda for Adding Value and Delivering Results (1997). Strong HR leadership. Business unit assignment. References Beatty, R. Johnson, H. The Impact Of Human Resource Management Practices On Turnover, Productivity, And Corporate Financial Performance.