As many traditional human resources (HR) functions are automated, outsourced, handed over to managers, or turned into self-service services for employees, HR faces a crucial challenge: redefining its role within organizations.
In a context where companies are undergoing a transformation and their success depends largely on the adaptability of their human team, all eyes are on HR, demanding that it take on a more strategic role. Back in 2015, Harvard Business Review warned on its cover that the time had come to "blow up HR and build something new." But what should this new version of the area look like?
Looking outward and forward
HR cannot remain closed in on itself or apply the same old solutions. Its main mission today is to help transform the organization so that it adapts better to the current environment or, even better, to make it more flexible in the face of changes that will undoubtedly continue to come.
To achieve this, HR must adopt a proactive attitude, exploring trends and anticipating how they will impact talent management. Some key questions to ask are:
What will our company be like in the future?
• What kind of talent and skills will we need?
• How can we manage changes effectively?
For example, the emergence of artificial intelligence and teleworking have transformed not only the professional profiles in demand, but also the way in which performance and organizational culture are managed.
Systemic vision
Organizations are complex systems in which everything is interconnected. Any change in one part impacts the whole, so HR must adopt a global and strategic perspective.
A company is not only its people, but also its processes, its culture, its strategy, its values and even its physical space. For decisions in all these areas to be coherent and aligned with long-term objectives, it is essential to have a comprehensive vision of the organization. Methodologies such as Organizational Network Analysis (ONA) help understand how people interact within the company beyond the formal organizational chart, allowing for more informed decisions about structure, collaboration, and leadership.
Personalization
More and more, companies understand that a one-size-fits-all approach for employees no longer works. In an environment where teams are increasingly diverse and jobs more complex, it is key to adapt the employee experience to their needs and expectations.
In the same way that marketing has learned to personalize the customer experience, HR must do the same with employees. This involves segmenting employees according to their profiles and preferences, and designing an attractive and motivating work experience from the moment they join the company until they leave.
Making decisions based on evidence
For HR to have a true strategic impact, its decisions must be based on solid data and not just on intuitions or traditional practices. The Evidence-Based Management trend encourages HR to base its decisions on academic research and on the analysis of the organization's own data.
A clear example of this approach is the growth of People Analytics, which allows for the extraction of valuable information about talent from data analysis, helping to make more precise decisions aligned with business objectives. Tools such as Workday or Visier are already being used to identify turnover patterns, predict training needs and improve workforce planning.
In short, the role of HR is evolving rapidly. It is no longer just about managing administrative processes or solving specific problems, but rather assuming a strategic role in the transformation of companies.
Adapting to this new reality is not an option, but a necessity to remain relevant in a constantly changing world. Organizations that understand and adopt this approach will be better prepared to face the challenges of the future and turn talent into their main competitive advantage.
