| The role of the Human Resources
| |
| | But the key appears to be strategic
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| Department has changed dramatically over
| |
| | planning. With the changing landscape of
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| the past 30 years and will become
| |
| | Human Resources management in the years
|
| increasingly more strategic in nature in
| |
| | to come, strategic planning will be the
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| the future, said a leading light of the
| |
| | key for HR to meet those needs and to
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| HR community in the recent 2006 Annual
| |
| | succeed. The key to HR planning for the
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| Conference and Exposition of HR
| |
| | future begins with one simple question
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| practitioners in Washington, DC.
| |
| | that HR professionals have to ask
|
| Rita Craig, president of the Craig Group
| |
| | themselves, says Craig: "If we are
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| and a long-time professional HR
| |
| | successful in the years to come, what
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| consultant, said the role of HR has
| |
| | will our customers and competitors be
|
| changed from a primarily administrative
| |
| | saying about us?" With the answers to
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| position to one that is more strategic.
| |
| | this question, HR practitioners can
|
| Times certainly have change from those
| |
| | formulate a clear, shared vision and a
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| days when the HR department was called
| |
| | sense of direction for the organization.
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| the "smile and file" department since in
| |
| | As a possible starting point in providing
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| that era, the primary qualifications for
| |
| | answers to the key question, Craig
|
| HR were simply a friendly disposition and
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| | suggested the following: Focus resources
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| an ability to file.
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| | on key goals and strategic measures,
|
| She said that the emerging trends in HR
| |
| | create and sustain long-term performance,
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| call for HR professionals to take the
| |
| | and create a living document that can
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| lead in planning for the future and
| |
| | change when necessary.
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| becoming strategic business partners in
| |
| | In closing, Craig warned against
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| their organizations. She identified
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| | "powerful and pervasive barriers" that
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| several other trends in the industry, as
| |
| | prevent HR professionals from being
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| follows: (1) a shrinking talent pool, (2)
| |
| | effective in their roles. She pinpointed
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| An increase in outsourcing, (3) A more
| |
| | these as resistance to change, failure to
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| intense focus on work/life balance; (4)
| |
| | implement plans, the wounds of past
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| Changing workplace demographics, (5)
| |
| | strategic planning failures, and failure
|
| Greater need for talent management, (6)
| |
| | to anticipate the impact on people,
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| Ethics requirements, and (6)
| |
| | process and organizational structure.
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| Globalization.
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| |
|
