The next few years will be a time of seismic change in the rapidly advancing digital workplace. Chalk it up to a combination of trends — from the the death of classical hierarchies and top-down management to a new focus on inclusion, productivity and innovation.
To understand what the future holds for human resources (HR) professionals, we asked four industry experts for their perspectives.
The article was originally published on CMSWire.com.
Head of London & Head of Engagement (Branches) at CIPD. David is an experienced OD professional focused on improving organizational and team performance, with practical, grounded experience of most HR disciplines.
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1.More Digital Workplaces
Speaking about the future of HR, we will continue to see the trend towards more digital workplaces — be that through collaborative tools, the encroachment of wearable technology into the office or more of a focus on people analytics.
This will present increasing challenges around the good practice of handling that data and using it to add value. What is organizational data and what is personal?
This is not a decision or area for IT to resolve. This is less about legal requirements and more about what it is to be a good employer, and HR should be at the heart of thinking about how working practices mature.
I see virtual reality as a massive opportunity for recruitment and learning and development professionals, given its ability to create truly immersive experiences in a safe environment and its increasingly accessible pricing. I can envision nimbler organizations making use of the cheaper platforms (Daydream, Cardboard, etc.) to think about learning experiences in a very different way.
For recruiters, VR will enable attraction campaigns to incorporate a realistic snapshot of the office environment for candidates to evaluate and even to support the onboarding process, supporting efforts to provide a transparent view of the workplace. We will see increasing automation, hopefully strategically employed to augment our capabilities and free up resources rather than for opportunist cost saving.
2.New Ways of Working
We will continue to see the evolution of the law and debate around zero-hour contracts, the gig economy and the changing nature of employment. This will continue through 2017 and beyond as organizations continue to vary their organizational structures to find ways to be more competitive.
We will see some organizations in this space recognizing that investing in people is a way to be more competitive. Employee wellbeing needs to be at the heart of their strategy — with the cost of not doing this being crippling in terms of both time and goodwill.
3.Development of Ethical Workplaces
And one more trend shaping the future of HR. The last 12 months have put people’s beliefs and desire to be heard at the forefront of public consciousness. HR practitioners will be expected to lead and set the standards of what is acceptable in terms of conflict and debate in the workplace, while at the same time reflecting hard on their own values and principles and how they manifest in their work.
Inequality, access to education, social mobility, democracy, voice, immigration and the ethics of HR technology are all issues that will bridge our personal and professional lives. It will be complex and at times difficult, but it also places HR where it should be: at the heart of ensuring inclusive and productive workplaces, championing better work and working lives.
Chris Russell is considered the ‘mad scientist of online recruiting’ by his peers. He’s built dozens of job boards, apps, & recruiting tools since he started in 1999. Today, he consults for HR tech vendors and job boards at Rec Tech Media (rectechmedia.com).
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4. Acceleration of HR Technology
There has never been more HR technology than exists today. That trend will only accelerate in 2017 as more software developers and vendors try to put structure around recruiting and HR processes. What I fear is that many of them will simply create HR technology that doesn’t solve practical problems. Too often I see new products come out that don’t take into account the actual workflow of a recruiter or human resource professional.
Products need to involve actual practitioners to be effective. For instance, we have good examples of interview management tools that evolved from an actual problem in the recruiting process that wasn’t being well served by ATS vendors.
Technology like AI sounds cool, but folks in HR and recruiting are not techies. They need products that are simple, easy to use, and most importantly save them time! Time savings is probably the best feature any vendor can build into its product. If it doesn’t make the recruiter’s job easier, think twice about adding it.
Jeff is a Partner – Digital People Practice at Digital Works Group. He is a Talent & Innovation Accelerator and Future of Work Consultant for small businesses in the emerging, fast-growth high-tech sector, as well as mature businesses undertaking digital transformation.
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5. New Organizational Structures
Classical hierarchies and top-down management and decision making are dying, giving rise to devolved decision making by cross-functional teams that work in sprints of activity, are funded via micro-budgets, and able to deliver at unheard of speeds.
Digital transformation is not just shiny, new HR technology — it’s a new way of organizing, engaging with customers and employees, and how we build networks of expertise and trust – through cooperation and collaboration — working faster, better, smarter than ever before.
Thus the ‘team’ becomes the ultimate productivity structure within your organization, and HR needs to be right in the middle of this new construct to build out the optimal team design, ensure the right personalities and skills are represented and to drive new methodologies to ensure the best possible outcomes.
6.More Tools to Support Work and Collaboration
HR teams need to jump headlong into creating the environment, structures and tools to support 21st century speed of creation, innovation and collaboration.
New tools (wearables, mobile apps, digital platforms, virtual reality and artificial reality) are all coming to market now with some very credible, tantalizing and powerful capabilities. Where does HR stand relative to these tool sets, and how to assess their capability, financial impact, personal impact, data generation and implementation?
Today, I’d say HR isn’t remotely prepared for this challenge — and often look to the IT department to support anything ‘technical’ as it’s just not in their remit to sort this out. But it’s very much in HR’s wheelhouse to address the incorporation of these sorts of tools, and to scrape data off the back end of using them to derive meaningful and actionable insight to improve their business’ ability to compete, differentiate, innovate and build value.
7. Learning On-Demand, Just-in-Time
There are all sorts of web-based tools and mobile first applications that can help employees access just what they need to know, when they need to know it. Learning and development has become a science of mental and psychological enablement, no longer a nice-to-have that makes people feel good about their company investing in them.
Learning and performance are closely linked together. And with the incredible expanse of knowledge that employees need to be successful — wherever and whenever they need to know it — it is a mission critical advantage now.
Organizations need to train one another, provide tools and access across the company, and empower people to succeed under any circumstance imaginable, at rapid speed.
Perry is Founder and Chief Energy Officer, PTHR – aiming to change the world of work. He is a Chartered Member of the CIPD and a Visiting Fellow at Sheffield Hallam University.
Alongside his own business, Perry is a Certified WorldBlu® Freedom at Work Consultant, Coach, and an international and TEDx speaker on HR and the future of work.
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8.Connecting With a Greater Purpose
One trend shaping the future of HR that probably covers the whole picture of work is the need to connect with a greater purpose than simply having a job and transacting through life. This could be pretty controversial for some people. Because a lot of people think, “Oh, work is just about economic considerations, it’s just to get money to live.” And I think we are seeing an increasingly damaging trend – people are still “chasing” more money. But they are also ruining their health, their family lives are suffering, and society has fragmented because people are not connecting to each other enough.
So, where I have seen people as a complete being flourish, is where their work has a purpose. And so I think that in 2017, companies will take a really long, hard look at themselves. And ask: apart from money, why am I here? Because I think they need to connect to people on a different level. There needs to be a more, almost intrinsic and moving reason to work, and more purposeful things that people can connect to. I think that all companies need to look at their purpose, their reason. If it’s just to make money, I genuinely don’t think it’s good enough anymore.
9. More Inclusive Workplaces
Inclusion, of course, covers gender, race, religion, age, disability … all those protected characteristics. But it also means people want to be included and involved in shaping the services, products and future of the company they work with.
They want to share with a company what a customer really wants, they want to influence a company to stop chasing ridiculous targets and center on the customer.
Some of the most sustainable companies are those that involve their people in decisions from something as radical as open-book accounting, where anybody can see the financial state of the company, to things like being involved in a new product, or being involved in a shifting customer need with the launch of a new initiative.
I would like to see HR being more involved as the instigator and the creator of more inclusion activities where people can find themselves shaping and helping to decide what the company is all about.
With so much change and so much shift in what people expect from life, people’s views on the world and on the products they want – green agendas, rapid transportation, autonomous vehicles, and artificial intelligence – there is so much going on that HR needs to be involved in creating as much innovation as possible to not only deal with that change, and the shifts, and the technological disruption, but also be in a leading position for that activity and drive it to ideas to execution.
I think the companies that will do best aren’t just the ones who can hold onto the rails, so to speak, but the ones who will set the rails in motion. I think there is an enormous amount of innovation powering companies that we don’t see leveraged and I think you want to look at these three as the connecting pieces as they are, because if people know the purpose of the company and they are included into shaping its destiny, then innovation will naturally start to generate conditions of success and form projects and activities that become a part of their job. So I think if we left innovation to research & development, we would struggle. Because I don’t think it can work like that anymore. I think we need everybody to get involved in some sort of a crowd-sourced agenda for the future.