Shaping People Strategies In The Fourth Industrial Revolution

HR leaders will increasingly need to develop skills related to data analytics, understanding and helping others understand technology, systems thinking, design thinking, story-telling, understanding the emerging field of mapping jobs, skills and tasks, and conducting strategic workforce planning. While organizations are shifting their business models and transforming work and the workforce. HR professionals often find themselves caught between fulfilling their legacy role while aiming to play the leadership role required in the future. For example, over 50% of the respondents in a recent global survey said tolerating ambiguity is the most critical competency for a Chief Human Resource Officer (CHRO). However, only 18% of today’s CHROs are prepared to meet the evolving needs to drive performance and capability and even fewer respondents say future CHROs are prepared for this need. The policies and procedures that HR co-creates shape the employee experience and determine how well a company adapts to emerging business models.  Along with associated HR functions and skills and emerging best practices, can together serve as a starting point to support change in the people strategies of global organizations in the 4IR. Build data analytics capability and invest in digital tools to sharpen the precision and proactivity of talent planning and performance management. The HR function needs the right skills, but the business also needs the right baseline data to be accurate. For example, one key challenge is that job descriptions don’t reflect what people do.

Reference: http://www3.weforum.org/docs/WEF_NES_Whitepaper_HR4.0.pdf

Dr. Maria Grace Herlina S.Sos.,MM. & Dhefi Nurafni