2016打造卓越HR的当务之急（英文版）_5页_336kb

2016 HR Key Imperatives Summary

Core Content

2016 marked a pivotal year for HR professionals, as organizations faced increasing demands for agility and responsiveness in a rapidly changing business environment. The role of HR evolved beyond traditional functions, positioning it as a central driver of change within the organization. HR leaders were no longer just responsible for managing human resources; they were now seen as the Chief Change Officers, tasked with building a change-capable workforce and aligning HR strategies with organizational transformation.

Main Challenges and Insights

1. The Complexity of Organizational Change

• 70% of organizations reported undertaking at least one major change in the past three years.
• These changes are more complex than ever before, with 60% of leaders unfamiliar with the types of changes they are managing.
• Two-thirds of enterprise changes failed, leading to significant losses in revenue, productivity, and competitiveness.

2. The Need for a Change-Capable Workforce

• Traditional approaches to building an agile workforce (change-responsive) are not enough.
• The best HR functions focus on creating a change-capable workforce, one that can adapt its work to new circumstances.
• Key strategies include:
  • Ensuring change owners have organizational knowledge and change management skills.
  • Clarifying roles and responsibilities during change.
  • Ensuring clear communication with employees.
  • Structuring talent processes to support change.

3. High-Potential (HIPO) Development

• Traditional HIPO identification and development methods are outdated.
• Organizations need agile HIPO strategies that can adapt to evolving needs.
• Support includes:
  • A new high-potential model to uncover hidden talent.
  • HIPO preferences data to build compelling employment value propositions.
  • A HIPO Program Development Guide to create flexible programs.
  • Simple criteria for HIPO nominations and communication.
  • Best practices for managing expectations, line leader ownership, and mentoring programs.

Supporting HR Initiatives

1. Sourcing Talent in the Digital Age

• Social networking and recruitment technologies have increased competition for talent.
• HR must create demand in the labor market and refine candidate profiles to access new talent pools.
• Tools and resources include:
  • TalentNeuronTM for identifying rich talent pools.
  • Candidate outreach strategies to convert passive candidates.
  • Diagnostic tools to assess the progressiveness of the recruiting function.

2. Managing Rewards in the Era of Performance Management Transformation

• Performance management changes (e.g., removing scores, increasing manager discretion) have made reward systems less defensible and less transparent.
• HR must ensure fair and credible reward distribution and equip managers with the skills to assess performance and make informed pay decisions.
• Resources include:
  • Best practice research on qualitative performance assessments.
  • A diagnostic tool for evaluating total rewards, compensation, and benefits.
  • Training materials for managers to communicate performance and pay effectively.

3. Developing the New Learner

• Learning and development (L&D) must evolve to meet new employee needs and expectations.
• L&D functions have increased spending by 16%, but only 39% of employees find L&D solutions helpful for their work.
• The best L&D functions partner with employees to create productive learning experiences.
• Support includes:
  • Tools to measure L&D effectiveness and business impact.
  • Step-by-step guides for building a learning culture.
  • Guidance for social learning technology planning.
  • A roadmap of learning innovations.
  • Metrics That Matter™ analytics solution to evaluate learning programs.

Member Impact and Best Practices

• 66% of changes succeed in change-capable organizations, while only 1 in 3 succeed in change-responsive ones.
• CEB provides practical insights, best practices, and decision support to help HR leaders drive performance and success.
• HR leaders are encouraged to partner with the CEO and C-suite to align change strategies with overall business goals.

Conclusion

HR's role in 2016 was not just to support change but to lead it. By focusing on building a change-capable workforce, developing agile HIPO strategies, sourcing talent effectively, managing rewards transparently, and creating productive learning experiences, HR leaders can drive organizational success in an era of constant transformation.