Twenty years ago, human resources (HR) was often considered an administrative-heavy, desk based profession. Jump forward twenty years and the industry is as fast paced as any other. Article by City & Guilds.
Technology remains a catalyst that has prompted change in every industry. Many implications stem from these changes, which shape the HR industry as we know it. Besides increasing the speed at which we work, technology has had a big influence on the dynamics and communications of the workforce, connected us with competitors and blurred the lines between personal and professional networks. LinkedIn is fast becoming the business card standard and we often know our professional networks in many different circles, due to the connectivity levels of today’s world.
Back in the mid-nineties, an HR professional would not have been required to consider the opportunities or hazards of the technology sphere and its ‘domino effect’ on other areas. Prevalent changes in the industry since twenty years ago encompass four key areas as a result of this domino effect: The world was a very different place in 1995. Limited emails, no social media, mobile phones, video conference calling or virtual meetings. Everything was slower in getting to market. Conversely, in 2015 a thought is no sooner in the mind of an employee or customer than it is shared with millions around the globe – exciting, yet daunting. Technology continues to influence the global labour market and undoubtedly alters existing workplace environments. Flexible working hours and remote working are becoming the norm. The ‘traditional’ office as we know it is becoming a virtual office. The pace of change is fast and HR teams need to be nimble and proactive to develop new and innovative communication strategies in order to capitalise on change. Facilitating communication between teams and co-workers has had a profound effect on the productivity and creativity of an organisation as a whole. The norm has shifted from a single co-worker holding sole responsibility over a piece of a project, to a dynamic team approach whereby collective goals are communicated. Work that is being set for employees is no longer ‘black and white’ from start to finish. Instead, HR professionals are encouraged to move forward through constant communication.
Innovation
The future of business is unlikely to be sufficiently served by existing methodologies. Innovation in technology and digital tools like e-learning, virtual collaboration, online coaching and mentoring, social learning and enterprise networks will become more important in the workplace of tomorrow. Innovation fosters growth and people are at the heart of innovation. It therefore makes sense for HR professionals to be the pioneers and key enablersof innovation – not just embracing it but encouraging ideation and creativity in so that theworkforce of today can anticipate the changes in the market tomorrow and help their businesses to develop new strategies accordingly.
Recruitment
Recruitment is perhaps the most obvious challenge for HR teams. Attracting and hiring the best of the best is a time consuming, and at times very expensive, exercise. Making rushed or unsupported decisions in the early stages can have a dramatic and detrimental impact on the performance of a business. Social media is already playing a significant part in the recruitment process with more and more jobs being advertised on Linkedin and Twitter, thereby increasing the screening process. So how are tomorrow’s people chosen? Former Secretary of State and Joint Chief of Staff of the USA, General Colin Powell had a lesson for picking people: “Look for intelligence and judgment, and most critically,a capacity to anticipate, to see around corners. Alsolook for loyalty, integrity, a high energy drive, a balancedego, and the drive to get things done.”
So, whilst education and qualifications are a barometer of an individual’s commitment to self development and skill – and an important part of the assessment process – it is equally important to gauge the attitude, energy, integrity and creativity of potential employees. They will be the pied pipers that influence the behaviours of their colleagues and will also be the advocates of a positive, vibrant environment that will influence the culture of the organisation.
Training and Accreditation
Attracting the right people is therefore fundamental to the success of any organisation. Investing in their skills and giving them the freedom to flourish is also a prerequisite of the world’s best companies. More organisations are taking responsibility for their own in house training – they understand the skills their employees need to perform the key functions of their roles. Investing in people is no longer a ‘buzz word’ it is part of the DNA of growing, successful and innovative companies. By providing world class training, and accrediting the quality of this training, organisations are not only demonstrating a commitment to raising the standard in the workplace but are also attracting and retaining the best people in their respective industries.
If you could fast forward twenty years from now and have the knowledge of what these two decades would bring – what, if anything would you or could you have done differently? Anticipating the potential impact of rapid change on your business, customers or workplace environment is an exercise well worth doing now. By deploying 20/20 vision you can create the future of your business today.Believe you Can is City & Guilds’ strapline – and for good reason. The organisation is one of the oldest and most recognised global leaders in skills development, with two million learners working towards a City & Guilds qualification every year. City & Guilds Scotland is about to celebrate its twentieth birthday. Standing as a leader in its field, the business has witnessed many changes. Its birth and evolution in this industry has encompassed two decades of innovation and change, with technology at the heart.
As the organisation prepares to celebrate its twenty-year milestone, Shellie Brennan, Country Manager for City & Guilds in Scotland, explains: “It has been truly rewarding to witness so many exciting developments over my ten years’ plus experience of City & Guilds. We are now looking ahead to the next twenty years and are as excited to navigate the challenges and changes of these years as the last twenty, particularly with the growth of its Employer Accreditation Programme, specifically designed to address the changing vocational learning needs of businesses.” City & Guilds Scotland has more than doubled its staff numbers staff since its Edinburgh office was first established in 1995. Expansion also exists through specific Scottish innovation and quality assurance consultants providing an exciting diversification of services.
