We need to enable continuous learning by deconstructing and reconstructing roles, and determining which tasks are best suited for machines and which require uniquely human skills.
In this new era, chief human resources officers (CHROs) must change the way they think about their own job and act as catalysts for growth and culture change.
In a report titled Care to Do Better: Building Trust to Leave Your People and Your Business Net Better Off, Accenture refers to this new type of CHRO as "modern HR leaders" – leaders who move beyond efficiency and process execution to create experiences grounded in care for people and concern for their communities, while accelerating business performance.
Using statistical testing, Accenture sorted through more than 20 practices to identify the five that can deliver the most impact from the modern HR leader. These are:
- Enable continuous learning
Organisations that lead in this practice use data analysis to anticipate future skills needs. They deconstruct and reconstruct roles, determining which tasks are best suited for machines and which require uniquely human skills. They also use technology and innovative methods to make people’s learning experiences more effective and accessible.
- Listen to what your people need at the front lines
Organisations that lead in this practice use technology to anticipate, predict and quickly respond to their people’s needs. The research found that 92% of workers are open to the collection of data on them and their work in exchange for an improvement in their productivity, wellbeing and other benefits.
- Use technology to enable flexible work arrangements
OrganiSations that lead in this practice select and apply technologies that enable them to reimagine work and processes through greater human-machine collaboration. They use technology to accelerate flexible work, freeing their people to engage in more fulfilling and innovative work.
- Champion workforce wellbeing and equality
Organisations that lead in this practice continually support and refine their wellbeing initiatives to reflect people’s changing needs. For instance, in the midst of the current pandemic, organiSations have had to be nimble to redesign and create initiatives to safeguard the physical and psychological wellbeing of their workers.
- Set and share your people metrics
The most equal and diverse cultures experience 11 times the innovation mindset of the least equal and diverse, according to Accenture research. Organisations that lead in this practice showcase their commitment by ensuring people metrics are in place. There should be accountability and transparency with regard to these metrics, and, ideally, targets and results should be shared publicly to strengthen accountability
Himanshu Tambe, Accenture’s Talent, Organisation & Human Potential Lead, Southeast Asia, said: "Our research findings reconfirm that the role of CHROs has become more important than ever. They are creating experiences grounded in care for people and concern for their communities while accelerating the performance of the business. Companies that can successfully elevate their people will be able to reinforce their businesses and unlock the full potential as we move into the post-pandemic world."
Image / Accenture