Posted by Jeff Mike on February 13, 2018.
The notion that HR needs to grow capabilities has been kicking around the C-suite and the back office for quite some time. HR as we know it has been challenged in keeping up with business disruptions, especially those associated with technology, and the growth patterns of its organizational counterparts. This does not mean that HR has been lazy; in reality, practitioners and leaders are so busy looking after the workforce that they can lose sight of their own development. Deloitte’s Global Human Capital Trends1 reports for the past few years validate the not-so-shocking truth that HR team capabilities are “just ok.”2 At the same time, our High-Impact HR and High-Impact Talent Acquisition research has identified that robust, explicit HR capability development plans are a leading practice of high-performing organizations. These studies also identified which capabilities lead to better business- and workforce-related outcomes and the gap in capabilities between high- and low-performing HR organizations (see figure below). From managing collaboration to influencing others, the message is clear: today’s HR team has to develop new capabilities and ways of working that enable it to deliver the types of outcomes and innovation needed to be competitive in the future of work.
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