Towards Building A Framework For Future-Proofing Hr Functional Capabilities

Towards Building A Framework For Future-Proofing
HR Functional Capabilities
In this age of nonstop disruption, there is a lot of talk about optimizing
organizational performance. In plain-speak, it means maximizing the
potential of an enterprise’s assets to achieve business goals. Optimization
is a now concern for all businesses. Challenges have impacted the talent
landscape to such an extent that it has affected roles and responsibilities.
Unless a new HR capability framework is set, the issue of when, where,
and how a responsibility begins and who owns it, will remain a grey area in
this age of disruptive, dynamic, and digital business and workplace
Need for new HR capabilities
HR enjoys a unique position within the organization. In fact, HR can show
the organization how it can build, strategize and deploy a new set of
capabilities based on business outcomes and enabling technologies.
Identifying new HR capabilities gains added significance, given the
constantly evolving value chain and outcomes. These capabilities are
inclusive of all factors such as processes, technologies, skills and talent at
the enterprise level. Moreover, these factors play an important role in
sustaining performance against business objectives. To understand an
enterprise’s capabilities, one must begin by evaluating the HR function and
move forward.
Deloitte’s design-deliver-sustain model focusses on helping enterprises to
measure and build capability maturity so that HR can maximize its potential
to achieve business outcomes. This model comprises seven critical
capability groups with 21 capability elements.
The shift from a “service provider” to a “strategic business leader” includes
HR taking pivotal steps for (i) designing workforce and talent solutions that
are strategically valued, digitally validated, customer centric and insight
driven; (ii) delivering workforce and talent solutions that enable the people
to deliver on business results; and, (iii) sustaining performance.
As organizations are now focussing on high-impact solutions, the HR’s
role-given the above imperative of becoming a strategic business leader-is
on improving people performance and productivity by building new HR
capabilities. The focus is on not only managing talent but also building an
ecosystem of capabilities that are strategic to business. Therefore, it is
important that HR align all its technologies, processes, services and
infrastructure towards building these capabilities. It also emphasises the
need for a cohesive HR system that links talent to every touch point that
converge on business vision. For instance, HCM systems, such as
PeopleWorks, step in to address this variance by linking talent acquisition
to training, performance management to competency management and
leadership development to succession planning. For enterprises, evaluating
and buttressing the HR capabilities is the path to creating a high stakes,
high impact HR function that will lead and partner in strategic business
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