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HR AGILITY: Engagement for Strategy in Motion

Talent is at the very core of any company’s success. It impacts customer experience and engagement, productivity of process, operational efficiency, brand perception to the customer, and realization of results. Talent is people. And, while people can be seen as a resource, they are more accurately the tangible basis of relationships.

HR has been traditionally focused on processes and resources as its title implies. However, HR is really more about human relations than it is about humans as resources. As referenced by resources.hrsg.ca, HR must transition from a system of record to a system of engagement. The level of employee engagement critically impacts the engagement of customers. In essence, engagement drives earnings.

In order for HR Executives to maximize engagement, the requirement is that their leadership transition from being systematic supporters of the business, to agile drivers of the business. It requires that HR Executives move from managing processes to driving strategy and collaboration. It mandates that anyone in an HR function or any department with an HR focus become agile.

Agile HR is pertinent to the future success of any organization. HR agility creates empowerment for HR Executives to better manage competing priorities, manage risks, and it enables the ability to pivot strategically in the moment. According to HR Trend Institute, agile is a way of working that facilitates responsiveness and the ability to adapt. It facilitates the flexibility to mirror organizational shifts, changing needs or demands, and allows leaders to be more adaptive in how they support an organization.

With an agile focus, all members of an organization are invited and empowered to innovate, share points of view, and be part of the “big picture” strategy. For HR specifically, it enables leaders to manage and analyze employee feedback in real-time with the ability to respond and react quickly. More efficient response times result in increased employee engagement, increased results and decreased risk for the company. It also allows for quicker response to talent needs with a focus on people versus process. It enables continuous talent acquisition, a continuous learning environment, more relevant and more current talent metrics and feedback.

An agile focus will require leaders to see ever-changing demands and innovation focused on the company’s holistic view as their comfort zone re-defined. A company will need to help HR Executives understand the benefit of more collaborative efforts. The company will also need to empower HR Executives and communicate the need for these leaders to play a different, more impactful role. HR in an agile function will be empowered to “have a seat at the table” as a partner to key strategic and business leaders versus traditionally as an independent entity considered only on an “as needed” basis.

HR’s function as change agent should no longer be correlated simply to employees and processes, but globally across company functions. HR’s input and leadership around the company’s value add to the customer, and to the bottom line will be required more than ever. HR’s transition to an agile mindset and leadership that brings agility to life, will be key in the continued growth of companies across industries.

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