Trends in hr software

Many organisations showed resilience and were able to adapt their work practices to the Covid crisis. Workers at the front showed their creativity and entrepreneurship and in many cases working from home had big advantages. What will happen now? Will we both organisations and people slip back in our old habits, or will we show that and beyond will be a period of real transformation? While society is learning to live with Covid, HR teams are considering the opportunities to transform the workplace and shape the future of work.

In The Museum of HR you can find some great collections. Employee journey maps, Career paths, performance management cycles, HR models and many more. The biggest collection is of leadership models, nearly All the leadership models force us in the same direction: look for rounded leaders that master the competencies in these sometimes 20 or more!

And is probably not enough as I know of various organisations that are developing their own model. HR loves models. If I am chairing at HR conferences almost every presentation contains some kind of model very often with three circles as the basis of the model. The use of MBTI is another example. Of course models can help to deal with complexity. Of course we can learn from other organisations. But if I observe successful HR leaders and teams, I see that they embrace complexity.

They realise that human behaviour is complex and not easy to predict. Also: the effectivity of HR systems and interventions are very dependent on the context and the current situation of an organisation. What they do is start by focusing on the burning issues of their organisation and their solutions start with a clean sheet, not with a template that just needs completion. HR starts to embrace complexity and this is not a frightening but a very positive experience.

The credible activist is seen as a successful and effective HR professional. Driving business results. Has trust with the business leaders. Has a strong point of view. What is needed to become a credible activist, according to Ulrich in the video:. This surprises me. Maybe it is a matter of perspective. Ulrich always focuses a lot on business success. So HR needs to be credible in the eyes of whom?

Probably mainly in the eyes of senior management. I have argued before, that HR in the past decades has focused too much on senior management and not enough on other stakeholders. In the past years we have seen many toxic organisations. Where were the credible activists in those organisations? The income differences between men and women gender pay gap is in ! How effective were the credible HR activists in closing the gap?

Everyday new stories of sexual abuse appear, both in government and well established business. Where were the credible activists to support the victims of abuse? Or were they earning credibility points with their bosses to cover up the stories? Many organisations are still not very environmental friendly. Tata Steel in The Netherlands, for example, is the biggest source of CO2 emission in The Netherlands and they are also polluting the environment around their plant in IJmuiden.

Where are the credible HR activists in organisations that are polluting the world? There are many stakeholders of organisations. Of course the workforce including the flexible workforce , the candidates, the clients and the suppliers.

But also the communities and the wider society. The problems in society are big, and the expectation that business and other organisations will contribute to solving the problems are increasing.

Both in society and inside organisations. Time for HR to be credible activists in the eyes of all the stakeholders. Last week I had lunch with one of the best HR managers I know. She is leading HR in an organisation of around people.

In a very pragmatic and business oriented way she has brought HR to the next level in her organisation. The HR team is small and flexible and specialised work is done by suppliers more partners than suppliers.

In a way it is a pity she and her team only work for this organisation. If you look at the ecosystem of this organisation clients, prospects, suppliers, local community etc. With not too much effort they could not only do HR for their own organisation the people on the payroll but for other parts of the ecosystem as well.

Of course on the long run the organisation could benefit from this effort as well but that was not the main objective. The starting question was: how can we help our local communities and the country with our core strengths knowledge and experience in new technologies and an excellent learning and development team?

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