systematicHR

The intersection between HR strategy and HR technology

HR 2006 Part 1 – Priorities

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We’re onto another series and this one is on pure HR strategy. Last week we defined HR strategy in the intro to this series.

As usual, with heavy borrowing from other sources, I’ll be covering the topic obviously at a high level within 3 categories:

  1. Top priorities for the near future,
  2. What are the impacts to these priorities,
  3. and how we manage change.

I think we already know what the main issues are for the next few years. We have talked about them as talent management, engagement, and workforce planning. These are the strategic conversations we have that wrap in all of our human resources practices from recruiting to benefits, compensation to succession planning, policies to performance.

In November 2005’s issue of Human Resources Executive, Donald Lowman (a managing Director at Towers Perrin), states:

One of the most significant issues that HR executives will face in 2006—and beyond—is helping their organizations develop new workforce strategies to address emerging demographic, economic and business trends. A convergence of factors—including the beginning of massive retirements in developed countries and the resulting talent shortage, leadership gaps and knowledge drain—will make it more and more difficult for employers to find and keep the right people, and make certain they are fully engaged in helping the organization succeed.Lowman, Donald, November 2005. “My Take.” Human Resources Executive Magazine.

I know I don’t need to talk about talent, engagement and workforce planning much more. I’ll just point you to prior posts. So here’s the bottom line:

Not only do we need to concentrate on how we recruit, develop and retain talent from the pure workforce perspective, we also need to understand how we are creating an overall environment to engage these people. What makes the picture even more complex is that the business environment for talent will continuously change over the next 5, 10 and 15 years. Therefore, HR not only has to master talent management and engagement, we also need to adapt to a different environment every few years as people retire and we experience the shortage in senior level talent.

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