Hr Transformation Quotes

HR professionals often see their largest job challenges as sourcing talent, improving performance management, defining compensation, and providing training programs and other HR systems.

So we’re left with two paths to assembling phenomenal talent. You can find a way to hire the very best, or you can hire average performers and try to turn them into the best. Put bluntly, which of the following situations would you rather be in? We hire 90th percentile performers, who start doing great work right away. We hire average performers, and through our training programs hope eventually to turn them into 90th percentile performers. Doesn’t seem like a hard choice when it’s put that way, especially once you realize there’s probably enough money in your budget to get these exceptional people—it’s just being spent in the wrong places. Companies continue to invest substantially more in training than in hiring, according to the Corporate Executive Board.74 Per employee Training spend: $606.36 Hiring spend: $456.44 % of total HR expense Training spend: 18.3% Hiring spend: 13.6% % of revenue Training spend: 0.18% Hiring spend: 0.15% Companies spent more on training current employees than on hiring new employees. Data from 2012.

the CTO is there to guide the board away from making decisive calls that are logical to people with a limited understanding of technology and the market conditions associated with it, but are clearly dangerous to somebody in the know. For example, buying a new proprietary HR and finance system on a five-year deal from a supplier that the department has already worked with for ten years might seem sensible to a non-technologist. The fact that the system is a complete pain to use (and ruinously expensive) may just about crop up on the leadership radar. What may not is the fact that systems like this are likely to become commoditised–which is to say, cheap and easily swapped with similar alternatives–in less than five years. Through a combination of ignorance and inertia, the department would be locking itself into the wrong deal, and constraining itself strategically as a result. A CTO stops this kind of mistake.

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The HR department is like the soldiers in the movie 300, holding the line. They have no power to say ‘yes’ but enormous power to say ‘no.’ Their job is to prevent you from moving forward. Find a way to vault past them by getting introductions to people who can say ‘yes.

The rise of remote work is a golden opportunity for HR to champion diversity and inclusion by sourcing talent without geographical boundaries.

n a world where 'remote' is the new 'office', the key HR challenge is to foster engagement and culture across digital corridors rather than physical ones.

The shift to remote work requires a transformation in how we approach HR – focusing more on outcomes and trust, less on hours and presence.

Remote work isn't just changing where we work, but how we work. In this digital world, HR must be the beacon guiding organizations through this uncharted territory.

Artificial Intelligence, often envisioned as a futuristic concept, is very much a present reality. In the context of HR, AI presents a powerful opportunity to automate many of these repetitive tasks, freeing HR professionals to focus on more strategic initiatives.

AI-powered analytics can provide predictive insights about employee turnover, helping HR to develop retention strategies proactively. Similarly, AI can support performance management by analyzing employee performance data and providing recommendations for improvement.

The onboarding process is a critical determinant of an employee's journey within an organization. However, HR professionals often find themselves mired in administrative tasks, rather than focusing on the employee. This is another area where AI can prove transformative.

However, this transformation requires a willingness to embrace change, to adapt, and to learn. As we explore further in the coming chapters, we will delve deeper into specific AI applications within HR, providing you with practical insights and tools to leverage this powerful technology in your HR practice.

The dawn of AI in HR operations signals a shift from routine administration to strategic management, catalyzing a renaissance in the HR profession.

The transactional and repetitive jobs of HR will transform into more value adding jobs.

All the statistics about how many jobs you’ll have over your lifetime… (15-20) and how many companies you’ll work for… while true, completely miss the point! From now on, treat those numbers as red herrings — crucial only to HR directors, leaders and companies who are stuck in the past. The Rule of Disruptive Personal Transformation: Every year, you will experience about 100 significant transformative moments. Most will be thrust upon you by the disruptive churn of our times. Driven, focused people know which 3—5 to seize each year as crucial to their future.

Remember that performance follows a power law distribution in most jobs, no matter what your HR department tells you. Ninety percent or more of the value on your teams comes from the top 10 percent. As a result, your best people are worth far more than your average people. They might be worth 50 percent more than your average people or fifty times more, but they are absolutely worth more. Make sure they feel it. Even if you don’t have the financial resources to provide huge differences in pay, providing greater differences will mean something.

Performance management as practiced by most organizations has become a rule-based, bureaucratic process, existing as an end in itself rather than actually shaping performance. Employees hate it. Managers hate it. Even HR departments hate it.

As a former consultant, I can tell you that many tout engagement as a panacea. They measure engagement through a short questionnaire, typically including statements like: “I have a best friend at work,” “In the last seven days, I have received recognition or praise for doing good work,” or “My supervisor, or someone at work, seems to care about me as a person.” My chief HR officer friends tell me that engagement surveys fail to tell them how to improve. If your scores are low, do you raise them by somehow convincing more employees to be best friends? Or, if profits are low, is the best fix to start praising people more? We do measure some similar topics at Google (along with dozens more), but don’t merge them into a single all-encompassing construct like engagement. We see better results by instead understanding very specific areas like career development or manager quality.

Because HR is their core competency, they are likely to be more efficient and improve HR processes and practices at a more rapid rate than is the internal function of an organization. The success of HR BPOs with their early adopters suggests that the advantages of an HR BPO relationship are not just wishful thinking. They can, in fact, be a reality if organizations can avoid the problems that may occur with outsourcing.

Human labour does not stand a chance against disruptive technologies. Artificial Intelligence can handle insurance claims, do basic bookkeeping, manage investment portfolios, do legal research, and perform HR tasks.

Jodee Kozlak, CHRO of Target, is an attorney by training, as was Allen Hill, who recently retired from the same role at UPS. (Both are friends of mine, and both are brilliant at their jobs.) Microsoft’s head of HR, Lisa Brummel, grew up in product management, eBay’s Beth Axelrod was a consultant, and Palantir’s Michael Lopp was an engineer.