HR – 5 top trends
Recruitment in the HR space has never been as exciting in Ireland. Growth, Change, Competition and Globalisation are creating an unprecedented level of interest in areas such as Talent Pipelining, Engagement, Talent Management, Succession planning and C&B.
According to Valerie Daunt (Director – Human Capital Consulting, Deloitte) “HR faces continuing challenges in generating the investment to begin to close the gap between current practice and desired outcomes”. “With targeted investment, HR leaders can begin to really engage with solutions to the people challenges facing their organisations. Investment in HR technology is crucial to begin this process; however, this investment must be accompanied by efforts to redesign processes, talent management programmes and retraining of HR professionals to see the maximum return”.
There is one problem! There is a lack of expertise in the Irish market to fuel the demand for this new “breed” of HR professional that can help to bridge that gap!
Serving to highlight my point is Deloitte’s Capital Market 5 top trends 2015 survey:
- Culture – no longer a ‘soft’ concept
Culture and engagement are at the forefront of talent issues for the majority of Irish companies, according to the Human Capital Trends 2015 survey.
- Leadership – a perennial challenge
This year’s report indicates a continuing lack of progress in what has become a perennial organisational challenge – leadership.
- Learning and development – into the spotlight.
In 2015, the need to transform and accelerate corporate learning moved to the third highest priority in Ireland.
- Performance management – the secret ingredient
As business needs for leadership, stronger engagement, and critical skills continue to grow, business and HR leaders look to performance management as the ‘secret ingredient’ that affects all of these challenges.
- Workforce on demand – are you ready?
Building an ‘on demand workforce’ has become critical to business success. To combat talent shortages organisations must engage with the ‘open talent economy’ to tap into a broader range of external talent through non-traditional employment methods such as joint ventures and partnerships, contracted, outsourced and freelance workers.
Regardless of where you are in your journey, it is critical that you come up with innovative means to track down those skills that will allow you to be ahead of curve in terms of your people agenda.
Companies need to be prepared to attract resources in from countries such as Canada, America, Singapore and Australia, as well as Ireland and across Europe.
HR Search and Selection are actively working with our clients sourcing the best talent, regardless of location.
What is the difference between a HR Manager and a HR Business Partner?
HR typically started as a business function by having its roots in administration, filing, personnel and compliance. HR is an ever evolving value add area of a company, and presently has more impact than ever before for a core business. With this change over the past decade, has changed the nature and structure of HR teams, the titles, skills and attributes of those working in this dynamic field.
Today, I was discussing the many differences between a HR Manager Role and a HR Business Partner role with a HR professional who has held both positions within companies. After what was a very interesting conversation, I decided to attempt to outline and simplify the fundamental differences between the two titles/roles.
HR Business Partner
Human resource business partners have clients within the organization that they support. They provide resources and build relationships with focusing on the missions and objectives set forth by the organization. With the main bulk of administration being centralised, there is much less focus on compliance and administration. In addition, HRBP’s tend to be supported by Centres of Excellence eg Compensations and Benefits, Learning and Development etc. This person is seen as more of a strategic resource for the region or area that they support. Business Partners work to develop a HR agenda that closely supports the overall aims of an organisation. This process of alignment is known as HR Business Partnering, a concept that was popularised in the mid 90’s by David Ulrich.
HR managers are likely to be responsible for HR within a department or for the company (depending on the size). They normally have multiple HR staff reporting to them. Depending on the organisation, HR managers may be responsible for setting policy direction. They can have a wider remit of responsibility for the overall HR function – budgeting, recruitment, change management, rewards, L&D, ER/IR, compliance and HR systems administration.
It would be fair to say that some organisations have adopted the term HRBP even when the role being carried out is in fact more of a classical HR Manager. Sometimes, the lines are blurred between the two titles and that causes confusion for applicants. The attributes required to carry out a HRBP role tends to be more strategic, consultative and coaching in nature. This may or may not suit or interest many traditional HR Managers who prefer to roll up their sleeves and be involved in the full suite of HR activities.
“As the pace of change increases in every aspect of our lives, HR professionals have become change champions in many companies around the world, and this has generally been much to their employers’ advantage.”
― David Ulrich, HR from the Outside In: Six Competencies for the Future of Human Resources