By: Jean Paolo G. Lacap
With the increasing complexity in the
realm of people management, business organizations are continuously seeking for
unique ways to handle human resource (HR) challenges and dilemmas. The vast
changes happening in the business landscape requires human resource department
(HRD) to be the strategic partner of the every knowledge worker, the new term
for employee.
Gone
are the days when HRD is treated as one of the many departments of the
organization handling employees’ attendance, 201 files, health insurance, and
the like. During the “Jurassic” era of human resource management, people
management is termed as personnel management where its function is limited to
employee’s HR documents. As I mentioned, the convolution and revolution in the
field of people management necessitates new ways of maximizing the potentials
of each knowledge worker in the organization. Today, it is not enough that HRD
people are doing HR documents. They should go beyond the traditional HR
management tools, techniques, and practices.
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| Source: http://www.agreatplacetobe.co.uk/blog/five-building-blocks-for-a-successful-startup/ |
So
what are expected to 21st century HR managers, practitioners, and
staff? There are numerous expectations from 21st century HR
managers, practitioners, and staff but the following should be given much attention
or value:
·
Twenty first
century HR managers, practitioners, and staff are expected to be the strategic
partners of the knowledge workers. Being the strategic partner of the workforce
entails cultivations of the knowledge, skills, and abilities of the people. HR
people must learn to handle the needs of the workforce while meeting the goals
of the organization.
·
Human Resource
(HR) people should bring positive changes in the careers of the workforce.
Enough of the typically drama of impressing the boss or owner of the organization!
The dynamism of the people management arena entails HR people to be proactive
partner of the knowledge workers.
·
HR people
should be equipped with various ways and means or strategies in capitalizing
the potentials of the organizational workforce. A one day seminar or an
overnight teambuilding does not bring tremendous effect on the lives of the
people. HR people must realize that motivating people must be sustainable in
nature and will bring huge impact not only on the lives of people but also to
the organization. And you can only be sustainable if HR people have a clear and
sustainable HR Career Plan for its workforce.
·
Learn to
identify the best people from the bad then capitalize on them. Whether the
organization is classified as private or public, whether manufacturing or
service, never let the best go out of the organization. It is easier to find
average or not so good people but is hard to catch the best one!
·
Financial
reward in many cases doesn’t work; good treatment does! Monetary reward is good
but an encouraging and motivating environment is better. Money reward may bring
short-term happiness but an excellent and positive culture brings out the best
among people and its impact is long-term.
·
Issues of the
people should be handled with outmost respect and confidentiality. HR people
are expected to be esteemed individuals, thus they must act accordingly. As
professionals, everyone should be treated with equity and justice.
·
Don’t gossip.
Gossiping is the deadliest of all “organizational sins!” It destroys people and
shrinks organizational commitment in the long run. It drives out excellent individuals
and discourages productivity among knowledge workers.
At the end of the day, the most
important thing for the 21st century managers, professionals, and
staff is to treat people with outmost respect and give what is due to them. As
Ken Robinson mentioned, “Human resources are like natural resources; they're
often buried deep. You have to go looking for them, they're not just lying
around on the surface. You have to create the circumstances where they show
themselves.” Cultivate your people as they sail to achieve their personal
successes and sustainably contribute to the growth of the organization.
