21st Century HR Managers, Practitioners, and Staff

 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.

 

Source: http://www.agreatplacetobe.co.uk/blog/five-building-blocks-for-a-successful-startup/

          So what are expected to 21^st century HR managers, practitioners, and staff? There are numerous expectations from 21^st 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 21^st 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.