ReimagineHR: For CHROs Today, Change and Disruption Are Top of Mind

ReimagineHR: For CHROs Today, Change and Disruption Are Top of Mind

At the ReimagineHR summit in London on Wednesday, Brian Kropp, HR Practice Leader at CEB (now Gartner), led a benchmarking and discussion session with over 150 chief HR officers, almost half of whom manage businesses with over 10,000 employees. The group shared their thoughts on the growing challenges heads of HR face today, and one theme remained constant throughout the conversation: change.

1) Disruptive Trends Changing the Pace of Business

As heads of HR look forward to 2018, the number one priority for many in the room will be change management. One HR executive, for example, said her organization’s major challenge currently was in managing multiple, overlapping acquisitions that were doubling the size of their workforce practically overnight—and both the pace and intensity of that form of change will only increase. Historically, organizations would make one acquisition and then wait several years before the next. Over the past several years, however, organizations have begun to face acquisitions or mergers one after another. Today, however, many businesses are struggling as they confront multiple changes at the same time.

One consequence of this, as another head of HR pointed out, is that organizations can no longer manage change using the same strategies they learned through their previous experiences. Every change is different, deserves its own unique response, and must be dealt with as if it were the first time the organization was doing it. There is no “one size fits all” approach to change.

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HR Leaders in UK Look Toward Strategic Transformation

HR Leaders in UK Look Toward Strategic Transformation

A new survey has found that 74 percent of HR departments at large UK organizations plan to restructure in the coming year in a bid to take on a more strategic role, HR Grapevine reports:

A survey of 100 UK HR leaders in organisations employing over 2,000 people, commissioned by Engage ESM and ServiceNow, found that HR teams are focusing less than a third of their time on strategic activities. Instead the majority of the working week is spent on ‘high-touch’ operational tasks that rely on detailed email, telephone calls and spreadsheets, processing leave requests and onboarding new employees. However, every HR leader questioned believed they could make a significant contribution to their organisation’s overall business strategy, with 53% hoping to invest in technology in the next 12 months in order to facilitate this.

“There is unanimous agreement among HR leaders over the significant contribution they can make to the business with the right technologies in place. The issue is that HR teams are being strangled by overly-administrative processes and time-consuming, manual tasks – and this means high-touch isn’t translating to high-value,” says Jen Stroud, Transformation Consultant at ServiceNow.

Yet technology alone probably isn’t sufficient to make HR more strategic, the CIPD’s Emily Burt cautions:

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