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The 4 measures you take to prepare your HR team for its future role

There is no denying that since the days of Personnel, HR Supports have advanced significantly. Quite a few revolutions have occurred since then as well, but none have been more significant or abrupt than the shift in reality caused by the pandemic. It’s been a period of constant change, from assisting offices worldwide with the move to a virtual (and hybrid) model to remotely terminating or onboarding staff and generally turning everything around with each newly-announced hygienic action. What does the future of employment look like now that the dust has settled?

While no one could have foreseen the recent months (or years)Now is the ideal moment to consider how HR departments will need to organise themselves to support the needs of their organisations in the future. More significantly, you need to know if your team is prepared to take on this new challenge.

Let’s Talk Talent (LTT) believes that firms should take advantage of this time to evaluate their human resources departments and determine if the proper personnel are in place, possess the necessary abilities, and are carrying out the appropriate tasks to position them for success in the future.

And how can you effectively provide your employees with the training and exposure they will need in the upcoming years? Clearly, career paths! crafted to advance the careers of your employees and future-proof your Business career paths make sure that employees’ talents closely match both the present and future needs of the organisation.

Here are four easy steps to creating career routes for your team members and preparing your department for the future.

Using career pathways to maximise the potential of your HR support

According to Jo, MD at LTT, “We’ve come a long way since Personnel was just the place you went to get fired.” “We then transitioned to a type of HR support that was all about paperwork and administration. Today, we are fortunate to have experts that are committed to making the finest Employee Experience (EE) possible by putting people at the centre of all they do, she continues.

In short, the skills required of an HR support today are very different to those required several years ago.Professionals now provide a wide range of abilities, knowledge, and expertise, from data analysis to diversity and inclusion (D&I) and mental health support.

Isn’t it therefore time for a rebrand? HR support  want to consider the whole spectrum of tools and services they might provide staff members and make sure they have the necessary specialists in the proper positions to help them reach their maximum potential.

“We need to evolve once more. The era of human resources is over. People Experience is now,” declares Jo. How can HR support throughout the world go forward and get their teams prepared to enter the next stage of HR? Right now.

Explain how your company’s HR will develop in the future.

Asking yourself what HR’s function will be over the next two years is a straightforward first step. In what ways will you be expected to support your company?

Start by analysing your employee experience to identify the areas that require attention and, consequently, the places where your team would be most required. Make sure your Employer Value Proposition (EVP) captures the essence of working for you and draws in the talent your company will require to succeed.

Determining your Customer Value Proposition is similar to doing this (CVP). Internal customers are just as important as external ones, and looking at your employee experience through a customer-centric perspective will help you decide where to focus your efforts. your team could have the biggest impact over the next 24 months.

This will be your main objective, and ultimately help you align your plan of action to business priorities, as you aim to gain the kind of specialist skills and expertise that will help you reach your goal.

 Use data analysis as the starting point for career pathways

Use the data gathered by your various systems to create a narrative. What’s the lay of the land? Is data telling you that you may be losing talent to competitors? Do you know why? Are you struggling to retain new hires? Are your leaders burnt out or exhausted? Are you focussing on reward and recognition or are your people not feeling valued?

The information acquired may suggest that you need to develop new positions (such as specialists in D&I or wellbeing), acquire new skills (such learning how to use new software, for example), or broaden your knowledge in a certain area.

Data is essential for determining where you stand in relation to your future goals and how far you still have to go. The only factor in the equation, however, is data collection. Equally important is learning the background story, which will enable your company to be proactive and foresee future trends rather than only responding to them.