Overview

A Context for Change

Even as you read this, the function of the HR professional is being driven and redefined by the extraordinary times in which we live and work.

Globalization and the resulting competitive pressures are challenging organizations to be more innovative, productive, and effective, as well as efficient. The dependence on multicultural workforces has made communication and motivation more complicated. The transformation from a manufacturing to a service-based economy has put greater emphasis on the professional development of the knowledge worker. The integration of hierarchical, participative, and distributed management structures has generated greater demand for self managed workforces. Women's issues and generational differences have had a tremendous influence on how organizations function, fostering greater collaboration and power-sharing. With the forecast calling for increasing market variability, organizations can expect these trends to continue. Above all, leading organizations have recognized that agility and adaptability have become critical to survival.

These are challenging times for organizations of every size, in every market sector. For any organization that generates most of its revenue by providing professional services to customers, or those with commodity products that are differentiated by excellent customer service, success is dependent on creating a workforce that can build relationships with customers. For companies that generate most of their revenue from the research and development of innovative products, the attraction and retention of talented individuals is a critical success factor. As the competitive environment changes, these organizations have realized that a strategic human performance framework is required to address these factors and achieve their goals.

Organizations that understand the correlation of people to success look to human resource professionals to optimize their workforces. In this era of constant change, HR professionals are in a position to serve a more substantial, strategic role in the success of their institutions. Are you prepared?

In simpler times, HR professionals were asked to play more of an administrative role, adding and eliminating staff as directed by management, similar to a simple game of checkers. It was a job of rules and oversight more than strategic responsibilities. Too often, Learning and Development professionals were forced to react to management demands by delivering classes and content which could not be reused or tied to results or did not achieve their organization's business objectives. With the organizational challenges of today, HR professionals must move beyond these traditionally defined responsibilities. Those that remain in administrative, support functions risk becoming "redundant" or considered "overhead" as organizations automate and outsource personnel functions to cut costs.

Like a sophisticated and challenging game of chess, HR professionals are called to interpret their organization's vision and mission, developing and executing staffing models that ensure the achievement of the organization's competitive business strategy. Competency modeling, comprehensive measurement of outcomes, and return on investment have become mandatory requirements of each project and central to the Learning and Development profession. Additionally, these professionals must possess the skills and knowledge to partner with and confidently counsel management on how best to align, develop, and maximize the contributions of employees to meet organizational goals. Today's HR professional must make recommendations to management on how to use each player effectively and maximize their contribution, through matching and enhancing individual skill sets, toward achieving the organization's objectives. Through their study of Human Resource Education, students develop the valued ability to "see the whole board," envision their role, and take effective action.