After years of managing organisational change, it’s now time for HR professionals to transform their own role by becoming proactive enablers of talent.
Workplaces are changing, and they’re changing fast.
The traditional way of working from nine to five, being supervised, of following job descriptions and having appraisals is becoming a thing of the past.
Instead, we’re working flexibly, stepping away from our desks into breakout zones to collaborate, and increasingly integrating technology into our work practices.
As these changes take place, the conventional human resources department needs to change the way it operates. It needs to move away from following the policy and procedures manual, and instead adopt new skills and ways of managing people.
Technological advances, a move towards automation, and the rise of the gig economy, with more freelance workers rather than just employees on a company’s payroll, are just a few of the tests for HR departments that have arisen in recent times.
It all adds up to a bedrock shift in the nature of work. It’s this shift that HR has to address in order to adapt and manage people in future.
Much of the current focus is on catering to the needs and demands of the younger generations, which are believed to be more dominant in the workplace nowadays.
But Dan Cook, Dexus Head of People and Communities, doesn’t believe that is necessarily the case.
There are certainly younger people in the workforce, he says, as has always been the case. But at the other end of the spectrum, older generations are staying in the workforce for longer. So there’s a need to adapt the workplace to fit workers of all ages.
“The challenge is to design workplaces and organisations that can fit the needs and expectations of multi-generations, catering for both the old, young and in-between,” he says.