The importance of building skills, abilities and knowledge in your HR function, required to shape successful business in 2018.
HR is a multifaceted function of the 2018 workplace. It is no longer restricted to administrative operations such as staffing, development, safety & health or employee relations, and it hasn’t been for some time. HR business functions whilst combining all of the above are accountable to work towards the vision of the business, delivering a high level strategic function. As mentioned by Brockbank “HR professionals must be highly knowledgeable about the marketplace for capital, products and services” (Brockbank, 1999). Recognising the importance of data, people analytics, business acumen, relationship and stakeholder management, agility, innovation and the list goes on.
The crux of this blog is demonstrating the vast array of obligations that HR professionals encompass in their role, the reasons why some organisations struggle to fill capability gaps and recommendations, to develop capability gaps that 10 years ago would not have existed.
The reasons why some organisations struggle to fill capability gaps
Building Capability, investing in capability, nurturing capability is easier said than done.
According to Deloitte’s Survey on Global Human Capital Trends, in 2016, 39% of HR teams felt that their capabilities where good or excellent. In 2017, this has dropped to 36%, which is lower than it was in 2015, (Deloitte, 2017). What does this mean? Organisations are now not only required to deliver talent programs, but rather embed continual learning and improvement that is targeted towards specific capabilities. Perhaps capabilities that the individual or company didn’t know they needed.
With a rebirth of the HR function, HR professionals are now required to have an increased interested in the business as a whole, it is a requirement to know market trends, to know your bottom line and to interpret analysis of your data. It is a requirement that HR professionals think proactively about solutions so they can make decisions out of choice rather than by necessity (reactive). It is no surprise that being more proactive gives HR greater significance within the organisation and competitive presence in the market (Brockbank, 1999), giving HR professionals the opportunity and tools to do this, is the game.
At the HR Space, our key competencies are crucial in filling capability gaps for HR functions in 2018. The release of our HR Assess platform in July 2017, unveiled 10 core competencies for role development and success. The data from over 1000 HR/HSE specific assessments, reflects the current market landscape and changes that have been altering the development of the HR function. HR Assess, identifies key capability gaps within HR teams. Whilst, our consulting function, creates tailored programs targeted at filling those gaps.
- Analytical Insights
- Business Acumen
- Relationship Management
- Strategic Mindset
- Team Leadership
- Outcomes Focus
Here at the HR Space we recommend that investment in capability lie near or within these key core competencies, as together they build the skills, abilities, and knowledge to deliver a high level HR Strategic Function. And as you can see a well-rounded one at that.
THE HOW TO
You don’t need to invest in every capability opportunity that approaches you, nor is it possible. You need to invest in what matters to your company the most (Dumitrescu et. Al, 2017) Business needn’t waste time or funds on investing profits into learning and development programs that are not relevant for the industry or struggle to align with company culture.
It is crucial to prioritize investing in capability building, as all functions cannot be tended to at the one time. To find which factors are an urgent priority, find the time to look at your data, follow your data and based on your analysis, ask your HR teams what they feel are the abilities they need to be able to perform their role better.
It is costly and timely when organisations do not properly decipher what training and development is crucial to the success of their HR teams. To build capability, you must know what capability you want to build, the same training may be applicable to 200 employees however customized training is crucial to develop an individual’s needs, and aids in staff retention.
Improving capability needs to credit the culture of the business also, too much, too soon can damage company culture and create an environment of pressure and uncertainty.
Your job doesn’t stop there. Building HR Capability in HR teams must be monitored, you want to empower yourself and your employees to be accountable, for personal development. “A man is only as good as his tools”, companies provide the means to deliver skills and abilities, but it’s the responsibility of the individual to utilize these tools.
Building Capability, investing in capability, nurturing capability is easier said than done. It’s never really done.
If you are interested in building capability within your HR Team, please contact The HR Space email@example.com
to obtain our full suite of consulting solutions.
Brockbank, W. (1999), ‘If HR were really strategically proactive: present and future directions in HR’s Contribution to Competitive Advantage’, Human Resource Management, vol. Winter pp. 337 – 352.
Deloitte. (2017) ‘Rewriting the rules for the digital age’, 2017 Deloitte Global Human Capital Trends. Deloitte University Press.
Dumitrescu, E., Erhard, F., Lacopeta, C., Radermacher, A. (2017) ‘To make transformation succeed, invest in capability building’.
Reilly, P. (2014) ‘Building HR Capability to drive business success’, Institute for employment studies.
The HR Space partners with organisations who seek to BUILD Capability through assessment and development.
The HR Space provide a comprehensive range of training programs, assessments and bespoke consulting solutions to HR and HSE professionals.