Yash Joshi

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Human Resource (HR) and Corporate Admin Expert

HR Roles Are Already Evolving

Some new HR roles focus on creating a powerful employee experience that mirrors the customer experience, says workplace futurist Jeanne Meister. Examples of those roles and the people filling them include:
Melissa Werneck, senior vice president of global HR, performance and IT at Kraft Heinz. Werneck has a combined responsibility for the HR and IT functions, leveraging machine learning techniques and sophisticated algorithms to automate work and create a consumer experience for employees.
Anshul Sheopuri, IBM's vice president of data, artificial intelligence and offering strategy. Sheopuri oversees HR's use of data to proactively retain employees and enhance internal career mobility with learning opportunities and personalized job alerts based on their skills.
Ashar Khan, director of people analytics at Kraft Heinz. Data-driven initiatives already under way include predicting employee retention and suggesting which employees in the company are likely deserving of recognition through a merit increase.

HR Roles Are Already Evolving

Some new HR roles focus on creating a powerful employee experience that mirrors the customer experience, says workplace futurist Jeanne Meister. Examples of those roles and the people filling them include:
Melissa Werneck, senior vice president of global HR, performance and IT at Kraft Heinz. Werneck has a combined responsibility for the HR and IT functions, leveraging machine learning techniques and sophisticated algorithms to automate work and create a consumer experience for employees.
Anshul Sheopuri, IBM's vice president of data, artificial intelligence and offering strategy. Sheopuri oversees HR's use of data to proactively retain employees and enhance internal career mobility with learning opportunities and personalized job alerts based on their skills.
Ashar Khan, director of people analytics at Kraft Heinz. Data-driven initiatives already under way include predicting employee retention and suggesting which employees in the company are likely deserving of recognition through a merit increase.

​HR Jobs of the Future

As the nature of HR and of work itself changes, so will the skills you'll need to do your job. What HR jobs could be in your future? Experts offer their predictions:
HR data scientist/chief technology officer. Data and analytics will increasingly drive the job of HR―and this is the person who will head the effort.
Employee experience specialist. This HR professional will focus on the entire worker relationship with the company, from benefits to training to career trajectory.
Head of talent-acquisition technology selection. New talent acquisition platforms are emerging and evolving. This specialist will comb through them to find those most appropriate for the organization.
Head of candidate experience. The hiring process should provide job candidates with all the speed, convenience and efficiency of the best online consumer experiences. This person will oversee that effort, ensuring that applications do not simply go into a "black box."
Performance coach. This HR specialist will help maximize the individual contributions of both management and nonmanagement staff.
Organizational psychologist. While not technically an HR position, organizational or industrial psychologists use the principles of psychology to develop a more holistic approach to HR, marketing and sales.

​Even if your job title or your responsibilities have yet to change, it's imperative to start adapting to the new reality now. You can begin by enhancing your skills in seven critical areas that analysts say are key to future success in the profession and likely to be widely practiced by 2025. They include business strategy, analytics and, of course, people.

Talent development is failing
As organizations increasingly tackle automation and digitalization, the skills and competencies required for success constantly change. Accordingly, 66% of CHROs and 86% of HR technology leaders say that building critical skills and competencies is a top priority for 2020 — and addressing skills gaps is considered key to growing the business.

HR executives will have to continually partner with business leaders in 2020 and beyond to maintain the proper balance of emerging, existing and legacy skill sets needed to drive the organization as it transforms and responds to disruption. Developing these skills in-house is especially important given that competition remains fierce for critical talent segments, making it difficult to find and acquire missing skills.

Involve employees in co-creating change strategy. Engage the right employees at the right time in the right way
Organizations will need to take a market-driven, predictive approach to identifying skill needs so they can motivate and enable employees to develop the skills that are in demand by the organization and the market. Acquiring these skills will also enable employees to further their own career success.

Lack of expertise for organizational design
Fifty-six percent of HR leaders say organizational design and change management will be a top priority in 2020. They face a range of problems; many say their leaders aren’t equipped to lead organizational redesigns and change. Others are unsure how to design their organization to support faster/more responsive ways of working. Some say employees are fatigued by all the change.

Today, organizational structures are often poorly mapped to workflows and networks, especially as operating models evolve. Organizational effectiveness is frequently misaligned with enterprise priorities and inadequately measures the quality and prevalence of planning and goal setting, as well as the outcomes.

To be more agile and responsive in uncertain times, HR leaders will need to move away from top-down change management and push decision making and planning deeper down into the organization.

This will require HR to involve employees in co-creating change strategy. Engage the right employees at the right time in the right way — as active participants in making and shaping change decisions. Also, shift ownership of change planning to employees to create personal change implementation plans, refocus change communications on open conversations and encourage peer-to-peer interactions.

Surrounded by uncertainty, HR leaders in 2020 will seek to build critical skills, bolster their leadership bench and implement organizational design and change management.
Growing the business remains the top enterprise-level business objective in 2020, closely followed by improving operational excellence, according to HR leaders responding to the Gartner 2020 Future of HR Survey. To support these enterprise ambitions, HR leaders’ top priorities in 2020 will be to:

Build critical skills and competencies for the organization.
Strengthen the current and future leadership bench.
Implement organizational design and change management.
These priorities for chief human resource officers (CHROs) and other HR leaders come amid uncertainty on a range of economic, workforce, employee and environmental issues — and when digital disruption has made widespread and multidimensional uncertainty the new normal.

Human Resource Management is the formal systems designed to manage people in an organization. Human resource management is like a pinwheel, the management of people in an organization is at the center of eight functional areas of human resource work.

Human resource strategy and planning identifies and manages current and future needs to achieve organizational goals. Compliance is doing what is asked or required by federal, state and local government in the management of people.

Talent management are the integrated processes to attract, motivate, and retain productive, engaged employees. Training and development is about the betterment of people and performance through information they will use.

Performance management is the processes to ensure the organization connects mission with the work of employees. Total rewards are the financial and non-financial tools used to attract, motivate and retain employees.

Safety and health is about ensuring the safety, health and welfare of people at work. Employee and labor relations focus on the relationship of employees with the organization and with each other.

This human resource model should give you context to understand and apply the important role human resource management plays in today’s organizations.

Youtube channel : Gregg Learning

HRMS (HUMAN RESOURCE MANAGEMENT SYSTEM)
HRMS software providers typically cover every element of an HRIS and many include the capabilities of an HCM. Because the HRMS business is so massive and covers such a wide range of employee size and functional requirements, not all HRMS providers have a progressive Talent Management component included in their offering. Some of the HRMS vendors look like this [HRIS + (Payroll + TLM) = HRMS] while others have built their offering to look more like this [HCM + (Payroll + TLM)]. Two characteristics of any true HRMS are the following:

Payroll
Time & Labor Management (TLM)
* Scheduling – Not all HRMS providers offer Scheduling capabilities within their offering.

HCM (HUMAN CAPITAL MANAGEMENT)
HCM software includes every element of an HRIS, but adds Talent Management and global capabilities such as multi-lingual, multi-currency, country-specific formatting and possibly localization.

Listed below are what I believe to be the major functional elements for a vendor to call its solution an HCM.

HRIS
Onboarding
Performance and Goal Management
Position Control / Budgeting
Succession Planning
Salary Planning
Global
Analytics

Learning Management System (LMS) – This functionality is not typically part of an HCM since the primary purpose is the actual content and delivery of e-learning vs. the technology or the mechanism to track employee development.