In part 2 of this video with Paul Rose, Paul looks at how HCM frameworks have had to adapt contingent workforces and how these systems have had to look at the access of a globalised workforce.
We are seeing an exciting trend in recent months as more client organisations structure their people vision alongside innovative and practical deployment plans that are very specifically matched to their business goals.
Over recent years, businesses have been focused on cost utilisation and spend, understandably given the economic environment we've been in.
It is a non-standard question, isn’t it? Most similar sentences have a subject other than HR inserted at the end– usually water, coal or another precious resource; a resource that has proven to be invaluable and close to extinction. After all, what has HR done for the world to care about it? It is just another profession and a non P&L one at that.
It simply doesn't feel right to miss out on the current trend of writing about the death of employee performance reviews - if nothing else, they seem to make for such catchy headlines. Just recently, for example, Accenture claimed it was doing away with annual performance appraisals, and not to be left behind, Josh Bersin, Deloitte and PWC are suggesting we'll soon see radical changes in this domain. However, in the words of Andrew Lloyd Webber: "I've got news for you" and my news is: organisations will never do away with performance reviews because if they do, they will fail.
Recruiting trends more often than not slip out from my circle of interest. To be vocally self-critical, I find myself either skimming over these or straight out ignoring them. However, when earlier this year, Sundar Pichai announced Google for Jobs, I had to sit up and take notice. It intrigued me not because of the smart machine-learning trained algorithms (that has been around long enough) but because when Google gets involved, things change.
I had the pleasure of speaking at DisruptHR London recently, and posed the question - what if people cared about HR?
Personally, I've been in denial about ever working in HR. I've had many covers for this. First, it was as a strategy consulting specialising in Human Capital, then as Head of Strategy and Talent for a venture backed start-up. For some reason, I would never say that I worked in HR.