In a previous life, I was an Editor-in-Chief for Training magazine, a publication aimed at human resources managers who were responsible for learning and development of employees. One of the main points of contention for HR managers at that time—this is 2005—was their lack of a seat at the table; they wanted to be strategic partners with the C-suite, not just people who ordered training software and rolled out the benefits each year. While those are important and necessary functions of HR, the focus was clearly on the bigger picture: how talent, and its overall development, fit in to the company's strategic goals and mission. Well, that was then. And this is now.
That time has arrived, and Consulting's business writer Eric Krell does a great job of highlighting the challenges and opportunities for Chief Human Resource Officers and their companies in this month's cover story The HR Revolution. And, not surprisingly, this new world is being ushered in by… you guessed it, technological transformation and digital disruption. Willis Towers Watson Global Talent Business Leader Suzanne McAndrew says that "HR functions must disrupt or be disrupted." And that, of course, is where the opportunity lies for HR consultants capable of leading CHROs through this tumultuous time.
There's a lot to unpack here, but start with all the traditional HR roles that aren't going away anytime soon, but then add a complete enterprise digital transformation for HR and the company overall, the training and development of employees needing new skill sets, talent management, change management, human capital management, organizational culture, diversity and inclusion… and the list goes on and on.
