HR World in Transition Phase

Three New Roles Every Modern, Strategic Talent Management Function Must Have

These roles are Employment branding, workforce planning, and retention.

The human resources profession is one often perceived by those outside the function as a bureaucratic, compliance-driven, administrative function that is reactive versus proactive and that changes at the speed of a rock.

In most organizations, that perception is one well-earned, since most HR processes and policies are developed in response to a significant event and are intended to limit certain behaviors instead of enabling others. HR has become the function known for saying "you can't do that" as opposed to function known for saying "this is how we can accomplish that." However, a few leading organizations are breaking with tradition — at least when it comes to talent management — establishing new functional structures that account for current labor market realities, and adding new proactive activities to the stable of HR services.

A growing number of organizations are leveraging the visibility currently being placed on the impending talent shortage/crisis by corporate leaders and growing the scope of talent management activities to include formalized processes, programs, and departments focusing on proactive management of the employment brand, retention, and workforce planning. These groundbreaking organizations are tearing down massive walls that years of political infighting have created between HR functions in order to develop entirely new HR structures where all deliverables are integrated to "strategically" manage the portfolio of talent that the organization can use to call upon to achieve both short- and long-term objectives.

No longer does the training and development function devise and offer training programs for skill sets that can more readily be acquired through recruitment at a lower cost. No longer do key employees leave the organization because a bad manager kept them from advancing or learning. No longer do offers made to top candidates get rejected because compensation cannot adequately assess the market value of talent. Sounds too good to be true? It isn't, but getting there isn't easy; lots of archaic thinking gets in the way!