Transformation through agile HR practices
Ashu Malhotra
by Ashu Malhotra
Disruptive forces are sharply changing how organisations operate, creating an imperative for enterprises to rapidly adapt. HR must take the lead with agility, and sustain exponential value for the future of human resources.
Disruption is creating three key futures that HR must address:
The future of enterprise;
Workforce; and
How work gets done.
Business leaders who have seen their organisations experience profound upheaval because of the Covid-19 crisis may find it difficult to understand what it all means until the dust settles.
We have all witnessed an at-scale shift to remote work, the dynamic reallocation of resources, and the acceleration of digitisation and automation to meet changing individual and organisational needs.
The big picture – the role of HR
HR can help propel this transformation by facilitating positive change in three key areas as follows:
Who we are
Purpose of business.
How we operate
Transactions and response to customers.
How we grow
Continuous improvement, learning culture and skills upgrading.
Imperatives: Bringing it to reality
Live organisational purpose
Chief Human Resource Officers (CHROs) play a vital role in making sure the organisation is living its purpose and values. HR can also incorporate purpose-driven metrics into compensation and performance decisions.
Think deeply about talent
Getting the best people into the most important roles requires a disciplined look at where the organisation really creates value and how top talent contributes.
Create the best employee experience possible
Companies know that a better employee experience means a better bottom line.
Strengthen leadership and build capacity for change
Culture is the foundation on which exceptional financial performance is built. Leaders are expected to be role models.
Be agile – HR’s role in flattening the organisation’s hierarchy, and empower employees to get connected through technology
Organisational agility improves both company performance and employee satisfaction.
Flatten structures and adopt appropriate technology.
Introduce objective performance management
Companies must optimise resources in today’s shrinking market.
Build mechanisms to measure performance and reward top talent exponentially.
Lean into a learning culture by reskilling and upskillingEffective reskilling and upskilling requires employees to embark on multi-faceted learning journeys.
Ashu Malhotra has 29 years of business HR leadership experience, having worked in companies like Dabur, Bharti Airtel, Nokia, Jabong, and most recently as Southeast Asia HR head and board member for Cargill Inc. His forte is organisational transformation and strengthening performance-driven culture. Contact Ashu.
R.N. Marwah & Co. LLP is a CA firm that was established in 1946 by the late Mr R.N. Marwah. Its head office is located in Janpath, New Delhi (India). The four major service divisions of the firm are audit & business advisory services, tax & regulatory services, legal & company law services and consultancy services. It has been serving a huge international and domestic clientele for the last 70 years.
GGI member firmR.N. MARWAH & CO. LLP, Chartered AccountantsNew Delhi, Raipur, IndiaT: +91 114 319 20 00
Advisory, Auditing & Accounting, Corporate Finance, Tax
