No matter how big or small, everyone has to learn how to recognize and anticipate changes early and proactively. Only those who can do this will be able to stay two steps ahead of the competition. Otherwise, it will simply be very, very difficult to assert yourself on the market.
And what I can say with certainty from
my experience as a consultant for agile transformations is that changing the approach is not an easy undertaking. Anyone who plans to be more agile should prepare themselves for an exciting, long-term adventure. But I can also say that learning to do things differently is – despite all the effort – really enjoyable.
“HR has historically been weak in dealing with zalo data numbers and that has to change. Because: Especially in a complex world in which I try to experimentally open up my scope for action through hypotheses, I need numbers to substantiate my findings.”
Based on your expertise, how do you rate the role of HR (Human Resources / Human Relations), especially in (smaller) companies/organizations?
I have already said that we need
an answer to complexity, and agility is the answer to complexity. And the business of HR people has – unfortunately – long been seen as not complex, but as something that can be controlled linearly. That is why we HR people are so good at building processes. Processes that far too often do not meet the needs of the different mobile lead user groups. And that is why we never really have a good standing in companies. Because what HR people build for others is often useless! Much of what is in the standard HR toolbox is simply not good and is only suitable, if at all, for planned, predictable events. But working with people is inherently complex and unpredictable. Accordingly, agility can be a powerful tool for those HR people who want to finally create solutions that really suit their employees.
What can – or even must – HR do to consciously counteract this and make the organization “fit for the future”?
To be honest,
this means that HR urgently needs to change in order to align its service portfolio with the needs of its users and thus really create benefits for the company. If I, as an HR department, want to sendgrid sendpulse alternatives pros the personalization Leadership and the take responsibility not only for people but also for culture and to boldly lead the way, then HR must ensure that the corporate culture aligns its value pyramid in such a way that agility is possible. Because agility is always a question of attitude and no agile framework is possible without the corresponding and much-vaunted agile mindset.
Do you have any very specific recommendations for decision-makers and HR designers?
If HR wants to be more and actively shape the future of the company, then HR should start with three things as soon as possible.