The HR profession has evolved throughout decades. Modern HR practitioners focus on such aspects as leadership, strategic thinking, developing partnerships and so on (Pritchard, 2010). This paper includes some ideas concerning the future of the profession as well as competencies that will be needed to address new challenges. However, prior to considering these changes, it is necessary to stop and think about the changes that occurred in my understanding of the HR profession.
This module has provided valuable insights into the nature of human resources management and practices HR practitioners tend to employ. It is necessary to note that my overall understanding of the profession has not changed dramatically. I have always understood that an HR professional should work on resourcing, developing, rewarding, retaining, engaging employees as well as improve the working environment (Chartered Institute of Personnel and Development, n.d.). This model helped me learn more about such essential competencies as cultural effectiveness, leadership and business acumen (Society for Human Resource Management, n.d.). One of the most challenging and interesting aspects for me was strategic planning and thinking. I believed that HR professionals could hardly address this aspect effectively, but now I have certain skills that make me a strategic HR leader.
Interestingly, some of the elements of the HR practice mentioned above are likely to become central to the profession. For instance, it is clear that workforce is becoming global and culturally diverse. Therefore, the HR professional of the future will have to pay a lot of attention to global effectiveness and leadership (Wells, 2013). Coombes (2014) states that HR professionals will have to manage human resources with no geographic boundaries. Many employees will work from home, which will inevitably lead to the changes in the HR practice. HR professionals will have to use technology and develop new ways to reward, bring together, engage, learn employees. Another important change to come is concerned with the approach to the HR practice. Osterhaus (2013) notes that HR will acquire features of marketing as HR professionals will focus on brands (their organizations) and sell them to potential clients.
It is clear that HR practitioners will require some new or rather modified competencies and skills. Clearly, they will have to be able to use technology extensively. Bridging gaps between people of different backgrounds will require new approaches to global effectiveness. Fortunately, technological advances will be available. As far as marketing features, it is possible to note that HR practitioners will have to learn more about marketing strategies as they will have to develop particular brands (their organizations or rather working environment). Google’s HR practices have become an illustration of such brands. HR practitioners will have to promote their brands to be able to attract and retain talent.
On balance, it is possible to note that the HR profession is evolving at a considerable pace. It is clear that HR professionals should be ready for constant changes. The changes that will occur in 5 or 10 years will be related to technology and the nature of HR practices. The world is becoming more and more global, which makes HR practitioners develop new ways to bring people together and encourage them to share particular organizational values. The use of technology and marketing strategies can be seen as the major tools that HR professionals will utilize to achieve their goals.
Reference List
Chartered Institute of Personnel and Development (n.d.) CIPD profession map. Web.
Coombes, R. (2014) Ten trends that will reshape the future of HR. Web.
Osterhaus, E. (2013) The HR department of 2020: 6 bold predictions. Web.
Pritchard, K. (2010) ‘Becoming an HR strategic partner: tales of transition’, Human Resource Management Journal, 20(2), pp.175-188.
Society for Human Resource Management (n.d.) SHRM HR competency model. Web.
Wells, E.A. (2013) ‘What is HR leadership? A twenty-first century perspective’, Journal of Organisational Learning & Leadership, 11(2), pp.1-7. Web.
