As complex as the HR function has become, it has become critical for HR leaders to simplify contingent plans and sort their priorities out to infuse competency in HR initiates. And, Gartner has contributed to this effort by reporting the three top points that HR leaders must focus on.
So, if you are an HR professional or an aspiring to become one, reading this article will open your mind to a plethora of concepts that will help you build an exceptional reputation in your professional community. So, here you go…
As per the Gartner survey involving 843 HR leaders around the globe, the Top Priorities of an HR Leader are:
- Developing important skills and proficiencies is the supreme concern for at least 85 HR professionals who look upon the learning and development department.
- Building a pipeline of upcoming leaders is the most pressing matter for seventy-eight percent of talent management leaders.
- And, over half of the HR leaders believe that enhancing employee experience is immensely critical.
The current labor market is suffocating to an extent that grooming and retaining talented employees is extremely necessary for HR leaders, as said by Brian Kropp, vice president of the Human Resources department at Gartner. He also added that according to the Global Talent Monitor report, only fifty-three percent of workers actually hold the intentions to stick to their present position.
There are certain measures that today’s HR leaders must take in order to curb the issues emerging in retaining workers.
- Developing competent managers
In most companies, the issue that is being faced by every HR leaders is the absence of effectual managers who are prepared to take up the responsibility of coaching and guiding their teams. Forty-eight percent of Human resources professionals are yearning for managers who can be constantly involved in the learning & development process.
With the introduction of such high capacity managers, there shall be a skyrocketing increase in the number of employees who are encouraged to give a better performance
- An efficient procedure for succession management
Out of many HR leaders, almost forty-seven percent struggle to build an appropriate line of leaders, moreover, forty-five percent hold an opinion that their success management schemes were not able to cultivate the right leaders on the correct time. And, what really adds to this complexity is that close to forty percent of leadership roles are expected to be drastically different to how they were five years ago and conventional succession planning is only supposed to evaluate present roles along with gaps in the company’s leadership.
- Employee Experience
These days, employees wish to maintain a healthy work-life balance which employers should make peace with. The HR leaders feel obliged to offer a fulfilling experience of workers in the workplace and they can be successful in doing that if they stop asking them about what they want (and something even worse than this is presuming what they want) and rather, just go up to them and listen about their needs and the things that they value.