Keep learning. Agility and adaption are the key for any HR professional. Look how you can contribute differently, bring new perspectives on transformation and automation, make your organization capable for future of workforce, and always remember, the most significant learnings don’t happen in the classroom.
Creating the HR Strategy for linked to the business objective and driving with the various function heads. With a 3 year roadmap aligned to the overall HR goals and with clear deliverables I call this more of an achievement is to get my HR Strategy done, I had to get all my functional heads to outline their strategy and some key differentiators.
HR professional today has the capability to affect the top-line and bottom-line! Designing the employee messaging and influencing them to achieving the organisation objective both in terms of revenues as well as culture is the key contribution of HR professional. For instance, aligning the goals of leadership (ensuring interdependencies captured), organisational structure, design the reward program, and learning agenda with focus on business strategy.
Assessment skills: Assessment skills go beyond interview and development centres. They help me in also understanding the unsaid and equip me to ask the right questions to my stakeholders. Expressing or clearly communicating the thoughts, sharing feedback does not come naturally to many and at times, to get the precise and useful information, these skills have been very useful. In additional it helps in identifying the right behavioural skills that we need from our talent and building case for talent movement in the organisation.
Yes, absolutely, experiential learning is impactful. We had hiring manger training on interviewing skills, allowing people to experience, learn, reflect and activate helped them internalise the concept (the why of it) and get a practical approach. The participants asked a lot more questions which helped in clarifying their doubts. This has led to improvement in quality of hiring as well as richer conversation as well as feedback on the candidates.
Our training requirements are tightly linked to the performance appraisal process. This ensures that the ownership of the training is not limited to the HR alone but it is shared with the manager and functional head as well. Additional efforts are taken to identify the development & action plan for the employee during the calibration discussion with manager & HOD and there is a follow through. This has built the confidence of our leaders in the learning & development agenda (which is beyond training).
