For an organization to optimize its performance effectively, it is crucial to define the roles of HR within the organizational context, as it may influence the elements of the organization. Considered as a driver to the success of the organization, the HR profession covers both diversity and leadership aspects of success that varies considerably in all the levels of the organization.
The future of HR is a factor of creativity and innovation, which traditionally take place specifically and in a given sequential process to produce tangible results. Organizations are shifting from traditional methods of coining creativity to embracing the fact that it can come from anyone or anywhere. From this argument, job roles are no longer the only repository of creativity.
In addition, creativity is currently becoming ownership-based – meaning it can occur either in or out of an organization though in a non-sequential manner (Boudreau and Ziskin 2011). Today there is no much engagement between employees and the HR, which the article refers to “almost impossible,” especially for those in the profession of sciences and engineering. The future leaders in the HR profession should take notice however much they wish to safeguard the editorial power within the organizational context
Organizations are currently using internet techniques such as crowdsourcing to collect intelligence information to help in solving a wide range of issues. From these sites, the organizations get various solutions to the problems facing them even though the credibility of the answers given are questionable since some are given by those lacking adequate information.
These activities risk the future of HR as a profession and its effectiveness in an organization since most of the implementations that organizations perform were collected from social media.
Social media is also responsible for various changes of the hierarchy in workplaces, as most organizations prefer fetching information directly from the internet, instead of waiting for those in charge like the HR or any other person in senior management to give them directives (Boudreau and Ziskin 2011). Many organizations are willing to risk a lot in trying to bring change using social networking as a tool for communication and creating flexibility within the company rather than relying on HR’s creativity and leadership techniques.
There is the need for future HR leaders to think and act properly past the traditional boundaries of their roles, which encourage them to migrate from programs that focus on traditional ways of suggesting ideas and encouraging new technological platforms. Moreover, they will need to address the factors influencing the definition and extraction of innovative culture through the identification of periods to encourage innovation within the organization.
If successful, employment value proposition may extend beyond employment, as most customers will view employees as an organization’s extension. Embracing the reality of demands and mass customization ability will allow benefits from several choices. The evolutional challenge may occur due to the creation of a suitable employment brand, causing a dilemma in the identification of a brand with the highest impact (Boudreau and Ziskin 2011).
Therefore, future HR will have to acquire expertise in marketing tools and analysis of consumers’ behaviors in a bid to solve these dilemmas. The most important mission will be to break HR’s traditional tendency of always preferring to standardization and similarity on the assumption that equal action is fair, hence the notion of ‘‘sameness to segmentation.’’
Cited Reference
Boudreau J. W., Ziskin I. 2011. The future of HR and effective organizations. Organizational Dynamics 40(4): 255-266.