HR Industry Expanding with Commitment to Reskilling and Innovation

September 19, 2016 Zuman

Each year, the Deloitte University Press releases its "Global Human Capital Trends" report. In it, HR experts take a good hard look at the skill sets, perspectives, attitudes and general wherewithal of the HR leader as a whole. In 2016, the report comes at a time when businesses everywhere are changing. According to Forbes, there are quite a few trends defining HR in 2016 and beyond. That includes an increased reliance on data, the need for better collaboration between departments and innovation in areas like talent relations. Fortunately, as the Deloitte report uncovered, HR departments and executives across the country are effectively meeting these goals, and the result is a profound revamping of the HR organization like we've never seen before.

Innovation has become central to HR's operations
For the longest time, HR departments were rather hesitant to accept the use of data and other technological enhancements. Now executives are finally starting to see the appeal of these solutions, and they apply them in ways that greatly reshape their daily procedures. Per Deloitte, one of the biggest uses of this sense of advancement is that HR leaders now act as innovative consultants. These professionals are using new skills and software applications to help streamline and more effectively implement the strategies used to foster employees at all levels.

When asked about their commitment to innovating, 60 percent of companies said they were progressive; this is compared to 56 percent responding the same way in the 2015 report. One great example of this innovation is companies like Philips and Nestle. Per Deloitte, both organizations are implementing brand-new learning environments, which emphasize interactivity and an ongoing development process. It's these programs that inspire work or efforts to continue finding new ways to innovate.

HR is learning the value of alignment
While HR's long-standing issues with technology and innovation have been insular, it's not an attitude shared by other departments. Finance, for instance, has long since recognized the merit of just these tools and solutions, and technology has been a cornerstone for the fiscally related work of these professionals. So, as HR finally comes around to the idea of maintaining an ongoing sense of innovation, it's brought this department close in alignment with finance and other executive groups. In some ways, part of the alignment process has been for HR departments to better understand their limits or constraints, which usually involve more administrative or bureaucratic functions.

By working alongside these other offices, HR is better able to expand its abilities and focus more on those tasks linked to analytics and data. Between the 2015 and 2016 Deloitte report, self reporting of alignment increased form 58 percent to 64 percent. Better alignment is a win-win situation for companies, and gives HR leaders the skills needed to continually improve and develop.

The skills of HR professionals are improving
Innovation is more than just new techniques; it's an attitude about exploring what else can be done to better handle business. Similarly, alignment isn't just being a better team player; it's about recognizing that your work is only part of the bigger picture. It's both of those tactics combined that show the skill set of HR professionals is improving in essential ways. A huge part of this is the ability to reskill, or learn and adapt new techniques. In the 2016 Deloitte report, 68 percent of companies were focused on this reskilling, up from 66 percent in 2015. In fact, the number of companies who ranked themselves as performing excellently in this regard jumped from 11 percent to 15 percent.

That last figure is especially important, and shows that companies everywhere are increasingly focused on using new tools and ideas to make themselves better. There are other figures, though, that show there is still work to be done. For instance, just 8 percent of companies said they have the necessary expertise on cybersecurity issues. This just shows that reskilling involves constant work, and true growth is an ongoing and organic process.


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