Source | www-myhrfuture-com.cdn.ampproject.org | Ian Bailie | Caroline Styr
HR has demonstrated its ability to quickly and effectively adapt in the face of rapid disruption. During the Covid-19 pandemic, as the need for remote working and digital infrastructure accelerated, HR’s response to the pandemic exceeded business expectations. In fact, the importance of the CHRO during the Covid-19 crisis of 2020-2021 has been likened to that of the CFO during the global financial crisis of 2007-2009.
In one report published this year, 87% of C-suite executives report that the pandemic has accelerated HR transformation and significantly increased the function’s influence on the rest of the business. Concerningly though, almost two-thirds of C-suite executives surveyed in the same report believe that their HR function will lose its influence after the pandemic.
Bearing in mind that remote ways of working are only one part of a much larger effort by organisations to make it through the process of digital transformation: What will it take for HR to maintain its influence and continue to effectively and efficiently adapt in the digital age?
A New Behavioural Profile of the HR Professional
To answer the above question, Insight222 Research has collaborated with pymetrics to understand the HR professional’s potential. To understand potential, the research examines behavioural assessments of 266 top performing HR managers. The result is a powerful and unique behavioural profile of today’s HR professional, made up of nine behavioural traits. Organisations can use this evidence, as well as the report’s guidance, to advance the success of HR in the digital age.
A new behavioural profile of HR professionals will help organisations and individuals alike understand their propensity for success in the digital age. Our key findings are:
HR professionals do have the potential to support an organisation to continuously adapt through the digital age.
There is significant overlap between the typical behavioural profile of HR professionals today and that of the ideal behavioural profile for individuals capable of succeeding in a digital, data-driven environment. This is proof that building talent from within the organisation, by investing in upskilling existing HR professionals, is a worthwhile alternative to hiring new HR talent to fill skill gaps.