It is HR’s job to meet the challenges of the workforce of the future and reinvent themselves. You can’t do that with the old way of thinking. That is why it is high time to introduce the ‘Total Workforce Management model’ and new HR roles.
Why is a new HRM model needed?
Roeland van Laer light in his book The end of HRM (affiliate) why we need an HRM strategy aimed at all employees, both permanent employees and external employees. In that case, flexible and future-proof organizations can already be built now.
It is important for organizations to respond to the different work styles and work needs that (potential) employees have. There are employees who thrive when they work from home and like to take their own responsibility and shape the work themselves. Others need to bond with permanent colleagues in a fixed environment at the office.
Workers demand more and more freedom and happiness at work. It is important for organizations to take into account the wishes of new generations.
In addition, organizations are faced with developments such as globalization, individualization, technology, the emergence of disruptive business models, an aging population and the (after) effects of the corona crisis. It is clear: time for change in HR!
The Total Workforce Management Model (TWM Model)
Total Workforce Management is a strategic, integrated and coherent approach to the employment, development and well-being of all people who work or could potentially work in organizations.
The model consists of seven elements:
- Sustainable employability, diversity and inclusion
- Total talent management
- Strategic workforce planning
- Total talent acquisition
- Workforce analytics
- Total workforce purchasing management
- HR technology
In Van Laer’s book you will find an explanation of how you can design each element. What I want to focus on now are the new HR roles that are needed.
A transformed HR team
The TWM model also requires a different composition of the HR team. The nature of HR is changing, as is the work itself, and HR is facing more and more changes that can only be solved by a transformed HR team with a vision to match.
This HR team of the future is actively involved in the integrated recruitment and development of employees. But also with new technologies, it analyzes data and at the same time deals with the expectations of all (future) employees.
Total workforce manager
The total workforce manager leads a team of HR specialists and is responsible for the integral recruitment & selection of all types of workforce, and the guidance and advice of management and employees with regard to sustainable employability, diversity and inclusion. And is also responsible for drafting and executing the talent management and talent acquisition strategies and hiring planning for the short, medium and long term.
The aim is to provide the organization with a quantitatively and qualitatively correct workforce for now and the future, and to promote cooperation between the various TWM specialisms and other disciplines, such as purchasing and finance.
Data and technology manager
Data and analytics, supported by HR technology, will increasingly drive the work of HR. Becoming with the help of AI people analytics and data analytics integrated. The data and technology manager uses data to predict employee retention and determine who will benefit from which type of benefits package.
Head of talent acquisition technology
New platforms and technologies for total talent acquisition are emerging and evolving. In addition to total talent acquisition, the head of talent acquisition technology will monitor and apply the technological developments that are most suitable for the organization. The recruitment process must provide candidates with the speed, convenience and efficiency of the best online and offline experiences. This person will oversee those efforts.
With employee engagement software, managers and teams can now benefit from a dynamic dialogue that revolves around performance. Companies no longer have to wait for evaluation sessions to assess staff performance and happiness. The HR team will be dependent on a dedicated workforce engagement specialist who will be responsible for creating a bond between all permanent employees, the remote workers, their managers and the organization.
For example, this workforce engagement specialist will conduct regular surveys to collect feedback and analyze the health and happiness of the workforce.
Learning & development-specialist
The learning & development specialist will play a crucial role in organizing and implementing ongoing training programs for both permanent and temporary staff. These programs are now not always seen as valuable, rather as a waste of time. It is up to the learning & development specialist to ensure that the programs add something and that employees are encouraged to participate actively.
A diverse workforce contributes to the success of a company. This is about a diverse composition of staff from all backgrounds. The diversity officer will have to ensure that the staff consists of talented people from different backgrounds. This doesn’t stop with hiring these people.
The diversity officer will have to work closely with both the learning director and the workforce engagement manager to design the necessary inclusion training programs. Those programs should promote better understanding between different people and teams.
Total talent manager
The total talent manager will build relationships with recruitment agencies and must maintain contact with universities and training institutes. This person is responsible for the early creation of talent pools and for the follow and analyze the latest trends in the market. Such as new competencies and employment conditions expectations to offer the organization the best possible competitive advantage in the labor market.
DI & mindset coach
Unfortunately, more and more people are getting burnout. We experience a lot of stress, often also at work. The DI & mindset coach will develop and implement important programs that help individuals create good (work) habits. DI stands for sustainable employability, an umbrella HR term for policy in the field of vitality, work capacity and employability of personnel. These habits go far beyond exercise and healthy eating. Think of stress management and work-life-balance processes. An open dialogue policy on mental health should also be promoted.
Even if you as an organization are not yet ready to implement the TWM model, it is valuable to think about the above roles. A lot is changing. In order to be somewhat prepared for the future, it is necessary to implement at least a number of changes in the HR field. After all, you don’t want all the talent to be stolen in front of you or your current employees to leave.
Expectations are high for HR, total workforce management can help to realize these expectations.
Start with the facts
In his book The End of HRM, Van Laer discusses the challenges HR faces and will face and how you as an HR organization can deal with them. It is a theoretical book that you should definitely read as an HR professional if you want to take control. Of course, you can’t make the transition from traditional human resource management to a total workforce approach on your own, but having the right information and facts is a start.
After reading this book, leave it lying around with management. HR as we know it is really a thing of the past. The end of HRM is in sight.
Are you curious about this book? You order it easily via Managementboek.nl (affiliate)
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