【人才管理】HR如何為企業創造更高價值 專家︰未來集中3大方向

以合規為本的員工模式不再適用於人力資源職能，新冠肺炎疫情過後，HR可考慮重新設計新的工作方式，當中在人才管理方面，必須思量如何重塑企業品牌，並繼續提升軟技能和硬技能。HR越來越被視為領導高管的戰略合作夥伴，同時他們也在協助培養及提升領導者能量的導師，因此，某些招聘人力資源專業人員的關鍵詞需要根據現實市場多加考究，例如:
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善於分析、精通科技、善於諮詢、專業的、公正的、具彈性的、危機管理、態度、匯報能力、會計、策略及計劃、溝通能力、靈活性、創新、高情商、敏捷、企業精神、解難能力。
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由於全球勞動力正在變化，提高個人與團體應變能力變得十分重要。邁進2021，全球對精於科技及具危機處理能力的HR需求可會大大增加。HR行業可能有更多創新職稱。企業人力部門要準備為改變工作環境做好預備，尤其是在招聘時對應聘者的求職體驗應多作改進工作；並且更要策略性地向人力資本管理方面考量。

HR可能在現階段已經設計並實施應對全球人才解決方案。這些改變能優化鑑定公司未來的能力、僱主提供的工作經驗，以及重新部署內部人才，以推動領先創新的工作。我們需要研究3個領域：數據分析、優化人才及經濟學研究，以及個人發展。

1/ 人力資源分析：大數據
通過使用人才管理系統(HRIS)和系統數據，管理人員可以生獲得報告分析及支出、成本消耗和效率比率等關鍵數據。這些數據可以幫助預測未來營運成本，有助管理層創建願景及使命，推動企業承包變革，以達到股東期望的目標。HR或管理層現在也注意全球高失業率，將相關數據轉化為勞動力分析，並從中創造新契機，發掘具才幹、潛能的「企業家」人才，協助恢復社會經濟。

2/ 優化人才及以經濟學研究人力成本
HR將協助管理層瞭解更多新常態市場環境，從業員需要瞭解更多客戶和服務提供商相關資訊，篩選合適的供應服務機構，以支援人才市場趨勢的變化與研究，再預測總體人才流動和技能差距及各種人才成本核算，並發掘全球和本地的潛在人才，以達到企業要求的目的。

這有助HR確保瞭解員工各個方面並及時提供管理層綜合彙報。此外，HR也必須使用正確的評估工具來衡量、鼓勵、發展和投資為組織和社區創造新機會的人才。

3/ 以身作則
HR需要經常挑戰現狀及為不同持分者設想，勇於以創新心態帶領員工。在僱用員工時也應宣揚公司的核心價值觀。多考慮將遊戲元素概念引入工作環境，為未來領導公司的Y及Z世代同事們創造一個較愉快的工作環境和文化。

專業人力資源實踐標準
Master Ascent是人力資源公司，幫助你瞭解成員管理的最新發展。Master Ascent高級獨立顧問曹達智博士(Joseph Cho)建議︰「鼓勵（人力資源）從業人員持續不斷進修專業知識，以滿足不斷變化的全球業務和行業標準的期望。」

Upskilling HR – HR’s role to help business sustain and value creation

The compliance-driven personnel model is no longer working for HR function and we would need to redesign the way it works post-covid19. Professionals who are in the people field may want to start thinking to rebrand themselves and continue to upskills soft and hard skills. Below are some keywords we may want to look for when hiring HR professional. They are increasingly seen as strategic partners in cultivating organizational leaders with strong business-acumen and being tech-savvy:

Analytical, Tech-savvy, Advisory, Professional, Crisis Management, Attitude, Presentation, Accounting , Flexibility , Innovation , High EQ, Agility, Entrepreneurial spirit, Strategic & planning, Problem-solving , Communication, Integrity, Consultative, Resilence

Upskilling is important because the global workforce is changing. The immediate need for tech-savvy HR is much greater into 2021 and beyond. Professionals in human resource management may have more creative job titles like : Chief Talent Officer, Chief Happiness Officer, Chief Entertainment Officer, Chief People Officer etc….get ready to go the extra mile in transforming the workplace, candidate and customer experience; and be strategic in human capital management moving forward. Let’s make it happen.

HR may have designed and implemented changes regarding their global talent solutions which optimize how the company identifies future capabilities, employees build career experiences and internal talent is deployed and redeployed to drive leading edge and innovative work. We need to look into 4 areas: data interpretation, talent optimization and economies, and personal evolution.

1. HR Analytics – Big Data
With the use of HRIS and evidence shown from the system where management can generate reports for analyzing and identifying key data points from P&Ls, cost consumption and efficiency ratio etc. The insights from people data can predict future outcomes and this helps management to create a vision and mission statement at the top to drive transformative outcome with an objective to meet shareholders expectation. HR or organizational policy makers now have to look at the global high unemployment and dissect relevant information into a group of workforce information with the purpose to identify the category of “entrepreneur” from the general workers who can create new business opportunities and take the lead to regain the economy.

2. Talent optimization and economics
HR will have to assist leaders to learn more about the new normal market environment – you need to know more about your customers and service providers, with an ability to screen in the right vendor to support your study of talent within a market system and its trend, then predict overall talent flow, skills gap if any to locate and identify potential talents globally and locally to meet organizational needs. This helps make sure we understand the varied dimensions of our employees and with that insight, provide the right kind of leadership within the organization. In addition, we also have to use the right kind of assessment tool to measure, motivate, engage, develop and invest in the talent who could create new opportunities for the organization and community.

3. Lead by example
HR challenges the status quo and the assumption, be bold and brave to drive and lead with a true innovation mentality. HR should also advocate the core values of an organization when they are hiring and engaging the workforce. Introduce gamification into your workplace to create a fun and enjoyable environment and culture for your Gen Y & Z colleagues who are the future leaders of the organization.

Professional HR Practice Standard
Master Ascent is HR for HR and we are here to help you stay tune with the latest development in people management. “Practitioners are encouraged to engage in continuous professional learning to meet the changing expectation of the global businesses and the industry standard,” recommended by Dr. Joseph Cho, Senior Independent Advisor of Master Ascent.

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