Next Generation HR Time for change - CIPD

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NEXT GENEThe need for courage, pioneering leadership and a newlanguageAs HR begins to make these transitions, we need to be courageous enough to step outsideof the historical expectations that many leaders have for the function and show how HR isuniquely placed to offer value.As we become increasingly insight-driven, the relevance and impact of our work increasesand HR will very naturally be seen as trusted advisers, partners and provocateurs. If we cancreate a cadre of leaders who want to take the profession in this direction, then there is littledoubt that HR will be able to spotlight the value it can make to organisations. Today, muchof this excellent work happens behind closed doors in the hundreds of conversations andpieces of invisible work that many HR people are involved in. Creating a language that candescribe the shift in purpose and some of the core activities of the function is therefore avital part of this journey.If we have the courage of our convictions and move towards what HR is capable of, thenHR will be an applied business discipline working with leaders who do see business as anapplied HR discipline – and then perhaps all organisations will get the HR they really deserve.If you have any comments or would like to find out more about the work we’re doing,please visit our website at www.cipd.co.uk/nextgen24NEXT GENERATION HR
RATION HRAcknowledgementsWe would like to thank all of the participating organisations (and the individuals withinthem) who took time to contribute to this research.We would also like to thank the following members of the Next Generation HR steeringgroup for their support and input:Kevin Brady, HR Director, BT OperateRonan Cassidy, Executive Vice President, Human Resources, Shell DownstreamGareth Jones, Visiting Professor at INSEAD and a Fellow of the Centre for ManagementDevelopment at London Business SchoolNEXT GENERATION HR 25
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Next Generation HR Time for change - CIPD

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