HR of the future will consult, create, confirm and coach: Anuranjita Kumar

Newer businesses and technology-led clinical interventions will drastically reduce the HR of the future into a small team of professional and specialist business and HR consultants

HR as a function has been in a transformational upshift through 2017. The trend in 2018, building up to 2027, will see a change in the employee strengths that we cater to, within organisations and businesses. And this will begin with the radical changes in the business functioning of corporates themselves.

Newer businesses and technology-led clinical interventions will drastically reduce the HR of the future into a small team of professional and specialist business and HR consultants providing strategic consultancy services to the organisation as well as its multiple businesses.

HR will deliver personalised customer journeys to employees; help an organisation acquire, develop and right-size a flexible, talented workforce with the critical capabilities necessary to create a competitive advantage through innovation.

Instead of being a support function, HR will transform itself into a business partner that will:

CONSULT with the business and external partners to create leading-edge people strategies and solutions, acting as trusted advisors, drawing on predictive analytics and providing insights focussed on future solutions and competitive ways of working in line with an organisation’s brand and values.

CREATE compelling customer journeys, experiences and propositions for people to join, transform and leave the organisation, while developing their own careers within and outside.

CONFIRM the integrity of algorithms, artificial intelligence and robotics elements of HR transactions executed on our behalf; ensure that our values, ethics and social responsibility sets us apart as an employer.

COACH individuals on their emotional quotient, as much as on business efficiencies to help drive a 360 degree approach to maintaining a ‘happy workforce’.

In a nut-shell, a team that will be 75 per cent smaller than its current form, aided by digital and automated processes supporting all transactional activities and parallelly enabling a specialist model, that supports the directional growth of businesses in the global economies of the future.

(The author is managing director, human resources for international hubs, Royal Bank of Scotland.)