The status quo for HR isn’t encouraging — at least according to our global survey of 2500+ leaders in 90 countries:
- Less than 8 percent of HR leaders have confidence that their teams have the skills needed to meet the challenge of today’s global environment and consistently deliver innovative programs that drive business impact.
- Business leaders agree: 42 percent of business leaders believe their HR teams are underperforming or just getting by, compared to the 27 percent who rate HR as excellent or good when assessing HR and talent programs.
Research by Bersin by Deloitte on High-Impact HR confirms there is a great appetite to transform HR, regardless of whether some transformation work has already taken place. Some 85 percent of global companies believe they must “transform HR to meet new business priorities” over the next 3 years — 57 percent of them want to do it right now!
Sure, HR has come a long way from its roots as the Personnel Department, focused on implementing controls and policing the way organizations managed people. But despite years of “transforming,” organizations and their business leaders still see a significant distance ahead for transforming HR. As we’ve noted before, disruption is ongoing and widespread, affecting everything from who is being tapped to lead HR to new expectations for how talent is sourced (the open talent economy), how decisions are made (leveraging analytics), and how the organization curates the talent experience.
The question is, will HR be a hero, rising to the challenge of what it means to be an effective business partner in today’s world, or will it be a victim, discarded in favor of a new approach to minding the organization’s talent store?
We invite you to join us in looking at HR’s crossroad in greater detail at an upcoming Dbrief webinar: Reskilling HR: Expanding HR’s Business Advisor Proficiencies (Wednesday, October 8, 2014, 2:00–3:00 PM ET). Presenters Cathy Benko, vice chairman and managing principal at Deloitte LLP, and Art Mazor, principal at Deloitte Consulting LLP, will lead the discussion on ways to improve HR’s internal effectiveness, external market value, and overall stature in the organization.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.