With the speed and pace of changes the traditional five-year vision will not be entirely accurate. It can predict some trends but no more than that, so it needs to remain flexible.
The big issues of today include:
Globalisation - the shift from West to East and a much more global market for talent.
Demography - young people; their education and whether or not they are equipped for work and if so, what work? What level of government intervention will there be in job creation?
The greying workforce opting to work longer; and the elimination of mandatory retirement ages with less reliance on state pensions (because they are getting less and less and later and later). The age of un-retirement is upon is.
The UK’s geographical divide in employment, with perhaps even more differences being seen with the government’s push for local pay bargaining.
A smaller public sector with the loss of 880,000 jobs under the government’s austerity plan.
Work will no longer be somewhere that you go, it will be something that you do in your pyjamas, the coffee shop, when travelling – it’s not so much of a place anymore and the hours of work will become less rigid.
What will HRD's want?
HRD’s will want to put three streams of work in place simultaneously.
1. Transactional HR delivered using light touch and more technology, digital rather than print media, e-recruitment and portal self services. This still means you need really well trained HR, just less of them and they need to be more knowledgeable and focused on the customer.
2. Flexibility in talent, more contract workers, less full-time, permanent staff as market rates can’t be reached and people don’t need to be on the books all the time. This will require a much more flexible and responsive resourcing model linked to workforce strategy and planning.
3. Flexibility of approach and speed to be able to move people quickly, buy in skills short-term and share skills. This will require the systems and processes that support agile working and, more importantly, the mind-set that inspires the team to think differently about the way outcomes are achieved.
Thanks Perry you raise a number of critical areas for discussion
I think you're spot on with many of the trends you've identified here. Less pronounced - but you've identified it subliminally in where you work - is the impact of technology; social media feels like it is only the start of whole new expectation and level of knowledge we can gain and utilise - so what impact is technology having not on the recruiting and development process but on the people we are recruting and developing..? The other big thing for me is the movement from massive organisations to more SMEs and entrepreneurs. What does people management and HR look like in a world where people belong to a selection of enterprises rather than clock on to one uber-employer..? Are we about to enter the micro-consultancy? Has the Boston Consulting / McKinsey model finally had its day? And don't even get me started on education...nice stimulating article though. This is the stuff we should get inspired about.