Payentry’s Post

Trends in HR are constantly evolving. We're here to help your business stay ahead of the curve. Let's talk about how we proactively maintain your HR compliance and streamline processes. We'll answer any HR question and consultations are complimentary. https://lnkd.in/gvhvxKqy #HR

Trends in HR are constantly evolving. We're here to help your business stay ahead of the curve. Let's talk about how we proactively maintain your HR compliance and streamline processes. We'll answer any HR question and consultations are complimentary. https://lnkd.in/gvhvxKqy #HR

Trends in HR are constantly evolving. We're here to help your business stay ahead of the curve. Let's talk about how we proactively maintain your HR compliance and streamline processes. We'll answer any HR question and consultations are complimentary. https://lnkd.in/gvhvxKqy #HR

The world has just been saved: Another HR operating model! Dear HR, it feels like you have been busy getting yourself (retererere)organised for the last 30 years I've been studying and working with you. When you are done, would you terribly mind helping the business closing the skills gap? Luckily, most HR functions in the real world don't fuss too much about the latest fashion of models imposed and try to get a job done. They may often be ops heavy, not close enough to the business and none of them has really solved "Skills" yet, but that's in my experience independant of the operating-model-fashion applied. What I've seen working is: - making good use of technology and align process to achieve the best results with the technology available - empowering employees and line managers - accepting that structure and process are no valid objectives, but employee experience, performance, skills-match etc are So, not sure chasing this org model adds value. I'd rather figure out how to close the skills gap and whatever works best for that goal is my operating model.

#Facts: 86% of HR functions have restructured in the past two years, are currently restructuring or plan to restructure in the next two years. #HRCultureHacking #ReinventingHR #HRTransformation

A very incentive model for HR operations.

Embrace agility, technology, and a customer-centric approach to revolutionize the HR operating model. Let's adapt, innovate, and thrive in a rapidly changing business landscape. Interesting post and article from #Gartner #HRTransformation #AgileHR #FutureReady #PeopleMatter

This is a very simplistic HR operating model, but it has been one I've signed up to for nearly 10 years now, when I introduced my first HR Operations team (you know who you are 😊). Such a critical team for the employee experience, as well as that necessary governance. But............... ......... in my view, it is essential to have all parts of this model covered at the senior leadership level. Challenge is that not all organisations can afford this structure, whether they are starting out or having to rationalise their HR structures to satisfy cost savings. Both of these, the structure tends to just focus on HR Operations and Service Delivery. This is where Fractional HR Leaders can close the gap. They can bring a wealth of experience to ensure strategic conversations are balanced and bring both challenge and support to a senior leadership team. These HR leaders typically hold with a ready-made toolkit, that can be adapted for that company's environment, which in turn can then up-skill the existing HR team AND critically make sure the company has an eye on their people part of their strategic plan. Too often, I've seen so many companies get to that point in the future and realise they aren't set up from a people perspective. The point here, you don't need to have a big HR structure like the Gartner one here, there are ways in which organisations can ensure that critical skillset isn't missing.

Gartner Gartner for HR The call for HR transformation is clear: it's time to move beyond traditional and transactional practices. While there will always be a place for these fundamentals, HR must embrace innovation, dial up efforts, and make bold shifts to stay relevant. Playing it safe is no longer an option; professionals are reevaluating their roles to make meaningful contributions and positive impacts on both people and businesses. The traditional HR model is inadequate for the evolving workforce experience and ill-prepared for the future of work. What were once trends are now pragmatic realities that demand our attention. It's time for HR to evolve, adapt, and lead the charge towards a more effective and responsive approach.