Why HR wants to focus on people again: A Mini-Insight paraphrased and summarized from McKinney and Company.

Or a few years ago, HR leaders found themselves on a profitable treadmill, applying analytics and big data to existing HR operating models. Its department completed a valuable but tedious task: optimizing labor costs, enforcing compliance through standardized measures, and supporting the adoption of technologies outside of IT. For human resource managers (CHRO), the question now is whether processes have replaced them with the creativity and innovation required to attract and cultivate talent, manage and reward performance, and optimize workforce strategies. In our recent interviews with over 70 CHROs from some of Europe’s largest organizations, this desire for more people-oriented policies was clear and clear. These conversations are part of McKinsey’s research on how HR leaders can help create more dynamic talent and work models for the future. The vast majority of CHROs stated that they are eager to switch to a model we call “return to humanity.” The COVID-19 pandemic, which accelerates the demand for human resources from employees to meet physical and mental health needs, and increases ethical concerns about the company’s overall impact on society, leads them to believe that certain human factors Fundamentals are found in all these technological advances. The crisis also made discussions about creating a more flexible HR model a reality, as C-level executives used HR for day-to-day crisis management and strategic thinking of the workforce. CHRO stated that they want to maintain this momentum, especially when employees are concerned about the future of mixed work. Mastering technology to improve standard HR processes and gaining knowledge through Advanced analytics will continue to give any HR leader the “right to play.” But to build organizational resilience and create value, CHRO and her team must connect this insights to the business in four ways Europe Human Resources Director stated that the shift to a people-oriented policy will help them attract and cultivate talent. Many European CHROs discussed a paradox that they found disturbing: certain strategies that HR teams have been promoting undermine relationship building interpersonal Relationship opportunity for a period of time. These strategies include remote performance management and orienting employees toward self-service efforts. The platform and tools to rebuild the HR operating model have also changed the world in which employees live and work. CHRO tells us that part of the reason is that in the age of mixed work, the performance range between unengaged and dedicated employees is much higher. Many European CHROs stated that they want to transform their functions to interact more directly with employees and move away from self-service solutions. They emphasized that key processes should always be carried out face to face, or at least enough personal attention, to make remote interactions feel personalized. These processes should not only continue to include salary and promotion negotiations, but also extend to new employee induction, brainstorming and innovation, coaching and mentoring, and other ways of building relationships. As the chief human resources officer of a multinational bank told us: “We are currently evaluating what we want to maintain after COVID-19. Managers were initially excited about the ability to provide frequent training to employees through Zoom, and we added An app to provide instant feedback. However, employees do not like the complete method. The coach will definitely return to more face-to-face situations. “
This shift will also lead to a new and broader view of the workforce. In recent years, CHRO may focus on technology and technology-related roles as they face the greatest competition from other employers here. However, now we Ninety percent of CHROs find it important to take measures to foster a sense of recognition of individual abilities and contributions throughout the workforce. CHRO’s organizations work with partners and ultimately workers, and they say they will also focus on these groups. As the CHRO of a leading consumer products company told us, “Access to employees is the key to identifying potential people-related challenges and future leaders and invisible champions. Their contributions are more low-key, but still important. If we don’t Know our employees, HR will not have a real impact.”
Management lever segment. HR leaders must use powerful survey methods to assess the health of the organization, and then segment the responses from employees with specific needs. As mixed work becomes the new normal, challenges will persist. Allow employees to put the “whole person” into work
More than 98% of CHROs we interviewed said that they are considering how HR can transform from mechanical skills and talent management to a more specific and dynamic way to solve employee experience issues. This means not only working on contractual time and employee safety, but also working on a broader vision of diversity, fairness and tolerance.