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…