|  29.03.2018

What do we need the HR Director for in the digital age

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Challenges to the HR practices

With regard to the greatest challenges in HR practices, the perspective of HR directors and CEOs largely coincides. Thus, the first place is finding employees with more and more specialized skills for the company (22% HR directors vs. 23% CEOs), followed by the employees retention (16% HR directors vs. 20% CEOs) and the development of the next generation company leaders (15% HR directors vs. 13% CEOs).

At the level of essential resources available to respond successfully to HR challenges, the CEOs include the following: strong HR management support for HR (4,39), solid HR staff skills in the HR team (4,30) and the efficient use of HR technology (4,15). The top 3 of the HR directors comprises the following: the solid HR skills of staff in the HR team (4.30), the transparent collaboration between HR and top management for strategy alignment (4.27), and solid HR support for the HR (4,10).

Effective recruitment, retention and rewarding of employees

From the point of view of general managers, the most effective practices in attracting, retaining and rewarding the best employees are the following: ensuring job security (score 4.56), ensuring the financial stability of the company (4.56) and structuring the requirements of each job so to provide a sense of purpose for the employee (4,45). The top 3 of the HR directors is different and comprises the following: structuring the requirements of each job so to provide a sense of purpose for the employee (4,35), ensuring the financial stability of the company (4,33) and creating opportunities for career progression (4,31).

Actions to transform the HR function into the digital age

The CEOs say the HR function will have a more strategic dimension in the digital age if: HR employees have better business knowledge (score 4.65), management will be involved in HR strategy development (4.50) and then would also be involved in its implementation (4,43). For HR executives, the actions that would make this function more strategic are the following: involving top management in HR strategy development (4.25), ensuring a better business knowledge in the HR team (4.25), and ensuring a more intense leadership engagement for the implementation of the HR strategy (4.25).

It is clear, therefore, from the results of the survey carried out by the consulting and training company Valoria, why the role of the HR director is essential in the digital age. A new mentality at the HR team level is required, including of its leader. The HE director should understand that it is important to accelerate the pace of change of the HR function in the digital age because it dramatically rewrites the chances for future success of the company.

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