HR Management of the Future: HR Strategies for the World of Full Employment

HR strategies for the future

Together with sponsor SAP, the 2b AHEAD ThinkTank has completed a qualitative trend study on the world of human resources that will emerge in the next few years. Using primarily the insights of corporate boards and innovation managers as a basis, the study helps readers to navigate a world that is drastically different from ours, but is not far off.


In the study, readers can learn about the HR solutions offered by fluid companies and caring companies, about just exactly what a chief change officer is, and about how HR specialists will become professional data collectors and analysts and lifelong career development coaches. Use our study to help you and your company succeed in the world shaped by these changes. 


The study

This present study names the significant strategic drivers for the future of your HR strategies. Based on six concrete strategic options, it shows what top HR officers and personnel departments must do today to structure their HR-strategies for the future! But not only that! In addition to the ten comprehensive strategy suggestions, we describe 48 concrete modules showing how HR managers can enhance and modify their strategies step-by-step.


The results of the study reveal two viable contrasting strategies. Therefore companies must decide whether they will become fluid companies or choose the strategy of caring companies! Global companies acting as fluid companies with a high level of professionalism will attract, and will then have to dismiss again, up to 40% project workers. Medium-size companies in less-populated areas set up as caring companies will have to establish as many ties as possible to the social surroundings of their employees.


The TOP 5 revelations about recruiting, personnel development, and employee loyalty


1. The experts interviewed believe that the employee-employer power dynamic in companies will reverse in the future. In the future, personnel management will have to explain to the employee why holding a position in the company would be beneficial for her personal development. HR staff will have to make it clear to company leadership that the company is no longer the center of the world, but "only" a suitable (or unsuitable) part of the personal development of its staff.


2. There is no future for job profiles! HR managers will become professional data collectors and analysts. This is the foundation for a professional in- and outflow management. In an initial phase, focus will be placed on previously untapped niche segments such as college (and career) dropouts, the handicapped, and retirees. Less qualified candidates will be placed in highly qualified job profiles through the use of accelerated qualification programs.


3. Personnel development will become primarily a task for executives. They must act as coaches with the goal of professional development of their employees, even if they develop the employees “out of the company.” To maintain contact with employees a temporary lending or leasing of employees to other employers may occur. The central management tool of the executives is their own personal network outside of the company—their own Think Tank!


4. Personnel agencies will become 360º-agencies. They will become life-long, personal managers of employees, just like those known from the world of professional sports. Companies will set up internal headhunters, even in competition between specialist departments, to create loyalty and to prevent reliance on external personnel agencies. HR departments and personnel agencies will use the same software or corresponding interfaces.


5. The HR department of the future will create the strategic function of the Chief Change Officer, or the department will disappear due to competition with other departments of the company. Current service tasks will be taken over by a powerful cross-linking of internal and external software systems and self-service systems.





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