GOVERNANCE The CIPD also notes that in terms of governance, HR tends to be poorly represented on the boards of UK companies. This means that board members may lack understanding of the value of people and workforce potential in their decision-making. The CIPD argues that HR’s professional ability provides credibility and can influence strategic thinking on people management issues. HR professionals demonstrate
a range of skills and capabilities crucial for today’s successful businesses – business acumen, interpersonal skills, people management support, and specialist skills such as talent management, employment law, business transformation,
organisational
design, and data analytics. Bringing these skills and capabilities together provides cross-functional expertise. This can be applied to managing change proactively and/or in response to unforeseen changes in the economic, technological and employment practice landscape. Recent academic research into
corporate governance reflects this with board members confirming the value that HR can bring to their decision-making.
HYBRID WORKING Turning to hybrid working, this has had a major effect on organisational cultures and has presented challenges to business in terms of ensuring cultural cohesion. To ensure that performance targets remain high and are achieved, the perceived impact of hybrid working must be assessed and managed effectively. Hybrid working requires changes
to performance management strategies to ensure that clear goals and expectations are set and articulated across diverse environments. Regular communication and transparent feedback are needed alongside data-driven evaluation of employee performance. HR practitioners need not only
to understand the impact of hybrid working and how it plays a critical role in people management, but also ensure that this is communicated to line managers and the workforce effectively.
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SUSTAINABILITY In relation to environmental sustainability, the CIPD notes that large businesses typically have a sustainability strategy, with public sector organisations slightly more likely to have this than private sector and voluntary organisations. The CIPD notes that the
HR function is involved in the sustainability agenda, although it notes that the UK is significantly less likely to have HR teams involved in all stages of sustainability strategy than in other countries in the world. It says that HR needs to play a far more pivotal role in driving environmental sustainability strategies. This is of interest to global professionals
mobility as
increasingly they are undertaking sustainability reviews in terms of the deployment of individuals internationally and as such the wider HR community can benefit from their experience and expertise.
THE VALUE OF RESEARCH The CIPD comments that people practitioners should draw upon research in order to inform practice. However, it does recognise that HR professionals are often too time-poor to keep abreast of the latest research. The CIPD notes that HR
practitioners are more likely to rely on personal experience
order to understand than on
published or summarised research – this is problematic because HR practitioners should value and use research in
trends, best practice and options for their own businesses. The CIPD concludes that HR practitioners need to prioritise learning and development and pay more attention to evidence-based research in their decision-making.
“ Employees value international experience for their own career development and progression. The capabilities that they gain are of immense value to their employers as well. Global mobility therefore presents a win-win solution for both business and the workforce.”
* People Profession 2023 International Survey available from the CIPD at:
https://bit.ly/4ajSJmY
Report October 2023
People
Profession 2023 International survey report
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