The Evolution of HR Leadership: From Procedures to People

We’ve entered an exciting era for HR leadership, in which traditional skill sets and ways of thinking are being challenged and reconsidered. Now, unprecedented leadership opportunities are available to HR professionals eager to embrace new workplace priorities and lead employee-centric workplace programs.

The workforce has undergone a major upheaval in recent years, and HR executives have been given a seat at the table as key decision-makers within organizations. As companies reckon with evolving workplace expectations and the remote work trend, the role of HR leaders has drastically shifted. Rather than serving as supporting players managing routine processes, today’s HR leaders have been tasked with spearheading people-first strategies and initiatives.

Of course, adapting to this evolving HR mindset is no easy feat — but it is crucial for the success of HR professionals and the organizations that employ them.

The reimagined model of HR leadership

According to a recent survey, 91% of HR leaders say the profession has changed dramatically over the last five years.

HR executives in previous decades were primarily responsible for managing processes, timesheets, and benefits. Over the past decade, however, HR leaders began demonstrating their ability to serve as trusted advisors and guide the organization’s talent management strategies. Since then, human-resource leaders have only continued to take on a more strategic and consultative role.

HR managers increasingly hold a front-row seat at the executive table — employing a unique combination of strategy, empathy, and analytical skills to make both data-driven and human-led decisions.

Employee experience: the core of today’s HR efforts

Employees today want more connection, inclusivity, and purpose at work. They also want more autonomy and flexibility, as evident by the abundance of remote and hybrid work situations. And as workforces become more diverse and dispersed, it has become a bigger challenge for HR leaders to establish workplace unity and engagement.

All this means that HR leaders are increasingly focused on developing strategies that cultivate a positive employee experience. According to a recent McKinsey survey, the following four areas are of the highest priority for HR leadership — and all revolve around attracting and developing talent:

• Fostering deeper, more personal connections with employees
• Embracing diversity and encouraging feelings of purpose and inclusion
• Empowering employees at every level to make good decisions quickly
• Expanding talent pools and encouraging skill development

As HR executives prioritize the human experience at work, they’re embracing new skills and adapting to agile and purpose-driven tactics. In particular, a growing number of human resources professionals aspire to attain both breadth and depth of HR knowledge – a leadership model known as T-shaped.

The T-shaped model of leadership

A T-shaped professional has deep expertise in a specific area combined with broad knowledge of various business functions. In HR, a T-shaped professional is essentially a ‘hybrid’ of an HR specialist and an HR generalist. This fusion of skills means that the individual does not only have extensive knowledge in one specific HR area but also an all-encompassing knowledge of varied HR domains.

The field of human resources is filled with many subcategories — from taxes to payroll, to talent management, to professional development. Thorough expertise in one of these areas allows HR leaders to add tremendous value to organizations. However, understanding the interplay between these various domains and tackling diverse projects is what catapults HR professionals into leadership positions.

This is particularly relevant to today’s HR managers, who must have a broad understanding of various HR functions to infuse every HR touchpoint with a more personal, human touch. With the employee experience at the forefront, HR leaders must be able to take a step back and envision how each HR domain plays a role in fostering a more engaged and satisfied workplace.

The modern skillset of human resource leadership

HR professionals in previous years were experts in compliance, administrative duties, and risk mitigation. And while these skills continue to be important, they must coexist with proficiencies in human empathy and social interaction. Additionally, as software and data analytics play a larger role in HR functions, it has become even more important for HR leaders to possess data literacy and technology skills.

Some top skills for current HR leaders include:

• Active and empathic listening
• Business acumen and strategy
• Technological savviness
• High emotional intelligence
• Creativity and agility
• Leadership and exceptional communication
• Risk management
• The ability to envision and enact change

Building a positive workplace culture

Where exactly do you start with the development of an outstanding employee experience? Extensive research reveals that workplace engagement, pride, well-being, and skill development are the core components of a productive work environment. Let’s take a look at each of these aspects and how they can be fostered:

Workplace Engagement

Engaged employees are enthusiastic about their work and dedicated to performing well. Employee engagement has an incredible impact on productivity and translates directly into better business outcomes. However, it needs to be nurtured, and the best way to do that is with an employee recognition program. Research shows that employees who receive meaningful feedback are four times more likely to be engaged than those who don’t.