Despite the wishful thinking of many human resources (HR) scientists, as it was the other way around, the foundations in which HR functions have been preserved in business organizations have recently been abolished. Blame the information technology, communication technology, etc., the significance of the knowledge, talents and skills of employees is rapidly declining. Many people, especially in the areas of training and development, performance management and recruitment of HR functions, may want to resolutely deny this predicament. Nevertheless, the reality is attributed to the big one on the wall - the traditional way of managing people by its people no longer holds up well.
The world was used for a specific way of hiring, developing and retaining employees in business organizations. This “path” has evolved over hundreds of years of social progress. At the same time, no one could imagine how technological development could survive social development, especially in how it happened over the past few years. The trend should be even tougher in the coming times.
How is perceived social and technological arena of development in an imbalance In social terms, people should have the knowledge, talents and skills of “successful” in life. Thus, in functional families (the smallest units of society), the elders, like the heads of the family, played the role of the youngest in knowledge, talents and skills. So, basically, the blacksmith became a blacksmith, the son of the undertaker became the undertaker, and the daughters of the housewife became a housewife in the whole process of their own generation of knowledge, talent and skills, both through nature and into education. The post-industrial revolution has changed this trend to workers, wardens, and managers using larger social platforms. Teaching training, a large part of in-service training, etc., followed this developmental pattern. Personnel-managed personnel manager, usually guided by the principles of management, behavioral sciences, etc., was too advanced, trying to manage the stability of the organization in its structure, ensuring the availability of the necessary knowledge, talents and skills among its people to conduct organizational activities. In business organizations, while, on the one hand, business activity was formed using specific or ambiguous goals, on the other hand, there was an organizational system that promoted such commercial activity. Thus, it always remained that business organizations had two components - business and organization, which are mainly related to people. Another thing is that in the classic "owner-managed" business (and the profit it generated) usually occupied the upper hand. Thus, the goal of most business organizations was the profit obtained as a result of entrepreneurial activity, the “use” of organizations for a longer period of time. On the other hand, the organization had the knowledge, talents and skills of its people who contributed to business activity.
As a rule, it was good about ten years ago. Until then, there was a model for acquiring, developing and maintaining knowledge, talents and skills in the form of people. Then came the technological revolution (or perhaps only the beginning of it). At the same time, if you look only at knowledge, you got it with one click (a thought will replace it soon!) Although in the form of information. Talent (which is probably the ability to use knowledge), on the other hand, has become very perishable due to the rapid pace of technology development. Thus, unlike previous times, the life span of talent has become too short. Unfortunately, not many people have the time and inclination to constantly improve their “talents”. The model is the same even in organizations. The result is a continuous process of “gaining talent” (the current name for recruitment), rather than the development of talent in the organization. The use and cast of talent is most pronounced in modern business areas such as IT and IT services, services, operations, etc. In many organizations in these areas of business, the acquisition of talents broke off from HR functions, often suggesting a much larger size and significance than the original HR function itself. This difficulty arose because of the proven business alignment of the acquisition of talent as a function, in contrast to the rather clinical and clinical nature of the usual HR function.
Let's now look at "skill." Probably, the ability can be considered as a way to use talent to obtain final results in terms of the achieved goals of the organization. Skill, the way it is perceived today is individualistic. The emerging organizational scenario is based on teams rather than on an individual basis. Thus, even if you have a highly qualified specialist, it can become redundant if the total working environment (at the basic level created by the teams) does not complement the use of individual skills. What, then, is the use of unused skill?
Generally speaking, a highly qualified young worker should not depend on elders or superiors for knowledge. Then talent becomes just a mentality or an attitude towards using existing knowledge at work. Thus, the development of talent requires the development of relationships. Skills are useless if the working environment is not conductive. If this is to be exciting, there should be a teamwork skill that is nothing more than collective collaboration. Emotional intelligence (EI) and communication skills have a big role in shaping the attitudes and thinking of people and teams. All this leads us to the fact that the role of the HR function varies from human resource management to managing relationships with people. But in a rapidly changing work environment with high staff turnover and when most business owners are looking for quick profits (ethical or unethical), it’s clear that HR managers will receive the resources and support for managing human relations in an organization professionally. This, again, indicates the need to change mentalities at the level of owners / business leaders / corporate executives. Forgotten factors of relationships with people lead to the emergence of blues in the workplace, which impairs the effectiveness of the organization. But in a business environment that cannot have long-term goals, hardly any of them will have the time and tend to look at aspects such as friendships and a balance between work and life.
Although this may make many ordinary HR professionals uncomfortable, with a diminished value of knowledge, talent and skills in organizations, a diminished importance of the HR function seems inevitable (or probably has become). With most of the components of the normal HR function (for example, recruitment, training, salary and wage management, performance management, etc.), Branching and seeking independence (and even the ability to use external resources), no one should be surprised if the HR function dying itself in the foreseeable future. What is likely to remain in the business organization will be the business operations (BOs) related to the responsibility of business and business administration (BAS), which includes the way that BOs are facilitated by its people. What may emerge from the ashes of the normal HR function will be the BA function, which will cover the whole range of personnel management, administration and management functions today.
Although the scenario described above may seem scary to those HR professionals who resist change, the fact that the HR function is appreciated by many organizations these days is reason enough for intellectually-oriented personnel specialists to come together and took the initiative - to structure this function, make changes to the institutions of business management and bring it in line with business goals, eliminating the scenario of the descending value of knowledge, talent and skills in the organization .
