Home' HR Monthly : November 2014 Contents CEO MESSAGE
A ROUND-UP OF WHAT
YOU'RE TALKING ABOUT
IN THE SOCIAL MEDIA
"Who's joining me at the
Professionals Network forum
event tonight? Topic: social media
in the workplace #hrblogs."
"Inclusion happens one
decision at a time --
"Peter Wilson @AHRItweets
'Coping with the #stress of work
requires a constructive solution
that fits the individual'."
THOMSON REUTERS AU
"@JannieOh @AHRItweets Are
today's workplaces age-friendly?
Sadly, no in many cases!"
"Companies that manage
behaviour that leads to results
will get the results they need
a move towards unlimited
holidays. Is this the future for
"Reconciling the paradox
between #youth #unemployment
& the #digital #skills gaps in
#Australia. What do you think?
"Employees are more
motivated when they feel needed,
appreciated and valued. #HR."
SMALL FISH, BIG POND!
IS THAT OUR DESTINY?
Sometimes I'm asked in my role whether I
think a global workforce is a thing of the future.
Increasingly, my answer is that it's not something
that's coming. It's here now on our doorstep and it's
moving into the living room right before our eyes.
On that question, I'm more convinced than ever that
the future doesn't start tomorrow, it begins today.
I accept that if there's one thing we know about
the future it's that it will be different from the
present and the past. But we probably also know
in our hearts, if not our heads, that we need to take
charge of our destiny or someone else will.
So when I think of where the HR institute is
likely to play out its future, I see the global stage
as where we need to be if we want to ensure
Whether we like it or not, the reality that is
emerging is one in which the professional rules
of engagement have changed and are continuing
to shift in near seismic proportions. Apart from
the increasing use of robotics and the immediate
promise of big developments in artificial
intelligence, there are progressively more complex
international security developments that
are showing themselves in shifting
relationships, some of them merely
tense but others plainly volatile,
in places such as the Middle East,
Europe, Japan, China and the US.
These have also been facilitated
by the ease of global movement
and communications, which have
in turn further amplified their
complexity, and they inevitably
affect what happens in workplaces
As individuals, we are little
fish who will need to broaden
both the depth and the
breadth of our capabilities
and competencies, so we
accustom ourselves to
play comfortably in
a bigger and more
and with the agility
required to move
swiftly and with sureness of foot.
The core capabilities that business will seek
from HR leaders will surely include a more robust
and astute grounding in general business practice
along with a lively organisational curiosity,
qualities that will drive the development of
supportive and innovative people planning that
underpins productivity and profitability.
For professional associations such as AHRI
and our counterparts in the UK, the US and other
places, the future will be about identifying where
we can boost legitimate and tangible value to
the careers of HR professionals in an age where
technology has created easy access to a wide
range of information and networks.
The work AHRI has been doing around
a new model of excellence is one way we
have been seeking to do this. It confirms the
core skills, knowledge and practices that HR
professionals need to perform their jobs, but
takes those to another level by embedding a
set of essential behaviours.
It will be within this layering of the new AHRI
model that we will truly start to see the
difference between good HR practice and
irrelevant HR practices -- and the capacity
of today's practitioners to prepare
themselves to play in the big pond. The
model will be profiled in HRM next
month, along with a discussion paper to
keep the conversation going.
As the only HR association in
Australia, AHRI is conscious of our
own need to play in the
global arena. For us, that
means developing and
such as the capacity to
exercise influence, being
future-oriented in what
we offer to members,
and actively working in
partnership with our like-
minded global counterparts.
AHRI chief executive officer
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