The development of human resources role globally, to become strategic partner is no longer just a wish, dream or desire, but it is the today reality in many companies in the world that apply different practices we all learn from them.
However, the strategic shift of human resources has taken as taking more than actions and it is just trend fashion of the era that will end soon, the reason behind it is companies deal with figures, statistics, financial statements, production, quality and other measured tangible tools and consider human resources deal with aspects that are invisible and difficult to measure directly and obtain figures and statistics and link it to financial statements.
This point of view made it is impact on the HR Strategic transformation concept to be out of it is context in an attempt to make human resources achieve the desire of companies to shift to quality, financial statements and focus on these aspect instead of doing what it supose to do ato fulfill strategic partner role in the company.
To illustrate this view, in the picture the triangle of the organization consists of three elements strategic decision, organizational capabilities, human capital in addition to an explanation of each element and what it represents, so what is the importance of this picture?
All departments and sections in the organization deal on their level of activity and scope of work only such as marketing, sales, finance, information technology, etc. They are also influenced by the nature and culture of their work rather than organizational culture so the leaders of the organization are like those who govern countries of different races, religions and cultures here comes the role of strategic transformation of human resources as we can see in the image human resources contribute to its strategic transformation in:
* Organizational Capabilities: *
Human resources contribute in its strategic transformation in the design of a flexible organization that is capable of meeting the demands and challenges of the economic situation, market fluctuations, the unity and competitiveness of competitors and the expectations of customers and partners changing and accelerating with the development of technology and the pressure of innovation, creativity and continuous development. This is reflected in the nature of the designing organization functions, job descriptions, the electronic systems used by the company in its internal operations and customers as well as the formulation of an organization culture that is in line with the nature of this design and to study it periodically and change not only the form and the content, but also development of different perceptions of suspicion traditional companies will contribute and achieve the company's environment requirements.
*Human Capital:*
The strategic transformation of human resources and the impact of corporate design and corporate culture require changing the curriculum and thinking of staff at all levels in terms of abilities (knowledge, skills, behaviors), style of thinking, talents and personalities, what is acceptable and unacceptable, the organization's expectations and values, and the selection of employees according to the company's need for abilities, talents, personalities, style of thinking and values and value addition to achieve the principle of winning / winning / winning between the company and employee, customers and partners and the employees engagement in the corporate culture and vision, and work requirements in terms of creativity, innovation and team spirit and other work requirements.
* Strategic Decision: *
The basic and important departments such as finance, marketing, sales, production and perhaps quality reports, statistics and financial statements to the leaders of the organization to make strategic decisions based on facts and figures established, but the question here if we return to any decision taken in the company, whether strategic or non-strategic can be applied and implemented to the fullest without the two elements we mentioned organizational caoabilitirs and human capital to be effective and raise to the level of challenges to be decided upon?
Yes, the figures, statistics and financial statements are very, very, very, very, irreplaceable, and can not be underestimated, but it is not the whole story. Until the picture is complete for the leaders here comes the role of the HR strategic transformation in which the human resources contribute to complete the picture and provide proven statistics, It has the capabilities and talents of human capital that can achieve and serve the decision and also what we need in the future to work on it to fill the gaps for the employees and the company and its system to be as much as the required level or prepare for the transformation precedes the challenges that will impose on the company from the outside environment or to pre-empt its competitors and others.
Human resources also read the company's external environment to develop plans and perceptions of what is coming and serve the company to meet the external environment and its fluctuations and developments proactively and not as a reaction.
* How human resources provide figures and statistics linking financial statements as tangible results of their contribution: *
1 - Measuring financial expenses before change and after the change taken by human resources, both in its operations or at the level of the company.
2. Measuring return on training using Jack Phillips ROI methodology.
3 - Measuring the contribution of departments in the revenues of the company before change and after the change made by human resources.
4 - Measuring the volume of sales and customer satisfaction and partners outside the company before change and after the change.
5 - Measuring the satisfaction of partners within the organization employees at all levels before change and after the change of human resources from Nakhia:
🔸️ Ratio of employees turnover.
🔸️ Innovation and creativity in the work.
🔸️ Effective communication within and outside the company.
🔸️ Linking employees at all levels without exception to the level or functional designation of organizational culture and practice at work.
🔸️ Effective leadership and the effectiveness and efficiency of decisions.
This is what makes human resources a strategic partner because their access to information and impact requires to be a partner with each department, sector, production line you like to work with and then develop a general picture of the services that will be provided and how to integrate them and link them to the company vision and mission and strategic plans and programs and what you will need in the future to work on and the role of technology in the subject and the adaptation of the needs of employees with the requirements of work and others.
Yes, the strategic shift of human resources has been taking out of context, some focus on making it provide figures and financial statistics and become accounting more than the accounting itself and some focuses on training and development, it became like a training center and other practices that made the shift out from the context as presented above.
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