The story concludes and offers two glimpses of how this model comes to life through the recast roles.
The story (almost) concludes - HR 3.0 Part 5: systems designers and people operations.
Evolving the HR operating model is a strong calling for the people profession and not, as some might have you believe, more HR for HR’s sake.
In the previous column of a potential new model for HR, people and culture teams, we explored the ubiquity of HR business partners in HR 3.0 and their transience, versatility and a key focus on...
In the final part of the first instalment of this series, I left readers to ponder three things, one of which being a departure from three verticals in the existing dominant business partner model.
Wherever I turn, whoever I speak to in HR roles (be they in talent acquisition right through to organisation development, change and engagement work) I see and hear the same thing: We’ve never been...
In a world order that seems to resist simplification with a myriad of huge, complex and interconnected challenges, declaring one most important issue to focus on may seem like something more elusive...
We’re productively damaging our futures – mortgaging our later years by burning out in our earlier years
If HR is to make good on a 21st century working proposition it needs to act, look and feel more agile
