Disruptive forces have been around since the inception of modern commerce. They have played a key role in the creation and sustainability of enterprises. They have driven significant shifts in the way consumers act and live.
Like consumer goods and services, HR is also susceptible to disruptive forces. We have seen the advent of automated HR processing, strategic divisions in the profession, the rise of subspecialties, and new-age meeting groups.
An article in blog.shrm.org states that not all disruptive movements in business are truly rooted to HR practice and the reasons are as follows.
* We are all in competition for resources to sustain our enterprises. In HR, we are also in competition with other disciplines. Many would-be disruptors' act without HR involvement. Moving in on other people’s turf is a part of life, but things can go more smoothly when change incorporates the perspectives of those who will be affected by the change.
* Disruptive movements in HR that do not account for the human perspective magnify the potential for error.
* Trends and movements can fail or backfire. Joining a group of HR disruptors is admirable only if it can make a substantial difference. Otherwise your participation amounts to no more than networking.
* Too often, so-called disruptive HR events follow a distinctly non-disruptive playbook. You are promised an experience that will change your world forever. At the very least provide you with some valuable insights, and all you walk away with are a bleak picture of the future, no real plan, a few business cards and a less-than-stellar meal.
Courtesy: blog.shrm.org
