Arghaa HR Technologies flagship division of Arghaa HR Solutions LLP is a Management Business Process Organization managed by highly stupendous professionals from across industries, is bound towards facilitating Organizational Renovation, Managing Human Side Changes eventually creating.
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What does it take to be a good HR in future?

With the rapidly changing business environment it is becoming a necessity for the Human Resource leaders in Asia to make 7 critical mindset shifts in the coming decade. 

A survey by the Chief HR Officers (CHRO) 3.0 suggests that while the overarching challenges now or in the future may remain similar, incremental challenges around technology friendliness, flexible work arrangements, innovation, and creativity will determine the overall success of the HR function.

Here are the list of key mindsets that will characterise tomorrow's HR leaders. 

1) With the increase in technology it has become almost an inevitable factor that the HR should embrace it which will also enable them to focus more on strategic priorities. 

2) Instead of using the data available, HRs should know how to turn data into story which inturn will help in making a business strategy. 

3) In the future HR should also focus on improving the employee experience right from recruiting to retention and development. They should also learn to partner with other units to act as an internal strategist. 

4) Instead of trying to do everything HRs must know what is more important and should focus on it. This will give them more authority to make the necessary changes in the organisation.

5) HR must not only focus on what is happening inside the company but also on how the world sees the organisation. Necessary changes should be made for the organisation to adapt and thrive in the changing business environment. 

6)Instead of ordering others on what should be done and should not be done, HRs should act as partners to drive change and execute strategy. 

7) HR should advice on how they can make use of talent and leadership to better achieve organisational aims. This could include taking on responsibilities outside traditional HR functions, such as corporate governance, corporate social responsibility, new country/new operations, or associations with partner enterprises. 

The overall scheme of these points is that HR leaders should develop their skill knowledge and perspective the same way other business leaders do instead of simply housing an enabling process.