January 10th 2017
CRF has been researching the field of HRM, and turning this into actionable recommendations implemented by HR functions, for over 20 years. We have built an understanding of how the function has evolved, how its reputation has varied and the fads that have come and gone. We have gained insight into what works, what doesn’t, and under what circumstances. Our work contrasts with many self-appointed experts and gurus offering their view of the world based on unsubstantiated opinions. We prefer an approach rooted in the principles of social science based on evidence.
Our intention in this manifesto is to give our views on the business context, the necessary organisation response and how and in what way the HR function can make an enhanced contribution.
Our strong belief is that HR does not operate separately from, or outside, the business. The description of an HR initiative is a misnomer. It is a business initiative supported by HR. The idea should not proceed unless endorsed and owned by the business. HR must therefore be close to, and have the confidence of, the business – CEO, CFO, management team and other functions.
In this manifesto, we outline our vision for HR as a strategic, future-fit function that continuously adds value to the business. We explore:
- trends shaping the future of work and HR
- essential tactics for coping with the changing business environment
- current state of play for HR
- HR’s value adding activities
- developing a future-fit HR function
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