Motus Guides

The HR Leader's Guide to Implementing New Policy

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i. The Evolution of Humans as "Resources" It's been an exciting start to the new millennium for those of us working in (what used to be called) "Human Resources," during the last decades of the 20th century. If you were a "Human Resources" professional in the 80's or 90's, your focus was likely on supporting the operations of an organization through efficient hiring, firing, and processing of payroll. Of course, there were always company wide memos to distribute on riveting topics like dress codes, requests for PTO, and assigned parking spaces. We were also tasked with the very important responsibility of maintaining non-discriminatory work environments and enforcing the Equal Employment Opportunity Commission, as well as planning company picnics and Christmas Parties. Yes, we literally had "Christmas Parties." In fact, we stopped the picnics before we had the good sense to address the elephant in the room of religious references for corporate events and switched it to "holiday parties." (To be fair, the picnics were always lame and the Christmas Parties were really fun) H.R has always been about people. Competition for talent in the tech boom ushered in a new era for "Human Resources," as companies competed for the best and brightest. By 2000, recruiting & retaining replaced hiring & firing, and a company's most valuable resource (it's people) established a strong relationship with someone in HR that would later be recognized as a critical advantage in scalability. HR quickly became a strategic business driver…while also processing payroll and planning "holiday" parties. ii. Leading Change With a new priority on recruiting and retention as a key factor in profit/loss strategy, HR leaders gained more influence and authority within the C-Suite. It was a transition for many of us, who had grown into our roles at a time when HR was more administrative. Turns out, CEOs are people too, and many of us have applied our passion and experience with talent towards more strategic advising for leadership. I'm one of many of my peers from those earlier decades, who have earned a difficult but coveted spot on a senior leadership team, as a Chief People Officer. It's a step that was extremely rare for earlier generations of H.R. professionals. Empowering HR Leaders A Foreword from Kristen Dooley 2 The HR Leader's Guide to Implementing New Policy

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