Between one coffee and another, understand contemporary HR

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Until recently, nothing was more common than bumping into a co-worker during a cup of coffee and chatting about the health plan, the latest benefits offered by the company, in addition to other administrative functions in the HR area.

Today, the conversation in the pantry has evolved into more interesting topics such as best practices in applying feedback, how coaching has helped in everyday life, in addition to the lessons learned from “that” workshop about the leaders of the future. This new behavior is part of the new management of human resources, which starts to assume a central and strategic position in the performance of companies.

What corporations want today is for the HR area, as well as the other boards, to be engaged with the business objectives, in a broader way.

The order now is to add value to products and services through the talent and experience of people, which gives HR a very important role in ensuring a high standard of performance that requires flexibility, agility and innovation – fundamental points to maintain a competitive advantage .

Given this scenario, the trend is that more and more companies will witness the decentralization of Human Resources activities – which will reflect in strong organizational efficiency. What is expected is a more strategic people management area focused on planning, transferring people management to the company's leaders. Everyone gains more autonomy and agility in decision making.

Another change that we can follow in the area is the skill that becomes a requirement for people managers: starting to adopt functional coaching, in addition to the practice of continuous feedback – which makes all the difference to work on high performance.

HR starts to collaborate with methods that facilitate the role of leaders, transforming them into coaches to disseminate the concept into the work environment.

The great challenge, in short, is to establish in companies a new culture of the role of Human Resources, as a great “Agent of Change”. It is he who must prepare the organization's leaders to act as day-to-day managers of people and, thus, build the corporate environment for the necessary transformations.

On the next coffee break, notice the tone of conversations between employees. The canopy can be a good thermometer to measure the evolution of new HR practices.

by Henrique Vailati, Director of HR and Communication at Roche Diagnostics

Conclusion

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