Though the job picture is still developing, experts see several possible critical roles on the horizon for HR professionals. Among them:
•The CFO for HR.
This number cruncher can apply the metrics to demonstrate the inherent economic value of HR and to analyze the cost-effectiveness of various practices HR proposes or implements: How much do certain employees contribute to the bottom line? How much does the right training help the business? Which functions or programs do not add value and should be eliminated?
•The internal consultant.
This person helps spread HR competencies through the organization, empowering line managers to recruit, interview, hire and retain the talent that they need while counseling the managers on crucial legal and ethical matters such as disability and age discrimination laws.
•The talent manager.
This person is responsible for finding, developing and keeping the best and the brightest workers to meet the needs of the organization. He or she will manage learning and succession planning, moving people through the talent pipeline.
•The vendor manager.
He or she determines which functions can be handled better and less expensively outside the organization. This professional monitors quality and costs, stays on top of trends in this business, and maintains a close working relationship with outsourcing firms and other vendors.
•The self-service leader.
This person works with internal- and outside-information-technology specialists to establish and run Web-based portals for many automated functions, such as benefits and pension administration, which employees can access from their desktop computers.
From India, Ahmadabad
6•The CFO for HR.
This number cruncher can apply the metrics to demonstrate the inherent economic value of HR and to analyze the cost-effectiveness of various practices HR proposes or implements: How much do certain employees contribute to the bottom line? How much does the right training help the business? Which functions or programs do not add value and should be eliminated?
•The internal consultant.
This person helps spread HR competencies through the organization, empowering line managers to recruit, interview, hire and retain the talent that they need while counseling the managers on crucial legal and ethical matters such as disability and age discrimination laws.
•The talent manager.
This person is responsible for finding, developing and keeping the best and the brightest workers to meet the needs of the organization. He or she will manage learning and succession planning, moving people through the talent pipeline.
•The vendor manager.
He or she determines which functions can be handled better and less expensively outside the organization. This professional monitors quality and costs, stays on top of trends in this business, and maintains a close working relationship with outsourcing firms and other vendors.
•The self-service leader.
This person works with internal- and outside-information-technology specialists to establish and run Web-based portals for many automated functions, such as benefits and pension administration, which employees can access from their desktop computers.
From India, Ahmadabad
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