While the key requirement for any HR leader is to build and retain talent, a majority of HR leaders are still focused on policies and processes instead of initiating innovative practices to drive change. But that won't help us build the future of work.
Kristin Trecker, Chief Human Resources Officer of global technology leader in automotive electronics Visteon Corporation, says there's an urgent need to rethink the role of HR within the organization.
"The role of HR has undergone a sea change in the past several years driven by the increased criticality of talent in executing the business strategy. The expectation today is that HR is boundaryless and deeply integrated with the core business," she says.
In an exclusive interaction with People Matters, Trecker shared insights on how HR leaders can play a role in partnering with CEOs or business leaders and building a culture that has a one-team mindset and is aligned by a common vision.
There seems to be an urgent need to build HR capability including awareness about data, technology, marketing, P&L, and financials for post-pandemic success. How can this be achieved?
The HR teams need to have multi-functional understanding and experience to create a meaningful impact. This includes commercial, financial, customer, and market awareness and the ability to leverage data and technology to provide better insights and strategies.
I always tell my team that we value creators-for our people, customers, and investors. For this, we need a 360-degree overview of the company and business. We need to think about adding both top-and bottom-line value.
At Visteon, we work closely with business leaders to develop our strategic priorities and assess the capabilities required to achieve these. We collaborate with the leadership team to identify the talent requirements needed to support our technology and customer roadmap.
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Esta historia es de la edición August 2022 de People Matters.
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