We know that, besides a CEO CEO with a broad vision, a CFO with a good capacity, when an enterprise has a talented CHRO human resources director, it will form a "bridge" 3 legs” powerful, helping the organization to develop sustainably.
So, what is the special capacity for CHROs in the new era - the 4.0 era with the explosion of integration and globalization? How to successfully manage human resources in the era of "industrial revolution 4.0"?
To answer the above fundamental questions and jointly shape the role of a CHRO in the 4.0 era, let's take a look at each step of the strong transformation of the CHRO position over the previous 3 "eras" - from his perspective. Sandy Ogg – senior executive at Blackstone Financial.
CHRO 1.0: Laying the Basics
Sandy believes that the 1.0 generation CHROs are people who have an overview to play the role of managing the entire human resources department in the company. They have control over organizational structure, rewards, and hiring. In common language, they are also known as administrators or officials.
CHRO 2.0: Enhanced Connectivity
With this generation, the work of HR Directors begins to be directly related to the business operations as well as the conversations and negotiations of the organization. Regarding this, Sandy further shared that partners always have a positive opinion about: a good human resource system will support important decisions. However, the concept of "partner" is also a double-edged sword. As a human resource manager, that concept also means that CHROs are just supporters behind the "big stage" and not a leadership or organizational role.
CHRO 3.0: Change to reach leadership
With changing trends, professional human resource managers are taking on the role of a leader of an organization, especially large companies or corporations. Of course, they still run the basic job of an HR administrator similar to version 2.0. But with a professional CHRO, they will need leadership to control what is considered the most important, including talented people and the values that the organization wants to shape. Furthermore, Sandy also mentioned that, CHRO 3.0 must assess the readiness of the organization to changing trends and solve the problems that hinder the overall growth of the organization.
So, with CHRO in the 4.0 era: Opportunity or challenge?
At this point, the CHRO must consider its organization as an ecosystem with "team of teams" linkages, must aim to promote these relationships along with a system of evaluation and feedback. continuous feedback at all times between employees. The purpose of this is to build solid trust from employees while promoting employees' desire to contribute to the organization with clear goals. To further support this direction, groups of employees are also properly decentralized to bring into full play the talents of human resources. This is also quite similar to the theory of "leadership stature" that FranklinCovey studied.
It can be said that at the present time, the Human Resources Director of the 4.0 era must have new perspectives to promote the "evolution" to cope with the speed and volatility of this complex and ambiguous market. ,. In particular, the impact of the Industrial Revolution 4.0 is enormous, when "fundamental change in the way we create, consume, and relate to each other, is led by the convergence of the physical world, the digital world and who we are” – the view of Professor Klaus Schwab, President of the World Economic Forum. It is this 4.0 revolution that will bring about a mindset that focuses on connecting the human resource structure as well as promoting the team's talents effectively.
Therefore, cultivating divergent and progressive thinking to create "leverage" so that the CHRO role can adapt to the changes of the new era is absolutely necessary, which is a challenge and also a challenge. a huge opportunity
Source: PACE Business School
