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The Redefined HR Pro

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A recent survey of over 800 members of the Achievers community identified the top 10 perspectives that are defining the new HR professional.

A recent survey of over 800 members of the Achievers community identified the top 10 perspectives that are defining the new HR professional.

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  • JASA PENGURUSAN PERIZINAN EXPORT IMPORTIR
    “Corporate Legal services”
    http://www.saranaijin.com
    Komplek Ruko Segitiga Atrium Blok A1 Lt 2 Jl. Senen Raya No. 135 Jakarta Pusat 10410
    Tep: +(62) 21- 34833034 Fax : +(62) 21- 34833038
    Mobile: 081585427167
    Pin BB 285200BC
    Email: legal@saranaizin.com

    JASA PERNGURUSAN PERIZINAN EXPORT IMPORTIR
    - URUS API-P (ANGKA PENGENAL IMPORTIR PRODUSEN)
    - URUS API-U (ANGKA PENGENAL IMPORTIR UMUM)
    - URUS API PERUBAHAN
    - URUS APIP (Produsen) PMA BKPM
    - URUS APIU (Umum) PMA BKPM
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    - URUS NPIK
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    - IT PAKAIAN JADI
    - IT ALAS KAKI
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    IT OBAT TRADISINAL DAN HERBAL
    - URUS IP PLASTIK, IP BESI/BAJA, IP TEKSTIL
    - URUS PI BARANG MODAL BUKAN BARU
    - URUS ETPIK
    - URUS SKPLBI BARANG / LABEL PRODUK IMPORTIR
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    JASA PENGURUSAN LEGAL SERVICES
    - URUS PENDIRIAN PT – PERSEROAN TERBATAS
    - URUS PENDIRIAN PMA
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    - URUS IZIN PRINSIP PERLUASAN
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  • @carlnielson Interesting perspective! Thanks for sharing.
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  • @ Achievers: Thank you for replying. I agree with you that every company varies in what it uses HR for and how it defines it, but still, what the professionals see as something forward looking is already outdated to me, from my managerial experience, as one of the other comments mentioned. The HR field needs far bigger disruption than this if it plans on being of more value to the real business.
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  • @Achievers What HR wants or cares about can be all over the board. Think of a bell curve for HR performance.
    A blend of tactical and strategic focus in true business partnership with operations executives is found at the far right of the bell curve. What is found at the mean is a kind of status quo on HR practices identical to what was being done 30+ years ago even though disruptive technologies and practices have been available for the past 5+ years.
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  • 1. HR’s role ischanging
  • 2. the newHR professional is
  • 3. A SAVVY AND SMARTBUSINESS STRATEGIST
  • 4. COMFORTABLE WITHNEW TECHNOLOGY
  • 5. FOCUSED ON DATADRIVEN RESULTS
  • 6. WILLING AND OPENTO TRY NEW THINGS[1]
  • 7. So, now we knowwhat they do
  • 8. but...
  • 9. what does thenew HRprofessionalthink?
  • 10. We surveyed800of our members
  • 11. and got theirperspectivestop 10
  • 12. this is what we found
  • 13. 1They careabouthelping peoplefurther their careers
  • 14. want to contribute atthe individual level, notjust organizationally.[2]78%
  • 15. 2They want to berecognized
  • 16. feel that being recognizedfor their hard work makestheir careers feel meaningful.81%
  • 17. 3They care aboutadvancingtheir careers
  • 18. HRrequiresskills&expertiseCompanies should build professional,technical, and managerial developmentstrategies to help HR professionals addskills to their repertoires.[3]
  • 19. 4They significantlyimpact the needs of the organization
  • 20. HRhelpsthebusinessfunctionby acting as a “talent producer,”developing and supporting talenton a regular basis.[4]
  • 21. 5They have an effect oncompany culture
  • 22. Buildingarobustcorporateculturewith strong employee engagementsets companies apart.
  • 23. 6Their contributions drivebusiness objectives
  • 24. HRisinapositionto get a full perspective of the wholebusiness, including internal factors aswell as external business conditions.[5]
  • 25. 7They are a forceforeconomic recovery
  • 26. With the increased use of temporary andcontract workers, HR is actively engagedin the growth of talent for companies.[7]
  • 27. 8They have challenges toovercome
  • 28. believe they have a budgetthat’s too small to work with.56%$$
  • 29. feel there’s no way to measurethe program’s effectiveness.50%
  • 30. have low employeeparticipation.40%
  • 31. are unable to find a meaningfulrecognition program.36%36%
  • 32. feel like they don’t have timeto recognize employees.33%
  • 33. but still...
  • 34. 9They are optimistic
  • 35. Beingseenasanemployerof choicein their industry and community alsohelps raise spirits, especially when thosecompanies are major contributors tomiddle-class jobs.
  • 36. 10They are hungryfor best practices andprofessional insights
  • 37. HRknowsthatits own skill development will be criticalas technology and specialties change.
  • 38. The bottom line...
  • 39. ...a business-savvy HR procan have a big impact!
  • 40. Download our white paper to see how youcan redefine your HR team and become astrategic power player.DOWNLOAD NOWRedefining the HR ProfessionalHR professionals know their role is changing in the workplace. They are offering morecritical workforce information and helping to ensure that companies have the talentthey need to carry out their strategies for the future. HR professionals are becomingsavvy business strategists, highly skilled in modern talent management and employeeengagement approaches, aware of and comfortable with technology, data-driven, andwilling to try new things.1Through a recent survey of over 800 members of the Achievers community, we are bringingperceptions among HR professions about their role in the workplace and how they will bechanging the way we think about talent and business.1Bersin, Josh. Predictions for 2013: Corporate Talent, Leadership and HR — Nexus of Global Forces Drives New Models for Talent. Bersin by Deloitte.2013. To view this complimentary report, visit http://www.bersin.com/Practice/Detail.aspx?docid=16164&mode=search&p=Talent-ManagementHR PROTHE REDEFINEDHR PROTHE REDEFINEDMeet Your Strategic Power PlayerAchievers’ Take:Employee Success starts withrecognition. As HR becomes a strategicpower player, focusing on EmployeeSuccess will be in lineprofessional motivationswith business objectives.
  • 41. STAY CONNECTED WITH US!
  • 42. 1. Bersin, Josh. Predictions for 2013: Corporate Talent, Leadershipand HR — Nexus of Global Forces Drives New Models for Talent.Bersin by Deloitte. 2013. To view this complimentary report, visithttp://www.bersin.com/Practice/Detail.aspx?docid=16164&mode=search&p=Talent-Management2. Ibid.3. Ibid.4. Ibid.5. Ibid.6. KPMG. Rethinking Human Resources in a Changing World. 2012.http://www.kpmg.com/global/en/issuesandinsights/articlespublications/hr-transformations-survey/pages/default.aspx7. Ibid.