As HR professionals, we likely resonate with this statement: great talent is moving between positions and employers at a faster rate than ever. Early and frequent career transitions have become more common, and employees are constantly asking “what’s next” in their career journey. And we must ask ourselves the same question.
At the same time, emerging forces are reshaping the future of organizations at a rapid pace. Navigating these changes and anticipating what lies ahead are now fundamental responsibilities of today’s human resources professionals.
HR leaders should be viewed as strategic advisors who understand current trends and people preferences and patterns to understand how emerging forces such as artificial intelligence, a multigenerational workforce and evolving work norms impact their organization’s workforce.
This foresight is a key to attracting and retaining the best talent.
It’s not just about solving today’s workforce needs but anticipating what’s coming.
The big question leaders should be asking is “What’s next?”
Mindful organizational leaders challenge themselves, understanding that the actions that lead to current success are not the same as what will drive future success.
For HR leaders to effectively influence a future-minded talent strategy, we must take our seat at the table and engage hiring managers at all levels.
Follow these three steps:
1. Immerse in Your Organization
HR professionals cannot afford to be narrowly focused on “HR things” but rather must be fully engaged with the goals, initiatives and leadership values of an organization. To do this, seek answers to these questions:
- Where is the organization headed in the next three to five years?
- How do I engage the departments or teams I’m supporting in a holistic manner?
- What trends and activities are having the greatest impact on our ability to attract and retain talent?
Engage in conversations and be sure you are knowledgeable about your organization’s strategy, direction and goals to best position yourself as a trusted, strategic partner.
2. Position for Influence
You can’t answer “what’s next” if you’re not invested in relationships now. Engage with hiring managers and learn about their unique situations.
By understanding their current team strengths and future needs, you can work with them on building strategic people plans. Ask hiring managers these questions:
- What are the most significant challenges you will face over the next two to three years to achieve your department’s goals and produce results?
- Who has potential and what skills do they need to advance and contribute more?
- What are you doing to understand and address the individual career goals of your team members?
Gathering this information will help identify where gaps exist and will allow you to partner with hiring managers to create targeted development opportunities for their teams.
Offer solutions that blend immediate needs with long-term objectives, ensuring alignment between talent strategies and business outcomes. Encourage hiring managers to view their teams as evolving assets, capable of adapting to future challenges with the right guidance and resources.
3. Equip for the Future
Onboarding, training and development programs and processes must move at a faster pace for organizations to competitively attract and retain quality talent.
HR leaders should challenge themselves by asking: What are we doing today to retain our strongest contributors and attract the new talent we need?
Invest in your achievers and high-potential talent by:
- Establishing flexible but defined career paths.
- Creating unique personal growth plans.
- Utilizing structured talent management tools, such as quarterly development conversations and leveraging the 9-Box Performance Grid.
Employees may be nimbler these days, but they will stay in an environment where they feel satisfied, valued and invested in.
Encourage people managers to ask employees:
- Where do you think you will bring the most value?
- What are your career goals and aspirations?
- What do you need to reach your full potential?
This broad, holistic view of development empowers people to succeed not only in their current roles but also equips them for future success.
Keysa Minnifield is an inclusive and strategic leader with a track record of engineering highly productive organizational structures, developing talent, and building diverse teams. Her extensive experience includes senior roles in foodservice operations, communications, diversity, and labor relations, and she holds an MBA and Master of Human Resources from Webster University, along with a senior HR certification and an Executive Leadership Certificate from Cornell University.
Based in Orlando, FL, Keysa is deeply committed to community service. She is actively involved with the Bethune Cookman University School of Hospitality Board, the Florida Diversity Council Board, and the Central Florida Dress for Success Board, and she regularly volunteers with Second Harvest Orlando and Orange County Adopt a School.