I began my Human Resource professional since 2004. I have experienced working in some private local companies as well as multinational companies. The role and expectation of HR in these companies are varied, even our positioning in organizational context is kept changing following the business dynamics.

Back in 2005, when I was as an HR Manager for small-sized local constructions company serving for around 300 workers, my prime role was to ensure the accuracy and effectiveness of personnel services, payroll, and administration. I was part of team who developed the company policies and procedures. I also had to ensure the implementation of quality management system across functions. Furthermore, I was responsible for some HR projects as management representative.

As time goes by, I learnt from different type of businesses and the wide roles of HR, from organizational development role to the generalist until 2017. I have led and facilitated many HR management projects. Today, I am responsible as HR Director for a large local private company at Indonesia.

In my view, the next HR leaders have to be digital tech savvy and agile enough to face current competitive business environment and disruption 4.0. They should have capability and knowledge in business acumen, learn how to manage multi-generational workforce, have good analytical thinking, being proactive, flexible, and responsive to the ever- changing employee needs, but still are able to maintain the balance between company perspective and employee perspective. HR should focus on building culture and talent management practices where people can feel empowered, trusted, and objectively rewarded. For that reason, HR has to provide variety of programs where managers can develop their leadership, people development, and reward management capability.

With those objectives in mind, I design a leaner HR structure, and here are some tips:

1. To merge HR shared services functions and has centralized system.

We need to build a strong backend HR technology, as we know now as HRIS (Human Resource Information System), and develop it to become HRI-AS (Human Resource Integrated & Analytics System). The function is to support HR in terms of administrative work, provide end-to-end services across business units, provide useful analytics information for business leaders related with HR aspects and productivity, as well as improve employees’ experiences.

2. To establish HR Business Partner role

HRBP will work closely with business leaders to help them in managing people as an asset to support business sustainability. HRBP is also responsible for the implementation of HR policies and practices across the department.

3. To embrace new Technology and Analytics capability. To embrace new technology in implementation of HR services, especially learning and development.

Pandemic has changed the way we work and move us to interact virtually. Simulation-based training experience is the future of training and learning method. It enhances better experiences for our employees. HR has to learn and open to every learning solution available on virtual platforms and customize it as per organizational needs.

4. To understand that the future of human capital management puts emphasis on humans; less focus on humans as a resource.

Leaders are playing important role more than ever before. They are expected to build trust both personally and professionally among the team members, along with driving team performance and engagement. Retaining and developing talent becomes essential for business sustainability and growth. Now, a business manager is going to be responsible for every decision pertaining to people, in other words, one is expected to become an effective HR Manager as well.

5. To adapt new government regulation and be custodian of policies, practices, rules, regulations, and culture in society in order to ensure a conducive and safe working environment.

HR is expected to review policies and write the do’s and don’ts. With fast changing unexpected situations that happened, HR needs to adapt quickly and drive policies and processes to ensure employees can work in conducive manner either by virtual or by person in office. Creating a hybrid working environment and system (work from home and office) within organization, HR needs to put both organizational interests and people’s expectations in mind.

Through many centuries, HR has always adapted and will keep evolving throughout the years to come. This is a challenge for us now to be more agile and stay sharp!!!