Gallagher

Shannon Millar

In a recent presentation surrounding the future of AI, the following Quote got me thinking a lot about how our function is transforming and how we need to lean into that transformation. ‘Fear thwarts understanding; we can't move forward if we are unwilling to take the first step.’

In a world where technology is developing at an unprecedented pace, being open and adaptable to change has never been more important for HR professionals.

Many of us are seasoned in the key strategies for effective change management. We know how to use a threats and opportunities matrix, generate buy-in for organizational change, communicate the ‘why,’ however, as a function we are grappling with how technology changes what we do day to day and the need to re-invent how we add value.

The once-core deliverables for the teams responsible for the HR function in organizations are changing rapidly. As I type this article, new tools and AI technologies are being utilized to enhance the employee experience and improve engagement levels. They can screen and match candidates to jobs and even transform the way performance management and feedback are conducted.  So, many of us are left asking ourselves, what do we do now? How do we need to change to face our new reality?

"For example, working in an organization where mergers and acquisitions (M&A) are an important part of our growth strategy, I don’t limit myself to knowing only the HR aspects of a deal"

The ability of an HR professional to think and act like a business leader versus an HR leader is one way we need to adapt our roles to continue to add value. Being able to assess the function much the same way a CEO assesses their P&L is critical. ROI has never been more measurable in HR than it is today. With data available at our fingertips, we have the ability to demonstrate the value of HR initiatives and their contribution to the organization's bottom line.

In this same vein, while it may seem obvious, HR professionals need to place greater emphasis on developing a strong understanding of the organization's industry, market dynamics and financials. This includes keeping updated on industry trends, knowing the competitive landscape, and being aware of the organization's financial goals and challenges. Only by sharpening our business acumen can we actively participate in strategic discussions and provide insights and recommendations based on business expertise, not exclusively HR expertise. This is key in contributing to decision-making processes and aligning the HR strategy to the business needs.

Today, as an HR leader, I rarely stick to my swim lane. For example, working in an organization where mergers and acquisitions (M&A) are an important part of our growth strategy, I don’t limit myself to knowing only the HR aspects of a deal. Understanding the M&A process not only allows me to collaborate more effectively with other teams, but it helps me to identify potential risks or challenges that could impact employees.  Furthermore, my expanded understanding of the business allows me to align HR initiatives with Gallagher’s strategic goals and objectives. Much like the self-education piece I mentioned above, this holistic approach to HR supports that my team’s efforts are not limited to the HR function alone, but extended to the broader business strategy.

While I don’t profess to know all the answers, I do know that it has never been more critical that we divert some of our attention from managing change for everyone else and spend time focusing on how we will lean into the changes facing our own function.

We have reached a point where we all need to be willing to take the first step. So, in the words of one of the most infamous leaders of change and best re-inventers of the self (Taylor Swift), 'Are you ready for it?’