HR Agility: Managing the Change!

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Progressive organisations that are seeking a profound competitive edge in the digital world have been increasingly focusing on the need for HR agility. However, there is lurking concern that HR agility is endangered to become a trending buzzword in corporate conversations.

HR agility is basically the ability of the HR function to react instantly and adequately to the evolving employee expectation, business conditions and workplace disturbances.

Therefore, HRs are expected to elevate their functions to a level where they can keep pace with the evolving demand.

Today’s business processes have a more stable environment. The objective is to drive efficiency, consistency and risk reduction through tight procedures and controls. It is with the emergence of global competition, changing customer demand, political turmoil, supplier upheavals and economic troughs that the stability is getting replaced with permanent volatility.

Gone are the days when the pre-structured policies and strategies used to work for the business, today, companies that intend to survive or thrive are racing to become agile and adapting themselves to the changing business environment. And therefore, the companies are completely transforming the way they work, moving from leadership approaches to financial processes. The decision making of agile companies does not depend on the top management only, rather they use their entire talent pool to find a solution to the current circumstances.

So, it comes with due responsibility on the HR manager to make changes in the system that encourages and empowers agility. Following of the few changes can be made:


A New Mission and Imperatives

With agility in place, the HR should provide the organization with a standard process that would reduce variability, ensure unbiased approaches, reduce risk and is accounted with less costly & is easy to manage services.


Brokering and discovering unknown talent

In order to assure the movement of talent wherever required, the HR must be efficient enough to identify the unknown or the new talent that is in sync with to the business needs. They must look beyond employee skills and experience, and profile their competencies, passion and geographical preferences.


Building an adaptive and ethical culture

HR needs to be focused on building an adaptive and ethical culture within the organization and should work on to instill values in the culture that can help people take effective decisions.


Developing a learning organization

HR should create an environment inhibiting a learning approach among the employees as it can be one of the effective tools to bring out the positive changes in the organization. Also, there should be more emphasizes on helping employees to learn new skills through varied formal and informal learning opportunities.  New ideas, solutions and growth are the outcomes of implementing these changes.


Some of the top hr consultants and hr advisory firms also agree with these points and suggest that the organizations in the meantime must adapt to this agile culture.

Ritika Hallan

Assistant Manager – Automotive Domain Sales, Aftermarket & IT

Impeccable HR Consulting P Ltd.

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