What will the human resources profession be like 10 years from now. How about in just five years?

In many ways, it will still be recognizable to a practitioner today. There will still be recruiters and benefits managers and compensation specialists, though they’ll be aided in the heavy lifting by artificial intelligence. HR generalists will still be around, especially at smaller companies, but with automation handling much of the rote work, they’ll take on higher value work.

What will be different will be the multitude of new HR jobs, some already here, many just beginning to emerge and others like “genetic diversity officer” and “distraction prevention coach” sounding like something out of sci-fi.

The Harvard Business Review recently published the results of a project by The Cognizant Center for Future of Work and Future Workplace predicting what the future of HR will be like in the next few years. The 100 HR executives they brought together brainstormed the possibility of 60 new HR jobs by 2030. The HBR article focused on 21 with the most organizational impact.

It’s a list that leans heavily toward the techno-capable.

“All jobs will utilize innovative technologies,” write the authors, Jeanne C. Meister and Robert H. Brown, who go on to add, “but only the most tech-centric will actually require a grounding in computer science.”

That any HR role should require a tech background is a remarkable development for a profession traditionally dominated by liberal arts and psychology majors. Yet at many companies, this is already happening. What the HR think tank dubbed HR Data Detective is a job that already exists in many of the largest – and some smaller – companies where it’s called simply analytics or workforce analytics or more commonly, people analytics.

“People analytics,” explains the HR analytics technology firm Visier, “Is the practice of collecting and transforming HR data and organizational data into actionable insights that improve the way you do business.”

Speaking to the HBR authors, Chase Rowbotham, who heads people analytics at Genentech, says, “As remote work becomes the new normal, we are able to gather insights from our HR information systems to develop a number of new HR practices such as training managers of remote workers on successful strategies for leading a remote global team to ensure both productivity and continued employee engagement.”

That job of developing and training for remote work and building their engagement will be the domain of the Work from Home Facilitator.

Whether that’s the actual title, the job, according to the think tank, will “ensure that the organization’s processes, policies, and technologies are optimal for remote workers. A key metric of success for this role would be to build remote workers’ strong sense of belonging within the organization, ensuring that they know their purpose and feel deeply cared for.”

Such a job might not have been thought of a scant 6 months ago. But as the authors point out, the coronavirus pandemic has changed much. The work from home movement was well underway before COVID-19, but when the pandemic sent everyone home, it provided workers could be as productive – or more — working remotely.

“The advent of Covid-19 compressed time like an accordion, resulting in a handful of these roles becoming ‘jobs of the now,’” say the authors of the HBR article.

That compression is continuing and is illustrated in the timeline for these new HR jobs. Two-thirds are predicted to emerge in the next five years; several will be a fact in just two or three.

The authors conclude their overview of the new jobs with this advice, “Change is coming, and it’s best to get a head start. Companies that can anticipate their organization’s future HR roles are not only in a position to outperform competitors, they are also squarely positioning HR as a strategic business driver.”

Photo by KOBU Agency on Unsplash


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Green Key

Flexibility, Communication Are the Keys to Becoming a Top Admin

The warning about serving two masters is an apt caution for administrative professionals who, as companies reopen offices, may find themselves suddenly having two bosses.

Where once an executive assistant might stay with a single executive, the trend now is for all but the most senior leaders to share the services of a single admin. As a recent article from the American Society of Administrative Professionals (ASAP) says, “managing the expectations of diverse personalities might prove frustrating at times.”

When that frustration results in missed deadlines or hurried work, it only makes the situation worse. Before you get caught in the middle of conflicting demands, the article says it’s up to you to work out the ground rules each time you’re assigned a new executive .

“Setting clear boundaries from the very beginning helps prevent future conflicts,” advises the ASAP. “Make sure they’re [the new addition] aware of the full scope of your role.”

Most executives will work with you, but, says the article, there will be times when a request comes in that you can’t handle either because someone else is responsible or you’re just jammed and won’t get to it in the time they want. That’s when you may need to diplomatically explain the situation, explaining when you will be able to deliver.

“Understand each executive’s priorities, so you can manage tasks related to them as urgently as possible whenever they recur,” the article suggests.

This is when having good communications with each executive you support is especially critical. Those boundaries you set should be translated into uniform procedures, sort of an operational plan that each person you support understands. “If everyone is on the same page, you’ll avoid inefficiencies associated with conflicting requests.”

It’s natural to gravitate toward the individuals with whom you work best. Playing favorites at the expense of another is the surest way to create a difficult work environment. So don’t, advises the ASAP. Be flexible.

“You need to give each executive equal treatment when performing assigned tasks. Even as you encourage uniform procedures, you must remember that each manager has a unique personality and needs. You might have to slightly tweak the approach you use to suit their preferred work style.”

Sometimes, despite all your best efforts, there will be conflicts. When you get conflicting directives, says the ASAP, “The best solution is to inform them of the incompatibility and let them solve it among themselves… The executives will ultimately appreciate your neutral stance as you demonstrate that you sit above petty office politics.”

Supporting multiple people can be a challenge. But it also can help you grow as a professional, giving you the opportunity to take on different projects and demonstrate your ability to handle anything.

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Green Key
Jun 6, 2023

Job Openings Hit a Two-Year High

After a year of layoffs, furloughs, and record unemployment due to COVID-19, the U.S. saw a record number of job opportunities open in February 2021, according to the Labor Department’s Job Openings and Labor Turnover Survey (JOLTS).

JOLTS reported that the number of available positions increased to 7.37 million in February, the highest number the Labor Department has seen since in two years.

With expanding access to vaccinations, employers are increasingly seeking candidates to fill open roles.

“We are feeling extremely encouraged by the recent JOLTS report,” said Andrew Chayut, Managing Partner at Green Key Resources. “Our recruiters have seen an increased demand for hiring in the last few months and have been busy getting people back to work.”


Photo by Cytonn Photography on Unsplash

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Green Key