Platt Perspective on Business and Technology

Meshing Human Resources processes with business complexity 1: starting a new series

Posted in HR and personnel by Timothy Platt on December 15, 2013

It is not all that long ago that most all employees at most businesses worked full time and in-house there, and exceptions were notable even when predictable, with for example:

• Businesses that had to ramp up their headcount with seasonal help,
• Businesses that would occasionally bring in a specialist consultant where it would not be cost-effective to retain their particular expertise full time and long-term,
• Businesses that required sales staff and/or others who would travel as a part of their basic work, bringing the business to the client,
• And for an employee-oriented example, people who needed to work more than one job to meet their financial needs,
• Or part-time employees who were generally considered to be very distinct from in-house staff, and who were in a fundamental sense considered to be outsiders to the business.

This was for generations, the basic standard approach to hiring and employment, and to how employees fit into the workplace. And this system still holds as the fundamental standard for a great many businesses today too. But at the same time that this approach plays out in ongoing day-to-day experience, marketplaces and the businesses that serve them have found themselves facing new options too. The nature of employability and of employment have changed with new options arising and from both the employer and the employee perspectives. I write this posting as a first installment to a new series in which I will discuss the new and emerging workplace, and as a set of options and approaches that can be strategically and operationally adapted and customized so as to better meet the particular business’ needs, and their employees’ needs too.

I have already touched on some of the issues that I would write about here, from the employee’s perspective. See, for example:

Career Changes, Career Transitions 11: flex-time and job sharing, telecommuting and other perhaps less traveled career paths,
Reconsidering How Work is Structured 1 – going beyond the standard in-house employee and consultant model, and
Reconsidering How Work is Structured 2 – working in-house, working off-site and in between.

And for a forward-looking two part series that addresses the employee’s perspective see Some Thoughts on the Emerging Workplace and Employability Great Restructuring 1 and its Part 2 continuation.

My goal here is to more systematically address at least some of these still emerging issues and challenges from the business’ perspective and more specifically from the Human Resources perspective, as operationally, that department generally holds ownership responsibility for Personnel policy and practices.

I am going to start a more detailed discussion of these issues in a next series installment where I will focus on the changing and I add increasingly diversified nature of terms of employment. Meanwhile, you can find this and related postings at HR and Personnel.

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