| | DECEMBER 2022MANAGEHRMAGAZINE.COM9managers to further acquire new knowledge around leadership and engagement, and in reality, some became better "HR persons" than HR itself. What was once the domain of HR has become a shared platform for growth.During those early periods of inventive growth, the role of the HRBP had not drastically changed. However, change in itself was inevitable and over time, business's expectations of HR evolved as did the concept of what today's Leader should represent. The groundbreaking technology that constantly surveils our lives coupled with the IT-savviness of the new generation has altered the ideals of what makes a good Leader; from one that not only influences the office environment, but also out of it.Was it the digital age and social media that spurred this change? The outcome of a multi-generational workforce grappling with post-COVID reality? Or is it simply due to the constant evolution of the human mind? Regardless of the instigator, the speed of cultural shifts and breaking down of old-world perceptions is forcing Leaders to re-examine their worldview. The concept of leadership has become far more demanding than what some of us could have ever imagined. And to the HR fraternity, this begs the question: How will HR Engage in the New World?The role of HR is no less ambiguous than it was two decades ago. Rather, one may argue that it has become even more complex and daunting:o The concept of fairness in HR policy being challenged by the concept of equityo The emergence of remote working and job flexibility set against the human need to physically engage and collaborateo Decisions based on AI algorithms and business insight tools that slowly dull the intuitive sense of human judgement and emotionso The pervasiveness of social media and how it blurs the lines between one's work identity and personal lifeo A diverse and multi-generational workforce with different interpretations of what a Great Place to Work meanso Leading employees with care after two years' of COVID realities juxtaposed against an increasingly dire economic outlook that will challenge many businesses' survivalTwo decades ago, my vision of the ideal Leader would be borne out of the convergence of desired skills and behaviours. A singular person that can influence and cultivate positive human relations and be capable of managing business activities. Yesterday's heroes like Jack Welch and Bill Gates were vaunted for their ability to conquer all.But the current plethora and pace of challenge facing the workforce means that we should replace that ideal of an all-conquering singular Leader into one of Community Leadership. HR practitioners should step forward in thought leadership and help navigate the business in dealing with these new and emerging themes by:1. Redefining the organisation's identity in today's context ­ HR has a role to play in evaluating the shifts that are needed for the organisation to remain relevant, be it cultural or in systemic processes. Thereafter, HR should be at the forefront to lead and manage the change.2. People priorities that encompass total well-being of employees ­ work-life balance is no longer perceived as a dichotomy but more transient that builds on each other. HR and Leaders should therefore design and reinvent their people priorities to engage the whole person including areas of health and wellness.3. HR objectives that are focused on delivering Leadership expectations ­ the form and function of what constitutes a "Leader" is changing and HR should continue to partner the business in developing broad skills across the organisation.The saying that it takes a village to raise a child is not that far off from today's business perspective as we look to harness the collective energy of the workforce by building a rewarding employee experience that is relevant to times. The concept of leadership has become far more demanding than what some of us could have ever imagined
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