Sapphire_Synapse 2014 | Page 49

SYNAPSE - 2014 SYNAPSE - 2014 HR was to take on the role of a strategic partner, HR professionals still had a bigger role to play in “advocacy”. While HR is part of the management and should do everything in its power to create value for the management it had an obligation towards the employees and their rights. Advocacy for employees by setting standard protocols but having the courage of taking considerate decisions in cases which could turn unfair due to bureaucratic hurdles would help HR create an impact in the employee- management relationships. This would also help create a stronger culture where employees felt valued and would help develop commitment and loyalty towards the organization. Even though as a strategic partner it’s contribution towards the management team will be more perceptible, its obligation towards employees should not be neglected. Even though as a strategic partner its contribution towards the management team will be more perceptible, its obligation towards employees should not be neglected. To sum it up in the words of Allan Schweyer, President of the Human Capital Institute “Especially today, in our economic downturn, talent managers need to evaluate their current workforce with an eye for the future to ensure that they have the skill sets essential for the business of tomorrow, that they have knowledge-retention plans that preserve the intellectual capital of the company in the face of future retirees, and that they retain their existing, critical talent, and also develop that talent to meet the competitive demands to come once the recession has ended” Such kind of foresight would require a three pronged approach of being strategically proactive by looking out for situations in which contributions can be made, applying analytics to derive concrete quantified data hence making contributions more effective while retaining the best interests of the employees through ‘ advocacy ‘. As Abraham Lincoln put it once “The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew.” on the last bureaucracy, Fortune Magazine, 105-108.  Losey, Michael R. (Spring 1997, Vol. 36, No. 1) The Future HR Professional: Competency Buttressed By Advocacy and Ethics. Human Resource Management, 147-150  Mergers and Acquisitions Boom! Is This a Good Sign for the Economy? | TIME.com http:// business.time.com/2013/02/15/mergersand-acquisitions-boom-is-this-a-goodsign-for-the-economy/#ixzz2ts84CJ1M  http://www.rediff.com/business/report/mand-a-deals-continue-to-shrink-in2013/20131227.htm  Brockbank, Wayne (Winter 1999, Vol. 38, No. 4). If HR Were Really Strategically Proactive: Present And Future Directions in HR’s Contribution to Competitive Advantage. Human Resource Management, 337-352  Kerr, Steven and Glinow, Mary Ann Von (Spring 1997, Vol. 36, No. 1) the Future Of Hr: Plus Ca Change, Plus C'est La Meme Chose. Human Resource Management, 115-119  Hilbert, Dan (Spring 2009) The Newest Analytical Technologies Make the Future for HR. Employment Relations Today IMAGES:  www.cementis.com  http:// sicklecellbodypolitics.wordpress.com/ where-to-go/how-do-i-become-anadvocate-for-scd/  http://www.3ml.it/blog/  http:// traininganddevelopmentguru.com.au/tag/ strategic-planning  humancapitalist.com REFERENCES:  Stewart, T. (1996, January 15). Taking