Quite

... a, a trend towards where we're rebranding, we're changing a label, we're, you know, introducing a new logo.

But when we're looking at HR, whatever you call us, I think when we're looking at the skills going forward, the rebrand is gonna achieve Very little unless the function's capability and behavior changes.

And I think that's what's interesting when I look at clients that I'm working with currently, is that there's a, a, a move towards capability.

So we're looking more towards helping organizations build capability and then create, I think to your, your three-legged stool element there, to create conditions and systems for people to perform within.

But in terms, again, of those skills that, that people will be looking for, specifically for HR, I think there's much more of a blended set required and more of an expectation on a skill set that's transferable, so that you're opening opportunities for individuals to be more mobile.

And again, looking at HR, you're looking at needing more of a commercial acumen than we would have had previously, where you're more focused on how that organization is making money, delivers services, and it's less just about that nice to have service.

But tell me, the, the HR business partner, how could we get them? What should we be looking for him, him, her, she, they or whatever way they want to designate? What are they doing every day?

[upbeat music] Hello, everyone, and welcome back to our podcast.

Delighted to be back with you today.

Um, for those of you who are new to the show, uh, my name is Laura Lawless.

I am CEO of Lead Your Way HR Consultancy, and I work predominantly with mid to medium, medium-sized businesses in the space of people leadership and development.

Um, Ciaran, I'm really looking forward to this conversation because today when we talk about the talent landscape 2030, it can sound like we're talking about something far off in the future, but 2030, as we know, is actually really close, and for a lot of organizations it really is only one strategy cycle, maybe two workforce plans.

But the decisions that we're making now, um, will shape whether they're ready or whether they're scrambling.

[laughs] Yeah.

But, uh, no, I, I, I echo, uh, everything that you've said in terms of the takeaway.

So how much is me and how much is business that should be preparing me for peak performance?

OK, it's an interesting question.

And I'm thinking, you know, I always, as I've always kind of said to you, is your appetite to own your development and own your career.

You know, that that is something I always admire, but it is something that isn't wildly innate in people.

There is still that expectation to a degree of parenting when it comes to the workplace and providing that career path.

and providing that handholding and providing that skill set relevant of what I hired you for.

But in terms of, I suppose, what I do and what the organization can provide, it's a, it shifts from the conversation kind of of blaming an organization, right.

Business becomes easy or whatever it is you're in public sector because the outcomes will reflect the inputs and that's i think where we need to be what's your thoughts laura to close this out

I thought, give her the bone.

I'm not going to go for it.

I'm not going to go for it.

I've got too much bashing over talking about the younger generation.

So all of those elements that you've just mentioned, I could discuss ad nauseum.

And I think... for coming from a training and learning and development background, the issue isn't just that we don't teach the skills, it's that I think currently looking at it, it's we continue to treat them as training topics.

So we need better communication.

We've just said, here's more, folks.

I know, I

know.

I mean, our listeners are still with us.

Don't worry.

But you know, it's more practical.

Okay.

So it's easy to consume.

So how, and close this out, Laura, who do we bring into the workforce? Do we bring people into the workforce at all? How do we train them? How do we, how do they, sorry, about to make a mistake, how do they perform and manage themselves? And how do we knit all this together to make sure that we have got a workforce that feels safe and is very capable of producing everything the organisation needs to allow everyone to enjoy the fruits of it over the longer term, whatever the longer term means these days.