HR director may lose his job for 3 reasons
According to Anphabe Company, there are 3 reasons why many human resources directors may lose their jobs in the near future.
Anphabe company said that at a specialized conference for human resources leaders recently organized by this company with the participation of more than 150 senior human resources leaders, a "shocking" but persuasive assessment was made: Many human resources directors (CPOs) are at risk of "losing their jobs".
CPO loses jobs not because businesses do not need personnel but because the definition of "personnel" is becoming too narrow. The world is witnessing the rise of a new role: Director of Resources (CCO).
Anphabe company analyzes 3 reasons why CPOs face the risk of losing their jobs
The CPO title is gradually "outdated
For decades, the role of a CPO has often revolved around pillars: Recruitment, policy regimes, labor relations and operational governance. However, this model is revealing cracks as it faces the explosion of AI and the digital economy.
Based on the latest research from reputable global organizations and Anphabe's field survey, there are three irreversible trends: 85% of businesses are shifting to skills-based organizations; 73% of leaders prioritize skills over qualifications; 50% of skills will "expire" by 2030.
The shift from "human" to "capacity
Ms. Thanh Nguyen - CEO of Anphabe Company emphasized: Human management is input management and competency management is value creation management.
Previously, when CEOs worked with CPO, the constant question was: "What is the payroll plan this year? How many more people do we need to recruit?". Today, the question of visionary CEOs is: "To achieve the 30% growth target, what strategic capacity are we lacking? How to fill that gap without necessarily increasing the salary fund?".
At this time, personnel no longer look at the organizational chart with blanks to fill but look at the portfolio. This is a new concept, considering the capacity of the organization as an investment portfolio. CCO must know which capacity is "profitable", which capacity is "outdated" and needs divestment.
Three fundamental changes in the "skills-based" game
To adapt to the role of resource manager, personnel need to understand 3 core changes taking place in the heart of the business:
From job description to skill architecture
Traditional job descriptions are often very rigid. In the new model, work is broken down into skill blocks. A project to deploy a new AI system not only requires IT staff, but also the integration of: Data analysis skills; understanding of AI; customer empathy; product thinking.
CCO will play the role of "architect", knowing how to mobilize these skills from many different departments to solve a specific problem instead of just mobilizing personnel in line on the diagram.
Changes in promotional thinking
In the old model, the career path was a straight line: Employee -> team leader -> department head. In the skill-based model, the value of an individual is defined by the question: "Do you have the capacity that the organization really needs?". 10-year experience is no longer valuable if 50% of the skills in it are outdated.
The role of "construction" instead of "management
Personnel are no longer policy gatekeepers. CCOs must be people who: Draw a map of the existing capacity of the entire organization; forecast skills that will become "weapons" in the next 3-5 years; build retraining and advanced training programs so that the "blood of capacity" is always circulated.
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