Part A takes a macro, corporate view of the institution and suggests the formulation of a policy environment to enable the HR unit to continuously upgrade workforce capacities; ensure the alignment of the institution’s human resources with the evolving nature of work, the working methods and the workplace; and balance workforce capacities with the institution’s technological maturity and available resources. Change management is key to progress the institution through the many opportunities and pitfalls of any transformation journey. The constant goal is to continuously deliver on the institution’s goals and priorities.
Part A calls on the HR unit to articulate a strategic plan to ensure that the institution’s workforce has evergreen knowledge and capacities that match the needs of the institution in the evolving environment. The HR unit needs to reimagine human resource management and determine which functions can be automated or augmented with technology, and which functions require skills that are inherently human. The idea for the HR unit to pivot towards a more strategic and less administrative role in the institution.