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W hat should the reinvention look like? You have two choices – change the status quo or destroy it as we know it today. Any reinvention of HR needs to tackle the key strategic issues facing business today: a. Creating an environment and culture that en‐ gages, motivates, and retains all people to show up and deliver above and beyond. Service excel‐ lence is more than just customer service and em‐ ployee satisfaction metrics. c. Examining the structure and organization of the way business is conducted (within the limits of specific industry “standards”) to ensure maxi‐ mum efficiency and effectiveness. We need to break some of the rules in order to experiment with better people delivery systems. b. Defining and managing a people supply chain to ensure that there is an adequate depth and breadth of talent to staff the business. This is more than just filling the current pipeline of needs. We need to think and look long‐term. d. Building effective reward and motivation pro‐ grams that “melt the butter” of people working or wanting to work in a specific industry. Let’s get outside the box of traditional compensation and benefits programs to make this happen. In short, if “people are our most important asset,” then we need to get mindshare and creative strategies in the areas listed above. But, many (not all) HR professionals today don’t have the time, the skills, or the support to make this happen. What should replace the HR function as we know it today? What is a future HR model? What functions will it fulfill? T hese are the questions that address changing or destroying the function as we know it today. In order to answer this question, you first have to define the essentials of what is necessary and what is not. What businesses do I need to have in order to serve the needs of people that work in my industry? What functions should I manage internally? Where should they be located in our organization? What functions can be handled by outside vendors? For example, I can build a strong case to use the following model: a. Create a new position – the Chief People Strategy Officer (“CPSO”) – that reports to the CEO and strategically addresses the issues raised above, which are essential to the long‐term survival and success of any entity. In addition, the CPSO, with a broad mandate, would be able to focus on key issues to build the bench strength and capacity of an organization such as succession planning, leadership ini‐ tiatives, and true long‐term workforce planning. We have business strategy and development, financial development, and research and development strategic functions within industries – why not people strategy? In fact, the CPSO should be the #2 in any organization that takes the stance that “people mat‐ ter” or “people are our most important assets”. b. Next, redefine human resources (which implies that our employees are a commodity) not as human capital (which can be depleted or used up) but rather as people, which at least honors the di‐ verse and complex contributions that might be truly made by our most important assets. The definition of people (see http://dictionary.search.yahoo.com/search?p=people) is “a body of persons sharing a common religion, culture, language, or inherited condition of life.” c. Then, either build, in‐source, or outsource components of a function called People Manage‐ ment (“PM”), which handles the transactional and tactical components of the essential businesses that JULY2014PEOPLESTRATEGYEXCHANGE 43