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Though the importance of developing HR as a science is imperative, yet the realization about whether HR should be practised as an “art”, has become critical at the top levels of management particularly in the global context. Also, it has become highly significant to understand the current trends and their implications for artful HR. In this context, the panel will discuss the various facets of HR Artistry and how organizations can evolve as a People’s Employer.
The dialogue aims at bringing out insights on the following areas:
What the businesses are capable of achieving through appropriate engagement, collaboration, capability, etc.
People focused agenda for designing and implementing the HR activities.
Role of creativity in strengthening understanding of HR processes
Developing trust to enhance internal and external relationships and to
Supporting and developing networks and communities.
The art of learning from a mix of visual, sports, performing and culinary arts, magic, music, etc.
HR Artistry includes many different things. ‘Science’ is about more like standards, but art encourages free thinking as well as imaginative and unique approaches. HR Artistry focuses on 3 pillars namely creativity, ambition, and bravery that provides the guides HR to be more artful in their roles:
Artistry very well suits an ambitious, brave, and creative agenda, because if an organization wants to have an incremental improvement then the job can be accomplished using data, analytics, and a little bit of extrapolation past current state trends. But for transformation, the organization need to help people see new opportunities, or at least see existing opportunities in a new way. For this, ‘art’ plays a crucial role. HR artistry is very important for working in a global environment with diverse background of people having different languages, national culture, employment legislation, representative arrangements, and the like. At the base level the main motive is about responding to the need to balance centralization and decentralization by focusing on the pivotal aspects of talent management and development and ensuring that everyone working in HR, as well as talent leaders in the business, have the same understanding about these areas. There has always been a concern that organizations and institutions need to be more science-based to be credible. But if in case HR is an art, at least in part, then ignoring this fact might reduce the effectiveness of employees and impact the credibility in the longer-term. Some leaders already realise that, much of business and particularly people management is an art and are already in the process of making their organisations more artful.
The present scenario demands even when managers and employees specialise, organizations need both science and art to augment overall effectiveness. Developing this balance (whether locally or globally) can serve as the most effective way to foster meaningful relationships, where differences can be aired and resolved; and to create new shared understanding & meaning. That is why, every successful HR environment needs HR artistry just as much as they need analytics, data, & science.
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