Coinage, paper money, joint stock companies, trade guilds, commercial partnerships, collaborations, and incipient capital structures represented some of the earliest manifestations of organized commerce during the last two millennia. Gradually, domestic compulsions and the imperative to trade with overseas partners encouraged certain entities to emerge in Western Europe. The Dutch East India Company and the British East India Company emerged as pioneers that crafted global trading empires by issuing stocks and bonds and transporting their goods to distant lands. These events signaled key transformations in the domain of business and commerce, trends that continue in the present day in the form of digital transformation. Per this modern paradigm, business operators seek “opportunities to use new technologies and create competitive advantages in their business.” Business process flowcharts pertaining to human resources represent one such trend undergoing consolidation and evolution even as companies begin to view their employees as partners in enterprise.
HR 4.0 embodies high levels of automation in modern human resources practices. This paradigm finds premise on the mandate that employers and their recruitment teams focus their efforts on recruiting and retaining their best talent in the service of business. Practitioners of HR 4.0 can devise process flowcharts to develop an understanding of their core objectives. The various stages of such a flowchart may include discussions that outline the content and boundaries of enlightened activities in the domain of modern human resources. Sub-routines inside the process flowcharts may feature various stakeholders: workers, supervisors, business managers, suppliers, customers, and others. The emerging diagram can include a range of brainstorming activities designed to uplift and elevate the business case for driving higher efficiencies in human resources processes. Designers may impart further impetus to these flowcharts by sharing the various stages of their development with all stakeholders.
Addressing customer challenges represents a key aspect of modern business processes. The use of the many machinations inside process flowcharts allows human resources professionals to map customer challenges and address these individually. For instance, a customer that complains about erratic product quality can figure high on these flowcharts. The response can emerge in the form of a sequence of stages wherein the service provider develops a custom solution to address said challenge. Higher levels of training, staff motivation, re-setting the benchmarks of service excellence, rewards & recognition, and hiring fresh talent can emerge as actions that populate said sequence of stages. In doing so, the service provider is charting a systematic approach to tackling customer problems. Clearly, process flowcharts are instrumental in delivering an improved end-to-end service experience for the customer.
Requisitions for recruitment comprise the proverbial bread and butter for modern HR processes. A rudimentary outline of a hiring process can detail the variety of stages and mechanisms that culminate in a successful hire. These stages can be populated by, inter alia, a formal requisition for hiring new talent, an outline of the selection criteria, publishing advertisements for recruitment, the receipt of job applications, assessing said applications, interviewing suitable candidates, and sending out offers for employment. The process flowcharts enable the stewards of the hiring process to visualize the entire set of sequences and guide the process in real world conditions. Executives can also choose to review process flowcharts in a bid to effect refinements as appropriate. In addition, they may refer to legacy processes and extract value to augment the mechanisms of the process flowcharts. The net outcome of such efforts includes an enlightened HR policy that allows enterprises to gain competitive advantages in modern labor markets.
Enlightened business leaders may consider themselves partners in the project of developing the professional careers of their employees. In line with this, said leaders may fashion process flowcharts in conjunction with the leading lights of their human resources departments. These illustrations can bear a variety of employee benchmarks: the number of years served in an organization, the level of skillsets brought to bear on work responsibilities, fitment in an organization’s work culture, aspirations and ambition, the ability to work with multiple teams, professional growth in the years prior to the current assessment, client recommendations if any, attitude toward up-skilling, awards from the organization, etc. These, when appended to process flowcharts, enable business leaders to form a clear picture of an employee. Subsequently, they may choose to elevate an employee’s position inside the organization or recommend fresh training regimes, as appropriate. In essence, the process flowcharts allow modern employers to drive a continuous assessment of the value of an employee vis-à-vis the goals of the wider organization.
Hiring implies a variety of activities, key among which is the employee onboarding process. Human resources groups within an organization can frame process flowcharts with a view to facilitate the onboarding process. Such an illustration must essentially involve every department within the business organization and therefore, it must emerge as an expansive diagram with multiple connections threading through its expanse. The designers of this illustration may elect to spotlight specific stages in the process with a view to enable speedy reviews (as required) in the future. They must also embed each connection with business logic; this adds heft to the diagram and helps underline key process actions that are allocated to different departments. Alternatively, HR operators can create process flowcharts that depict a variety of orientation processes (appended to calendar dates and time) for the benefit of new employees. Such a diagram must emerge as a descriptive document that must be shared with the business organization and all new hires.
Training processes continue to hold center-stage when we consider the creation of modern process flowcharts for human resources groups. Members of HR groups can develop process flowcharts to devise a talent development strategy that channels employee energies toward achieving the broader goals of the business organization. That said, HR operators could also create illustrations that help train new employees in firefighting methods, various work processes, the organizational reporting matrix, whistle blowing procedures, best practices, client engagement processes, etc. These process flowcharts, when creatively executed, can further assist employers develop a skills inventory that lists the multiple talents of organizational employees. A periodic perusal of these flowchart diagrams can empower organizations to deploy the best available talent in the service of new client engagements.
The above paragraphs have variously examined the many aspects of enablement conferred by process flowcharts on human resources processes. Professionals that operate in the HR domain must work to ensure they invest thought and effort in the creation of these illustrations. They may tap their real world experiences in a bid to enrich and inform the uni-dimensional processes that find depiction inside process flowcharts. The ensuing dynamism can help organizations to register actual progress toward their avowed goals. Further to this, the application of best practices remains one of the cornerstones in devising useful flowchart diagrams. To attain this, human resources operators can forge collaborations with design professionals and graphic artists. Such collaboration can bear fruit in the form of visually impressive illustrations that can serve as organizational lodestones. Additionally, HR operators can derive insights from such flowcharts to generate business inputs for the use of corporate captains and the senior management cadre. In essence, process flowcharts allow the modern organization to thrive and flourish in tune with evolving business landscapes.
