21st Century HR is a new media series hosted by Amplify Founder and Fast Company contributor, Lars Schmidt. The series explores progressive people practices, approaches, and leaders who are redefining the field of Human Resources. Learn more at https://21stcenturyhr.com.

I think if you're a practitioner of 21st century HR that there's a variety of things that I think separate you from your legacy oriented peers.

I think that you are the one of the core elements of kind of legacy HR is this idea of a command and control structure, where HR wanted to kind of own and run and be the approval, if you will, for lots of programs within the organization. I think the view there was, that was a path to power with a CHRO, what it did is, the downside of that is it oftentimes gave HR a bad rap of, of always being kind of involved and inserting themselves they didn't necessarily need to be.

First, I think if you look at 21st century HR, it's a very different view, the 21st century HR leaders are business leaders focus on people, they understand the financials, they understand the marketing strategy and go to market strategy. They they're able to kind of synthesize all of that knowledge and understanding into a people strategy. Their view tends to be, let's create frameworks and programs for our people to do their best work, and then let's empower them to do that.

Second, in kind of legacy oriented organizations and personnel oriented organizations, oftentimes from a point, it was based on in a risk mitigation, so you build policies against the few as opposed to today in 21st century HR, its policies for the many. That's a big distinction because you're assuming best intent assuming that you're hiring adults and people that are going to make good choices. If you find that an individual doesn't do that, and you address that on an individual basis, but you don't create a policy around what may be the worst case scenario, to kind of restrict everybody for what might happen. Those are two things that definitely stand out to me in terms of 21 century HR leaders.

The responsibility of company culture is not only for HR it’s for the whole company. When it comes to culture and engagement programs, HR can be kind of the conductor. So, it's the role of HR to help create programs, to help create initiatives that will allow the culture to be built from the employees, but it's not the idea that a CHRO owns culture is short sighted, the executive team, the employees, everybody owns culture. I think it's the role of HR to create programs and, and kind of incentive behaviors that help allow that culture to flourish.

I mean that if the executives aren't living the values, if they don't show up in their day to day and how they interact with each other and how they interact with employees and how they lead the organization, it's going to have no credibility. .

Connect with: Lars Schmidt
LinkedIn: https://www.linkedin.com/in/larsschmidt/

Connect with Mher Mardoyan:
LinkedIN: https://www.linkedin.com/in/mher-mardoyan/

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