Matthew D. Breitfelder

Daisy Dowling

Iniciamos uma carreira que outras pessoas não entendem muito bem. Quando conversamos sobre nossos empregos com colegas da Harvard Business School, seis anos após a formatura, eles geralmente sorriem perplexamente e quase sempre fazem a mesma pergunta: “Você está fazendo o que?” Nós dois estamos no campo da gestão de capital humano, ajudando grandes empresas a selecionar, reter e preparar seu quadro de estrelas em ascensão. Tradução: Trabalhamos em RH.

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Reprint: R0807B
Breitfelder and Dowling are two recent Harvard MBAs who have worked in fields typically chosen by alumni of esteemed business schools: strategy consulting, investment banking, you know the score. Ultimately, however, these promising young professionals decided to do the unexpected and enter human resources. They switched gears not to achieve work/life balance or avoid tough challenges but to get in early on a good thing, as any smart value investor would.
HR sits, according to the authors, in the middle of the most important competitive battleground in business. Finding and retaining the best talent has become an increasingly vital competitive advantage, making HR a truly strategic function for any company today. Breitfelder and Dowling have seen this shift firsthand in their work at Goldman Sachs, Lehman Brothers, PricewaterhouseCoopers, and MasterCard&#8212;and have had it confirmed by their colleagues and former classmates at other top-tier firms. Such companies recognize the real value of excellent, motivated employees and are investing time and energy accordingly; in the process, they are defining what the authors call &#8220;the New HR.&#8221;
This HR of the future has five characteristics: It, like a business school, promotes active learning; it serves as an engine for both savings and revenue; it hatches and harvests ideas across organizational boundaries; it makes big places smaller by connecting people intimately and often; and it focuses on the positive, moving beyond fixing problems and enforcing rules to enhancing employee engagement and capitalizing on people&#8217;s strengths. If that&#8217;s what HR is becoming, why wouldn&#8217;t you go into it?

Why Did We Ever Go Into HR?

Reimpressão: R0807B Breitfelder e Dowling são dois recentes MBAs de Harvard que trabalharam em áreas normalmente escolhidas por ex-alunos de conceituadas escolas de negócios: consultoria estratégica, banco de investimento, você sabe o resultado. No final das contas, porém, esses jovens profissionais promissores decidiram fazer o inesperado e ingressar em recursos humanos. Eles mudaram de marcha não para alcançar o equilíbrio entre trabalho e vida pessoal ou evitar desafios difíceis, mas para começar logo no início de uma coisa boa, como faria qualquer investidor de valor inteligente. O RH está, de acordo com os autores, no meio do campo de batalha competitivo mais importante dos negócios. Encontrar e reter os melhores talentos se tornou uma vantagem competitiva cada vez mais vital, tornando o RH uma função verdadeiramente estratégica para qualquer empresa atualmente. Breitfelder e Dowling viram essa mudança em primeira mão em seus trabalhos na Goldman Sachs, Lehman Brothers, PricewaterhouseCoopers e Mastercard — e a confirmaram por seus colegas e ex-colegas de classe em outras empresas de primeira linha. Essas empresas reconhecem o valor real de funcionários excelentes e motivados e estão investindo tempo e energia adequadamente; no processo, elas estão definindo o que os autores chamam de “o novo RH”. Esse RH do futuro tem cinco características: ele, como uma escola de negócios, promove o aprendizado ativo; serve como um motor para economia e receita; cria e colhe ideias além dos limites organizacionais; torna os grandes lugares menores ao conectar as pessoas de forma íntima e frequente; e se concentra no positivo, indo além de resolver problemas e impor regras para melhorar o engajamento dos funcionários e capitalizar os pontos fortes das pessoas. Se é isso que o RH está se tornando, por que não seria você entra nisso?

Por que alguma vez entramos no RH?

Reprint: R0807B Breitfelder and Dowling are two recent Harvard MBAs who have worked in fields typically chosen by alumni of esteemed business schools: strategy consulting, investment banking, you know the score. Ultimately, however, these promising young professionals decided to do the unexpected and enter human resources. They switched gears not to achieve work/life balance or avoid tough challenges but to get in early on a good thing, as any smart value investor would. HR sits, according to the authors, in the middle of the most important competitive battleground in business. Finding and retaining the best talent has become an increasingly vital competitive advantage, making HR a truly strategic function for any company today. Breitfelder and Dowling have seen this shift firsthand in their work at Goldman Sachs, Lehman Brothers, PricewaterhouseCoopers, and MasterCard—and have had it confirmed by their colleagues and former classmates at other top-tier firms. Such companies recognize the real value of excellent, motivated employees and are investing time and energy accordingly; in the process, they are defining what the authors call “the New HR.” This HR of the future has five characteristics: It, like a business school, promotes active learning; it serves as an engine for both savings and revenue; it hatches and harvests ideas across organizational boundaries; it makes big places smaller by connecting people intimately and often; and it focuses on the positive, moving beyond fixing problems and enforcing rules to enhancing employee engagement and capitalizing on people’s strengths. If that’s what HR is becoming, why wouldn’t you go into it?

Por que alguma vez entramos no RH?

Resumo.

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