The practice of human resources management has evolved dramatically over time and while these changes may suffice to satisfy business requirements of today the more crucial question remains whether they will meet the critical challenges of tomorrow. Most experts are sceptical and urge that serious efforts be made by organizations if they aim to survive change and stay ahead. Herein lays the case for a real metamorphosis of the HR function.

Transformation aims to revitalize organizations and improve their effectiveness. While the transformation of the HR function has been perceived as merely concerned with a shift from administrative matters - being defined by the efforts to change the HR role from traditional record keeping, personnel administration and system policing - to that of a strategic business partner, there is however a reluctance on the part of top management even in many progressive organizations to allow HR to assume a strategic partnership role.

HR Transformation initially focused on making HR operations more efficient and effective through conventional and modern means. Now it is closing in on corporate strategy and is creating business value through services that address a company's most pressing strategic challenges. By recreating or reinventing the HR function - such as re-engineering, restructuring, implementing new systems or a new HR service delivery model, outsourcing or co-sourcing - the objective of enhancing HRs contribution to business is achieved.

Today, an organization's competitive advantage resides in its people and a confluence of forces is paving the way for changes in HR while keeping this key issue in focus. Most HR activities such as anticipating critical workforce trends, shaping and executing business strategy, identifying and addressing people-related risks and regulations, enhancing workforce performance and productivity, and offering new HR services that will help a company improve and grow are easier said than done.

A change in mindset is the first step towards achieving this transformation, followed by change in processes, and finally changes in services. There are many "HR Transformation Models" available but organizations must sort through these and select the one that best serves the organization and then tailor it to fit the specific requirements of the organizations culture, operations and reality. In fact, if possible, an organization could develop a transformation model that has never been used before.

HR professionals must assume new roles and develop new competencies in order to help organizations meet their mission and strategic goals. The ideal HR professional has been described as one who can be proactive in providing service and concentrates on the big picture instead of pushing for resolution of people issues. "HR in a Transformational Era" being the theme of this year's symposium will provide a platform to showcase the role of HR in creating more value from what it already does and has.