Today’s HR Is Undergoing Rapid & Profound Change

Once viewed as a support function that delivered employee services, HR is now being asked to help lead the digital transformation sweeping organizations in the US and worldwide. We see this change taking place in three areas:

  • Digital Workforce: Understand how organizations drive new management practices  “digital DNA”, a culture of innovation and sharing, and a set of tal­ent practices that facilitate a new network-based organization?
  • Digital Workplace: How organizations design a working environment that:
    • Enables productivity
    • Uses modern communication tools (Slack, Work­place by Facebook, Microsoft Teams)
    • Promotes engage­ment, wellness, and a sense of purpose
  • Digital HR: How organizations can change the HR function to operate in a digitally, use digital tools and apps to deliver solutions, and continuously ex­periment and innovate?

HR leaders should assume a larger role in driving the firm to “be digital,” not just “do digital.” This shift indicates:

  • 56% of companies surveyed this year are redesigning their HR programs to leverage digital and mobile tools.
  • 51%  of companies are now redesigning their organizations for digital business models.
  • 33% surveyed HR teams are using some form of artificial intelli­gence (AI) technology to deliver HR solutions
  • 41% are actively building mobile apps to deliver HR services

The HR discipline has undergone a rapid evolution in the past five years

  • Three years ago HR was racing to the cloud to replace legacy talent systems with integrated HR platforms.
  • Two years ago HR was functionally needed a makeover rather than re-skilling HR professionals, integrating the organization, and implementing analytics.
  • Today as digital man­agement practices and agile organization design be­come central to business thinking, HR is changing again.  It now focuses on people, work, and platforms. The resulting set of HR practices is called "Digital HR".  

Today HR’s focus has shifted away from … personnel ops, automation, core talent management, individuals needs, new systems for recruiting, learning, performance management and compensation … to build the organization of the future.
Companies are hiring young, digitally savvy workers comfortable doing things alone and sharing information transparently.

They seek integrated, digital experience at work—designed around teams, productivity, and empowerment—and HR is ex­pected to deliver it.   Thus, new approaches must evolve as companies become networks and employee base blends both older and younger.

REWRITING THE RULES FOR DIGITAL HR

Though HR’s prior responsibilities remain, HR departments must rewrite the rules by redesigning talent practices:

    • Recruiting to leadership to performance man­agement
    • Experimenting with digital apps
    • Building a compelling employee experience.   

All prompting a focus on redesigning the organization around teams, implementing analytics and organizational net­work analysis, and driving a global focus on diversity, culture, learning, and ca­reers.   Digital HR is built on innovation and experi­mentation.  As compa­nies become networks and the employee base blends all ages, new approaches are needed in almost ev­ery HR domain.

Rather than deliver HR programs designed around legacy business processes, Digital HR requires digital technology expertise. While cloud-based HR systems bring tremen­dous value to organizations, HR teams are rethinking their solutions in the context of workflow-embedded apps using the cloud as a “platform” and build on it.  

THIS STIMULATES NEW MARKETS & SOLUTIONS

New near-real time HR products and solu­tions built around mobile apps, AI, and consumer-like experiences are coming to market.   As digital HR emerges and HR organizations be­come more platform based, business partners are becoming more digitally empowered and able to engage in the business. Research shows that high-performing HR teams have fewer generalists and more senior HR business partners, which prompts many HR departments to re-skill their HR staff to learn new roles as senior consultants.  

NEW TOOLS & TRANSPARENCY FACILITATE DIGITAL HR

AI, cognitive processing, embedded ana­lytics, and mobile technology are changing the way people programs work.   Transparency is now standard in the world of HR and talent; for example, in compensation, companies now collect anonymous data on thousands/millions of salaries, using tools enabling workers to compare their salary against those for similar jobs by city, tenure, industry, and even company.

REVIEW CHECKLIST:  

  • Redefine your mission: HR today must de­fine its role as the team that helps management and employees rapidly transform and adapt to the digital way of thinking. Familiarize your­self with networked organization structures, organizational network analysis, and digital leadership models.
  • Upgrade core technology: Replace legacy systems with an integrated cloud platform for a sound digital infrastructure. Upgrade old tools for learning, recruiting, and performance man­agement, and bring in systems that are easy for employees to use.
  • Develop a multiyear HR technology strat­egy: In today’s rapidly changing HR technol­ogy world, it’s important to build a multiyear strategy that includes cloud enterprise resource planning (ERP) platforms, apps, analytics, and a range of tools for AI, case management, and other solutions.
  • Build a digital HR team: Dedicate teams to explore new vendor solutions and build others, and consider AI solutions to improve service de­livery, recruiting, and learning. Companies such as RBC and Deutsche Telekom now have digital design teams in HR that work with IT to design, prototype, and roll out digital apps.
  • Organize HR into networks of expertise with strong business partners: Rethink your HR organization model to focus efforts on the employee experience, analytics, culture, and the new world of learning. Make sure these teams communicate well: High-performing HR teams share leading practices and know what the other teams are doing.
  • Make innovation a core strategy within HR: Push to reinvent and innovate in every people practice. Many organizations are now using new performance management practices built around design sessions and hacking. Investigate new innovations in recruiting, including using data to find people who resemble high performers in the company.
  • Rotate younger people into the HR pro­fession: Regularly rotate people from the busi­ness into and out of HR, use innovation teams to reverse-mentor senior leaders, and recruit new MBAs to bring people with analytics skills into the profession.
  • Benchmark: Visit other companies to see what they are doing. HR teams can bring in outside speakers, join research membership programs, and continually look for new ideas to foster in­novation.

Today’s leading practices come from innovative ideas developed around an organiza­tion’s culture and business needs, not a book.  TelePayroll HCM provides a proven framework to keep your workforce engaged and growing.  It’s time to transform your company with TelePayroll HCM.  Call us at 800-977-2976 or email: info@telepayroll.com to learn more.

Original Source: 2017 Deloitte Global Human Capital Trends