Greetings my good people,
It has been an energizing time-off from all social media, just to have an ample time with my family as I reflect more on spiritual issues. I want to thank God because during the holiday, I witnessed a good number of souls turn their lives to Jesus Christ, which is the most important assignment that every one of us has on this planet.
For a long time, HR technologies have aimed at solving specific business problems. For instance, Applicants Tracking System (ATS) enhances the recruitment process, time and attendance tools aim at boosting productivity. However, in the absence of a well thought- out digital HR strategy, these inventions exist in isolation, hence no value-addition to the business.
Real value-addition to the business entity lies within a sound digital HR strategy, which takes an eagle’s view of a workplace without singling out specific problem areas. Its vision is an ideal-to-be-achieved state where various HR tools work seamlessly and jointly together, going beyond routine daily operations to unlock bottom line improvements. Rather than being reactive for instance, a digital HR strategy will proactively build an employer brand, which digitally creates a nurturing work climate, hence positioning HR as a center of value generation.
How can organizations effectively build an effective Digital HR strategy?
- HR leadership to manage the customer experience consistently. How?
- Thinking of internal customers (employee experience) in a strategic way. Develop strategies that make employees feel valued and engaged.
- Building a culture of agility- processes that move fast which are user-centric. Turn-around time in service delivery is what drives the business
- HR to transform the organization from job-based to skills-based. How?
- Reconstructing the way jobs are crafted – moving from job-based to skill-based jobs –automate jobs - Design jobs based on the current skills possessed by employees and be able to predict future skills demands
- Building a leadership culture one in which TRUST forms the norm. Employees and external customers would like to work with the leadership that they can trust.
- Developing a culture of networking and collaboration as opposed to working in silos
- HR leadership to adopt the principle of Workforce Analytics –Where leaders use data to make informed decisions as opposed to mere gut feelings and speculations?
-HR leaders to apply more skill-focused workforce planning and be able to predict attrition and take corrective action in time other than firefighting at the end
- By creating a new HR culture which is defined by a new set of behaviors, skills, technology tools and communities of practice
- Behaviors – HR to go beyond the normal HR routine and think of more innovative ways to support business strategies
- Skills- HR skills more often center on HR operations. However, there is need to enhance this by adding design-thinking skillset which helps in creating innovative services for better customer experience
- Technology tools- HR needs a set of tools that establishes new innovative behaviors to foster further innovation to measure customer experience of HR services at a touch point. This can easily be achieved through automating HR systems including use of cloud-based software
- KPI’s- The culture has always been that we measure HR by engagement and cost /budget, hence making it (HR) a cost-driven function. However, HR should measure its value by analyzing the customer experience that it provides to employees, managers, CEO’s and even external customers
- Community-HR practitioners are well known for surrounding themselves with their fellow HR practitioners. However, the trend should change such that HR professionals should begin to associate with Out-of-the-Box Thinkers, reputable for innovative background (product design, marketing, business development etc).
We are in the 4th Industrial Revolution – the world where work is changing faster than before. Hence, the need to keep change in check. Otherwise, the change will keep us in check
0 Likes | Login to Like