Major engaging and retaining top talent, improving employee

Major Human CapitalTrends    – Digital HR Introduction to Digital HRIn today’sworld, every individual spends an average of more than 2.

5 hours a day onmobile devices. The workforce is consisting of more and more millennials, whoexpect the same level of connectivity in their workplace. Digital HR integratesSMAC technology – Social, Mobile, Analytics and Cloud- to simplify and speed upthe HR processes of analysing employee data, recruiting top talent, engagingand retaining top talent, improving employee performance, recognition andcompensation. Digitisation has led to development of a work culture thatenhances transformation, productivity and engagement of the workforce. When HRfunctions are successfully integrated with applications, the department canreceive 10 times the responses from employees than they could before. Digital HRis two-fold.

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It not only means digitalising the HR processes and systemsthrough digital platforms and applications, but also facilitating the processwhereby business managers and employees transition to a digital method ofmanaging and working.Dave Ulrich,in his book ‘Human Resource Champions—The Next Agenda for Adding Value andDelivering’, divides HR into 4 key roles. We can observe how the digitisationof HR changes the character of each of these.  STRATEGIC PARTNER: It consisted of aligning strategieswith the business. It fostered customer focus in the business.

Digitisation ofHR shifted this role towards integrating business strategies with the futuredigital environment. It also focussed on adopting tools that would better servethe internal customers, i.e., employees.CHANGE AGENT: The department understood thebusiness culture and assisted managers in facilitating change.

It now involves usingtools to facilitate e-based learning. The lead the path for better, newer waysof working, developing ADMINISTRATIVE EXPERT: Plays the role of structuring andimplementing HR processes to meet the unique needs of the business, as well asto manage costs. It now extends to analysing and using multiple sources ofdata. It uses this data to come up with solutions for various employee relatedproblems as well as to structure policies for talent acquisition and employeeretention. EMPLOYEE CHAMPION: The role involved enhancingemployee contribution and commitment and building effective people processesand practices. Digitisation has improved employee engagement though variousdigital platforms and networking tools.

HR is slowly but surely transforming to adapt to the changingdigital environment. The old methods are increasingly proving ineffective inmanaging the millennial workforce. Digitisation is streamlining HR processes,improving employee engagement and accelerating the processing period. Itprovides real time information and analysis.The shift in HR is happening in the areas of workforce,workplace and the HR function itself. According to a 2017 survey conducted byDeloitte:·       56%of the surveyed companies are designing their themselves to leverage mobile anddigital tools and platforms.·       51%of the companies are developing and adopting digital business models·       33%of them are using AI for HR solutions·       41%are developing mobile apps for their HR functions Trends in Digital HRTALENT ACQUISITIONFinding theright employees is important for any company, but is more so for technologycompanies and seasonal manufacturers that require a large number of employees.Todays online platforms have recruitment management systems that facilitateeverything from sourcing to the final on boarding.

The tools help with- findingjob candidates, marketing the company, distributing job postings, conductingcandidate skill assessment, psychological testing, background screening, onlineinterviews and on boarding.TRAINING Only 12% ofcompanies in 2017 say they have a strong digital employee training programme.Online training programmes have several advantages over the traditionalmethods. It supports collaborative learning where employees work in teams tosolve real work scenarios. It strengthens employees’ ties to their colleaguesand helps them develop strong relationships. These platforms also allowemployees to conveniently track their own progress, responsibilities andtasks.    PERFORMANCE MANAGEMENTDigitalplatforms allow for continuous assessment of employees. Employees are able toconstantly update their progress on various assignments, and superiors are ableto evaluate them.

It allows for the use of analytics whereby managers canassess the performance of individuals as well as departments.EMPLOYEE WELLNESSDigitisationof HR will help collect various information that could be collaborated to gainknowledge about employee working conditions, happiness and work-life balance. Informationregarding employee engagement, performance and recognition could be assessed toprovide advice on how to improve working conditions, efficiency of performanceand career advancement strategies. TEAM MANAGEMENTDigitaltools and platforms make it easier to facilitate team work. They offer optionssuch as real time messaging, archives and searches. PEOPLE ANALYTICSDigital HRis paving the way for analytics. New tools enable management to collect andanalyse data.

This data could be used by the company to schedule meetings,reorganise facilities and drive employee engagement.  Tools Enabling Digital HRSwitch: this is a job-matching applicationthat connects candidates with hiring managers. It eliminates the need for thirdparty recruiters. Job seekers can swipe right to show interest, or left to passon job openings. Similarly employers can swipe right to reciprocate and left toeliminate. Wade&Wendy: these are chatbots that facilitateadvisory and hiring functions.Wadeprovided career guidance and grows with the individual’s career journey.

Wendyis the in-house hiring assistant that screens and delivers candidates that meetcompany needs. Mya: This chatbots automates 75% of the recruitmentprocess. It uses AI and natural language processing to automate the recruitmentprocess.

Mya conducts initial interviews to screen candidates. At the end ofthis it ranks the candidates based on weighted factors.SuccessFactors: this is a workforce analytics toolthat automates collection and verification of employee data. It enables one tobenchmark company performance against others in the industry. It analyses andforecasts trends.Starling: this is a predictive behaviouralanalytics platform that enables companies to quantify data relating to humanbehaviour.

Workday: it brings data from various sourcesonto one platform to enable producing and sharing of business insights within facilitates data preparation, data management and operationalanalytics.BetterWorks: this platform enables continuousperformance management. Employees can set their goals, regularly post updatesand give feedback. It increases employee engagement as well as transparencywithin the company.Ultimate Software: it is a cloud based platform thatprovides human capital management facilities o its users. It includes data recording features related to time andattendance, employee on boarding, performance management, compensationmanagement, succession management, recruiting, and predictive analytics.ObstaclesAdoption of new methods: Digitisation of the HR functions willrequire HR personnel to familiarise themselves with the new technology.

Itrequires from them a skill set different from what was required in traditionalHR. they must possess good analytical and statistical abilities as well as begood at operating the new technology.Perceived role of HR: the HR department is viewed by topmanagement as cost centers and not profit drivers. Thus undertaking newinitiatives is difficult. This department is the most subjected to cost cuts.

As such, adoption of expensive technology will be slow.Out dated IT systems: the HR IT systems are not compatiblewith the latest technology and tools available in the market. HR processes aretraditionally supported by multiple systems and sometimes custom-built systems.These systems no longer function as required. They are incapable of supportingthe latest technology.

Poor data collection: disconnected systems and independentdata sources create challenges in data collection. Apart from this, very fewcompanies collect data in the sphere of competency skill gap, employeeengagement etc.The RoadAheadBuild Top Management Consensus: in order for the HR department toprogress and move towards digitisation, top management support is a hugerequirement. It is up to the department to develop long term holistic views ftalent acquisition and training and align its activities to company goals. Thiswill help establish HR as a strategic partner that drives profits, rather thana cost centre.

Upgrade HR IT Systems: the traditional fragmented IT systemswill not be able to support the latest tools and platforms available. Firmswill have to adopt flexible, interoperable systems. New technology will becompatible with cloud based platforms that provide scalability and can beimplemented and operated at low costs.

Deliver Multi Channel Presence: the new HR systems should helpdevelop relationships between employees and the company. HR interactions shouldbe seamless across the various channels. HR will be required to monitor all thechannels to ensure that it is responding to each.Use Data to Drive Decision Making: HR should employ methods that aredata driven. This should start right from sourcing of candidates to on boardingof employees.Companies Doing It RightDeloitte has topped the list of the globesbest consulting firms for digital HR transformation.

It is the most advancedsupplier of HR technology. It is using its digital acquisitions to offer newservices in the field of HR. PwC ranks second on the list. It has both deepexpertise as well as strong partnerships with cloud HR technology systemproviders. At a joint third are EY and KPMG. EY has a holistic view and approaches HR from the perspective ofclient company’s business objectives. KPMGoffers strategy, operating model design and implementation services.

  In fourth stands McKinsey & Company. Theyprovide services like translating clients’ HR and business objectives intohypotheses that can withstand empirical tests via data analysis. Fifth positionis held by Bain & Company.

Its services are aimed at the human element ofHR. It is known for its work in corporate strategy and management, and hasextended its reputation as an industry leader in the delivery of digital HRtransformation engagements.   


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