Rapid advancements in technology have influenced every sphere of our lives and organisations that have not caught up with the digitization boom are losing out on reaping profits by cashing on the momentum of change. Technology innovation has indeed contributed to HR transformation in a big way. It is influencing the way people think, work and collaborate.
This is the new age of the tech-savvy workforce, and millennials will reign the global workforce by 2020. Companies across Asia seem to be grappling with this sea change and many seem to be lost in the process of transformation and transition to the digital. Are you prepared to go digital?
“Companies need to plan if they want to embrace digital. Work out exactly what you need, consider precisely what HR services you (and the users) want and what employee information you’ll need now and in the future. Workforce analytics is changing the employment landscape, not only in Asia but globally,” says Dion Groeneweg, Head of HR Transformation and Workforce Analytics, Growth Markets – Mercer in an exclusive interview with HR in Asia.
Read on for more insights on what the future of work will look like…
Day-to-day HR function can be transformed in many innovative ways using technology. For example, integrating HRIS systems with job matching apps. This allows companies to identify job seekers unique traits, personality and career aptitude through a series of short and fun neuroscience games.
The results can then be used internally to identify opportunities for existing employees or externally to locate suitable talent who wouldn’t otherwise have applied. This will change the way things are done in HR.
Companies need to plan if they want to embrace digital. Work out exactly what you need, consider precisely what HR services you (and the users) want and what employee information you’ll need now and in the future.
Spend time to have a conversation with the vendors and existing users to understand which system fits best and gain feedback from former users, before deciding on the system to choose and implement.
Identify other bolt-on technologies, some additional capabilities that might not be included in the chosen system. Get assurance on security and privacy – example, mobile interfaces or data offshoring.
Most importantly, keep employees informed and excited! The fundamental meaning of HR transformation today is transforming the way people think, connect, and collaborate. Hence, a new system needs a new mindset and this requires full communication to overcome any scepticism or reluctance.
HR technology is changing the role of the HR, especially systems like Workday.
Employee Service Centres for example will be affected. Traditionally, Tier 1 handles the basics – “first line” of inquiries; while Tier 2 handles the more complex cases that require more research. When implemented properly, technology and knowledge management enables tiers to work seamlessly, and may even disrupt the tiered model in several ways –
The HR Business Partner Model (HRBP) is finally evolving. Given the fact that the HRBP roles were not well implemented in many companies (e.g. Generalists with a new title without proper upskilling), majority will be focusing on improving the capabilities of their HRBPs.
The demographics of the workforce are changing — and so too is the “deal” that employees expect from the business or their employers. Millennials will by 2020 dominate half of the global workforce. These employees are seeking ways to fit work into a variety of different life models.
They want more flexibility and autonomy in their work environment, as well as more holistic advice from managers and more tailored solutions for their rewards and benefits. We are seeing the need for greater transparency in workplace. Not only the executives, are employees at all levels of the organisation asking for more transparency and flexibility with regards to career pathways.
In today’s age of readily accessible information, employees expect more than just a download of information. Instead, they want to a have personalised and honest conversation with business leaders. For instance, instead of pay calculation explanations, they want to know salary range, what different career moves might yield in monetary terms over the longer term and how they can get there.
Workforce analytics is changing the employment landscape, not only in Asia but globally. Workday is providing organisations with the data they require. An increasing number of companies are tackling workforce issues by leveraging data and analytics. They constantly collect, analyse, and interpret data to add value via their recruitment process in terms of improvement and effectiveness.
More companies also starting to forecast their critical workforce requirements for the next 5 to 10 years to ensure a strong talent pipeline is built. With the understanding of talent challenges in critical workforce segments, the business (together with HR) are able to provide insights into build, buy, and borrow strategies to address them.
The rise of data and technology allows businesses to make informed decisions and actions across all recruitment activities, as well as provide feedback into people and business goals.
There are more opportunities than challenges – moving to digitisation will increasingly allow more flexibility in working approaches. For example, virtual working teams.
It is very difficult as there are often absence of female role models, lack of pro-family policies, and women’s reluctance to promote themselves.
The typical day-to-day challenges a female leader would have to face in a male-dominated industry are:
What can they do to thrive and survive? Find role models, focus around building specific skills (e.g. networking if they are uncomfortable doing this), Seek out a group of executive sponsors.
Active talent management drives better outcomes. Simply implementing programs to support woman’s needs is not enough – specifically companies need to actively manage pay equity, they need to ensure women and men have equal access to profit and loss responsibility. This leads to better gender diversity outcomes.
Organisations can also implement programs to encourage female networking and role models, implement mandates for senior executives to mentor junior women. Organisations can further seek to provide support services and facilities to manage work-family life balance. Companies can also include gender diversity indicators in executive performance reviews.
Catalytic learning capability, entrepreneurial spirit, adventurous, sensitivity/cultural adaptability and last but not the least, global mindset are the five key characteristics of global future leaders. These are driven by three key trends:
Content rights: This exclusive interview coverage and content is produced by HR in ASIA. Any redistribution or reproduction of part or all of the contents in this interview is prohibited. You may not, except with our express written permission, distribute or commercially exploit the content.
Feature image credit: Forbes.com