How to Digitalize Your HR Function

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The digitization of HR is about the transformation of the entire way we think about HR

There are times when seismic shifts in technology have enabled people to have more functionality. Looking back at history, there are a number of examples we could highlight, with the Neolithic Revolution and the Industrial Revolution being perhaps two of the more well-known ones.

In recent times, revolutions in information telecommunications such as the internet and the rise of social media have led to a huge increase in the speed, connections, capacity, and output of the back office. As a combination of these things, Digital extends from simply focusing on the back office or production, to having a direct impact on the customer and consumption—enabled by technology such as artificial intelligence (AI), the Internet of Things (IoT), and 3D printing as well as an increasingly transient workforce, social, blockchain, and the shared economy. 

Rather than just technology, the digitization of HR is not just about technology, but rather about the transformation of the entire way we think about HR as an end-to-end model. With this in mind, here are a few things to consider when thinking about digitizing your HR.

Put the employee at the heart of Digital

Digital HR requires a change in the target operating model and a clear thought process on how HR roles and skillsets of leaders, centers of excellence, HR business partners, shared services, managers, and employees are changing.

Digital HR demands a fresh look at the culture and experience from an end-to-end process and technology design point of view, where employees, managers and HR adopt a new way of working.

Processes start with the end customer

Processes have to be rethought and reimagined to enable customers to interact at a global and local level. This involves eliminating unnecessary steps, optimizing interactions and automating where possible, and enabling robots where it makes sense. Digital HR means that HR needs to take an end-to-end perspective that starts with the individual customer.

Technology only does what you tell it to do

This old saying still holds true, and technology is all too often expected to resolve problems without giving the appropriate consideration to experience and processes. There are human capital management (HCM) technology platforms that can do amazing things—Workday and SuccessFactors being just two. But, first, they don’t do everything, and, second, this is the tip of the iceberg, with 2018 expected to see the power of machine learning unleashed in HR:

  • The need for supplementary technology—Workday and SuccessFactors are not always sufficient for the requirement from the business. Outsourcing providers that operate in the HR space can often provide ready-made processes that plug the gaps in documentation as well as archiving and content management systems according to what solution a particular business needs.
  • Unleash the power of machine learning—the data collected by systems in the consumer space has been mirrored by the prolific growth of Facebook, LinkedIn, Netflix, and Airbnb and has led to a wealth of new operating models. In HR, this rich and powerful people data is a game changer that is defining success and failure in a company. The application of machine learning in this space will be where HR will add value in the future. HR won’t just react to events; it will be able to proactively respond to changes.

Digitizing your HR function means that your HR starts with the customer, the process operates end-to-end, and is enabled by technology that moves beyond simply reactive HR to machine learning to keep up with the rapidly changing and disruptive business markets of modern business.

In line with the “Capgemini Effect,” which focuses on the human benefit, our supplementary technology and end-to-end processes can plug the gaps in your HCMs. Capgemini’s Digital Employee Operations can improve HR function and increase employee satisfaction. After all, we don’t ever forget what the “H” in HR stands for.

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