IDC believes it is the responsibility of HR to address and deliver key elements of digital transformation, as well as transforming the HR function itself.
To aid organizations in this process, IDC has identified five key trends and actions that support digital transformation and the development of HR.
This tool enables HR professionals to understand the delivery roadmaps for realizing these key transformation objectives, starting today.
Most notably, how to follow a logical approach to delivery change:
Drive the HR empowerment agenda up the business and outline the impact and value to top-level objectives: productivity, agility, innovation, expansion, cost-control, talent retention and attraction, as well as knowledge management.
Create a "burning platform" as to why HR capability needs to be distributed: digital transformation, changing business models, new ways of working, empowering and engaging employees. Demonstrate the benefits of change for the wider workforce.
Create agents of change and pick elements of the business with rapid turnover, or demand for self-service. Where are the quick wins and the proof of concepts that can be rolled out to the wider business?
What do you have and what's missing? Quickly establish the tools and systems that can make or break success in distributing HR across elements of the business now and the entire business in the future.
Show the wider business the power of deeper understanding of the workforce. Demonstrate how one clear view of HR will drive business outcomes, specifically productivity, innovation, and agility, and contribute to overall success.
Determine what the bigger picture view of HR needs to be. What will it predominantly be used for and how will it deliver on business requirements? What can we use to be proactive and pre-emptive in HR decision making? What data is required?
Success in this area rests with accessing the right data, quickly and accurately, and with consistency. Ask IT how "we" can create a powerful and scalable approach to working with HR data.
Focus on the HR investments that drive positive business outcomes. Also focus on pain points (talent, resource, agility). How can we plan our workforce future and maintain high performance?
Communicate the changing workspace and how employee requirements are evolving. Focus on the business outcomes, such as a wider talent pool allowing the organization to be flexible at all times and react to market challenges and opportunities.
Demonstrate the requirement for FTEs and departments to tap into wider skills — either flexibly, or the skills of workers who prefer "gig-based" roles. Engage with LOBs on what is missing from their requirements and what could be met with short-term or flexible resource.
Focus in on the question how HR and LOB manage, evaluate, and build relationships and engagement with contingent workers. What tools and processes are needed to support this and how do they differ to what is already in place?
To achieve this look for software tools that facilitate transactions, are totally transparent, and allow frequent feedback and evaluation. Focus on the same tools and processes for employees whatever their position.
Ask yourself and the organization whether the process of yearly evaluation is keeping pace with the changing business. Is it caught up in the processes that define it, rather than being the correct approach to take?
Dig into the effectiveness of this process and ask employees if they still see value in it. Understand that these requirements will vary by department and employee. Ask LOB how the business can move away from the yearly review model.
Position the transition to continuous engagement as a way to build touchpoints with employees. Determine what tools and processes are needed to generate timely and accurate feedback.
What tools already exist that could be utilized to manage this process? What is now required and does it fit the needs? Decide how to use that to drive better engagement and increase productivity.
While content may be vast and exhaustive, how is it being accessed and how often? Demonstrate to the business that knowledge sharing is the essence of talent development and the combined intellectual capital of the business.
Demonstrate how sharing knowledge and teaching others empowers the recipient, but also empowers and motivates the teacher. Highlight the need for collaborative learning as a cornerstone of company culture.
Engage with IT to establish what tools are available to support this kind of distributed learning. Can HR measure learning outcomes and, if not, what are the metrics needed to demonstrate value and productivity gains?
Demonstrate some quick wins and show how the performance of learning platforms and the use of collaborative learning across the business are contributing to both performance and employee engagement.