[Blog 11] HR’s New Role – Future Proofing in the age of Digitisation
In a time of rapid digital change, companies need to evolve and restructure themselves to stay relevant and valuable to customers of the digital age, as well as compete in the global marketplace. Technological development is proceeding at a blindingly fast pace that will only accelerate in the coming years, introducing disruptive technology that revolutionises anything from music to social interactions and indeed, the operation of companies itself. HR being champions of human capital, possessing the wherewithal, knowledge, competence and tools to bring it all together, must ride this wave of opportunity and fulfil its huge strategic role in facilitating the company’s digital transformation. However, in the present, the majority of HR team still holds a more tactical role in their company’s digital transformation journey.
HR is rarely perceived to be a key influence on strategic decision making about digital technology in the business compared to IT and marketing departments. This is an artefact of times long past where HR was less closely interlinked with the realm of technology. Companies still subscribing to this notion may grapple with a lack of investment to properly carry out digital initiatives to fruition, lack of influence, lack of structure, strategy, capabilities and process to create a thriving digital culture. These can contribute significantly to the HR teams’ difficulty in playing a more involved strategic role.
To overcome these challenges, HR team first has to come up with a well understood strategy that connects HR digital aims with the plans and ambitions of the wider business. Such a commitment is undeniably important as the process of incorporating technology into the realm of HR is not instant. Worse, full-fledged HR Management Suites by leading vendors such as Oracle, SAP and PeopleFluent require a baseline level of technological competence to operate, and an even greater threshold to administrate. A huge investment in time and effort is necessary before it begins paying off massively, and companies that achieve this later than their more well-informed competitors will be left in the dust. The HR team must promote their own digital agenda at the board level, and champion digital change to the organisation, be it to the senior management or staff.
HR also needs to think digitally by default, and explore how digital solutions can improve talent search in Singapore and change work processes, thereby starting the digital-centric cultural change. By setting the example, this demonstrates commitment to the digital transformation, and can in turn influence other departments to adopt the same mindset. If this is not immediately possible, specialised analytical staff to assist in HR can be introduced as a stop-gap measure that significantly accelerates the rate of learning, eventually allowing HR to manage such operations on its own.
Lastly, HR needs to empower digital leadership, attracting and retaining digital leaders who can aid in driving digital change. A specific skillset comprising two aspects is required, (1) expertise in leading-edge HR analytic tools, (2) an inclusive and personable attitude for them to quickly proliferate their skills throughout the company, as well as compel each individual employee to be on-board with improving the way the company does business.
HR teams play a key role in facilitating the organisation’s shift from the old to new mindset, enabling the strengthening of a new culture that would help to drive the digital strategy forward. It is thus crucial that the HR team is aware of the role they currently play in the company’s digital transformation, and take active steps to progress from there.
