Hr Transformation

What is the correlation between employee engagement and digital transformation, and how does it affect HR? Digitalizing HR will change everything about the way we work, including the nature of our work, career structures, knowledge, workers, workers’ expectations, and the skills needed to do one’s job. Employees want an experience, not just a career, and they want to be engaged in their work and their company. Human resources transformation delivers these pillars from a business strategy to maximize organizational performance and growth.

We offer up-to-the-minute advice on technology choices, deployments, optimizations, support and change activation. Get the most out of your investment with our advisory services and technology integration expertise. In 2017, Kniché Clark, VP of HR Operations at Change Healthcare, was tasked with helping to implement a merger with the medical supply company McKesson. Kniché’s role already entailed supervising HR support for over 15,000 active employees spread across seven countries. To integrate staff from the merger into a centralized infrastructure while ensuring HR could continue to service employees’ needs and requests efficiently, she knew that outside solutions were needed. “We were going through…the process of integration of two different companies,” Kniché explains. Like Rome, HR digital transformation cannot be accomplished in a day.

There’s no denying the future of work will be increasingly digital. HR digital transformation is a top priority for nearly all corporate leaders. In fact, 67 percent of executives agree their company must become significantly more digitalized by 2020 in order to remain competitive. However, technology alone won’t drive digital transformation – strategy will. The workforce of the future will continue to diversify, with five different generations in the workforce, a sharp increase in contingent workers and the creation of global talent pools.

Strategic Workforce Planning: Why A Holistic Approach Is Vital

degree from Purdue University and an MBA from the University of New Orleans. The business world is far more complex than it was any time before in the history of our civilization.

HR transformation, like any other enterprise business transformation, is a steep mountain to climb. A real Human Resources functional change involves a leap involving people, process, technology, and data. It requires significant change management, adoption, and training issues. Moreover, without a well-thought-out HR Transformation Strategy and Planning, the HR transformation endeavor will be fraught with risk of failure. HR digital transformation is the process of changing operational HR processes to become automated and data-driven. In order for it to be successful, this metamorphosis should involve the organizations as a whole. As the Director of Shared Services at Delaware North, a global food service and hospitality company based out of New York, Bernadette Bargnesi has a lot on her plate.

To be effective, organizations need HR to show up differently. This means setting and achieving the workforce and talent agenda, driving workforce performance and engagement, stewarding the culture, and enhancing the experience for the enterprise’s people. To accomplish these goals, HR needs to align its transformation efforts with the company’s business strategy. This requires an HR transformation strategy that is realistic and executable–with accurate plans, schedules, resource requirements, and estimated benefits that the company can rely on. Greg supports the SAP SuccessFactors North American HR Cloud Sales team, working with senior leadership at current and prospective customers. With a desire to bring competitive advantage solutions to life through innovative strategic thinking, Greg is a trusted advisor who helps organizations implement sustainable long-term HR cloud platforms with high impact. His current focus is on HR thought leadership partnering with customers on research, surveys, focus groups and engaging on social media.

Hr Digital Transformation Examples

Peter is a business transformation advisor supporting the North American SAP SuccessFactors HR Cloud Sales team for the East region. He partners with senior leadership at both current and prospective customers to foster executive-level alignment around transforming business strategy and people strategies into quantifiable business results. Peter works with clients to analyze the state of their current human capital management strategy, processes and systems, and evaluates the case for change and transformation. in sociology from Hartwick College in New York and a master’s degree in comparative labor history from the University of Warwick in Coventry, England.

All too often, human resource organizations transform themselves in a strategic vacuum, responding to the business’ day-to-day operating needs without a clear view of the big picture. Plans, models, initiatives, and formal transformations add up to nothing if the business outcomes don’t change and if the business performance is not sustained.

These are popular examples of organizations that have transformed their industries into something different—something more. Under Armour is not just selling shirts and shoes; it is connecting 38 million people on a digital health platform. Facebook is not just a social network; it is the largest media company even though it doesn’t create content. Alibaba is not just the largest e-commerce company; it is a financial services and technology company blurring industry lines. Are you providing an optimized employee experience for end users and your HR teams? Mercer approaches technology through a people and business lens, evaluating your unique business needs and environment.

Workforce Strategy

Digital transformation is a methodology that organizations use to implement automation into their business processes. For HR departments, historically this meant focusing on process design and scalability to achieve uniformity in HR practices. Contemporary HR departments, however, are tasked with a broader range of responsibilities. In addition to optimizing their department’s business processes, HR also needs to focus on optimizing employee productivity, teamwork, and facilitating professional growth. This type of transformation process, however, can’t happen in a vacuum. In other words, HR needs to work closely with other functions within the organization.

Companies are looking to transform their HR functions into true drivers of business success — going beyond the functional roles to a strategic one. The conversation surrounding how best to go about transforming HR, however, is up for debate. Combining a number of pillars can transform a company, as well as its employees, creating a solid foundation. The rate and scope of digital transformation in HR departments is both accelerating and broadening. In addition to improving human resources processes through automation, modern HR departments are largely responsible for driving digital transformation at the organizational level. Not only that, they also must do it in a way that is simple, relevant, and appealing to an increasingly complex range of stakeholders. Each transformation has to be put into the business context.

No organization can afford to have a simple business model that worked several years ago. Competitors evolve every day trying to grab the market share. The firm has to change its processes, products and services to succeed on the market. The same story has to live in Human Resources Department. HR Professionals have to understand to the business strategy and how Human Resources can contribute to the success of the company. HR Transformation is an essential part of the success of the modern company.

• All too often, human resource organizations transform themselves in a strategic vacuum, responding to the business’ day-to-day operating needs without a clear view of the big picture.
• Peter is a business transformation advisor supporting the North American SAP SuccessFactors HR Cloud Sales team for the East region.
• He partners with senior leadership at both current and prospective customers to foster executive-level alignment around transforming business strategy and people strategies into quantifiable business results.
• in sociology from Hartwick College in New York and a master’s degree in comparative labor history from the University of Warwick in Coventry, England.
• Peter works with clients to analyze the state of their current human capital management strategy, processes and systems, and evaluates the case for change and transformation.

It answers to real needs of the company that needs to acquire additional skills to be competitive. The change has to become a natural part of our core HR values and capabilities. Human resources transformation is certainly not a new topic but has remained a critical issue across the globe.

No leader will approve the change that is not aligned with the general vision of the organization and the standard business requirements. Most organizations identify weak spots in Human Resources that block the possibility to reach higher productivity and performance. Connecting the weak points with the potential gains in productivity is always an excellent start of any transformation journey. The CEO supports changes that are beneficial for the company; the top management does not support individual ambitions of HR Managers with no evidence of benefits for all. You most likely have experienced companies transforming industries, such as Airbnb, Amazon, and the food delivery industry in Blue Apron and Home Chef.

These changes increase the complexity of HR, and yet new technology is enabling better strategic planning and management of related HR work. An important reality with any digital transformation is that technology alone will not build culture or engage employees. Creating meaningful work will be even more important than in the past, especially with Millennials, who will be the majority demographic in the workforce of the future. Employees seek purpose to what they do at work and will be reluctant to use new technology if the work itself or content on the apps they interact with is not interesting, relevant and motivating. Employees must know they have room to create the future by being empowered to innovate.

The key is to start small with a specific outdated and/or inefficient HR process. This minimizes the impact to existing HR processes and employee productivity while giving the organization an early win to build confidence and pave the way for future success. A good rule of thumb is to start with an HR process that offers a large benefit with relatively low effort and risk. This is a major mistake that can lead to bottlenecks in workflows and significant declines in productivity. Automating an already broken or inefficient process will make it worse. Prior to introducing any new technology into existing processes, organizations must spend time building, planning, and testing its workflows.

Recent topics researched and presentations given include Continuous Performance Management, Diversity & Inclusion, CHRO Metrics, Digital Workforce Transformation, Telling the Value Story, and Going Global. Greg is an HR professional with more than 20 years of talent management and HR leadership experience. He has helped drive global HR transformation in M&A environments, professional services organizations and the life sciences industry with Roche, Aon Hewitt and Baker McKenzie.