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Viewing entries tagged
digitaltransformation

Meet the 4 Robots Populating HR

There are four different types of RPA, and the sophistication is increasing.  The disruption  of these technology will mean in the next 4 years these apps and or bots will be populating HR from hire to retire.

2017 HR Challenges and Trends

HR has it's challenges and in 2017 these are the one's I am constantly working and collaborating on.

  1. Speed and agility to recruit and develop
  2. Still! Complicated, manual and not connected
  3. An increasing transient workforce
  4. Outdated roles
  5. A poor employee experience
  6. The experience in life surpasses that we have in the workplace

The pace at which we are moving is disrupting, and HR is raising its game.

HR Innovation Failure. Who Forgot About the Documents!

Whilst the effectiveness of the process and user interface of the new Human Capital Management (HCM) Systems are impressive there is one area in HR that has been forgotten, and there is little we can do to get away from it.  One area I am always busy working on and improving is documentation!

The documentation in HR is kind of insane!  There are the: offer letters, contracts, employee data changes where legal documents are required, leavers documentation etc.  Each document requires data collection of both what is global and local data.  Data that needs to be collected and stored in the Global HR system, and data that is only needed for local systems e.g. for payroll or legal requirements.

Just take Russia where you have for example a Global Workday, but also C1 there are circa 26 additional local data fields to collect for a New Hire to become and employee.

The HCM systems that are being implemented have pros and cons in regards of their ability to deal with global and local data. However, none resolve the documentation challenge.  There are two contenders HotDocs and Escriba that integrate well with both SuccessFactors and Workday and resolve the following problem:

  1. Data reading from systems such as e.g. Taleo, SuccessFactors or Workday
  2. Collection of global and local data if outside of the system e.g. in recruitment
  3. Data validation to reduce down stream errors e.g. special characters
  4. Automate generation of a compliant, consistent and correct document 
  5. Effective dissemination for approval
  6. Effective retrieval of the document via electronic signature
  7. Write capability of taking the data collected to the HCM

When you consider the process, also consider the documents.  This will be an area of experience and effectiveness that can be greatly improved and more innovation is to come in the future to change the face of HR ;).

 

 

 

4 Digital Profiles - Do You Recognise Them and Where Do You Want To Be?

 

Capgemini's research with MIT identified four different types of digital profile.

  1. Digirati
  2. Fashionista
  3. Beginners
  4. Conservatives

The four types of profile, have different appetites for digital technology, and a different alignment to the business strategy and goals.  Working with clients I see this in daily life where there is just not the appetite to leverage technology and transform.   The digital transformation may make strategic sense, but due to a conservative mindset, politics or silo's the business case is ultimately impacted.

Capgemini's digital research with MIT is useful is to use.   It helps companies to understand where they themselves, and where they want to be, and in quantitative terms play back the financial research on revenue and margin.

  1. Digirati's adopt technologies that align to the business goals.  Research on this group  showed:
    • Companies with a stronger digital intensity had 9% higher revenue 
    • Companies with strong transformation management 26% higher profits
  2. Fashionista strong on digital, but weak on transformation and alignment to the business:
    • Companies with a stronger digital intensity had 6% higher revenue 
    • Companies with lower transformation management -11% profit
  3. Beginners have an appetite for digital, but organisation silo's and legacy systems make it hard to make a transformational impact on the business:
    • Companies with some digital intensity had -4% revenue 
    • Companies with lower transformation management -24% profit
  4. Conservatives no to low appetite for digital, or have significant bureaucracy that impacts digital transformation:
    • Companies with a lower digital intensity had -10% revenue 
    • Companies with lower transformation management 9% higher profit

The research provides insight of barriers, and what needs to be addressed in digital transformation.  The transformation journey in a insurance company may for example be different, in order to gain buy in of an organisation entity, and adoption. A different approach would be appropriate for a Digirati in the hospitality or tech industry.

Digital and Transformation go together and this insight provides insight, SO WHAT:

  • Which are you?
  • Where do you want to be?
  • What is the right approach for adoption?

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