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Digital HR: A Guide to Technology-Enabled Human Resources
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ISBN-13: 9781586445423
Media Type: Paperback
Publisher: Society For Human Resource Management
Publication Date: 06-18-2018
Pages: 256
Product Dimensions: 5.90(w) x 8.90(h) x 0.80(d)
Deborah D. Waddill, Ed.D., is president of Restek Consulting, which helps HR professionals around the world make the right technology decisions.
CHAPTER 1 Technology and Its Impact on Human Resources and Business Professionals TOPICS COVERED IN THIS CHAPTER • HR technology terminology • Impact of HR technology on HR roles • HR competencies and technology • Gauging organizational readiness for HR technology • The competitive edge — effective HR strategy • HR strategy and leadership It is an exciting time to be in the human resources field. We are seeing the impact of the technology revolution, now labeled by some as the "Digital Age" or the "Fourth Industrial Revolution." This is no small transformation. All of the major consulting firms offer the same prognosis. Forrester, Gartner, McKinsey, Deloitte, and others point to the radical alteration the disruptive technologies, such as social media, cloud computing, data analytics, and mobile, have on the way we do business. They also have impacted HR. In fact, HR has perhaps been most shaken up by this technology revolution. As one part of the organization that connects with all workers at every employment stage from recruitment to separation, HR now has systems available in the form of HR information systems, human capital management systems, and HR management systems that handle the entire employee life cycle and more. The new HR systems provide predictive analytics and management services never seen before in technology. Here is the twist: Perhaps for the first time, HR is in the driver's seat, fully entrenched in the executive suite making critical decisions that impact the organization. "Digital HR" is the new professional nomenclature for those HR departments that embrace these new technologies. Empowered by technology, HR is evolving toward • Modern, dynamic, and networked organizations that thrive on organizational structure based on small, agile work teams; • Ongoing employee learning, enabling a learning environment that is flexible and on demand; • Acquisition of talent using leading-edge technology; • Enhanced employee engagement that thrives on technologies such as social networking, prescriptive analytics, and cloud-enabled access to resources; • Performance appraisal models that offer continuous (not periodic) feedback; and • An HR experience that thrives on mobile applications, artificial intelligence (AI), and other innovations. In a Workforce article entitled "HR 2018 Future View," a panel of futurists forecasted (1) the rise of virtual teams enabled by videoconferencing; (2) recruitment using virtual, global, and just-in-time tools tied to a return-on-investment (ROI); (3) data-driven decision–making; (4) continuous learning supported by technology; and (5) a talent management strategy primarily reliant upon systems. Now, more than a decade later, all of these technology predictions have come true. Even the expected HR competencies and roles have shifted. HR TECHNOLOGY TERMINOLOGY There is a whole new genre of systems that handle all of the talent management functions. They are called human capital management (HCM) systems. HCM has emerged in full force, with systems that can handle every aspect of the talent management process. By definition, human capital management is "the comprehensive set of practices for recruiting, managing, developing, and optimizing the human resources of an organization." For some people, the term human capital management is offensive, as it implies that humans are a type of inanimate object. Understanding that the term is simply meant to encompass all processes of talent management, for the purposes of this text "HCM" and "talent management" will be used interchangeably. The terms represent the powerful and all-encompassing talent management systems forecasted above. IMPACT OF HR TECHNOLOGIES ON HR ROLES Not surprisingly, the new HR technologies — including HCM — have an impact on HR roles. As technology gains importance, it supports — and in some cases, supplants — many of the people-care functions that HR professionals previously handled themselves. In leading organizations, conventional HR functions have shifted to frontline managers who are tasked with people management, or "people care." In this situation, HR professionals partner with managers who provide the people care, while HR takes on the role of HR business partner (HRBP). An HRBP is an HR professional with a customer service mindset who understands the organization's vision and mission, applies policies that align with the objectives, and executes the HR strategy. The changes to roles have also impacted the HR generalist and HR specialist positions, making them less prevalent. Organizations now often refer to HR professionals with the following terms: • Strategic partner (typically an executive role) • Change agent as HRBP • Administrative expert (often providing expertise in a shared service center) • Employee champion as HRBP Under this new paradigm of roles and responsibilities, HR professionals must develop new competencies to fulfill the roles of strategic partner, change agent, employee champion, and administrative expert. HR COMPETENCIES AND TECHNOLOGY With the shift to new roles and the introduction of new, powerful HR technologies, the required set of HR competencies have also changed. Promoted by organizations such as SHRM and the HR Certification Institute (HRCI), HR competencies in the twenty-first century differ from those in the twentieth century primarily because of the need for skills that are technology related. For instance, with the advent of social media, necessary communication skills include an understanding of how to create and share content through media for HR purposes. Critical analysis skills must include an understanding of how to use big data to inform HR decisions. In 2015, HRCI collected over thirty thousand worldwide surveys rating the competencies and performance of more than four thousand HR professionals in 1,500 organizations. In accordance with this study, SHRM provides a set of nine competencies for the HR professional. Two of the nine are related to technology — communication and critical evaluation. Technology supports, extends, and enhances all HR functions and, if used properly, can ultimately increase the effectiveness of an HR individual, team, department, and organization. HR professionals must have the skills and competencies to maximize the inherent value of these technologies. GAUGING ORGANIZATIONAL READINESS FOR HR TECHNOLOGIES An HR professional, whether executive, manager, strategic planner, change agent, administrative expert, or employee champion, interfaces with the technologies used within an organization. As a growing number of HR-specific technologies emerge, the organization's culture and its disposition toward new technology become increasingly relevant. It is HR's responsibility to assess the organization's readiness for new technologies. A 2017 McKinsey article titled "Culture for a Digital Age" provides insight to the assessment of organizational readiness for new technology. The article identifies culture as one of the main barriers to a company's successful implementation of new technologies. The following are key elements of culture that prohibit an organization from moving forward and embracing new digital-age technologies. • Functional and departmental silos, • Fear of taking risks, and • A lack of customer-centric mentality. Overcoming these cultural roadblocks is the job of the HR department. Let's first determine what they are and then how to overcome them. Functional Silos Functional silos represent what Goran, LaBerge, and Srinivasan call a "narrow, parochial mentality of workers who hesitate to share information or collaborate across functions." Silos have existed within organizations for decades, but the relevance to this situation is that they prevent an organization from supporting and investing in HR technologies that would benefit employees in all of the business units, not just the HR department. This narrow viewpoint can be overcome using simple methods such as routine management job rotation, multidisciplinary teams, and data transparency and sharing, all of which are best enabled by technology. Fear of Taking Risks An organization that is risk averse will lack innovation. Risk-taking must not be reckless and implemented on a large scale; rather, it should be inculcated in the culture by allowing small risks. Giving frontline workers the tools and decision-making ability to handle issues can combat risk-averseness. It also frees up the otherwise rigid approach to decision-making in general. Lack of Customer-Centric Mentality The lack of a customer-centric view also restricts the adoption of new technologies. When the customer comes first, management is compelled to provide the tools to properly serve the customer. These should be leading-edge approaches; for example, collecting and analyzing big data available through practices and systems that provide current, ongoing information about the customer interests, preferences, and needs. A customer focus requires investment in the technologies and tools necessary to provide excellent customer service. Elements like the organization's vision and mission, management philosophy, the tone of labor-management interactions, and the degree of shared agreement about the technology also impact an organization's readiness for a new technology. Is the organization adaptive and receptive to new technologies, or is it more resistant to technology and the changes it will render? Does the organization view technology as fundamental to its success, or are the technologies viewed as peripheral to the organization's goals and therefore of lesser priority? Why do you care about identifying your organization's predisposition toward technology? Because it will govern how you approach introducing a new technology. This is especially important if the new technology is one that will upset the organizational norms. In that case, you will need to be an employee champion who is also a change agent. Your assessment of the organization's stance toward technology in general then provides an indicator of the level of resistance you can expect toward new HR technologies. Remember that the majority of organizational change efforts fail. Consequently, in order to mitigate potential failure of a new technology, your understanding of the organization's stance toward technology should cause you to adjust your approach. The intensity of your role as change agent will vary based on the receptivity of your organization toward technology. The more resistant to technology your employees and organization are, the more preliminary work you will have to do. THE COMPETITIVE EDGE: EFFECTIVE HR STRATEGY Introducing a new technology is not a simple endeavor. It requires assessment regarding the level of pushback that will be met and an overarching HR technology strategy. An HR technology strategy is separate from and builds upon the organizational strategy. The organizational strategy drives the competencies and behaviors that employees must have. HR must develop a strategy that includes the HR approach to policies and practices that further the organizational strategy. HR must first formulate and execute policies and practices that produce the employee competencies and behavior to achieve the organization's strategic aims. Second, HR must align the HR technologies with the organizational strategy and in support of the required employee competencies, skills, and behaviors. This is why the HR technology strategy is extremely important: it is both the blueprint and roadmap for the HR technology selection and implementation necessary to support the organizational strategy. An HR technology strategy that aligns with that of the organization requires the following: • A mission statement that includes the organization's present purpose; • A vision statement of the organization's goals for the future; • Details of HR technology goals and objectives; • Logistics defining how the HR technology strategy will accomplish its goals and objectives; • Methods for measuring achievement of HR technology strategy goals and objectives; • Budget detailing resources and measures needed to implement the strategy; • Timeline or schedule for completing the objectives, typically three to five years; and • Yearly reevaluation, assessment, and (if necessary) adjustment of the HR technology strategy. A graphic representation of this approach can be found in Figure 1.1. HR TECHNOLOGY STRATEGY AND LEADERSHIP Twenty-first century HR practice requires a bold new leadership approach that is neither top-down nor authoritarian as we saw in the twentieth century. Rather, the HR leader must be authentic, collaborative, transformational, and inspiring. HR must make decisions that will impact the organization's financial well-being. You, as an HR decision-maker, should institute policies that demonstrate your value using best business practices and measurable positive outcomes. You cannot fly under the radar nor can you allow others to make these important decisions for the HR department. A lack of knowledge about HR technologies should not hobble your leadership. Instead, embrace the leadership role and work in conjunction with your Information Technology department and other business units to find the best solutions. You must collaborate with the business units, employees, and IT professionals in the decision-making and technology selection process. Leadership of this caliber requires humility and a learning disposition. HR leaders must seek information from the best possible sources using benchmarking, current literature, CoPs, and formal learning opportunities to inform and underpin their decisions. We must inspire others with our vision and demonstrate how the chosen technologies empower employees. No one should have to clean up after failed HR technology implementations. As HR professionals and leaders, we should have the forethought, organizational knowledge, change agent approach, and skill to avoid such failures. HR professionals are now in the driver's seat. We can implement change proactively by communicating. We need to use the appropriate technologies to develop workers and empower them by giving them the training and tools they need. Throughout this text we will emphasize your role as a leader to design and execute an informed, successful HR technology strategy. • TIPS AND TOOLS FOR HR TECHNOLOGY STRATEGY • Identify your organization's strategy, then consider how HR can support and advance it. • Examine the organizational readiness and context for new technologies to gauge change agent role. • Assess your HR departments' competencies and technologies and their fit with the overall organizational technology strategy. • Create an HR technology strategy that aligns with the organization's strategy. • Reassess and adjust the HR technology strategy periodically. GOING FORWARD HR professionals must be aware of those technologies that can be used to fulfill the mission and vision of the organization. We must be involved in the technology selection and implementation processes as well as in the business process redesign. We should take advantage of the new, sophisticated, labor-saving hardware and software, and represent employees' best interests in the technology selection process. In so doing we add to our own credibility by being knowledgeable about HR technologies. HR professionals must design an HR technology strategy that reflects the organization's mission and vision while taking into account the organizational readiness for technology. The present business challenges cannot be solved using solutions from the past. The HR skill sets that were acceptable in the twentieth century will not suffice in the twenty-first; they must be revamped and updated to incorporate new communication and critical analysis tools. Additionally, we cannot and should not let others make important technology decisions for us, foisting upon us solutions that are not custom-designed to solve HR challenges. Instead, HR professionals need to take the lead to design and implement the HR technology strategy. End-of-Chapter HR Technology Strategy Questions Considering your organization's overall business strategy, answer the following: 1. What is your organization's HR technology strategy and how does it align with your organization's mission and vision? 2. What additions or modifications to your organization's HR technology strategy would you suggest to ensure its success? We will refer to your organization's HR technology strategy as a living document, subject to review and revision based upon learnings gleaned about major HR technologies and trends. If your organization has no HR technology strategy, this is your opportunity to influence and guide the development of one. Technology Trends in Digital Human Resources TOPICS COVERED IN THIS CHAPTER • Five major technology trends • The intersection between the trends • Security • Trends and general technologies • Cloud computing options • Internet-of-things applied to HR • HR's role, new technology trends and the worker • Regulatory and legal issues regarding technology Read an Excerpt
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Foreword xi Preface xiii Part I Technology-Enabled Human Resources Chapter 1 Technology and Its Impact on Human Resources and Business Professionals 3 HR Technology Terminology 5 Impact of HR Technologies on HR Roles 5 HR Competencies and Technology 6 Gauging Organizational Readiness for HR Technologies 7 The Competitive Edge: Effective HR Strategy 9 HR Technology Strategy and Leadership 10 Going Forward 11 Chapter 2 Technology Trends in Digital Human Resources 13 Five Major Technology Trends 15 The Intersection between the Trends 18 IoT Applied to HR 22 HR's Role, New Technology Trends, and the Worker 22 Regulatory and Legal Issues Regarding Technology 23 Chapter 3 Converging Trends Using Social Media as an Example 27 Social Media Technologies 28 HR Uses for Each Social Media Technology 29 Converging Disruptive Technologies 34 Social Media Policy Guidelines 36 Part II Learning Management Chapter 4 Technology-Enabled Learning Environments 43 E-learning and Online Learning 44 Online Learning Environments: A Step beyond e-Learning Classrooms 45 Learning Management Systems and Learning Content Management Systems 46 Virtual Reality 47 VoiceThread 47 Massive Open Online Courses 48 Social Learning 48 Why Use Online Learning? 49 Video and Learning 50 Gamification 51 Measuring Workplace Learning 53 Chapter 5 Learning-Tech no logy Selection 55 Technology Selection and Learning Management Systems 56 Case for Cloud-Based LMS 57 Regulatory Considerations 59 Workplace Legal Policies for instructional and Courseware Designers 60 LMS and Talent Management 61 Chapter 6 Mobile Learning 67 M-learning Design 69 M-learning Environments 71 Productivity and Mobility 73 Mobile Computing: Legal Ramifications 74 Chapter 7 Training or Performance Support? 79 What Is a Performance Support System? 80 Mobile Performance Support Systems 81 Considerations before Incorporating Mobile PSS in Your Technology Strategy 82 Training and Mobile Performance Support 83 The User Interface and Performance Support 83 Mobile Performance Support in Practice 84 Part III Talent Management Chapter 8 Handling HR Talent Management Functions 91 Using an HR System for Talent Management 92 Cloud-Enabled Talent Management 92 Human Resource Data 93 HR System Technology Trends 98 Business Process Reengineering 103 Laws Governing HR System Selection 104 Chapter 9 Information Systems Designed for Human Resources 107 You Know You Need an HR System When… 108 HR Activities and the HR Shared Service Center 109 Purpose of Information Systems Designed for HR 110 Disruptive Technologies and HR Systems 112 Build, Buy, or Outsource 114 HR System Selection 115 Game-Changing HR Systems 115 Chapter 10 E-recruiting 121 E-recruiting Trends 123 E-recruiting Benefits and Pitfalls 124 Cloud Computing's Impact on E-recruiting 124 Applicant Tracking Systems 126 Big Data: Analytics, and Predictive Analytics for Recruiting 127 Security 127 Legal Considerations 127 Chapter 11 The Powerful Human Resource Portal 133 What Is a Portal? 134 Portal Design 135 The HR Professional and HR Portals 138 Employee Self-Service (ESS) Portals 139 Mobile Portals 141 Part IV Knowledge Management Chapter 12 Managing Knowledge 145 Technology Trends and KM 147 Knowledge Hierarchy 148 KM Strategy Components 149 Knowledge Networks 150 HR's Role in KM 151 KM's Legal, Ethical, and Security Challenges 155 Measuring KM Effectiveness 157 Chapter 13 Groupware for Collaboration 159 What Is Groupware? 160 Mobile and Cloud-Enabled Groupware 161 Virtual Teams and CoPs 162 Virtual Conferences and Meetings 163 Knowledge Management, Social Learning, and Groupware 165 Chapter 14 Technology-Enabled Evaluation and Feedback 169 The Value of Human Capital 170 Evaluation and Knowledge Management in Organizations 170 Evaluation Methods 171 Evaluation, Big Data, and Data Analytics 172 Performance Management 174 Mobile Audience Response Polling Systems 178 Surveys and Questionnaires 179 Chapter 15 Social Networks 183 What Are Social Networks? 184 Social Networks and Knowledge Management 186 Organizational Benefits of Social Networks 186 Social Networks, the Portal, and Mobile Devices 187 A Case for Social Networking 188 Potential Disadvantages of Social Networks 189 Legal Considerations for Social Network Use 191 Chapter 16 HR as a Strategic Partner 193 Technology, Leadership, and HR Strategic Business Partners (HRBPs) 194 HR Business Partners as Change Agents 195 HR Metrics 196 Digital Disruption in the Cognitive Era 201 Chapter 17 Future Trends for Technology and HR 207 Future Workplace Trends 208 Future HR Technology Trends 211 You, Future HR Technologies, and Strategic Thinking 213 Endnotes 217 Bibliography 237 Author Biography 251 Index 253 Other SHRM Titles 271Table of Contents