As the success and market valuation of digital network leaders such as Apple, Amazon, Google and Airbnb draw headlines, the lure of moving to a digital business model becomes increasingly compelling. But your leadership, remembering the Dot-Com bubble burst, might be hesitant to virtualize so much of your physical business.
Well, the infrastructure is there now, as is evidence of the efficiencies of employing best practices such as cloud computing to relieve physical server costs, network partners to reduce overhead, and social network utilization to expand your role in this shared value network.
I recently returned from HR Tech Chicago 2016, the U.S. version of a leading international talent management technology trade show. At HR Tech Chicago, Josh Bersin presented “Reinventing HR: A Radical New Approach to HR Technology and Solutions.”
His live presentation largely followed the content in Deloitte survey report, “Global Human Capital Trends 2016 — the new organization: Different by design,” a survey in which an impressive 7,000 companies participated.
Ninety-two percent of organizations complained they are not organized properly, the survey report said. “Executives see a need to redesign the organization itself, with 92 percent of survey participants rating this as a critical priority.”
This necessary redesign will lead to a changing role for the HR manager, who will need to become more of a transformational manager. The transformation presents an opportunity to design not only mentoring programs but reverse mentoring so your senior execs can learn about the younger generation, their mobile, multitasking work habits, app-driven lifestyles, and the consumer insights they can provide.
For the HR manager it’s not just about getting employees to fill data into their profiles and report on performance, but giving these people the tools and information they need to plan and develop their careers. This includes transparency into corporate culture, structure, goals and objectives, so every individual can continuously align to, and help the organization to fine-tune critical goals and objectives. So, now that you are wearing the hat of HR transformational officer – in addition to your routine HR management duties – how do you design for this transformational future?
- Shift organizational designs – This involves the rise of teams that are more flexible and agile than the sometimes rigid traditional corporate structure, and that can recognize problems or changes in direction more rapidly and respond, leading to innovation. An extreme example might be Google Labs, where the business entity is part of the brand but is free to innovate without parental guidance or unproductive processes.
- Implement proactive and ongoing leadership development – More than half of executives report their companies are not ready to meet future leadership needs, Bersin reported. Only 7 percent say their companies have accelerated leadership programs for Millennials, soon to be the predominant demographic in the workplace. Organizations need to have programs in place to recruit new talent and also develop, cross-train and promote from within.
- Shape culture and turn on engagement to drive strategy – In the survey an overwhelming majority ranked culture and engagement as crucial. The performance review and employee engagement process should become more fluid, with annual satisfaction surveys being replaced by tools such as pulse surveys and more frequent feedback between employees and managers.
- Cultivate learning culture; foster leadership development – Here, HR and management prepare existing workforce for a digital business model through career development. Meanwhile, the HR organization offers new generations of talent the ability to self-develop and design careers.
- Take the load off with design thinking – In 2014, Deloitte research highlighted the problem of the overwhelmed employee, i.e., a worker hampered by the bombardment of endless email, information and long hours. Two years later, Deloitte prescribes a remedy in the concept of design thinking, where everyone is a designer and creative ways are developed to help individuals access needed information.
- Employ people analytics – A vast amount of information on talent is out there via social media, business networks and your internal databases. Through search and other technologies, you can draw the most relevant talent information and business intelligence from this Big Data to better inform your hiring decisions and personnel moves, and to fortify your organization with the skilled professionals to better compete.
- Drive Digital HR –Digital HR is more than just replacing legacy HR systems. It means employing innovative HR tools and professionals in your organization and furnishing your workforce with an integrated, easy-to-use platform of services.
Talent Management Software for Digital Business Network Models
Embrace your role in the future as the digital HR transformation officer. Connect the dots that help your department and organization succeed. The workforce is changing and you have the opportunity to equip it with familiar tools and empowering data, while fostering critical digital development among members of your existing workforce.