Every business may be an automation business or a digital business” – is an oft-touted source now. Every baron acknowledges that technology has or will disrupt what they are doing and if they are doing not transform, they're going to perish.
The same is true for all functions within organizations too – technology is effecting every process in every department. And if technology is adopted strategically, it sets in motion a virtuous cycle—technology enters the image to assist make the function more productive or more impactful or more intelligent—this in itself impacts the method and there's some reengineering, then the insights generated cause better deciding and changes to the way work is completed then better technology comes in. There are continuous evolution and process enhancement.
In HR, the landscape is not any different. We began by using technology to automate processes, bring inefficiencies and release the bandwidth of HR professionals to try to more value-added work. And now, we are talking about predictive analytics for better job success and retention.
However, HR occupies a singular position within the organization because we've to navigate the change not only for ourselves except for the entire organization. Not only is technology changing every aspect of the HR function but the function is additionally liable for helping the broader organization steel oneself against and affects the technological disruption.
Technology is all-pervasive and the way we interact with its changing almost by the minute - Social, Mobile, Internet of Things (IoT). With the pervasiveness of technology, Big Data is being generated continuously and rather than the erstwhile model of knowledge being extracted and analyzed by experts offline—there is an expectation of insights being brought into the flow—real-time Analytics.
Automation and AI are reducing the human effort required to try to traditional jobs. And from an enterprise perspective, rather than large specialized systems, it's now about constellations of lightweight tools that integrate and deliver business value.
Add to this the demographic changes with millennials becoming a bigger proportion of the workforce and dealing alongside multiple other generations—the combination of these influences is changing the way work is getting done and the way learning is happening—Flexi-work, free-lancing, MOOC, Learning on-demand, then on…
HR professionals have skilled these challenges with agility; now technology and analytical insights are shaping how talent is nurtured within the organization. Right from Workforce Planning – new role designs and articulation of future skills required, to Talent Acquisition - predictive assessment tools to pick the proper fit candidates to Employee Lifecycle - providing tailor-made employee experience and helping individuals build rewarding careers – every aspect of HR has exciting technical and digital involvement.
Interestingly, as we get more digital, I think that we also got to get more human. The conversation within the organization has got to get more strategic and more empathetic about the impact technological disruption has on employees and the way we'll still be relevant within the immediate and midterm future.
The skills that HR should nurture within the organization are a mixture of technical and soft skills.
• With 90 percent of jobs now needing a minimum of some technical expertise, there's the continuing need for Digital, SMAC, Robotics and AI skills.
• However, it's important to call out that it's not just deep technical skills, but more about understanding the environment during which work is completed. The industry will need workers who can “reimagine processes”—look at how work must be done, where, during which order, by whom and revisit assumptions.
• Additionally, there'll be a continued requirement of employees with “Architectural” skills. the age of huge-scale enterprise solutions is within the past—we will need employees who can unbundle the weather and repackage the technology. this may leave capability in technology suites to possess functionalities that will be remixed.
• truth potential of digital is realized only they're combined with a strong understanding of the business. as an example, the important value of knowledge analytics stems from an organization’s ability to operationalize these insights to unravel real problems for clients and businesses. So “Business acumen”—the ability to know business models and specialize in client priorities with a robust service orientation would be key.
On the Behavioural Skills and traits, borrowing from the report published by the WEF, the foremost important skills of the longer term are going to be
• Cognitive flexibility: the power to ascertain new patterns, and to form unique associations between ideas.
• Judgment and decision-making: the power to sift through the numbers, finds actionable insights, and use big data to tell business strategy and decisions.
• Emotional intelligence: adjusting our behavior counting on the emotions of ourselves and the people around us.
• Negotiation and Coordinating with others: involves strong communication skills, an awareness of other people’s strengths and weaknesses, and having the ability to figure with a variety of various personalities.
• Critical thinking and sophisticated problem-solving: having the ability to use logic and reasoning to interrogate a problem or problem, consider various solutions to the matter, and weigh up the pros and cons of every approach.
The HR function has got to take a lead in working with leaders to obviously articulate the necessity for skills within the three to 5 years span, assess the present levels of skills then decide whether the gap must be filled through recruitment, retraining or inorganic acquisition.
Without active intervention, the present workforce tends to become increasingly irrelevant to the changing environment and hence becomes a liability in due course. Hence organizations got to create an environment that permits and incentivizes employees to refresh their skills more frequently if they want to remain relevant during this rapidly changing digital environment.
Organizations can develop a “new age skills inventory” and offer a self-assessment model to assist employees quickly assess where they substitute their digital skills development journey.
It is essential to define a customized approach that creates the simplest use of obtainable assets and resources and leverages the foremost impactful methods to bridge the talents divide.
Once the expectations and gaps are identified and understood by employees, training and learning methodologies need to evolve to permit “self-paced” learning.
Virtual and augmented reality are radically improving professional training. Big data offers the prospect for more personalized education. Platforms make it easier to attach people of differing levels of data, allowing peer-to-peer teaching and mentoring.
Linking successful re-skilling to all or any rewards and career progression can provide the motivation for workers to undertake this journey.
And the enabler for this is often a leadership which will courageously affect this disruption. As a strategic business partner within the era of disruptive technology, HR has got to enable leaders who can connect the proper dots and be insightful enough to leapfrog the competition, creating new markets and new opportunities for the organization also as its people.