Managing Director, The People Analytics Program
What area of the HR function will be most impacted by emerging technologies, and why?
The entire HR function (like every other function in the business) will be impacted by emerging technologies. This will see repetitive tasks replaced by machines and a complete overhaul in how companies hire, onboard, develop, train and manage their workforce. For HR to evolve (and arguably survive), it simply has to increase its value and impact – to the business through providing insights that help improve performance and productivity, as well as to the workforce through designing and delivering an enhanced employee experience across the talent lifecycle.
What’s the single most dramatic shift you see happening in the HR tech space today?
The most dramatic shift I am seeing is the welcome move away from the ‘one size fits all’ HR technologies of the past towards a more personalized ‘nudge’ based and data-driven approach. This helps, for example, managers make decisions in real-time as well as provide them with insights about how their behaviors positively or negatively impact the performance and engagement of their team. For employees, these technologies can provide personalized recommendations in areas such as career paths, learning and job opportunities. However, technology alone isn’t the answer as it has to be allied to new processes and above a fresh mindset for HR – doing things with and for employees rather than to them.
How can HR leaders best make the business case for HR technology investment?
Primarily by focusing on the business and not HR. HR leaders need to understand how their investments support the business strategy and/or help solve the challenges the organization has. What is the business problem we are trying to solve (or the strategy we want to help execute? How will this technology investment help? How will we measure the impact of our investment? Those are three questions HR leaders should consider before they write the check for new technologies.