Consider this: Global information services company Experian faced unusually high levels of turnover, about 4-5 percent higher than average. Rather than a typical reactive approach, the company鈥檚 HR team responded in a unique way.听, including team size and structure, manager performance, length of commute, and other factors contributing to the flight risk.

This model was rolled out across multiple geographies, and the results were stunning! Some interesting insights gleaned from analytics – when a team member moved away from the office, it increased the chances of quitting. When such insights were combined with best practices, the attrition rate was lowered by 2-3 percent over an 18-month period. This not only improved employee efficiency and morale but also saved the company nearly $10,000,000.

Moving from reactive to proactive

Clearly, an HR management system that centers around uniformity and bureaucracy will be rendered obsolete in the post-pandemic era. Taking its place should be a strategic human resource planning model that is flexible, responsive, and built around the future of work: Increased connectivity, rapid automation, lower transaction costs, and workforce demographic shifts. But to embrace this new human resource management model, senior HR managers and CHROs must reimagine the core tenets of their practice and have a strategic approach to staffing. Here鈥檚 how:

1. Gain a deeper understanding of company objectives, purpose, and culture

CHROs need to build a culture where all employees understand the 鈥榳hy鈥� of the business and how it connects to the big picture. But for this, people leaders themselves need an in-depth understanding of the organization鈥檚 culture and overarching values. They need to ask questions such as:

• What is the sole reason for our company鈥檚 existence?
• Where can we have a positive, unique impact on the community and the world at large?
• How can the employees鈥� contribution tie into organizational purpose and values?

These questions also serve as a compass during recruitment. Employees today want to work with companies whose values and purpose align with their own.听听shows that employees who can find deeper meaning in their work are more likely to stay on at their organization.

2. Leveraging data to take the guesswork out of HR

With the vast amount of data available throughout the various touchpoints in the employee lifecycle, HR can make faster and better decisions with actionable insights and reporting. By leveraging historical data, analytics, and workforce planning tools, CHROs can forecast trends, manage recruitment, and handle attrition more efficiently.

For instance, one of the most crucial but time-consuming responsibilities for HR is recruiting the right person for the right role at the right time. Using data, HR can better understand the company鈥檚 hiring needs and the exact responsibilities for each position. This can streamline the recruitment process and eliminate expensive over hiring while ensuring sufficient employees to serve the customer base.

Leveraging data for people and talent management can offer the following key benefits for human resource planning.

• Sharper Insights 鈥撎�Data can be used to get valuable insights into employee behavior. It can also help answer some pressing questions that today鈥檚 HR leaders ask: What motivates employees? What are the leading causes of attrition? How to increase performance and improve employee engagement?

Tools such as employee satisfaction surveys, assessments, and exit interviews can help organizations identify why people leave and how to increase job satisfaction. The big ones have been doing it for some time now. For instance,听听reduced the attrition rate in its call centers by almost 20% by using big data to find out why employees leave in the first place.听听are among the many leading companies routinely using predictive people analytics to identify employees most likely to quit- and then make them counteroffers before they do so.

• Training and development-听Accurate performance analysis can indicate where training is needed and specific skills and topics to be covered. Analysis of such data helps HR managers improve the training programs too. Using cloud-based analytics, managers can get real-time updates on employee participation and engagement. They can also use those insights to adapt the methods as the training progresses. This is especially useful for the remote model of work.
• Hiring accurately-听The recruitment process, until recently, was primarily based on intuition and guesswork. , the cost of a bad hire is at least 30 percent of the employee鈥檚 first-year earnings. When non-productive hires don鈥檛 pull their weight, good employees must make up for them, getting burned out in the process. This is where modern hiring and vetting tools, that use the candidate鈥檚 historical data to predict future outcomes, come into the picture. For example, Wells Fargo听, that uses verifiable biometric data to hire candidates who are likely to perform better and stay longer.
• Performance management –听Measuring performance is a highly complex process. It isn鈥檛 easy to understand why some employees consistently outperform others or how to evaluate the non-quantifiable work done by an employee. Today鈥檚 performance management systems include multiple interconnected processes and documents. The right analytics tool can use these datasets to provide a holistic view of the employee鈥檚 performance, enabling easier identification of areas of improvement, faster learning, and better business outcomes.
• Workforce analytics –听It uses algorithms and employee data to provide ROI evidence for resource management decisions such as future forecasting. Talent analytics helps by evaluating the existing trends and offering an inventory of skills within the organization, studying labor shifts, and predicting future gaps. It can also determine the factors that indicate employee engagement and job satisfaction to sustain a high-performing workforce or flag upcoming talent for succession planning.

3. Automate HR operations and planning

To empower HR and HR leaders, there must be a shift from operational roles to strategic positions. HR departments still spend a significant amount of time and resources on transactional, routine activities. By leveraging next-generation automation tools and solutions such as HRIS (Human Resources Information System) system software and HRMS (Human Resources Management System) software, HR can provide enhanced service and improved employee experience. Here鈥檚 how:

• Process automation- Providing direct access to information or transactions online and simplifying processes enables process automation, leading to informed decision making.
• Offloading lower-value administrative jobs- HR administrative services such as payroll and benefits need to run reliably and consistently, yet at a low cost. This can be done by either adopting new digital tools that consolidate your legacy systems or outsourcing the work to external vendors/partners.
• Leading-edge edge automation- Next-generation automation is replacing several HR processes by building on core HRMS and HRIS software. Robotic Process Automation (RPA) and Natural Language Processing reduce cross-functional workflows and streamline the old-school onboarding process. Bots are helpful allies here since they can access multiple systems, manage an intelligent workflow, and handle the complete onboarding process. Onboarding time can be reduced from weeks to days, with the spin-off benefits of lower risk of manual errors and a more streamlined journey for each recruit.

4. Focus on employee experience

Employee experience and satisfaction are essential to measuring HR鈥檚 operational effectiveness. In the new normal, this means ensuring a smooth experience that is consistent and similar for听补濒濒听employees (both on-site and remote). HR leaders should understand their needs, pay attention to factors that make work enjoyable or tedious, and enable them to complete transactional tasks online quickly. In fact, as employers get increased visibility into the personal lives of their employees, there is a need for a shift to supporting the employee life experience, says听.

5. Review and Evaluate HR plan

As organizations continue to evolve and become digitally agile, HR also needs to review and re-evaluate its planning and role constantly. The human resource planning process is now strategic to expand the focus and extend its influence beyond the operational and the transactional to the enterprise ecosystem. Instead of focusing merely on technology or tools, the human resource planning process can start with employee experience and engineer a strategy that keeps this at the center. The result will be more fruitful overall.

We are no longer inching towards a New Normal, we are already in one. And HR leaders have to be strategic thinkers, constantly looking forward, assessing organizational needs, and coaching employees to gear up for this change. With the help of听, HR leaders can stay tech-savvy and strategic in their human resource planning and can successfully deal with an increasingly 鈥榬estless鈥� workforce, used to the work-from-anywhere freedom!

The post Strategic HR planning: The crucial step in organizational growth appeared first on 51风流India News Center.

A fireside chat brought together a panel of talent leaders, moderated by Pallavi Kapoor, Head HR- APAC, Coforge; and including Madhu Srivastava, Group CHRO, Vedanta Resources Plc, and Prashant Deo Singh, Head HR, InterGlobe Technology Quotient.

Acknowledging the pandemic’s impact on digital transformation, the panel shed light on how companies have been forced to rethink their operating models and accelerate investments in cloud technologies, AI, and automation. And reflected upon how CHROs can become the ultimate partners to accelerate digital transformation for a better EX and continuous organizational growth.

Moving Forward: HR Technology in 2021

Kicking off the discussion, Pallavi Kapoor discussed the pandemic’s massive impact on the adoption and role of HR automation across industries. And how with almost 99% of employees working from home, there has been an increased focus on the potential of HR technologies to better engage and support a virtual workforce.

鈥淎 recent ISG survey worldwide found 46% companies are now using an -x`as-a-Service (SaaS) platform. A 20% rise from what it was just two years ago. Looking to the future, the survey also found 57% of organizations expect to be using a subscription-based SaaS by 2023.鈥�, she said.

She added, 鈥淒igital transformation is the clear mandate for organizations. It has accelerated the kind of growth that was envisaged as a 5-year journey and compressed it into a 3-month time frame.”

Making HR Agile: The Digital Transformation Journey

Detailing the digital transformation journey Vedanta Resources – one of the world’s leading diversified natural resource companies, took on during the past 2 years, Madhu Srivastava explained, 鈥淒igital transformation has been a top priority for us even before the pandemic began. But given the circumstances, we have definitely stepped on the pedal to increase the speed at which we are bringing in this transformation.鈥�

She emphasized the rising need for digital transformation by asserting, 鈥淲e strongly believe digital is the true differentiator between any two companies, in any sector. Only an organization that is going digital can enhance its productivity, increase volumes and reduce costs. It is the only way to thrive in the current scenario.鈥�

Listing a few of the initiatives her organization took to keep up with the times, she revealed, 鈥淲e started by hiring 鈥楥hief Digital Officers鈥�, not only at a group but at business levels. We also formed a 鈥楧igital Management Committee鈥� for each of our businesses. These committees were assigned to continuously review the kind of transformations that can be brought into the business. Not just in terms of digital technology, but data, analytics, AI, and the whole gamut.鈥�

“Next, we set up a “Digital Advisory Board” where we had the best of global technology experts come in and interact with our teams 鈥� to train, share knowledge and work on outcome-oriented projects with them.” She added, “We want to be known as a technology-driven company and encourage everyone, including employees, contractors, and business partners, to have tech-enabled processes.”

Speaking on how technology is being driven as the top priority on the HR front, she said, “We have already deployed technology in bits and pieces. Now, we are planning to move our end-to-end HR services online soon. Ensuring data is available for us to make decisions based on analytics.鈥�

Touching on InterGlobe Technology鈥檚 transformation journey, Prashant Singh added, 鈥淥ne and a half years ago, we as a company took up digital transformation as a strategy across. Not just HR, but every function within the organization moved towards it. When the pandemic struck, this transformation was fast-forwarded.”

鈥淥ur focus has been to integrate our HR system. Previously we have had disparate vendors and modules for various systems. But we felt that integrating systems onto one single unified platform is critical for the sake of employee experience.鈥� Elaborating on the importance of finding the right partner, he said, “Rather than jumping onto a partner and implementing ad hoc modules, it is better to spend more time researching and identifying a partner who can take care of all your business needs.”

Decoding a few key elements that can help navigate this journey successfully, Prashant summarized, 鈥淗aving filters while choosing the right solution for your organization can be quite useful. During the process of getting our tech in place, we looked at viability, functionality, features, support services, and finally the cost of the solution.”

鈥淵ou should also be ready as an organization before deploying the software.鈥� He explained, 鈥淎t our organization, we refreshed all our HR policies and SOPs to get the best-in-class outcomes from the solution before deploying it. It is critical in this journey to involve people from across functions and teams, and for everyone to learn and be part of the experience.”

Listing some of the challenges faced during this journey, he added, “We had a lot of legal entities which faced separate challenges. Data handling became a major concern for us there. There were also many issues relating to access rights that needed to be addressed across the organization. Finally, the pandemic itself effectively delayed our project by putting people from our team and our vendors out of action. Despite all this, our resilience and resolve helped us push forward to our ultimate goal of getting a great .鈥�

Success Partners: Changing CHRO & CEO Dynamics

Throwing light on the increasing importance of the CHRO as a partner to the CEO, Madhu explained, “As I see it, the CFO and CHRO work as two hands to the CEO. And all three roles are critical in driving the business towards the right direction.鈥�

“As CHRO, our role is to think of ourselves as partners to the CEO. Not just for executing but also as part of the strategic decision making and enabling the CEO to make those decisions. Starting from the business plan to organizational design, the CHRO has to partner with the CEO to translate the vision for the company into a roadmap that can be executed to deliver expected outcomes.鈥�

On the rising role technology plays in this evolution, she said, “The CEO looks up to the CHRO for advice while making critical decisions. CHROs now have the added responsibility to ensure they are enabled and equipped – in terms of data, analytics, knowledge of trends, etc.鈥�

Adding a key perspective to the discussion, Pallavi mentioned, 鈥淗uman experience is a complete experience that a person has with a brand, both digitally and physically.鈥� She emphasized, 鈥淢ost organizations and customers are undergoing digital transformation, and it is important that the entire element is viewed together, integrated across, and then taken forward to create people experiences that take them to the next level. HR must be agile and make faster decisions. And technology is taking the front seat in bringing all of it together to ensure a seamless employee experience.鈥�

Commenting on how technology has taken center stage even in job descriptions, Prashant added, “Even when hiring for HR, we look for people who have experience in implementing HRMO solutions. Work-from-home has been institutionalized. People are moving out of office spaces, and technology is taking up a major role in integrating employees and consumers. HR is having dialogues with CEOs & CXOs on roles can be permanently moved out of the office and technologies that can enable employees and customers.”

Elaborating further on the critical role data and analytics plays in business success, he observed, “Today everyone in the c-suite is looking for visual analytics in real-time. We can’t have HR spending precious hours creating excel sheets and presentations for reviews. We would rather take them directly to a system visual analytics, where they can view realistic data directly. That’s the kind of absolute visibility into predictive analytics that c-level executives expect, and that’s what the digital platform delivers.”

Amplifying Employee Experience: What does the future hold

Talking about the future course of their transformation journey, panel members agreed that to unlock true value in this digital journey, it is important to ensure that it is adopted across functions within the organizations.

Sharing plans, Madhu mentioned, 鈥淚n terms of HR, Vedanta is ready to launch its 1^st phase in October this year, and by next year, we will be 100% online. What is important to us and we will continue with, is bringing in external partners- to not just help us get the system in place, but to guide us as we adopt technology for a better employee experience. We also keep the internal communication that helps us communicate the value and benefits technology brings into the lives of our people.”

“We definitely want to live in a digital world where everything is available online, so we can stop making excel sheets and PowerPoint slides. Instead, we can just walk into a meeting and log into a system where all data is available and reviews can be conducted directly on the system.鈥�

Recounting the takeaways from the past 2 years, Prashant added, 鈥淲ith technology taking center-stage, boundaries have all but disappeared. One should keep in mind that while the beauty of an integrated tech platform is extremely important, instead of having a bolt-on system we should integrate APIs wherever possible.鈥� Ending with some critical advice, he said 鈥淚n this entire technology race, we should not lose the human touch.鈥�

Pallavi summed it up perfectly when she said, ” The human touch can’t be taken away, whether it’s the people, HR leaders or the HR platform, the guiding principle is that we remain agile and flexible, and that will be the future forward for all of us.鈥�

Check out more posts:

Evolving Employee Experience from HCM to HXM in Hybrid 2.0 – 51风流India News Center

CEO’s Perspectives on the Changing People Paradigm听听 – 51风流India News Center

Meeting Business Priorities in a Hybrid World – 51风流India News Center

Thriving in the Vaccine Economy Through Human Experience – 51风流India News Center

The post Code to Cracking the Talent, Technology & Cost Trifecta appeared first on 51风流India News Center.

The event brought together talent leaders for a Power Panel Discussion to shine the spotlight on the ongoing shift from HCM to in the vaccine economy. Moderated by Cindy Scholts, Virtual Learning and Development Manager, People Matters, the panel included – Shuchika Sahay, Global Chief Human Resources Officer, Firstsource; Nitinchandra Shende, Head 鈥� People Operations and Corporate Initiatives and Ashish Mittal, Head of People Function, Aviva India.

While reflecting on the current work scenario, the panel answered some critical questions on how human experience management principles will occupy center stage as tools to engage employees and how they are redefining EX to align business outcomes for a hybrid world.

The shift from HCM to HXM

Amit Mittal: The shift was already happening, especially in Indian organizations. What these last 18 months have done is put this shift on steroids and fast-rolled it across sectors. Identifying employee needs and managing them is an essential part of staying competitive in the market.

It is said, “people share a good experience with a friend, but a bad one with the whole world”. As an organization, this has driven us to focus on people who are leaving to ensure that they have a good experience because we see them as our employee champions.

Another shift that has happened within organizations is – instead of thinking of our employees as a captive population, we have started looking at our employees like our customers. Previously, we used segmentation sparsely, e.g., as part of the dashboard building process, but now we are refocusing on segmentation to find different ways to improve employee experiences.

It鈥檚 become abundantly clear that one size doesn鈥檛 fit all. And it is essential to get in touch with the ground reality for each employee to understand their needs and take up initiatives and interventions that support them individually.

Nitinchandra Shende: From an HCM point of view, during the pre-pandemic era, we all had standard operating procedures (SOP鈥檚) in place for processes and, everything was documented in a pre-determined manner. The pandemic shattered all boundaries within which we previously operated, creating chaos in terms of how we live through each of these events/experiences.

When the first lockdown was announced, the primary priority was to ensure the safety of every employee and enable their contributions. As the scenario evolved, we experienced more and more life events that we could not have imagined in the past. None of these events/experiences were a part of our SOP’s till March 2020. But we had to start looking at them from an organizational perspective. This brought about the shift from procedural to experience-focused aspects and made it essential for us to start looking for solutions and processes that are more individualistic and relevant to the current needs.

Shuchika Sahay: There are a lot of interesting shifts that have been accelerated 鈥� not just because of the pandemic but due to a lot of other aspects as well. Technology, for example, has been accelerating a lot of things in the societal space. Digitization has simplified even the most basic of processes. So now, when it comes to organizational processes, we look for the same kind of convenience.

Another critical shift has been the “rise of the state”. To control the pandemic’s spread and manage its wide-ranging impacts the state has demonstrated a critical role in shaping responses, strategies, and approaches in tackling problems at a more individual level. When states act on account of employees, we see a shift in terms of employee behavior itself. And this brings with it some level of pressure on HR and company leaders to take a closer look at the nuances and need for personalization.

Thirdly, the pandemic has also exposed some glaring gaps in organizational offerings. E.g., DNI has been a critical aspect of the organizational construct for the past two decades. But it is only during the pandemic, that organizations have realized that most of their female employees are the primary caregivers, and they hardly have any infrastructure in place to support them or their needs. Organizations are slowly but surely making an effort to step back and find new ways to tackle problems that previously flew under the radar.

HR is no longer an internal function. Social media has given everyone an outlet for a new kind of employee activism and feedback. Adding to the pressure on HR to shift focus on creating better employee experiences. They no longer have the luxury to design processes from a single perspective and should take into account the end-user perspective.

Key areas of focus for redesigning EX

Nitin: In the pre-pandemic world, we could generalize a lot of things and could easily divide employee lifecycles into various phases 鈥� recruitment, onboarding, etc. And simply build experiences around these certain events. As we live through the pandemic things have changed. From an HR perspective there are 3 things that we need to look at in particular:

• Listening to our employees 鈥� Every employee is going through a different life experience and the more we listen, the more we will understand what this experience means to them.
• Creating a culture of trust 鈥� With the current 鈥渨ork-from-anywhere鈥� scenario, it is all about written communication. This causes a certain level of limitation in understanding expectations. We need a culture of trust so we don鈥檛 end up creating perception-driven behaviors but work together as a team.
• Making HR processes agile 鈥� While we have little to no experience and SOP鈥檚 for most scenarios we are experiencing today. We need to have 1 rule book that guides our response to every scenario in an unbiased manner while recognizing the need for agility in work processes.

Amit: 听While we all talk about change, but as companies, we are the worst at making changes when we have a set of processes in place for each experience. While trying to redesign for the last 18 months we focused on listening to the needs of our people and quickly adapting initiatives that help them. E.g., to help our employees through the grief and chaos of the second wave, we quickly put together what we called a “Happiness Campaign”. Instead of focusing on productivity and sales, this campaign brought to employees practical scientific ways to address their state of mind, helping them bring back their happier selves to work.

Listening without action does not help anyone. It is the actions taken with the right intent that truly bring about the shift needed in the organization and its people.

Technology鈥檚 role in redesigning EX

Shuchika: To think about it we can鈥檛 even imagine a life without technology anymore. Technology today holds the key to creating a global workforce, to human interactions and connections. Technology has proved to be a very capable enabler for every process you need to design to scale, hyper-personalize, and deliver on time.

Our organization has defined its cloud strategy, and one of the things HR is doing is leading by embracing that’s cloud-led. It is important to access well-defined, benchmarked processes that you can drive within, to help your organization move forward and be more people-centric. The biggest benefit of technology has been its ability to define experiences and scale them across the organization.

Another key benefit has to be the kind of data analytics that is now possible due to technology. Today it is possible to analyze data and get answers from it almost immediately. This is a great boon to CEOs and decision-makers and gives organizations a competitive edge they didn鈥檛 have before.

The pandemic has also increased our digital muscle like never before and pushed our talent strategy beyond physical boundaries. Today we are no longer wedded to a location, we can hire talent from anywhere in the world.

Leveraging EX to thrive in a vaccine economy

Nitin: Even before the vaccine economy, HR鈥檚 focus on business outcomes never entirely shifted and it never will. On the contrary, HR鈥檚 role in enabling business outcomes has become even more important than it ever was. E.g., during the first wave through March 2020, we had a lot of new joinees in a dilemma about the validity of their joining contract and if they will even be honored. We resolved this by revamping our complete onboarding process. What was traditionally a once-a-week event has now turned into an anytime-anywhere onboarding system that simplifies and eases these anxieties.

As an HR function in the vaccine economy, we should not get mixed up in whether our actions should focus on ‘customers-first or employees first. Within our organization, we use a phrase 鈥� “customers first, but employees always”. We use this frequently to navigate any ambiguity we have during any type of conflict resolution and while aligning all processes and practices around it.

1 best tip to thrive in the vaccine economy

Amit: Be empathetic to people and understand what they are saying.

Shuchika: Co-create! HR longer has the luxury to be a function that designs alone. Instead, we need to build communities across the organization to deliver experiences.

Nitin: Empathy is the key to surviving and thriving in these uncertain times.

Check out more posts:

Evolving Employee Experience from HCM to HXM in Hybrid 2.0 – 51风流India News Center

CEO’s Perspectives on the Changing People Paradigm听听 – 51风流India News Center

Meeting Business Priorities in a Hybrid World – 51风流India News Center

The post Thriving in the Vaccine Economy Through Human Experience appeared first on 51风流India News Center.

2020 ushered us into a new way of working. Organizations are now moving to investing and setting up infrastructures to provide a superior work experience to their people鈥� Hybrid 2.0. 51风流organized the 51风流HR Connect 2021 to throw some much-needed light on how we can design employee experiences for the hybrid 2.0 world that are holistic, progressive, agile, technology-driven, and most importantly, more human!听

Jason Averbook, CEO & Co-Founder, Leapgen, conducted a workshop听delving听into the ideal way听of carving a winning employee experience strategy. Where he provided a step-by-step guide to听planning a pandemic-proof EX strategy that听transforms听employees into growth partners听as we transition to newer work models听for our brave, evolving hybrid world of work.听

The last couple of years has changed the world of work, forever.听HR has had to greatly accelerate its pace of developing and implementing experience strategies and tools听for employee experiences听that have听become critical to driving impact for organizations.听听

Getting to Hybrid 2.0听

Transformation is a word that people bring up a lot, but not many truly understand what it means. The word “trans” means radical change and “formation” means how we do things, in this case, ‘how we work’. In听the world where we have lived in听there are 2 types of “trans” 鈥� there is technology transition and there is true transformation. True transformation comes only by following three听key听steps 鈥撎�Strategy, Deployment & ROI (Run, Optimize, Innovate).听

The听concept of Hybrid 2.0 needs to be attacked in a very systemic way. And that starts with developing the right Digital People Strategy. Deploying the strategy is the next step and requires a very large effort that includes programs, change, adaptation, unlearning, organizational听model听and it may also at some point involve the implementation of technology.听听

Implementation is a part of the deployment. A lot of organizations are great at implementation but not deployment and that’s where a lot of strategies fall apart.听听

Once the strategy has been deployed, the third step is to think about how to sustain the value we get from it. This is where ROI or RUN, OPTIMIZE, INNOVATE comes into play.听听

The World听of Work听in听2021听

In the world we live in today, building strategies is听really hard.听Previously, there was a point in time where we could make 5 –听3 year听strategies/plans. But in today’s day听and age of听uncertainty, there is a much higher need for agile strategies 鈥� one’s that can shift, flex, contract based on the things happening around us.听听

We are human inside of work as much as we are outside of it. In the world of HXM, this means that we need to be听listening at all times听to the signals and the people and react with our strategies intact.听听听

We need to respond by going to our core 鈥撎齩ne that makes us all听human, and听think about recovery听by focusing on听being human-centered.听Because people are our most important assets and how we make them feel is what is going to allow us to get through these changing times.听听

Some of the impacts we听are seeing on the NOW of work:听

• Human-centered recovery strategy听

• Need for systems and tools to drive efficacy听
• Hybrid work is not a fad and will be here forever听
• HR听to act听with agility and response-ability听
• Digital & distributed models of work听
• Concerted policy efforts听to drive systemic change听

• Optimism听and听uncertainty听at the same time听
• Attracting and retaining labor now looks vastly different听

Right now, HR has the largest opportunity that it has ever had – to shape the NOW of work.听听

Digital听Equation for Success听

Remarking on the pandemic鈥檚 effect on every aspect of work and life, Satya Nadella, CEO听of, Microsoft said, 鈥淲e saw two years of digital transformation in two months鈥�. The question that now remains is if this is also the case with the HR function?听

Digital transformation is meant to touch everything from marketing to sales to everything done in Human Resources. The shift from HCM to HXM is essentially about transformation and the need for every HR organization in the world to digitally transform.听Most people think that digital听is all about听technology, but that鈥檚 not true. Digital is not听just technology, rather听it听is a component of听it.听听

It is time we rethink how to better design and deliver services. This听starts听by bringing back听the focus on understanding the purpose of our organization and how we want to serve with it.听HR leaders have put this purpose into action by digitally transforming their functions. They can do this by focusing on 4 key areas:听

1. 35% of digital success comes from ensuring听you have a clear, concise, understood听mindset听that is听aligned to the purpose听and has strong measures of success.听

1. 30%听is听designing for the audience听of NOW.听This comes from truly听knowing听your people- not just skills and qualifications but听what allows them to bring their best selves to work.听

1. 25%听comes from听designing听journeys.听Processes generate data, but journeys create feelings and connections听between people and their purpose.听

1. 10% of success comes from the technology听deployed (not just implemented) to support the people and processes.听Essentially acting听as听the听fuel needed to create journeys.听

Digital transformation is made up of each of these components. Leaving out even one of these reduces the effectiveness听of听the overall transformation.听

Ultimately when we think about HXM, what we need to do is LISTEN & ACT. Listen to the people and act on it immediately 鈥� not once a year on an engagement survey, but NOW! As organizations and HR leaders we need to do a better job at listening, to truly understand the human side of our workforce.听听

Experience Needs to听be:听Shift to B to Me听

The听real goal of HXM and true transformation is the shift from a B2B focus (where the tools听used听are in place to make听the听HR听function听more efficient) to a B2Me focus. This shift will enable employees and managers with tools that make them successful 鈥� not the HR but the organization.听听

B2Me means personalization, the kind that can only be achieved by truly knowing our people. We need to build workforce tools that not only connect people but build connections between the people. And we need to do this with a concept called –听Hands, Heads & Hearts.听

听

The formula that defines experience is simple:听

Transaction + Interaction = Experience听

Adding听interaction to transactions enriches it to create an experience. The interaction is where the trust is built. The Hands, Heads & Hearts concept is a simple way to think about how we need to shift work as part of the digital transformation.听听

Machines are exceptional at hands work, or what is called RAD (Repeatable, Auditable & Documented) work and that is where we should leverage technology. People, on the other hand, are good at the heart’s work 鈥� at building connections. It is time we start building functions in a way where the machines are doing the transactional work, while people focus on building stories around the data provided by the machines.听听

The True Value of Digital听

Digital is not about eliminating the human element, rather it enhances it.听听Work no longer looks the way it used to 2 years ago, and that’s why HR can’t act the same way it did previously.听HR听needs听to become听agile in these fragile times.听听

In a recent survey, Future Workforce found that if HR could double its budget, HR leaders from most organizations would like to allocate these additional funds to improve the employee experience (44%) and existing technology (37%).听听

Before the pandemic, we used to have 2 types of experiences 鈥� Physical & Digital/Technical. Today, we have only one听–听the 鈥淲orkforce or Human Experience鈥�.听听To achieve听this experience听to the fullest, we听have to听stop implementing technology and move to deploying human capabilities.听听

Adding technology doesn’t change the HR function or its interaction with the workforce 鈥� but it听definitely helps听with it. However, we听have to听remember that technology without change is nothing.听And for people to adopt transformation, organizations will have to adapt.听听

Human-Centered Design Leverages Personas听

You cannot talk about HXM, without talking about humans, and the voice of the employees/customers.听Deploying technology was听previously听done as a single spread. This听approach听doesn鈥檛 work anymore. We need to meet people where they are with an empathetic听lens to the work they do and how they do it.听听

We need to create personas by listening to people who seem like the persona and study them more carefully to understand- the best ways to communicate with them, their needs and expectations, roadblocks, etc. When we understand a persona at that level, we can deploy messages in a way that meets the persona where they are and with what they need.听听

Benefits of personas:听

• Companywide understanding of your workforce听

• Encourages empathy-driven design听听
• Digestible workforce segments听
• Uncover workforce needs/common frustrations听
• Test, refine, and improve experiences听
• Anticipate future opportunities听

When we have this kind of insight into our workforce, we can take the “Whole Person Approach”. This approach looks at every aspect of the employee 鈥� Physical, Emotional, Social, Spiritual, and Intellectual to听design solutions that听attack听every听problem from all angles.听听

COVID has given HR the passport to reset, rethink, reimagine, and realize that the next normal is probably going to be no normal that we are used听to听and that growth is coming at a very large scale. We need to plan and prepare for this by shifting focus from using technology for transition to using it for transformation.听 And embrace the fact that everything about the digital workforce & HXM is now HR’s responsibility.听

HR needs to now deliver experiences, not technology 鈥� solutions, not toolkits; enable not monitor; people capabilities, not technology features! And all of this听has to听be done while considering the measurable outcomes of the business.听听

One of the most magical things about the shift from HCM to HXM is realizing that technology is the fuel that will allow us to drive to what the NOW of work is.听听

Check out more posts:

CEO’s Perspectives on the Changing People Paradigm听听

Meeting Business Priorities in a Hybrid World

The post Evolving Employee Experience from HCM to HXM in Hybrid 2.0 appeared first on 51风流India News Center.

According to research from听, sponsored by SAP, 35% of midsize businesses across India plan to stagger the number of employees in their workplace at once for the foreseeable future. However, the study suggests growing concern over the need for investment and more aggressive adoption of specific technologies to remain competitive with their peers and larger competitors.

For companies with limited resources, capital, and time, this gap in the employee experience can feel overwhelming. Short-term needs for dramatic change often take precedence over long-term talent strategies. Meanwhile, little mindshare and money are left to invest in advanced applications 鈥� such as guided decision-making and process automation 鈥� that provide the fast, informed, and human-centric flow of their everyday work that their workforce wants.

So how can growing businesses provide employees with the tools they鈥檙e ready to adopt in a financially viable manner? By incrementally modernizing the work experience with cloud solutions as needs arise.

Incremental modernization drives employee success

One prime example of midsize businesses adopting this line of thinking in my local region is听, based in Gurgaon. Having grown more than 30% within a year after a major acquisition, the company had a rapidly expanding workforce and needed to integrate many inherited systems and a different organizational culture.

To standardize processes, increase transparency, and enhance the employee experience, PI Industries integrated its HR processes on a common, cloud-based HR platform. This decision replaced disparate on-premise systems and manual processes and provided a central repository for all employee data, a single source of truth, and enhanced reporting capabilities.

Going from little to no control over recruiting, onboarding, and other HR activities to a fast, paperless, unified, and highly transparent experience, PI Industries is better equipped to address gaps in its HR processes. The company can identify skills gaps, roll out targeted training to strengthen competency in critical areas, and develop talent in meaningful ways. Additionally, reviews are completed on schedule, and approximately 50 new hires are onboarded each month 鈥� even during India鈥檚 government-mandated COVID-19 lockdown restrictions.

This cloud-based approach empowers growing companies like PI Industries to commit to an ongoing transformation strategy that places the needs of their people front and center 鈥� which is a considerable asset and competitive differentiator. And no, this doesn鈥檛 mean that they need to implement 200 new functionalities and tools and 15 different ways to customize their user experience like a large enterprise does.

While new ways of working demand new skills and digital capabilities, employees still desire more streamlined, flexible, and productive approaches to getting work done 鈥� no matter their location, job type, and personal situation. A complete solution is needed, but it needs to scale as business needs change, growth expands, and requirements shift to handle fluctuating bandwidth, evolving constraints, and increasing limitations.

Then, with the guidance of a partner, organizations can determine the capabilities and solutions needed and the optimal timing of their adoption to seize opportunities and mitigate risk in meaningful ways. For example, partners can craft a digital transformation road map and help ensure stable and scalable solutions to meet the business鈥檚 strategic objectives. Furthermore, they can support process standardization and simplification across the organization鈥檚 operations while harmonizing and digitalizing end-to-end processes across all functional areas.

Gradual digital maturity fuels continuous growth

Most companies may be complacent with their current technology and ability to navigate a changing work environment. Still, the daunting task of recovering from a pandemic in the months and years ahead requires much more. And for most midsize businesses, this challenge means overcoming a digital divide created by deploying applications used by competitors and addressing one-off, short-term needs.

Looking at their digital transformation with a long-term view and the inclusion of cloud technology, companies can build a foundation that adapts as needs change, stabilizes operations, and limits disruption. Then, over time, the work experience that employees want and need is delivered at their pace 鈥� everywhere and anywhere they need it.

and written by James Thomas, Vice President of 51风流SuccessFactors – India

The post Watershed Changes Redefine The Future Of Work For Medium-Size Businesses appeared first on 51风流India News Center.