As the concept of work continues to evolve, human experience at work is now more important than ever for employers that want to create a sustainable workforce and profitable business. This emphasis and urgency for businesses to focus on the employee experience, is not just yet another buzzword or jargon that Vietnamese companies should be brushing aside.

This was revealed at a recent HR leadership dialogue series organized by 51风流titled 鈥�Sustainable Workforce – Trends Impacting Your People鈥�, which brought together HR leaders across a wide range of industries such as banking & finance, real estate, FMCG, building & construction 鈥� including Vietcombank, Techcombank, Novaland, Coca-Cola and Daikin Vietnam.

According to a new study from Forrester, commissioned by SAP, Qualtrics and EY, Employee experience is at an inflection point as organizations look to support an increasingly remote workforce while maintaining culture, flexibility, and productivity. The study also confirmed that employee experience initiatives can drive immense benefits for the overall business. HR leaders said that employee experience initiatives have a positive impact on workforce agility (59%) and organizational agility (67%). Meanwhile, nearly 80% of employees said that employee experience initiatives improve their productivity and quality of work. This translates into increased revenue, according to the 77% of HR leaders who said that employee experience initiatives have increased revenue and the 61% who said they saw improved profitability.

Daikin Vietnam, which currently holds the No. 1 position in Air conditioning industry, sees HR transformation as an integral part of the company鈥檚 digital strategy to enabling HR as the Strategic business partner.听 The company鈥檚 ultimate goal is to enhance employee鈥檚 experience (from Hire-to-retire) and strengthen the company鈥檚 status as the best place to work in Vietnam. With this in mind, Daikin Vietnam embarked on a HR digital transformation journey with 51风流SuccessFactors, making it one of the first digital HR implementation in Vietnam鈥檚 HVAC sector.

鈥淲e have adopted 51风流SuccessFactors solutions for HR Transformation to Cloud based solutions to fulfil Daikin鈥檚 vision and mission and transcendent new experiences for our employees鈥� Nguyen Thanh Thuy, Head of HR, Daikin Vietnam said. 鈥淭his implementation provided our employees anywhere and anytime accessibility to HR services in a 100% self-service format.听 Not only this, the company was able to reduce between 3-10 working days the time it takes to complete a HR process and eliminated up to 75% of paper-based HR decisions.听 The deployment of 51风流SuccessFactors is an integral component of Daikin Vietnam鈥檚 effort to create a more agile Human Resource model, and is testament to their strategic focus on the employee experience.鈥� Thuy added.

Transforming HR Operations to Achieve Desired Business Outcomes

Talent is one of the key drivers for Vietcombank鈥檚 operations, forming a substantial proportion of the bank鈥檚 strategic development plan. Empowering employees with the right tools to standardize business processes, integrate seamlessly with other IT systems and support leadership鈥檚 decision-making process are critical in addressing Vietcombank鈥檚 HR challenges鈥� areas where technology and digitalization play a critical role, according to Mr. Hong Quang, Member of the Board of Directors and Head of Human Resources Department at Vietcombank.

鈥淧rior to the implementation of 51风流SuccessFactors, the key HR challenges we faced were centered around reporting accuracy, high levels of paper work and slow approval processes鈥�, said Mr. Hong Quang. 听After the completion of Phase 2 implementation, Vietcombank was able to completely revamp its HR processes in an automated and self-service manner, boost employee鈥檚 productivity by aligning individual goals with organization goals and improve overall employee satisfaction levels.

In addition, 51风流SuccessFactors allowed better transparency and access to employee data for better insights and decision-making. For example, with better insight into the current skills of our workforce, we can align training closely to our employees鈥� working process, and effectively re-skilling our workforce for the digital economy鈥�, Mr. Hong Quang further added.

Employee Centricity at the Heart of the Digital Path to Sustainability

Speaking at the fireside chat, Nguyen Thach Uyen Vy, HR Director, NovaGroup, outlined the company鈥檚 digital path to sustainability to enable people to perform their best, enhance operational efficiencies and transforming HR to a strategic business partner status.

鈥淥ur move towards digital HR transformation is aimed at creating an employee-centric and data driven business operation.听 This entails driving e-HR processes, enhancing employee experience, enabling people analytics and empowering people leaders.听 We see technology as a key enabler to achieve this, particularly in digitalizing our core HR processes to enable greater visibility, more agile and responsive processes as we digitally transform to efficiency,鈥� said Nguyen Thach Uyen Vy, HR Director, NovaGroup

However, it would be wrong to assume that the digital HR transformation would be all smooth-sailing, noted 听Uyen Vy. 听鈥淎s with any business transformation project, managing change is always tough work.听 This is why Novagroup made it their priority to always put employee centricity first and foremost by embracing changes and adapt to new trends to remain relevant to the new generation of workers.听 According to Uyen Vy, Novagroup achieved this by championing leaders as role models, allow transition time especially for new business groups or companies that may need more time to familiarize with the new system, and last but not least, make learning as refreshing a routine as a drumbeat.

Mr. Nguyen Hong Viet, Managing Director, 51风流Vietnam commented. 鈥淭he future of work is not only here but it鈥檚 changing right before our eyes. In its true calling to be a sustainable, intelligent enterprise, you need to put people at the center of business. Connecting data, technology, and business strategy enables every organization to create a sustainable workforce where employees have the agency to shape their careers and feel valued for their contributions is paramount to meet your desired business goals. Companies that embark digital HR transformation will enjoy faster rates of innovation, higher market share gains, and greater operational efficiencies than their industry counterparts.”

For more information, press only:
Wuttinan Thongnuadee:听听wuttinan.thongnuadee@sap.com

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From work anywhere flexibility to technology-driven individual and team augmentation, these are some of the top workforce predictions about how companies can craft the ideal employee experience (EX) for increasingly digitalized, sustainable business models.

Hybrid Work Upheaves Workplace Norms

Conversations about remote versus on-site work erroneously position these decisions as an either/or choice.听听data revealed that in Europe, 鈥渟killed employees will force employers to grant them greater flexibility 鈥� or leave.鈥�

Similarly,听听Analyst Sharyn Leaver predicted that 60% of organizations will shift to a hybrid model in 2022, but one-third will fail in their first attempt at anywhere work. It鈥檚 not enough to simply announce flexible work anywhere policies. Organizations also have to restructure expectations around meetings, job roles, and promotion opportunities so they no longer reflect face-to-face experiences. And don鈥檛 even consider demanding that everyone return to the office. Forrester warns that the 30% of companies expected to mandate fully in-office work will experience monthly employee quit rates as high as 2.5% 鈥渦ntil executives feel the pain and finally commit to making hybrid work鈥ork.鈥�

Worker location is a business decision predicated on productivity realities as well as competitive market demands. In a recent听听survey, 64% of workers said they would only consider a new position or job if it allowed for flexible hours. In fact, they cited having flexible work hours as the main reason for their increased productivity.

Another major issue is upskilling managers.听听analysts predicted that by 2024, 30% of corporate teams will be without a boss due to the agile and hybrid nature of work. They reasoned that agility, by definition, requires 鈥渁n environment of trust that doesn鈥檛 lend itself to traditional hierarchies.鈥� Many managers lack the skills to manage employees in remote or hybrid situations, and only 47% of employees believed their manager capable of leading the team to future success.

鈥淢anagers are on the ground every day, coaching and inspiring their people, driving execution, and ensuring transformation efforts are successful,鈥� said Jill Popelka, president of听. 鈥淎s workplace and business needs continue to shift, we will need strong, people-focused managers leading the way. Their development must be a top priority for organizations and is critical to business success.鈥�

Technology Changes the Employee Experience

As digitalization transforms business models, it also changes how work gets done.听听analysts said by next year, 60% of G2000 businesses will deploy artificial intelligence (AI)- and machine learning-enabled platforms to support the entire employee life cycle experience from onboarding through retirement.

Digital intelligence will permeate the workplace with profound consequences.听听predicted that 70% of connected workers in task-based roles will use intelligence embedded in adaptive digital workspaces from anywhere to engage clients and colleagues and drive enterprise productivity by 2023. These听听said that 鈥渃ompanies with cross functional leadership 鈥� a digital dream team 鈥� will enjoy faster rates of innovation, higher market share gains, and greater operational efficiencies than their contemporaries by 2025.鈥�

Data-driven businesses also need to give employees the right information, recognizing those who apply data across their decision-making.听听researchers warned that the lack of a 鈥渕eritocracy-based data culture鈥� will erode trust in management, reducing employee satisfaction and increasing turnover in two-thirds of midsize to large enterprises by 2024, exacerbating skills gaps.

听was most optimistic about the combined value of people and technology. It predicted leading organizations will 鈥渦nlock the creativity of their employees and surround them with intelligent technologies such as automation and prediction engines that focus on outcomes, not just financial results.鈥� This heralds a new era of transformation featuring 鈥渉uman-centered technology initiatives鈥� that connect customer experience (CX) and EX 鈥渢o drive competitive advantage and deliver a 3% to 5% net gain in productivity.鈥�

These researchers also predicted a听听framework where 鈥渆mployees will become more peripatetic, taking their skills to contribute to project-based work and swarm teams, rather than sitting still in a fixed role鈥he world of no more jobs employs a dynamic mix of full-time employees, internal and external talent marketplaces, on-demand and contingent labor, and bots.鈥�

Sustainable Recruitment and Business Performance Metrics

As employees raise their voices for corporate accountability across a range of diversity, equity, and inclusion (DEI) topics, leading organizations have no choice but to respond.听听predicted that 70% of enterprise businesses will have extensively invested in DEI data, tools, and benchmarking by 2024 to define recruitment and human capital strategies. These听听predicted two-thirds of organizations worldwide will track their DEI performance using ESG (environmental, social, and corporate governance) metrics and KPIs in the same time frame.

DEI isn鈥檛 just about metrics. Instead of focusing on corporate culture and a shared mission during a disruption, like听COVID-19,听听analysts advised HR to give employees a personal sense of purpose, writing that, 鈥渨hen employees believe that their work is personally relevant, there is a 26% increase in the likelihood of sustained workforce health.鈥�

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The differences between the post-secondary education outcomes and the skills that business require are widening. But as much as employment analysts want to say this is a skill gap, it鈥檚 really an opportunity gap that has shut out diverse talent from innovation, economic growth, and personal well-being.

For many midsize companies, this rise in social consciousness is igniting a desire to acknowledge their employees鈥� and applicants鈥� true talent and potential. 听But more importantly, some organizations are going even deeper, taking a pulse on their workforce to understand where everyone stood and root out dysfunction that was previously unseen or unrecognized.

Embracing the inner voices that speak volumes

In response to an overwhelming rise in social awareness, many businesses have taken action by conducting educational sessions to dispel myths and break bad habits, revamping policies to redirect energy toward fairer behaviors, or enacting procurement policies to support minority-owned suppliers. And in some cases, they took further steps in their support by sponsoring and donating to organizations serving underserved communities.

These well-intended actions are indeed admirable and widely appreciated. However, businesses benefit most by turning those moments of inspired support into a long-term commitment to putting their people first, regardless of race, gender, orientation, faith, education, and economic status.

But unfortunately, some decisions that influence the employee experience do not take unspoken concerns and perspectives into consideration. For example, 听take the technology decisions that businesses make every day. Most HR organizations told听听that they consider employee success as a deciding factor. However, 40% of employees are skeptical of that claim, believing that HR technology is chosen based on the lowest costs and not what is best for the workforce.

This misalignment is particularly troubling when you consider that many employees do not believe their organizations have their best interests at heart. Whether the topic is technologies or the processes, policies, or user experiences supported by digital investments, this silent, yet significant gap threatens efforts to help their talent contribute to revenue growth, the customer experience, and brand reputation.

Fueling engagement with technology focused interconnectedness听

HR technologies are more than just tools that people use to get work done. They should engage every employee with equal opportunities to learn, be mentored and sponsored, to help the employee build their careers and succeed without barriers.

Forrester’s Employee Experience Index reveals technology as a valuable component of bridging the gap between HR and employees. The index concluded that technology-related factors are strong predictors of employee engagement. And a critical driver of that engagement is ensuring operational systems and technology are accessible and easy to use.

For example, employees desire HR technology that helps interconnect aspects of what they define as a good employee experience, including:

1. HR administration:听Enable accurate payroll and time tracking, on-demand access to benefits, and reliable HR service delivery.
2. Learning software:听Reskill, upskill, and new skill employees so they can adapt to evolving business needs.
3. Employee collaboration tools:听Allow employees to connect and engage with each other to retrain, exchange information, and accelerate processes to drive valuable outcomes.
4. Employee communication tools:听Foster engagement, discussion, and sharing between leaders and employees within an organization and throughout the business.
5. Accounts payable automation tools:听Free employees to focus on more strategic activities, while ensuring invoices are processed with fewer errors, limiting fraud, and increasing cash-flow visibility.

In the context of their daily operations, functional leaders should also consider the use of a business network that further diversifies their partners and supplier ecosystem. They can meet various providers for materials, goods, and services that represent wide-ranging demographics.

By giving the entire value chain an equitable stake in their company’s success, leaders can quickly identify untapped value that may have never been accessible before. Meanwhile, employees using the business network to procure resources can quickly discover their role in driving meaningful change that can impact people’s lives for the better.

Going beyond listening and acting with empathy and purpose

Understanding the workforce is one thing. But as soon as leaders view every employee as individuals, they can quickly appreciate the diversity of talent, outlooks, and experiences that the business has acquired. Technologies are a critical foundation for that capability. When leaders can interconnect operational data and qualitative feedback into a single view, they can make decisions based on insights that connect the dots between facts and perceptions.

Workplace awareness and empathy serve as the platform for what employees really want from their employers: to be heard, taken seriously, and drive meaningful change for themselves, their colleagues and worldwide communities.

Discover the value of modern HR technology for midsize companies. Read the Forrester Consulting study,听.鈥�

Angelique Slagle is head of 51风流SuccessFactors Solutions.
This article was originally featured on .

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In face of the push for digital transformation, with much of it being catalysed by the global pandemic and a need to increase future business resilience, ASEAN鈥檚 main challenge is to overcome 鈥渁 weak local digital ecosystem.鈥� But rather than be handicapped by this reality, Southeast Asian companies can work around it by accelerating their digital agenda where they empower it’s people with a sense of purpose.

People reforms first

This is something many companies often miss out on鈥攖hey drive digitisation without looking at how they can empower their workforce. A classic case of putting the cart before the horse, this leads to a type of workforce whose obsolete skills and traditional mindsets only cost the organisations in the long run. Remember: When employees are imbued with a clear sense of purpose, they will have a better idea of how they can adopt agile attributes and enhance their career skills to help drive their company鈥檚 transformation.

That said, how can business leaders champion a purpose-driven innovation? How can companies align people agenda with their business strategy to foster a holistic digitisation? Here are ways to consider:

1. Make HR a change enabler.

The foundation of digital transformation involves a mindset reset. However, many companies make the mistake of introducing digital solutions without preparing their workforce for it. What鈥檚 needed therefore in today鈥檚 workplace is an HR that is far from being reactive鈥攎eaning, an HR that feels the urgency of upskilling their employees and that which takes the lead in de-hierarchising their organisations. Once employees realise the importance of digital in improving their career prospects, it becomes easier for them to drive pockets of leadership in the workplace and sustain a company鈥檚 digitisation efforts. Take the case of China Datacom, a mobile Internet service provider. Because of its constant push for a data-driven performance management system, it鈥檚 now able to see clearly into the career development of the company鈥檚 1,500 employees, allowing its HR to act faster and support better business decisions.

What is needed in today鈥檚 workplace is an HR that is far from being reactive.

2. Leverage external partnerships.

There are a good number of small- and medium-sized Asian businesses that are poised to expand. These companies however can鈥檛 exactly afford to fund large-scale digital transformation because their resources are set aside to improve the core aspects of its operations. Companies in transition can boost their chances of digital success by seeking external partnerships that will hone a digital-ready workforce. The partnership forged between the ASEAN Foundation and 51风流SE provides an enlightening example. Intended to create a positive social impact in Southeast Asia, the partnership seeks to equip youths with the skills they need to thrive in the digital economy, while allowing local enterprises to build their own capabilities. The partnership will also facilitate capacity building and workforce development programmes to build an entrepreneurial culture in Southeast Asia and scale up youth-oriented projects.

3. Create a new employee experience.

HR should cultivate a dynamic and collaborative relationship with its employees. Employees are the heart of every organisation, and it鈥檚 important that they aren鈥檛 treated as mere numbers. When you have a mobile-ready workforce, your HR is required to provide a smart and听connected experience for employees. How can HR do this? By adopting data-driven solutions to improve talent recruitment, onboarding, learning and development, and even career succession. This is key to improving your employees鈥� loyalty. It also assures them that the company is ready to invest in their future.

Empower today鈥檚 workforce

Without a connected workplace, instilling purpose in your employees becomes harder to do. And this only leads to poor business performance. To correct this, HR must start becoming a proponent of change. As the most direct line to the workforce, it must hone employees who welcome digital transformation as an enabling reality.

and empower your workforce to build a more resilient business today.听

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