Information Technology

Information technology in HR

There were times when meetings on information technologies in HR were just amazingly boring. And not because the topic itself was boring (which couldn’t be boring by definition), but because it was updated a little and couldn’t reach the innovative one.

Absolutely normal. While we are talking about the future of the HR function, practices and tools, touching upon the essence of a rather conservative by nature and duty sphere, we cannot afford to go to extremes.

Yes, society is changing, yes, collaboration is changing form, yes, expectations are changing, yes, the HR function itself in 2020 will be very, very different from what is happening now, but the foundation, the basis will remain the same.

A company can develop (and even fail) on some of today’s burning topics that will be the norm tomorrow, but what it cannot afford is the slightest failure in the concept of “heredity. Refusing to recognize evolution is dangerous, but forgetting one’s past is also dangerous.

Digital transformation is not done with an “or” union, only with an “i”. And this is to a function that is often seen only as a black hole for investment, often crowded: how to achieve perfection by evolving?

Manufacturers of HR solutions are focused on the end user

We don’t talk to HR people about their profession anymore, but instead we emphasize that we will deliver the right services directly to the employees. The back office becomes a front office, the employee becomes a consumer and sells the profit to HR, which becomes a profit, ricocheting from the HR function.

The point is that we provide our employees with the service they like, and we make a profit out of it. Looking at it from a different angle, why go where you can’t go? We are not talking about managing human resources, but about providing services to people (one thing does not exclude the other, we remember). Manage human resources to provide resources to people.

Let’s see what happens to heredity. There are no options when new services are provided only with a historical look at the old ones. It is necessary to surpass the old in order to overtake the new.

And we see the same logic as those who are starting now. Whatever we talk about, whether it’s about historically accepted functions or new services, they all focus on the fact that the end user is not just HR.

To sum it up:

  • Consumption: A user is a customer who requires practices, tools and services that are the same as those he or she has used before.
  • Subject change: Many tools are given directly to employees instead of HR hands
  • Self-service: services that do not require specialist support. On request
  • Experience: it consists in providing services as a tool to meet needs

Recruitment clean-up? The intranet portal should be worth the cost of the cost. At the moment it means that it achieves its goal – comfort and benefit for end users – employees.

There is a tendency for employees to be interested in such topics as “comfort”, “health”, “efficiency”, when they do not have to make unnecessary movements to achieve results at work and at the same time preserve their personal life and individuality.

Initially, HR processes were built for the convenience of HRs, through which employees received benefits and mutual assistance, now there is a process of refocusing, which will allow employees to receive information and services without the global intervention of HRa in everyone’s business.

For a long time HR has been a technical work – to search, search, search, follow, but now it will go farther than we can imagine. The question of whether the HR psychologist will no longer be standing.

Josh Bersin spoke in great detail about trends in HR development, let’s take a look at the short clippings of his judgments, and then we will definitely tell you more about his research.

Information technology market in recruitment is being updated

The idea is simple: the way we work is changing, the employees are changing, and little by little the company accepts this reality. And we can no longer afford to live and work with this new reality using only the approaches and tools we have had so far.

What has changed, from our point of view, is that until now, tools have been more of a brake to transformation (or an excuse for transformation), whereas now they have become a platform and a way for HR to transform their processes. When both necessity and solution are gathered in one place and nothing happens, why look for the culprit somewhere else?

Major trends, of which we will highlight only a few this time:

Activity measurement: relies more on achievements, teamwork, with increasing attention to the quality part, the present moment and the diversity of resources for evolution.

Measuring efforts nowadays: Companies want to know what’s going on here and now. In addition to the various forms of information (formal and informal), the main question here is to collect real information about how things are going, how employees feel, what are the internal trends, for the benefit of both the staff and the company. Naturally, this includes the use of various measurement tools.

“Explosion” of people’s analysis: it took time, but HR recognizes the analyst. The idea is not just to write a report, but to get a tool for real problem solving, instead of saving a list of questions to solve. In the future, the focus will be on predictive behaviors that will help to anticipate which tools and internal policies will really help the company and its staff.

Objectives: better recruitment and career management, reduction of turnover, team building, not team building, implementation of innovations, etc.

The learning revolution: nowadays, learning is one of the main concerns of professionals who understand that they will have to learn constantly that they will be hired. Learning will become more individualized, staged, autonomous, which requires new platforms and formats. The “consumed” nature of training becomes the most important.

New recruitment landscapes: the best set of databases, development of existing HR practices, candidate’s experience.

Labor force management: a challenge only for permanent staff working full time under a long-term contract. It is necessary to include different forms of work, for example, more flexible and work outside the office, regardless of the size of the company.

Measurement of HR tools and team management: employees receive tools that help them in collaboration and organization of their time inside and outside the team. Talents are formed by themselves, and if HR systems miss them, additional value will leave the company.

Health and fitness: the demand for physical and mental health from employees to the companies has existed for years, but the integration of such direction into the HR system has only recently begun and depends on the country.

It is not a question of measuring how “great” a person behaves in the office, but of helping them to maintain the same habits and health rituals that they should follow in their private lives, and of encouraging and motivating them both in a team and individually.

Moving towards digitalization: a new generation of HR systems on everyone’s lips. Robots and artificial intelligence are introduced into the system, HR will become a sphere of self-service, directly regulated by the employee for his needs and development.