The journey of the HR area through digital transformation
- Sep 25, 2019
The phenomenon of Digital Transformation lives its most solid and active phase, marking territory in many segments, be it in Industry, Retail, Finance, Health, Education, Logistics and other infinity of areas that have absorbed the potentiality and scope of this transformation.
With the Human Resources area it is no different. HR already outlines its journey for Digital Transformation. Its relevance in corporations goes beyond the walls of companies, so there is the enormous challenge of engaging people - the main asset to start HR in this decisive change. After all, it's up to the new HR to cross the various skills, technical skills and behavioral skills, the so-called Hard and Soft Skills, in the recruiting process, for example. And for that matter, HR will have a fundamental role to keep track of and measure each of these employees throughout the company journey, crossing all this information with business objectives.
And how do you know what the key trends for HR are to incorporate high-impact strategies and effective results? The responses to drive this digital movement are in the proper application of agile methodologies and the use of many available technologies.
Agile Transformation in Human Resources occurs on several fronts and achieves its purposes, generating practical results in people management. Certainly, being agile is not just a competitive advantage of technological applications. We should better see how corporations are reacting quickly to appropriate new ways to transform and get real returns in the HR area, both in the hiring phases and in the management of their employees.
In many companies, the transformation occurs in a gradual and practically organic way. In the area of HR, one of the most aggregate resources to be used is the values contemplated in the agile methodology, which has four key concepts: greater interaction between individuals than between tools and processes; more software in operation, avoiding the generation of a large amount of documentation; partnership with customers over contract negotiations; and know that a plan should not be more important than adaptability.
In HR, what makes the most sense today is not a model of evaluation but rather of collaboration as we move into a more collaborative and engaged world. The use of data intelligence can and should contribute to this challenge by further exploiting the capabilities offered by this digital movement, such as taking some physical exams remotely and thus streamlining processes.
HR must move from reactive action to more proactive action, valuing the behavioral side, taking on new work models, and creating tools that encourage collaboration. Working within this premise, HR will better absorb what should be prioritized, for example, customer satisfaction through constant value deliveries, better acceptance of changes in conditions at any stage of the processes, delivery of frequent deliveries and as soon as possible, work together with the business team and software developers throughout the project, offer support and the necessary conditions to the people, as well as generating a high degree of confidence to perform tasks, among other basic principles that guide the agile methodology.
The essential role of the area is not only Human Resources, but rather be oriented to deal with people, understanding everything that is around them, generating motivation, engagement and showing how this transformation is happening.
The use and application of Machine Learning is essential in the recruitment and selection process, as this robust technology has become a trend capable of helping to gain the agility of HR. With this, the area can focus efforts and a more focused time to manage agile teams distributed across all units of the corporation, including in that management the quest to know and reduce cultural barriers, for example, located in companies with presence in other countries.
Among the many transformations that circulate in the physical and digital world, there are other models and disruptive ideas of technology that can be applied also in the management of people like Artificial Intelligence or even the Internet of Things (IoT), where it is possible to work with the collection of prudently and with socially responsible technological engagement. In addition to using these technologies not to replace people, but to help their productivity to accelerate the achievement of the best results for the company.