Finding the Right Speed for HR Tech Innovation
I have always loved change and innovation. New ideas and theories and new technology always makes you think about how you are doing things today, and what you can do to improve.
Over time, changes are coming at an increasingly higher speed. Adoption life cycles for new innovations become shorter and shorter, making a quote that originates from the ancient Greek times even more relevant: ‘The only thing that is constant is change’
In HR technology, the rising of the Cloud is forcing companies and service providers to rethink the way HR is working. Some even wonder if HR is even needed in the future.
At NGA HR, we help companies transform their HR to meet future demands, and support their business to improve or maintain future growth and profitability.
A very important first step in transforming HR is to determine the current state, which is different for every company we work with.
What is crucial for us as a service provider, but also for the companies we work with, is to determine the right pace of speed, and realistic goals.
Some companies have already managed to efficiently organize their HR processes, maximizing the use of Employee- and Manager Self Service, near- and offshoring, and centralized HR service centers.
There are however, still also a large number of companies that struggle with reducing their administrative burden:
- Caused by a history of mergers and acquisitions, and changes in HRIS strategy, many companies have a scattered and complex system landscape, which increases the time that needs to be spent on HR Administrative tasks.
- To be able to use Employee- and Manager Self Service, there needs to be a trust that employees and managers are able to enter data correctly, and take responsibility for the activities they have in a process. Also in some countries trade unions and legislation can form obstacles for the use of Self Service, for example when it comes to the replacement of paper pay slips by online pay slips, or pay slip distribution via e-mail.
- Near- and offshoring has unfortunately in the past by some companies and services providers been translated to: ‘moving all work to a different location’. This also often included the communication between customer (being an employee, manager or HR administrator) and the near- or offshore delivery center. To be successful in near- and offshoring, one should always keep a coordinating task either in the country, or in the near- and offshore center but speaking the local language. Explaining a complicated payroll issue in English is a skill not many people master.
We work with customers that have Blue Collar workers in a factory, who are still used to a payroll administrator being on site almost around the clock. Moving from this situation to a more modern and efficient HR process requires time, effort, and a lot of change management.
In order to motivate people to change, the gap between current state and future state should never be too big. People need to be challenged, but not presented with an idea they feel never will happen in a million years.
Thought leaders and service providers in HR Tech should therefore never stop innovating and showing a way into the future, but very importantly also always keep in touch with the reality of HR departments in the companies they work with.