HR Digital Transformation

When we talk about HR digital transformation it is not only the implementation and use of technology to augment an HR department's capabilities it should also be designed to assist organisations to build organisations of the future through implementing technology that enables & redefines key people areas such learning & development, recruitment, performance management and employee experiences.

However, there are many challenges faced; too big of a job to do, resistance from the Executive to invest, lack of budget to enable transformation, lack of expertise & agility to re-imagine current processes to name a few reasons.

The Opportunity - why it matters

With the digital transformation movement expected to accelerate, it is vitally critical that HR departments don't get left behind as the rest of the business transforms. Not only does it free up hardware and software costs, it also frees up team members to work on value adding and human facing work or projects. Rather than dispersed software and databases, by bringing it all together, it consolidates information and resources into a single source suite of tools for the business. It also delivers better data-driven insights on your employees, with the ability to build an overall better employee experience, it assists in building a digital and collaborative culture by providing team members with the right tools, tailored to their environment and having the right tech tools that work together it can streamline workflows and improve productivity.

The Solutions - what I can offer

• Restructuring and aligning business processes and systems, including the Human Resources model to drive consistency, efficiency and effectiveness of HR service delivery
• Contemporised capability development, programs and strategies through technology and in line with industry best practices and frameworks.
• Leading teams of varying levels of maturity to adopt and get buy in for new ways of working that HR can add value to the business and its strategic direction
• Getting Executive & leadership advocacy and endorsement to champion HR digital transformations, including building the business cases for HR technology budgets by quantifying ROI

An example of my experience in re-designing technology in the HR space was in my role as GM People & Culture. We had been quite traditional in how we applied technology in our process ie quite manual however we overhauled our whole technology footprint to deliver better experiences for users, both internal employees and external candidates across areas such as recruitment, human capital management and career pathing. We went from being a slow adopter of technology to an innovative leader, leveraging other benefits as such making significant reductions in time for HR team members in doing manual HR processes and being able to spend more time on critical human functions like business partnering.