Digital technologies are having a major impact on workplaces and organizations. HR must embrace this change and play a key role in managing the transition. To do so, HR needs to focus less on processes and more on the user experience. HR also needs to use data better and move from a cost center mindset to helping drive the business. Specifically, HR should get people up to speed on digital, optimize tasks through digital services, curate data to make it useful, and lead the digital transformation while ensuring humanity and legality.

1. Digital vs HR
Brace for impact!
Christophe Vanden Eede –
Digital Change Manager Engie (f.k.a. GDF SUEZ)
Twitter: @cvandeneede

2. Digital is BIG!

3. Welcome to
The Digital World

5. The Sharing Economy

6. Impact on the Workplace &
Organisations

7. Should HR be afraid?

8. HR = change agent
Key role in change: impact on organisation, skills
development, processes & culture
• TIPS:
– Review processes from the viewpoint of the users,
not from HR
• Invest in usability of HR tools, create user guides
– Be active in the networked society: join twitter,
linkedIn, etc.
– Move focus from Profit & Loss to Passion &
Leadership
• Reversed mentoring

9. Hr as a conductor
• Create a
common
vision,
• lead the
planning,
• keep the pace,
• manage
transitions,
• show passion

10. HR = temperature gauge
• Measuring HR
– Board does not care for HR metrics as
long as it delivers, it is measured
through noise coming out of the
organization
• Stick to the problems that are really
necessary for the business
– Post end rationalization: use business
cases to justify what HR wants to do

11. Big Data in HR
Without data,
you’re just another person with an opinion…
TIPS:
•Don’t just digitize the old legacy, information is reshaping the
world
•Don’t start on BIG data if you can’t even manage the small data
•Capacity isn’t the issue, it’s filtering
Information is not a pond, it’s a river: only when it flows it
brings value (P. Hinssen)
“Don’t try to boil the ocean”
Data is like water, the whole world is covered in it, but only
3% is currently usable

12. What is holding back HR?
• Infrastructure constraints
– Integration issues with existing hr systems
– Hr still seen as a cost center, not as a profit driver by
senior mgt
• Perception issues
– Lack of knowledge around digital with decision makers
• Inadequate use of data
• Lack of skills within HR
• Too much focus on the tools instead of the
culture

13. HR competencies
• Existing:
– INTEGRITY
– HR experience
– Delivery
– People Orientation
• NEW
– Business Intelligence
– Commitment
– Credibility
• Collaborative, clear, curious, confident & courageous
– Complementarity

14. To do
1. Get HR people up to speed on digital
– To be able to support employees in the change
and be a legitimate partner for management
2. Rationalize and optimize administrative tasks
– Develop digital services
3. Curate HR data to make it actionnable
4. Take the lead in the digital transformation
– Ensure the humanity (and legality) of the new
reality (chief happiness officer)

15. Check it out on Google!

16. You can always change your
plan, but only if you have one.
Randy Pausch