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Why HR Must Understand and Embrace Technology to Drive Business Performance
 

Why HR Must Understand and Embrace Technology to Drive Business Performance

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The business environment is constantly changing with shorter product lifecycles, new competitors and constant innovation. At the same time, the workforce, organizations and technology are also ...

The business environment is constantly changing with shorter product lifecycles, new competitors and constant innovation. At the same time, the workforce, organizations and technology are also changing at a rapid pace. Discover in this white paper how all of these factors are creating a new world of work that requires HR to shift from an information-centric to a people-centric view of HR focused on helping people to get their work done.

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    Why HR Must Understand and Embrace Technology to Drive Business Performance Why HR Must Understand and Embrace Technology to Drive Business Performance Document Transcript

    • White PaperWhy HR Must Understand and EmbraceTechnology to Drive Business Performance A recent article in the Harvard Business Review, titled “People are Not Your Greatest Asset”, made a compelling case that how organizations empower people is much more important that just having talented people. The business environment is constantly changing with shorter product lifecycles, new competitors and constant innovation. At the same time, the workforce, organizations and technology are also changing atAmar DhaliwalChief Technology Officer a rapid pace. All of these factorsSaba Software are creating a new world of work that requires HR to shift from an information-centric to a people- centric view of HR focused on helping people to get their work done. By embracing technologies that combine the best of integrated talent management with social networking and collaboration capabilities delivered in the cloud and accessible through mobile devices, HR can help deliver better business performance such as 16% higher revenue per employee.
    • White Paper n Why HR Must Understand and Embrace Technology to Drive Business PerformanceAre People Your Greatest Asset? thinking relies heavily on adopting new social andA recent article in the Harvard Business Review, titled collaborative technologies that become the new center of“People are Not Your Greatest Asset”1, made a compelling talent management processes. These types of technologiescase that how organizations empower people is much more drive much better user adoption because they are bottomsimportant that just having talented people. When we think up and enable people to create their own success plans,about HR service delivery, we typically think of payroll, take more control of their own career development andbenefits, performance reviews and possibly training, but do connect with the experts, information and ideas that helpany of these things really empower employees to be more them accomplish their goals.effective and engaged in getting their work done? For example, it is well documented that ‘LinkedIn’ profiles are more up to date than most HR records. Why is this? Simply put ‘LinkedIn’ is easily accessible in the cloud andThe New World of Work on mobile devices and employees know that keeping theirWe are all aware of the fast pace of business with constant linked in profile up to date has tangible benefits to theirinnovation, shorter product life cycles, and new competition ability to get work done and advance in their career. Canpopping up overnight. What’s not as obvious is that the same be said of legacy HR systems?organizational structures have changed. Limitedorganizational charts that only show the hierarchy of theorganization are being replaced by social graphing tools New Technologies, New Possibilitiesthat show the “wirearchy” of how work gets done in the While many people think that enterprise social networkingorganization. The workforce itself has also changed. and collaboration tools will lead to lost productivity asYounger workers with different expectations about work are people talk about sports or their favorite TV show, thereplacing older generations reaching retirement. At work, reality is very different. When HR embraces new enterprisethese new generations of workers expect to have much social networking and real-time collaboration technologies,more control of their own careers and tools that will help like video web-conferencing, combined with unified talentthem to connect and collaborate such as mobile devices management delivered in the cloud, there is whole newand social networking tools. They are often world of possibilities that can transform HR and yielddisappointed when they get there to find dated processes exciting business results. For example:and technologies. ƒƒ Tedious annual performance reviews become real-time feedback loops between managers and employees that improve engagement and productivity.A New Way of Thinking about HR ƒƒ Misaligned or outdated goals become collaborative workOutdated HR processes and technology are lagging circles where employees can leverage a broad peoplesignificantly behind what really motivates and engages network of experts, information and ideas to get their jobpeople in the new world of work. For decades HR has had done.an information-centric focus on compliance and process ƒƒ Formal learning becomes continuous development in theefficiency instead of a people-centric focus on empowering people network.people to get their work done and improving performance. ƒƒ Social recognition and rewards become an everydayHR has more often than not had to accept HR applications occurrence, which inspire and motivate employees tofrom ‘heavyweight’ ERP systems or legacy talent excel.management systems that were designed for processing ƒƒ Static organizational charts become dynamic socialtransactions like payroll, streamlining and measuring graphs that help HR understand how the organizationprocesses like performance reviews, or ensuring actually gets work done.compliance with HR policies. Unfortunately these types oftechnologies cannot provide the type of accessible,interactive, self service environment, available anywhere,any time that helps employees get their work done. The netresult is that critical employee information is eitherincomplete or locked away and rigid top down HRprocesses stifle business productivity.Many leading edge HR organizations are shifting to a newpeople-centric approach designed to inspire, develop andengage employees and managers. This new way of1 “People are Not Your Greatest Asset”, by Anthony J. Bradley and Mark P. McDonald, Harvard Business Review, Tuesday December 6, 2011 http://blogs.hbr.org/cs/2011/12/people_are_not_your_greatest_a.html1
    • Transforming HR and Talent Management Acknowledgementsat Your Organization Thank you to Chris Tratar, Senior Director of ProductStudies by Bersin & Associates show that HR organizations Marketing at Saba for significant contributions to this paper.that focus on managing and empowering people improvethe overall performance of the business vs. their peers by:ƒƒ Driving 16% higher revenue/productivity per employee2Being 3x more effective at improving overall business performance3ƒƒ Bring almost 4x more effective at driving change and accelerating business growth 4By shifting to a people centric focus and embracing newtechnologies, HR can have a significant impact on businessperformance. Below are key recommendations to get youstarted:ƒƒ Ensure that your HR organization has a people centric focus on delivering the capabilities to help people get work done.ƒƒ Use new technologies delivered in the cloud, to reduce control by IT organizations and lower total cost of ownership.ƒƒ Embrace new social and collaboration technologies as part of your integrated talent management strategy.ƒƒ Find ways to make HR technologies accessible to everyone through mobile devices.2 Talent Management Factbook, by Karen O’Leonard and Stacy Harris, Bersin & Associates, September 20103 High Impact Succession Management, by Kim Lamoureux, Michael Campbell, Roland Smith, Bersin & Associates, April 20094 High Impact Succession Management, by Kim Lamoureux, Michael Campbell, Roland Smith, Bersin & Associates, April 2009 2
    • Saba enables organiSations to build a transformative workplace where they can leverage their people networks to become more competitive through innovation, speed, agility, and trust. © 2012 Saba Software, Inc. All rights reserved. Saba, the Saba logo, Saba Centra, and the marks relating to Saba products and services referenced herein are either trademarks or registered trademarks of Saba Software, Inc. or its affiliates. All other trademarks are the property of their respective owners.Saba Software (UK) Ltd | Circa, The Ring | Bracknell | Berkshire | RG12 1AA UK | (+44) (0)1344 382950 | www.saba.com wp_why_hr_must_understand_uk_v1 07/12