Q A growing emphasis on technology in a highly connected world means that the role of the HR professional is also evolving. In what ways is it changing and what competencies are required from a HR professional to get the most out of HR technology?
A. It’s pretty clear the continual evolution
of HR technology is transforming the HR
professional’s role in a radical way. The tech
nology itself is characterised by workflow,
automation and embedded analytics, as well
as the internet with its focus on delivery
methods, and connectivity to social net
working sites. As such, HR technology de
livers faster, centralised services to the busi
ness, with lower transaction costs, and
information that is complete, accurate, and
delivered in real time to the decision maker.
The end result is an HR professional spend
ing more time making strategic decisions
with a clear, direct and measurable impact
on business results.
This changing role requires strong em
phasis on competencies that bring out the
best in implementing and managing HR tech
nology, as well as interpreting the patterns of
information delivered. Of these, the most ob
vious is understanding, and effectively using,
HR technology. This is critical to the success of all HR professional leveraging tech
nology and, based on the take-up rate of
HR technologies in large and small businesses
alike, it’s set to be a mandatory requirement.
A key requirement for any HR profession
al is the development and execution of poli
cies and processes that support the overall
strategic business plan and objectives. This
means the HR professional needs to be a
strategic leader. This not only means mak
ing the right decisions at the right time, but
understanding and interpreting the relevance
and impact of information on the business,
as well as communicating the idea effec
tively. Tactically, HR professionals require a
deep knowledge about the design of policy
and processes in which people are recruited,
developed, retained and rewarded. This strate
gic-tactical relationship impacts on HR serv
ices and the translation into the technology
solutions, such as recruitment, learning, tal
ent, and remuneration management.
The very nature of technology is to bring
about profound change while the basic na
ture of most organisations is to resist change.
As such, the HR professional needs to con
stantly evaluate and assess the effectiveness
of the HR policies and processes, and respond
accordingly. This means having knowledge
and ability to execute successful change
strategies and linking them to the strategic
needs of the business. As a change cham
pion, HR professionals need to create a vi
sion for change that includes the mission, val
ues, goals and action plans with measurement
criteria. This also means sponsoring change
in other departments and work practices by
challenging accepted practices and motivat
ing others by creating openness to change
and overcoming resistance to change.
The main drivers in the use of HR tech
nology will continue to be faster, cheaper
transactions, as well a platform for strategic
decision-making. The way technology will
support and deliver this is only getting smarter,
so monitoring developments in HR technol
ogy and developing their competencies in this
domain will be a key factor in determining the
success of both the HR function and HR pro
fessionals.
Ari Kopoulos, Employee Connect, ari@employeeconnect.com, 02 82888028