Digital transformation is more than simply introducing new technology; it's about changing the very nature and future of work.
To be successful, consultancy firm Deloitte charges that companies need to "be digital" rather than "do digital." Technology should be part of the DNA of your company, rather than viewed as yet another technology-led business restructuring initiative.
Change on this scale requires full buy-in from the entire leadership team, with a particular role played by HR. At its heart, digital transformation is about people and changing the mindsets of workers.
In many companies, HR is side-lined from the main decision making. Partly, this is because HR still maintains its traditional role as a supporter of business, rather than a leader. In such companies, consulting group Prophet warns in a report that HR is likely to become a passive recipient of digital strategies run by the likes of IT or marketing. The report shows that a paltry 2 percent of HR leaders see HR as a key influencer in strategic digital transformation.
Build a Data-Centric HR Team
To help drive strategic digital transformation across the organization, HR first needs to hire the right people. HR needs to start employing staff who are digitally aware and data-savvy, and comfortable with turning data-driven insights into actions. While digital experimentation is essential within HR, everything HR does needs to be closely aligned with the wider business objectives of digital transformation.
Find The Talent
HR needs to take charge of conversations across the business to find out how each department sees the future of work: Will they need people on site, or will there be more virtual workers? Which parts of the job will be automated and how does that affect the people in those roles?
HR needs to reimagine the organizational structure—and how this impacts its talent program. If people are working differently, perhaps in a more team-based structure rather than rigidly separated departments, it will affect how they are measured and awarded for performance.
Lead People Down the Digital Path
If you want to change the mindset of employees, then you're going to need the leaders to have the right mindset and be able to bring their team along with them. Today's leaders need to know about technology, such as virtual reality or machine learning, because the top customers and candidates will.
It's also vital that they become a role model for values such as openness, integrity and honesty, according to Deloitte's "Building Your Digital DNA" report. In a workplace where department boundaries are broken down, these qualities are vital to survival. These leaders need to inspire loyalty and engagement and be particularly tuned into employee's individual differences and needs.
This is a long and complex journey for the whole organization. It's up to HR whether they play a tactical role in business transformation—or fall behind.
Photo: Creative Commons
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The Modern Workforce Favors Flexibility and Digital Collaboration
This is the third in a series of articles we’re doing around our annual State of Workplace Productivity survey. Read a summary of the full survey here . And for our findings on extreme workloads, click here. The always-on, always-working mindset has caught on, largely due to the rise of technology and the demand for more flexible workplaces. While initially introduced to boost employee satisfaction, flexible policies and technology use actually have a greater impact on productivity, and ultimately business performance. The environment in which people work affects how productive they are. Nearly two in three employees think a flexible and remote work schedule increases productivity, according to a recent survey by Cornerstone OnDemand. The most productive work environment is an enclosed office, followed by partitioned cubicles, open desk layout and working remotely, accordingly. While working in an enclosed office is the most promising for productivity, a good chunk of employees — 19 percent — say working remotely is the most productive environment, likely due to the fact that they can control the distractions around them. Forty-three percent of employees say impromptu visits by colleagues are distracting, according to the survey. Digital Communication Enables Remote Workers Even though some employees prefer work from home policies, only one in five are allowed to work remotely. True, employees can’t communicate with colleagues in-person, but the majority of workplace communication happens digitally anyway. Nearly two in five employees believe emails and instant messages allow them to be more productive than having in-person or phone conversations. The percentage of employees that prefer in-person collaboration compared to digital collaboration is decreasing — 63 percent this year compared to 71 percent last year. But there’s a fine balance for using online communication to boost or destroy productivity. Some employees find emails, social media alerts and instant messages to be distracting, so be sure that employees know what kind of communication their colleagues prefer. The key to high productivity and flexible work schedules is arming employees with the right technology. Almost two out of three employees agree that given the right technology, in-person meeting can be replaced completely. Digital natives are demanding a more flexible workplace, and companies are listening and changing accordingly, but more need to put their employees first and do so faster. To read more findings from The State of Workplace Productivity Report, click here. And take a look at our infographic on how workspace matters:
Preparing Your Workforce for Digital Transformation
Make talent development a priority in the age of digital disruption Ready or not – digital transformation is here. With technology developing more rapidly than ever, the way we do business is changing and it affects everything from customer acquisition and our product offerings, to our tools and processes, to our workforce and work environments. To succeed in a rapidly changing market, organizations must adapt their talent management practices to reflect new digital innovations and processes. Constellation Research discovered that industry-leading companies' ability to adapt to digital disruption was a key factor in their long-term success. As many organizations begin to radically reimagine how they leverage technology and processes, a need for a new talent development strategy arises. No organization wants to be left behind because they failed to adapt well enough or fast enough to the changing digital landscape. So, how can organizations disrupt their talent development strategies to help succeed in the age of digital transformation? How to futureproof your organization in the age of digital transformation It's a sobering fact: Talent development strategies that worked in the past may no longer work in the near future. Human Resources (HR) and Learning and Development (L&D) teams must become true business partners and create a continuous, hyper-connected development experience for people that aligns to the ever-shifting goals of the business. This eBook offers research-backed strategies that will show you how to create a digitally centered, learning-focused talent development environment that will help your organization keep its competitive edge in the era of digital transformation. You'll gain insights into: Determining your organization’s level of digital transformation preparedness Coaching strategies to prep your workforce for digital transformation How to champion a culture of learning to enable ongoing employee skill development Download our eBook to discover the talent development best practices you – and your people – need in order to futureproof your organization while putting your people in the driver’s seat of their own experience.
5 Tips for Crisis Management in the Digital Age
Crisis management is a tool many leaders keep in their toolkit, but secretly hope they never need to use on a grand scale. While minor situations arise regularly in the course of business, larger scale issues can end careers and destroy entire corporate profiles if handled incorrectly. We need only look to Equifax and their epic data breach, which called for the release of their CEO and launched a Department of Justice investigation, to see the sweeping impact of poorly handled crises. Many of us might say what we "would" do if we were in such a situation, but until it happens, we really have no idea. This is where crisis communications becomes incredibly important, and HR plays a pivotal role. It's been said failure to plan is planning to fail, and never is this old adage more true than ensuring a strategy to handle a large-scale public relations disaster. As we now live in a time now where cloud-based technology is more prevalent, the digital realm is the new marketplace, and crises of this magnitude and type will happen more frequently, leadership must be prepared in advance to manage crisis in the digital age. Establish Personalities in Advance of the Crisis One of the benefits of social media and the 24/7 news cycle is that it provides opportunity to raise the public profile of anyone and everyone. While it's not necessary that all corporate leadership be incredibly active on social media from a personal perspective, it is extremely important that the company be proactive in building trust from the beginning. Get your leadership in front of your customers and communicate frequently across traditional and social media. It creates a personal connection with your company and shows there are people behind the issues. Gather Around the Message Immediately When the world of communication works on a 24/7 cycle, so must your leadership team. Have emergency communication protocols in place and ensure that they're followed. Your team must get on board with a strategic, unified message immediately and follow your crisis communication plan, which should be in place and reviewed every 3-6 months. Communicate with Employees Your best course of action is to communicate immediately and to arm all those involved with everything they need to communicate that not only are you on top of the matter, but that it won't happen again. This not only encompasses conversations with external media, but also includes conversations with your employees to ensure they can pivot with the leadership team and remain connected to your overall vision. Deploy Your Leadership Brand An established leadership brand is one of the greatest corporate assets during times of corporate strife. Your leadership brand usually emanates from your CEO, but it's more about what your leaders are known for in your organization, and it informs how your employees should act at all times. It also means that individuals at all levels instinctively know how to conduct themselves in a crisis because it's ingrained in the corporate culture and everything they do. They put the customer first, they protect the corporate identity and they remain focused on the cause. Practice Humility Finally, one of the greatest assets in our leadership arsenal is also the oldest in the book: be humble. In this fast-paced world, mistakes are bound to happen. Admitting fault and owning up to one's mistakes quickly is something that separates great leaders from those who inevitably fail. Photo: Creative Commons