HR needs to Evolve along with Technology

Document created by 1049487 on Jul 20, 2015
Version 1Show Document
  • View in full screen mode

Recent News Articles

 

Follow-Up to New USDOL Proposed Overtime Regulations

 

Creating a Better Background Check

 

HR needs to Evolve along with Technology  

 

4 Strategies to Attract Top Performers and Keep Them Loyal

 

Reviewing FMLA Requirements After the Dust Settles on Same Sex Marriage Law

 

What The Same-Sex Marriage Ruling Means For Health Plans

 

Start your Leadership Development Efforts with Frontline Managers

 

With Recognition, It’s The Simple Things That Mean The Most

 

Beware: Costly Wage and Hour Mistakes no longer just a blue collar kind of thing…

 

Reducing Your Risk of a Worker's Compensation Lawsuit

 

Can We Consider an Applicant's Arrest and Pending Charge?

 

CAI Data Snapshot: Employee Turnover

 

Talent Acquisition: The Power of Recruiter Pushback

 

Tips to Successfully Transition from Vacation back to Work

 

Does Your Employee Handbook Violate the NLRA?

 

EEOC Issues Revised Pregnancy Guidance

 

Everyone Enjoys Working Here...I Think

Tom Sheehan.pngFor most of the past 100 years the human resources function was viewed as largely a compliance-based operation, focused primarily on record keeping, workplace safety, wage management, and employee grievances. That has changed.

 

Today there are countless recruiting platforms, onboarding programs, and talent management systems available to employers. As technology enables us to accomplish many of those traditional responsibilities faster, cheaper, and better than before, HR is moving from transaction to interaction.

 

Recruiting software has become more advanced and cost-effective, big data has become a centerpiece of talent management, and 2015 marks the first year that millennials represent a majority of the American workforce, a generation that makes career decisions differently than previous ones.

 

The battle for talent will only intensify. As recruiting gets more competitive and organizations put further emphasis on acquiring and retaining top talent, many believe that HR professionals of the near future will be part of the core management team. A new study from Deloitte Consulting LLP* titled ‘Reinventing HR: An Extreme Makeover,’ points to some of the areas where HR skills need to be improved, such as:

 

  • applying social technologies to the HR management function
  • embracing social media for talent acquisition
  • enabling greater innovation and customer satisfaction
  • increased knowledge sharing through social technologies

 

The study also found that 80% of survey respondents believe that their company’s HR skills are a significant issue, a gap that will need to be accounted for quickly in order to meet the demands of this new era in HR.

 

HR professionals that embrace the opportunities that technology can provide are able to better allocate their time toward gathering insights beyond the HR function and outgrow the traditional concentration on internal compliance. Top-performing HR leaders are enabled by these tools and technologies. These same leaders can look beyond the tactical, administrative reporting and data gathering to bring insights and drive business strategy and results.

 

I'd love to talk with you about how you're using or could be using technology in your HR organization.  You can reach me at (919) 878-9222 or tom.sheehan@capital.org.

 

 

 

---------------------------------------------------

*The Global Human Capital Trends report is one of the largest longitudinal studies of talent, leadership, and HR challenges and readiness around the world. The research described in this report involved surveys and interviews with more than 3,300 business and HR leaders from 106 countries. The survey asked business and HR respondents to assess the importance of specific talent challenges facing their organization and to judge how prepared they were to meet these challenges.  Using these responses, we calculated a "capability gap" for each challenge, measuring the difference between an issue’s importance and an organization’s readiness to address it.

Attachments

    Outcomes