Here’s how using HR technology helped transform ASK Group
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A recent report by PwC on HR technology shows that at least 40 percent of the companies have moved their core applications to the cloud. And nearly one-third of the rest are actively planning their migration. The business case for using HR technology has never been stronger. Building a framework for your digital transformation journey is a process that is critical, especially in an age where technology is rapidly changing. While technology has enabled companies to make business processes more convenient, relevant, easy and quick, it is important to align them with the business objectives that are relevant to you.
At ASK Group, the company turned to using a full-fledged human capital management software. Here’s how the use of HR technology at ASK transformed the company:
1. Help eliminate silos and bridge gaps: Information gaps and data spread across departments can lead to information silos. Having an overall view of the data on talent will not only help managers, it can also help business leaders to take strategic decisions and bridge any talent gaps concerning skills and capability, this where the use of technology is instrumental.
2. Empower employees: The presence of real-time data has empowered employees to take decisions at all levels. This had led to the creation of an organization that is no longer reliant on a hierarchy based decision-making system but one that is actively engaged in empowering employees even at the entry level. HR needs to drive this change because this is fundamental to the culture of the organization. This also means that HR should actively work with leadership to identify behaviors that are acceptable and those that aren’t. And accordingly, guide and support employees
3. Measure productivity: The use of human capital management technology has meant that productivity can be measured both easily and objectively. For example, the use of HCM technologies can tell you how different departments are spending time and what is the outcome or result in terms of business execution. This data is a useful tool for the teams themselves to re-focus on their priorities in terms of alignment to profitability. The role of HR professionals is to be able to show the departments the value of engaging with HR technology.
4. Building agility: Companies today have to adapt to the changing nature of customer requirements and also keep up with the regulatory changes in the market. By definition, companies have to be agile. In addition to agility, companies need to have the speed to deliver what is expected. If they don’t, there will be direct consequences the business in terms of staying competitive.
5. Enabling continuous improvement: Driving efficiency and effectiveness are only relevant when they are mapped to continuous improvement and not as a one-time process. This is where technology upgradation fits in. It means having a mindset of challenging every process and status quo.
The role of HR is changing; it’s more a business-driven role today. That means that it is no longer only a CTO’s responsibility to initiate or introduce new technology, HR can lead the initiative to drive change. Taking ownership of technology and driving change is critical to HR. Ensuring the availability of the most convenient and relevant technology for the employees and aligning the technology strategy to business goals will enable the function to become one that is fundamentally proactive and not reactive.
Curated from a webinar by Nupur Mehra and Jerry Moses