FEATURE TOPIC
Do you feel individuals are ready to transition to a more digital environment? Mathew Akrigg: I think we’ve been ready for a long time; we just needed a little push. The lockdowns brought about by Covid-19 made many businesses move to home working and, as a result, more tech-based solutions. If what we thought previously impossible turned out fine, just imagine what else we could achieve if we just took the leap? On top of this, we have an entire generation coming up through the workforce who’ve grown up surrounded by technology. Individuals are now much more open to different tech-based strategies being introduced. Ian Giles: For the first time in modern history, there are four generations in the workplace – baby boomers, Generation X, millennials and Gen Z. This means we must think about and tailor what we’re doing more than ever. And while it’s difficult to make a generalised assessment of individuals based on this multi-generational workforce’s readiness for transitioning to a more digital environment, I believe readiness varies greatly depending on several factors. Skills and comfort levels vary greatly based on age, background, education and culture. Younger generations who’ve grown up with, and are being taught technology in education and at home, will have an easier time of adopting digital tools compared to older generations who lack the same digital literacy. A one-size-fits-all approach is unlikely to be effective given societal diversity. People must understand the personal benefits of digital transition to buy in. They want to know what’s in it for them. It will be important to ensure the benefits are represented to them at all stages in any implementation. Digital tools and experiences must be accessible and inclusive for everyone to support readiness. Concerns around data and cyber risks may deter some from embracing digital unless mitigation strategies can be assured. Organisations and leaders will need to play a key role in guiding, supporting and incentivising digital transitions. The way transitions are communicated, supported and paced will impact readiness. Gradual change is always easier to adapt to. Stuart Hall: I think the answer depends
on the age of the individual. Those who’ve grown up in a digital world are perhaps more likely to embrace a digital environment. However, I do find it interesting that payroll professionals who accept and embrace new technology will insist on still using old technology when it comes to payroll. In my opinion, payroll software has been slow to adopt technology. A fundamental reason could be that many payroll software solutions which have been around for years were built on old technology; for example, I know a payroll solution that cannot provide reports in PDF. I know, PDF! Who wants that today? Technology has moved on, and I believe it’s time for payroll professionals to move on too. For employers and employees, what do you see as the barriers to engagement with digital technology? MA: The biggest barrier with digital technology is the user experience. It’s underappreciated but can be the key to success or failure. A hypothetical system which is bad to use for an employer will result in shortcuts, workarounds, mistakes and, therefore, errors. This, in turn, creates issues for the employees. This is the number one sin in payroll. Conversely, if the system isn’t user-friendly for an employee or individual end user then it’s likely not to be used and is therefore a wasted cost. I believe that a feature-sparse but perfectly functioning system is better than a system full of features that isn’t easy to use. IG: Engagement with digital technologies can offer numerous benefits to both employers and employees, but there are several barriers which may obstruct their adoption and effective use. These barriers can vary depending on the organisation, industry and the tech in play. For employers, implementing digital technologies often requires a significant investment in terms of hardware, software and time. Smaller businesses may struggle to demonstrate a return on investment (ROI), and even larger organisations may be hesitant to allocate resources. There may be difficulty showing concrete ROIs from digital tech spends. Integrating new tech with outdated existing systems or processes can be
challenging. Some digital technologies can be complex and require significant training and onboarding efforts. Employees may be overwhelmed by the learning curve, leading to decreased engagement. If digital tools aren’t seamlessly integrated into an organisation’s existing systems and workflows, they can create inefficiencies and frustrations. Employers may struggle to find technologies which fit well with their existing infrastructure. Sometimes, senior leadership within an organisation may resist the adoption of digital technologies due to a lack of understanding or fear of change. Employees may be resistant to adopting new technologies due to a fear of job displacement or changes to their established workflows. To overcome these barriers, organisations must: l invest in digital literacy training l develop clear strategies for adoption l prioritise data security and privacy l create a culture which encourages innovation and embraces digital transformation. Additionally, organisations should consider the unique needs and concerns of their workforce and tailor their approach to address these specific challenges. SH: There may well be several barriers which restrict employees and employers from embracing digital technologies, not least security. The security of data is paramount, and upgrading or changing software can be risky, but then we know that hackers become more and more advanced in their pursuit of your data. I believe it’s paramount to stay ahead and embrace technology. I know I’m one of those people who, when I get an ‘update’ available on my smartphone, I’m always cautious about installing the update, but I cannot take the risk of being left behind. Will a more digital approach increase or decrease awareness compared to more traditional communication / training methods? MA: While I’m a huge proponent of digital transformation, I do understand that we need to have balance. Not everything suits a digital approach and traditional methods are still useful and, in some cases, better. It can be easy to have tunnel vision in finding
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| Professional in Payroll, Pensions and Reward |
Issue 94 | October 2023
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