REWARD INSIGHT
The changing role of HR
Burke Turner, digital workplace consultant at We Are Atmosphere Limited, explores some of the changes facing HR amidst digital transformation
A s digital allows us to capture role of human resources (HR) changing. With technology revolutionising ways of working, digital transformation is real and happening. However, it is through achieving more agile corporate cultures where collaboration is modus operandi that digital transformation is facilitated, not the other way around; culture changes the power of tools. This is why people leaders need to drive the agenda for new ways of working with a seat at the table, and organisation that is undergoing change, people leaders need to better-leverage digital behaviours so as to understand what is happening and where and when intervention is needed; people leaders need actionable data. With digital also comes new threats to the function of HR and work is needed to see the opportunities to add greater value. Times change, people change; the Millennial mindset has brought different expectations of work and the relationship they expect to have with work. The response from management to this and leverage data in ever more sophisticated ways, so too is the renewed gravitas in their remit. In order to better-support an
new and strange creature started as a commentary on the self-centredness of Generation Y and their impatience when it came to their own career progression. This has now matured towards a position of mutual understanding that the workplace is, not surprisingly, becoming a vastly different place at an increasing pace. Almost as if it is changing in front of our eyes – which, of course, it is. As Millennials approach a majority share of the workforce, and having learned to read, write and ‘rithmatic on and through digital, (or perhaps it is tap, scroll, and swipe) this change is inevitable and accelerating. ...the workplace is, not surprisingly, becoming a vastly different place... Leaders are expected to also be coaches; somebody who will trust, empower, and help Millennials to achieve their potential. The new generation have a set of skills that are needed (and in many cases somewhat beyond reach given time
restraints) for the future of business. Creating a culture where teamwork can apply vertically as well as horizontally and where barriers are broken down across the business can bring real benefits to an organisation’s ability to innovate. Tactical approaches to break generational divides like hackathons can generate a marketplace of ideas and enable innovation throughout the organisation. Leadership training needs to gear management to support the needs of tomorrow’s demographic; if HR is not supporting, or better still, driving this agenda then intergenerational engagement and collaboration will suffer. Collaboration demands communication, and open communication is one of the keys to releasing innovation from within the organisation. A global outsourcing company, headquartered in India, identified a barrier to innovation largely due to a legacy authoritarian management culture. By implementing a human- centred, employee first ‘ideapreneur’ programme across its 96,000 staff, the business was able to realise 580million dollars in value from bottom-up input. Like many functions in business,
| Professional in Payroll, Pensions and Reward | September 2016 | Issue 23 42
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