Behaviors and leading practices for digital HR specialist

Every time I speak at conferences or meet colleagues from HR departments, the word “digital HR” pops up in the discussion. However, it might take some time to agree on what we exactly mean by digital people management – is it only better HRIS in place or some specific changes in people processes?

Today I would like to share with you a short list of behaviors and leading practices which can be used as a reference for assessing your overall “digital HR readiness”. To make it more reliable I referred to trusted institutions like SHRM and CIPD, SAP Next Gen Benchmarking surveys and other sources. This article is the beginning of series, where I would share summaries and reviews of the books I found to be useful. We will start with a great "how-to" book about measurements of complicated matters.

1. Understanding Digital

  • Understand what technology is available in people management and how it can be applied to support the delivery of people processes
  • Identify patterns and issues requiring automation and transactional HR solutions
  • Participate in strategic digital planning with other business functions
  • Assess the impact, risks and values of technologies in people management

2. Applying Digital

2.1 Automate transactional activities
  • Use RPA (robotic process automation) to speed up recruiting, onboarding, ticketing
  • Reduce manual ad-hoc tasks by using less (ideally single) modern master data HR system
2.2 Digitize communication
  • Use pulse surveys, digital NPS and engagement surveys to collect employee feedback
  • Implement chatbots for candidates, ticketing, self-service search
  • Use social collaboration platforms to collect and share content
2.3 Integrate HR data with everything
  • Build bridges to finance, timekeeping, identity management systems, expense tracking systems and automated invoicing to provide real-time visibility
2.4 Digitize recruiting
  • Use machine learning to auto-screen candidates
  • Analyze recruiting spend and effectiveness of different recruiting channels
  • Integrate recruiting with social media, job boards, video interview providers, assessment centers, etc.
2.5 Digitize onboarding
  • Provide preboarding and onboarding checklists for new-hires and managers
  • Measure new-hire productivity, analyze bad-hires and new-hire feedback surveys
2.6 Proactively recommend learning & development
  • Use machine learning to personalize learning paths based on job profiles, career aspirations and gap analysis
  • Provide automated career recommendations and successors recommendations based on critical jobs, development goals, organization needs and performance indicators
2.7 Use continuous performance management
  • Dynamic goals, check-ins and frequent data collection
2.8 Use predictive analytics
  • Predict workforce requirements for the entire company
  • Prescribe people-related actions based on predictive models, gap and risk analysis and what-if scenarios
  • Use flight-risk prediction analysis
  • Identify potential health and safety issues using predictive scenarios
  • Predict high-performance teams and suggest staffing based on experience, tenure, job roles, etc.
2.9 Detect and prevent unconscious bias from hiring to promotion with machine learning algorithms
2.10 Digitize well-being initiatives with personalized well-being solutions for employees

3. Foster digital culture

  • Provide digital leadership and digital readiness trainings
  • Be a role-model of digital expert and promote a learning culture
Sources