A poll conducted by PwC also highlights how 39% of HR leaders identify data analytics projects and recruiting efforts as their organizations’ leading HR technology challenges, and 36% cited cloud modernization of HR systems.
For SMEs in India, the challenges remain in recruiting efforts and incorporating technologies, given the limited funds and skill shortages. To turn over the tide of potential failures and roadblocks and achieve the highest returns during this nascent stage of growth, here are the challenges that require special attention:
Overuse of digital platforms impedes workflows
One of the most pressing concerns when investing in any digital solution is to enable efficient workflows, which also applies to the recruitment process. Today, employers need to have a robust hiring process to attract the desired talent and keep the recruitment costs at a minimum, so they need to strategically choose when implementing a hiring platform.
It needs to take care of the onboarding phase because it plays a crucial role in deciding whether employees stay for the long term; multiple digital platforms that are time-consuming and not user-friendly defeat the purpose of HR automation. Hence, it is urgent to intelligently and efficiently integrate any such platform into the employee’s day to day so that they too can carry out mundane administrative tasks at ease and with greater autonomy.
CEO of digital rewards solution provider Reward, told his audience during a recent webinar, “Mending the Shattered Promises of HR Technology,” these project failures don’t have to happen.
HR technology implementations don’t succeed for four reasons, Brink said.
The overall digitization strategy often lacks a comprehensive or holistic view of the problems to be addressed, meaning the process can become reactive instead of forward-thinking.
The vendors demonstrating the HR technology highlight what makes their solution different from their competitors’ tech when they need to focus instead on the organization’s goals and expectations.
Tradeoffs are made during implementation after HR and IT discover what the vendor’s solution cannot accomplish. Although portions of the project can still succeed, Brink said that at this point HR and IT leaders need to focus on the project’s high-priority goals.
“With the tradeoffs, you still want to reach your ultimate objective,” he said.
Vendors may not be ready yet with their technology, and competing priorities among HR and IT and the vendor could hurt on the project.
“This is why we have shattered promises,” he said.
For starters, technology vendors must realize that different companies have different priorities and that can have an impact on HR project outcomes. “They have their own cultures, so [HR leaders should] focus on what is important to them,” advised Brink.
Communication during the project is key and can play a role in managing expectations. “If people are thinking [an HR technology project] will solve every problem and issue, you will not have very happy people,” he said. “HR and IT leaders must communicate what the project is and what it is not.”
He added that having a broad perspective on the projects and their potential impact is important.
“Think about the employee first and the technology second,” he said.
“So long as you take a long-term view and be patient and communicate where you are going and how you are going to do this and what the vision is, people are much more accepting,” said Brink. “They can see it.”
Nice👍
You must be logged in to post a comment.