What is the connection between human resources and digital transformation?
In today’s business environment, where organizations are gradually integrating digital technology into their operations, human resources cannot be left out. On the contrary, HR must not only keep pace with these changes but, above all, lead them in order to strengthen the company’s present and future.
Given the growing challenges facing every industry, the need for talent management, and the new skills required to navigate previously unknown scenarios, digital transformation is an essential ally for making informed decisions with the speed that today’s world demands.
Can digitization limit or influence the role of human resources?
It’s boosting it at a breakneck pace. In fact, it’s giving it a level of visibility that would have been unthinkable just a few years ago, with a clear chance to influence a corporation’s major decisions.
I suggest viewing this partnership as a collaborative effort that will provide industry leaders with a range of robust tools (such as sophisticated metrics), while always keeping the focus on a company’s most valuable asset: its people.
In any case, it is important to note that digital transformation is a process that requires a different mindset—a new way of thinking—which can obviously cause some discomfort, as it disrupts deeply entrenched paradigms in some of the older organizations.
What role does artificial intelligence play here?
Absolutely crucial. These mechanisms, which aim to simulate human thinking, make it easier to perform tasks that had become routine or were difficult for professionals in the field to carry out.
If we consider machine learning —one of the fields of artificial intelligence—we can identify a pattern of behavior by analyzing a complex dataset.
To illustrate the situation, if three out of every five terminations are related to behavioral issues, software—which has already interacted with current employees—will be able to identify candidates who best align with the company’s culture, certain values, and other less tangible aspects. Following this logic, let’s consider the implications this would have for talent attraction and retention rates, and how it would help prevent high turnover and the associated costs.
On the other hand, given the recurring concern about boosting our teams’ productivity, we can certainly leverage this intelligence to enhance both individual and collective effectiveness.
What marketing strategies can be leveraged?
First and foremost, we need to emphasize the importance of analyzing data, reviewing reports, and generating insights to inform the organization’s plans. On another note, inbound recruiting is a powerful tool borrowed from marketing that makes it possible to attract candidates.
That is why I believe that internal collaboration and the exchange of best practices across departments are crucial. Ultimately, we have a single brand, and our positioning must be consistent, regardless of whether we are dealing with a customer, an applicant, a supplier, or an employee.
Do you think this approach can be applied to managing the employee experience?
Absolutely. According to a 2020 LinkedIn study, 77% of companies focus on the employee experience to increase talent retention.
As the concept of employee experience gains prominence as a driver of management, greater care must be taken with every aspect of communication, establishing campaign strategies and content, and identifying the most appropriate channels.
In this regard, several departments can make valuable contributions to the human resources department. Without this collaboration, it is impossible to envision the robust development of an employee value proposition or the successful launch of a company ambassador program, where internal coordination is essential.
Here you can watch the talk "How to Manage Your Personal Brand?"
https://www.youtube.com/watch?v=tvMFYYw8OQA