Digital HR Strategy - Confused and Conflicted?

The rapid growth of digital technology is transforming the way people live and work. So what does this mean for HR Teams in the digital age? How are organisations using digital technology to support their HR function and what impact is that having on traditional HR roles? McGregor Boyall conducted a survey of senior HR Professionals across all industry sectors to get their views on how digital technologies have altered traditional HR practices and what impact this has had on the employee experience.

Interestingly, the key message that came out of the research was one of confusion and conflict.  72% of respondents felt that having a digital HR strategy was of strategic importance to the success of their business, yet 73% of respondents admitted to not having one in place. 

Many HR functions have started to see the benefits that digital technology can bring to their organisations; particularly in areas such as talent acquisition, performance management, flexible working and the provision of cohesive data and analytics to provide employee insights and identify trends and behaviours. Yet the majority of respondents felt that their digital strategy was very much a work in progress and that they were only at the beginning of this journey.

And while the benefits are hard to deny, concerns around the costs of new systems, data integrity, data protection and the possibility of losing the human element of HR cannot be ignored. There is a conflict for HR when looking at supporting the needs of employees versus the needs of the organisation as a whole.

Organisations are now dealing with multi-generational workforces who all require different approaches in engagement as well as employees increasingly looking for flexibility and the option to work remotely. The challenge for HR is how to meet all the different expectations whilst maintaining control in areas such as data protection, company brand and employee engagement; as well as equipping line managers with the right tools to effectively manage increasingly remote based teams.

Brand protection is another important consideration as social media becomes a tool that can quickly enhance and build a brand; equally negative messages can be detrimental. It is tough to manage this in an increasingly connected world where employee and customer experiences can be viewed instantly by millions. However organisations need to put a strategy in place to embrace this if they are to stay competitive.

As one respondent stated: “We are actively addressing the way we work and the changing nature of employee needs and expectations, because not to do so is to be overtaken by the competition and possibly die as a business”.

Therefore finding a balance between these conflicting needs will become key to ensuring the effectiveness of an organisations’ digital strategy.  Whatever form this strategy takes, it must form part of the wider HR agenda to ensure technology is there to support and underpin the human element – not replace it. 

If you would like a copy of the full report “HR & the Digital Age” please email – [email protected]