TECHNOLOGY IN HRM Flashcards
PRACTICE INSIGHTS
- The post-pandemic context has shifted the focus of HR to guide employees on the skills and capabilities needed to
adapt to new ways of working. - CHROs now can become central C-suite players, similar to how CFOs increased their scope since the 2008 financial
crisis. - Emerging HR roles include technology centricity, well-being as a business strategy for increasing employee retention,
optimizing processes and policies for remote workers, leveraging data analytics to solve people management
challenges, and enabling seamless human-machine collaboration in the workforce.
TECHNOLOGY INVESTMENT: RELEVANCE FOR HR
Investing in technology and automation is becoming increasingly important for HR professionals.
* 32% of them are investing in AI and automation for cognitive and physical tasks,
* 26% are replacing some jobs with technology and automation.
When implementing new technology at scale, HR needs to consider the strategic implications for the organization and its
stakeholders.
* This includes consulting with affected employees and managing the transition to minimize the risk of rejection.
* There is a split view on the training and support needed for employees to adapt to new technology.
The introduction of new technology at scale is becoming a strategic matter for HR and its stakeholders.
* 43% of employers plan to restructure their workforce in response to new technologies such as automation,
* upskilling and reskilling requirements for the workforce.
There is a perception of a skills gap in the labour market:
* 55% of respondents identifying it as a barrier to technology adoption.
* 62% of respondents plan to reskill or upskill their current workforce to overcome this barrier.
The advanced manufacturing sector is estimated to be at the highest risk of displacement, with 14% of workers predicted to lose
their jobs due to automation
“DATA” AND AI, JOBS OF TOMORROW?
The WEF’s Future of Jobs report highlights the importance of data and AI-related roles in the future job market. However, it also
points out that many individuals who transition into these roles may lack the necessary data science skills. The report suggests
that individuals can work towards acquiring the required skill set, such as statistical programming, within a recommended
timeframe of 76 days of learning.
E-HR: IT FOR HRM
➢ refers to the adoption of information systems (IS) to manage HR activities across the employment cycle.
➢ The adoption of e-HR technology has been driven by the need to free up HR to focus on value-added activities
➢ increase the availability of accurate and detailed HR information across the organization
➢ improve the analytical link between HR issues and business performance.
Sophistication levels of e-HR use range from unsophisticated activities such as payroll and benefits administration to
sophisticated activities such as recruitment and selection that can change the nature of the relationship with employees.
e-HR can enable the shift from transactional/admin role to a more strategic business partner role by automating routine
administrative activities or shifting to employee self-service, and by focusing on internal customers within organizations through
greater integration with other organizational systems.
➢ HR information systems (HRIS) are both the most used and most cited investment priority over the next 1 and 3 years.
➢ The criteria for HRIS investment include all-in-one capabilities needed by HR, cost, and integration with other IT
systems.
The top 10 HR software priorities for investment in the next 3 years include performance management, onboarding, people
management analytics/reporting, social intranet, work scheduling/time management, employee surveys, recruitment (e.g.
applicant tracking), learning, training and development, payroll, and HRIS (employee info management). However, 46% of the
respondents claim their organization did not collect any data on skill gaps within the organization and sector, future skills
requirements, and the availability of talent in the market.
DIGITAL TECHNOLOGIES AND THE EMPLOYMENT CYCLE
ADDRESSING THE SKILLS GAP
Most UK organisations collect some data to inform their resourcing decisions
➢ identifying future skill requirements, internal skills gaps, and retention issues within their organisation.
➢ assessing the availability/supply of talent in the market
➢ costs of developing versus recruiting talent, internal versus external recruitment, or the cost of investing in technology
to automate
➢ fewer take a comprehensive approach to address the skills gap
RECRUITMENT
Due to COVID-19, there has been an increased use of technology in the recruitment process.
➢ 80% of respondents reported using online induction processes, online tests/assessments, and/or applicant tracking
systems.
➢ 16% of respondents reported using AI/machine learning in their recruitment processes.
➢ Job videos alongside job postings, SMS for communications, email marketing, and online brand promotion were the
least common methods
The benefits of technology in recruitment were reported to include:
➢ increased accessibility for candidates,
➢ improved candidates’ experience,
➢ speeding up the recruitment process.
CORE HR/ WORKFORCE MANAGEMENT
- Workforce scheduling and time management tools: shift swapping, interactive time off requests, and time intelligence
that uses facial recognition are becoming more common with vendors like UKG, Ceridian, and Replicon offering these
services. - Payroll and benefit administration: automation is increasingly used to manage routine tasks such as deductions and tax
rates, with some vendors like Immedis and Salesforce offering pay gap nudges and matching benefit options to the
employee’s needs. - Employee Self-Service tools have been a long-standing application of technology in HRM, with employees equipped
with IT tools to manage their basic HR needs. Automated assistants like chatbots are becoming more common, with
vendors like Spoke and Socrates.ai offering solutions that address basic employee queries.
LEARNING, DEVELOPMENT AND TALENT MANAGEMENT
Digital technologies can also support learning, development, and talent management in organizations.
Experiential learning
* can be facilitated by automating training needs identification based on skill gaps targeted in job openings.
* Employee Learning Management Systems can be used to enrol employees, curate and deliver content, track
completion rates, and provide FAQs.
* Virtual and augmented reality-based learning tools can also be used to improve the learning experience.
Talent recognition can be improved:
* increasing transparency in performance and compensation reviews and identifying retention risks.
* Nudges can be used to address developmental feedback imbalance.
* Other technologies, such as employee sentiment analysis, can also be used to organize teams based on skills matching
and identify pricing impacts of skills on a particular job.
REMOTE WORK
The decision of whether to allow remote work is a complex and challenging one for organizations, particularly in the context of a
tight labour market and competing priorities.
* The CEO must weigh the potential benefits of collaboration and innovation that may come with in-person work against
the concerns of workers on drilling rigs who feel a double standard in being required to work on-site.
* the company must consider the impact on the local community’s businesses and appeal to younger workers with highdemand skills.
* Tensions among senior leaders may arise as they prioritize either people or getting value out of assets and focus on
projects that require collaboration for bonding and sharing best practices
