assembling the right team of people in four domains — technology, data, process people, and organizational change capacity — may be the single most important step that a company contemplating digital transformation can take. digital transformation is not for the faint of heart — the unfortunate reality is that, to date, many such efforts, like transformation programs in general, have failed. the unfortunate reality is that at many companies today most data is not up to basic standards, and the rigors of transformation require much better data quality and analytics.
even more important is the ability to convince large numbers of people at the front lines of organizations to take on new roles as data customers and data creators. technology is the engine of digital transformation, data is the fuel, process is the guidance system, and organizational change capability is the landing gear. absent a deep understanding of each domain, it is difficult for nearly all business leaders to see the full potential in digital transformation — a contributing factor to many failed digital transformations. start with your end goals, then develop the sequence of steps best suited to achieving them digital transformation can and should be focused on problems of greatest need to the company.
at the same time, and as a consequence of digitalization, hr is evolving with digital tools and data analytics enabling the human resources department to fulfill its several roles, such as talent management, better. hr transformation and the impact of digital transformation on hr is a multi-faceted given that touches many aspects. the list of challenges and tasks for hr is pretty long and it’s certainly not just about talent management.
only starting to focus more on talent management and attracting, recruiting, and empowering the right staff in better times means lost time and a gap with those that see hr as a vital strategic role for the longer term today. yet, the importance of all these other hr responsibilities on realizing strategic goals, and even their strategic nature as such, are evident. underestimating the strategic importance of hr and a gap with leadership seem to be the key challenges at hand for meaningful hr transformation from the digital hr technology perspective. more results, advice, explanations, and an overview of the technologies which hr departments deploy today as in the illustration above, in the full study, entitled ‘the digital hr function – boost hr productivity and efficiency by adopting digital transformation.’ results were analyzed by the level of digital maturity of each organization to study the differences between companies primarily using automated processes and those that still mainly use manual processes in the workplace.
more than anything else, digital transformation requires talent. indeed, assembling the right team of technology, data, and process people while digital transformation impacts hr, hr transformation happens in several ways as well: from the attraction and recruiting stages in talent management talent management platforms need to combine ongoing business insights based on operations data, technology management data and business, digital transformation harvard business review, digital transformation harvard business review, digital transformation strategy mckinsey, digital transformation framework, digital transformation is about talent, not technology.
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