- Talent: How do we ensure that we are acquiring and retaining skills in vital roles with extreme shortage?
- Organizational structures: How do we enable our talent to engage and perform within organizational structures other than the typical hierarchies?
- Diversity and inclusion: How do we make sure we have the proper workforce diversity across its aspects, coupled with an inclusive culture to make our people thrive?
- Digital dexterity: How do we enhance the ability of our workforce to leverage and manipulate information and technology in unique and highly innovative ways?
- Flexible and personalized HR services: How do we move away from “one size fits all” or redundant HR services into more intelligent, personalized, tailored approaches, which save time without compromising effectiveness?
- Data and insights: How do we leverage business intelligence to provide actionable insights rather than intuition to make the right people management decisions?
Many of these constructs will likely continue to transform as organizations figure out how to work effectively as digital businesses.
- Robust, consistent operation of technologies on a day-to-day basis.
- Orchestration of technologies into concrete, role-driven experiences.
- Relevance of experiences to the organizational purpose to deliver business outcomes.
In our latest research “Focus on Business Outcomes When Leveraging HCM Technology in Your Digitalization Journey“, with colleagues Mike Burden and Ron Hanscome, we propose a different way to evaluate HCM technology providers than putting together an RFI/RFP packed with technology features. Technology providers have to be assessed, among other criteria, on their ability to:
