With digital technology playing a role in nearly every aspect of our lives, it stands to reason that no element of work is immune to digital disruption. New digital technologies enable greater integration and flexibility—allowing employees to have a greater share of voice, and the ability to create their own work experiences. Digital is poised to radically disrupt HR, and redefine the future of the human resource function.
HR and talent processes and the technology that enables them will no longer constitute their own domain. Rather, Digital technology is driving the decentralization of talent management as an HR activity, many aspects of HR and talent management will become fully embedded into the future of work.
Accenture has predicted a number of digital developments transforming the work of HR in which data and integration will be core of HR processes change, the digital power will enable customized talent management and HR Cloud system will enable new flexibility and agility.
Digital disruption will have significant implications for the business and the HR strategy of an organization. For HR and business leaders, this digital transformation poses two fundamental challenges.
Digital HR, which brings together social, mobile, analytics, and cloud (SMAC) technologies, represents a new platform for improving the employee and candidate experience. While vendors are now delivering solutions, companies should build their own integrated digital HR strategies and programs.
This is the new vision for digital HR—integrating SMAC technologies to redefine the employee experience and make work easier, real-time, more productive, and more rewarding—while hopefully, improving work-life balance.
A number of talent trends are challenging HR to modernize – from the increased use of social media for recruitment, to the rise of the “digital natives” in the workforce and the business demand for predictive people analytics. These are all leading organizations to question how best to meet these needs and expectations through the use of HR technology.
Mercer’s recent research investigated HR Technology buying trends and examined the drivers of change, the choice of cloud vs on-premise systems, and the implementation challenges often faced by organizations. Out of the 500 respondents, 43% indicated that they intend to purchase a new HRIS within the next three years and 45% had implemented a new HRIS within the last five years. The predominant driver was the desire for a single system of record for all HR data globally. Moving to a single unified system allows organizations to leverage the latest technology to support service delivery and improve the employee experience. Without standardized technology, it is exceedingly complex (if not impossible) for HR leaders to deliver the workforce optimization support and the quality of service on which the success of their organization relies.
A smooth implementation that delivers intended results requires careful preparation. Fifty-six percent used the business case for a new HRIS as motivation to create an overarching HR technology strategy, and others took it one step further to total HR reorganization and process redesign. The most common changes to the HR business model were:
Digital now has a strong impact not just on employee preferences but also the entire lifecycle of an employee in an organisation spanning recruitment, selection, onboarding, performance management, learning development and retirement. It is here that barring a few exceptions, the HR function in most organisations still continues to be stuck in the legacy of traditional modes of engagement, completely oblivious to the quality of the employee experience and the delivery of the employment promise.
When you create a digital transformation strategy, employee on-boarding often falls to the bottom of the priority list. You want to change the way your company does business, not focus on small details like new hire training. However, ignoring the ways you can optimize this process is a big mistake.
Automation cuts down on the resources required for repetitive and manual tasks associated with bringing in new talent. It also puts an essential foundation in place for your company’s future growth. Previous HR onboarding processes required significant hands-on time with each person. While standard procedures are in place, human error introduces inconsistencies with each employee.
Digitisation provides a seamless interface that brings the employer brand and promise alive across the employee lifecycle. Digital through its Social, Mobility, Analytics &Cloud (SMAC) approach is critical for the HR function today.
The effective use of digital platforms can also dramatically improve learning outcomes. Research shows that the use of gamification techniques enable employees to learn more about new management subject areas and the roles they aspire for. It allows them to collaborate online with their peers, get instant feedback and be recognised for their achievements – all the while increasing their visibility as potential leaders.
HR used to be last in the technology line, but their role in the digital transformation framework puts them at the forefront of the technology evaluation process.
The Human Resources team no longer spends countless hours on administrative work, such as working out schedule conflicts or fixing payroll problems. Technology has changed this frustrating situation for HR. Digitally transformative processes have automated many of these processes or made them more efficient overall. HRs are now in a position to make a significant impact on the long-term health and success of their organization. New technology also eliminates the silos that kept their departments separate thus allowing integrated systems to share data throughout your organization.
HR is no longer at the tail end of the technology queue. They have access to powerful tools that move them away from administrative paperwork and put them firmly in a position to make long-lasting strategic decisions for the organization. As more companies work through updating their organizational processes to compensate for their digital transformation initiatives, HR’s role will continue to evolve and center itself as one of the most important areas of an enterprise
The digital enterprise and digital HR are a revolutionary leap forward, not an incremental step. Consider the difference between current HR service delivery models and digital HR, illustrated in the following figure , to understand how radical and profound the digital HR transformation will be. Differences between current HR service delivery models and digital HR
This approach represents a completely new way of thinking about HR solutions. While the replacement of legacy systems into the cloud is a major part of the transition, so is the adoption of design thinking, integrated mobile app design, and real-time HR operations. The principles of behavioral economics, the use of analytics, and constant iteration on design also underpin these efforts. To succeed in this new paradigm, HR teams will likely have to partner with IT, adopt design thinking, use integrated analytics, and analyze vendor solutions carefully. It represents a new world for HR technology and design teams, one that will open up new career opportunities and transform the impact HR has on the business.
23rd June 2017 | 8:15am - 5:00pm
Silverbox Ballroom, Hotel ICON, TST East, Kowloon, Hong Kong
Hotel ICON, Hong Kong's groundbreaking teaching and research hotel, earned a place among the Top 25 Luxury Hotels and Best Hotels as well as the Top 25 Hotels for Service in China. Officially opened in September 2011, Hotel ICON offers 262 guest rooms and suites, three food and beverage outlets, an Angsana Spa featuring professional therapists from the world-famous Banyan Tree Hotels and Resorts, a state-of-the-art gym, and an outdoor swimming pool overlooking the spectacular views of Victoria Harbour. Featuring the combined efforts of Hong Kong's most creative talents, the premier hotel stands as a stylish testament to Hong Kong's vibrant arts scene.
Exhibition
Held concurrently with the conference, a table-top exhibition will feature leading-edge services and products on HR and business management issues from major business corporations and professional institutions.
Topic: HR in Enabling Digital Transformation
Topic: The Digital HR - Opportunities and Challenges of the Disruption
Mr. CY ChanHead of Talent Engagement & Corporate Social Investment and Co-Owner, Topic: Talent Development in the Digital Age: Gamified Business Simulation
Topic: Driving Corporate Development Through Digital Training Intervention
Mr. Teddy LiuGeneral Manager - Corporate & Talent DevelopmentTopic: Big Data Innovations and Applications for HR
Dr. Toa CharmChief Public Mission OfficerTopic: Blended Learning: L&D Impact in the Digital Age
Mr. Mark CosgroveDirector of Training,Topic: Digitalisation Trend in the HR and Payroll Outsourcing World
Topic: Improve the Success Rate of Your High-Potential Program Through Better Identification, Benchmarking, and Development of Your Talent
Mr. Alexander NgTeam Leader & Senior Consultant,Topic: Workplace Mediation is the way forward to empower HR professions in support to the long-term growth of business
Gold Sponsors
Gold Sponsors
Gold Sponsors
Delegate Bag Sponsor
Exhibitors
Exhibitors
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Exhibitors
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Exhibitors
Exhibitors
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Exhibitors
Organizers
Organizers
Strategic Partners
Media Partners
Media Partners
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