Digital HR: A Guide to Technology-Enabled Human Resources - Softcover

Waddill, Deborah

Softcover

ISBN 10: 1586445421 ISBN 13: 9781586445423

Verlag: SHRM - Kogan Page, 2018

Inhaltsangabe

It's an exciting time to be in HR as scores of technologies, such as Watson, AI, predictive modeling, real-time data analytics, HR shared service centers, and others are being implemented at a rapid pace by HR leaders around the world every day. Digital HR expertly addresses the revolutionary trends and disruptive technologies to provide HR executives, managers, specialists, generalists, and students with a comprehensive and evidence-based guide to current technologies that enhance, enable, revitalize, and empower Human Resources. With practical insight, real-world case studies, tips and tools, recommendations, and additional resources, Waddill guides readers through each of the major technologies and addresses vital strategic and implementation issues. SUPPLEMENTARY CONTENT available at: https: //shrmbooks.org/DigitalHR.aspx

Über diesen Titel

Über die Autorin bzw. den Autor

Deborah D. Waddill, Ed.D., is president of Restek Consulting, which helps HR professionals around the world make the right technology decisions.

Auszug. © Genehmigter Nachdruck. Alle Rechte vorbehalten.

Digital HR

A Guide to Technology Enabled Human Resources

By Deborah Waddill

Society For Human Resource Management

Copyright © 2018 Deborah Waddill
All rights reserved.

ISBN: 978-1-58644-542-3

Contents

Foreword, 
Preface, 
Part I Technology-Enabled Human Resources, 
Chapter 1 Technology and Its Impact on Human Resources and Business Professionals., 
Chapter 2 Technology Trends in Digital Human Resources, 
Chapter 3 Converging Trends Using Social Media as an Example, 
Part II Learning Management, 
Chapter 4 Technology-Enabled Learning Environments, 
Chapter 5 Learning-Technology Selection, 
Chapter 6 Mobile Learning, 
Chapter 7 Training or Performance Support?, 
Part III Talent Management, 
Chapter 8 Handling HR Talent Management Functions, 
Chapter 9 Information Systems Designed for Human Resources, 
Chapter 10 E-recruiting, 
Chapter 11 The Powerful Human Resource Portal, 
Part IV Knowledge Management, 
Chapter 12 Managing Knowledge, 
Chapter 13 Groupware for Collaboration, 
Chapter 14 Technology-Enabled Evaluation and Feedback, 
Chapter 15 Social Networks, 
Chapter 16 HR as a Strategic Partner, 
Chapter 17 Future Trends for Technology and HR, 
Endnotes, 
Bibliography, 
Author Biography, 
Other SHRM Titles, 

CHAPTER 1

Technology and Its Impact on Human Resources and Business Professionals

TOPICS COVERED IN THIS CHAPTER

• HR technology terminology

• Impact of HR technology on HR roles

• HR competencies and technology

• Gauging organizational readiness for HR technology

• The competitive edge — effective HR strategy

• HR strategy and leadership

It is an exciting time to be in the human resources field. We are seeing the impact of the technology revolution, now labeled by some as the "Digital Age" or the "Fourth Industrial Revolution." This is no small transformation. All of the major consulting firms offer the same prognosis. Forrester, Gartner, McKinsey, Deloitte, and others point to the radical alteration the disruptive technologies, such as social media, cloud computing, data analytics, and mobile, have on the way we do business. They also have impacted HR.

In fact, HR has perhaps been most shaken up by this technology revolution. As one part of the organization that connects with all workers at every employment stage from recruitment to separation, HR now has systems available in the form of HR information systems, human capital management systems, and HR management systems that handle the entire employee life cycle and more. The new HR systems provide predictive analytics and management services never seen before in technology.

Here is the twist: Perhaps for the first time, HR is in the driver's seat, fully entrenched in the executive suite making critical decisions that impact the organization. "Digital HR" is the new professional nomenclature for those HR departments that embrace these new technologies.

Empowered by technology, HR is evolving toward

• Modern, dynamic, and networked organizations that thrive on organizational structure based on small, agile work teams;

• Ongoing employee learning, enabling a learning environment that is flexible and on demand;

• Acquisition of talent using leading-edge technology;

• Enhanced employee engagement that thrives on technologies such as social networking, prescriptive analytics, and cloud-enabled access to resources;

• Performance appraisal models that offer continuous (not periodic) feedback; and

• An HR experience that thrives on mobile applications, artificial intelligence (AI), and other innovations.

In a Workforce article entitled "HR 2018 Future View," a panel of futurists forecasted (1) the rise of virtual teams enabled by videoconferencing; (2) recruitment using virtual, global, and just-in-time tools tied to a return-on-investment (ROI); (3) data-driven decision–making; (4) continuous learning supported by technology; and (5) a talent management strategy primarily reliant upon systems. Now, more than a decade later, all of these technology predictions have come true. Even the expected HR competencies and roles have shifted.

HR TECHNOLOGY TERMINOLOGY

There is a whole new genre of systems that handle all of the talent management functions. They are called human capital management (HCM) systems. HCM has emerged in full force, with systems that can handle every aspect of the talent management process. By definition, human capital management is "the comprehensive set of practices for recruiting, managing, developing, and optimizing the human resources of an organization."

For some people, the term human capital management is offensive, as it implies that humans are a type of inanimate object. Understanding that the term is simply meant to encompass all processes of talent management, for the purposes of this text "HCM" and "talent management" will be used interchangeably. The terms represent the powerful and all-encompassing talent management systems forecasted above.

IMPACT OF HR TECHNOLOGIES ON HR ROLES

Not surprisingly, the new HR technologies — including HCM — have an impact on HR roles. As technology gains importance, it supports — and in some cases, supplants — many of the people-care functions that HR professionals previously handled themselves. In leading organizations, conventional HR functions have shifted to frontline managers who are tasked with people management, or "people care." In this situation, HR professionals partner with managers who provide the people care, while HR takes on the role of HR business partner (HRBP). An HRBP is an HR professional with a customer service mindset who understands the organization's vision and mission, applies policies that align with the objectives, and executes the HR strategy.

The changes to roles have also impacted the HR generalist and HR specialist positions, making them less prevalent. Organizations now often refer to HR professionals with the following terms:

• Strategic partner (typically an executive role)

• Change agent as HRBP

• Administrative expert (often providing expertise in a shared service center)

• Employee champion as HRBP

Under this new paradigm of roles and responsibilities, HR professionals must develop new competencies to fulfill the roles of strategic partner, change agent, employee champion, and administrative expert.

HR COMPETENCIES AND TECHNOLOGY

With the shift to new roles and the introduction of new, powerful HR technologies, the required set of HR competencies have also changed. Promoted by organizations such as SHRM and the HR Certification Institute (HRCI), HR competencies in the twenty-first century differ from those in the twentieth century primarily because of the need for skills that are technology related. For instance, with the advent of social media, necessary communication skills include an understanding of how to create and share content through media for HR purposes. Critical analysis skills must include an understanding of how to use big data to inform HR decisions.

In 2015, HRCI collected over thirty thousand worldwide surveys rating the competencies and performance of more than four thousand HR professionals in 1,500 organizations. In accordance with this study, SHRM provides a...

Details zur Ausgabe

• Verlag: SHRM - Kogan Page
• Erscheinungsdatum: 2018
• Sprache: Englisch
• ISBN 10: 1586445421
• ISBN 13: 9781586445423
• Einband: Taschenbuch
• Anzahl der Seiten: 288
• Kontakt zum Hersteller: SHRM; https://www.shrm.org/; ; 1800 Duke Street; Alexandria; VA; 22314; USA
• Verantwortliche Person: gpsr@libri.de; gpsr@libri.de; ; Friedensallee 273; Hamburg; 22763; Deutschland