Looking back, it feels like 2017 was a big crazy dog that we watched playing in the water. That dog has now come out of the water, it’s coming right at you and… get ready for the shake. There’s never a dull moment in the world of technological disruptions in human resources and workforce analytics.
It’s becoming clear that the disruptions of the near-future will rely increasingly on human resources departments. Items such as workplace learning, change management, and leadership development are being increasingly flagged by leaders outside of HR as critical to success in their own fields. Meanwhile, and the ground level looking upward, employees are getting blunt about their expectations for career growth, workforce diversity, and a sense of organizational purpose. Organizations trying to get on top of these issues without saying “human resources” are running out of euphemisms.
With a new year ahead of us, Josh Bersin of Bersin by Deloitte has published his forecasts for 2018. In this case Bersin’s forecast is a list of emerging trends in human resources technology, a narrower focus than in the past. Nonetheless, as everyone grips for emerging technological disruption in a variety of fields, it makes sense for us to consider how technology will disrupt human resources itself.
In my two subsequent posts I will describe how these innovations imply a different workplace culture and leadership style, and increase the importance of qualitative information and our interpretations of the employee context. For now, just consider that all work can change, and the people helping workplaces adapt to change are also changing themselves. HR is just getting a double dose.
At-a-glance, Bersin’s top ten trends are as follows:
- A Massive Shift from “Automation” to “Productivity”
- Acceleration of HRMS and HCM Cloud Solutions, But Not the Center of Everything
- Continuous Performance Management is Here: And You Should Get With It
- Feedback, Engagement, and Analytics Tools Reign
- Reinvention of Corporate Learning is Here
- The Recruiting Market is Thriving With Innovation
- The Wellbeing Market is Exploding
- People Analytics Matures and Grows
- Intelligent Self-Service Tools
- Innovation Within HR Itself
For the uninitiated, Human Capital Management (HCM) cloud solutions (#2) is the technology that delivers databases known as human resources management systems (HRMS) on a fee-for-service basis through off-site cloud-based servers. It’s disruptive because previous systems involved the purchase of an application which was stored on in-house servers alongside the data itself, with everything being owned and modified by the buyer. Switching to cloud solutions means that you must steward and cultivate data carefully to allow it to dovetail with the rented solution, like a millwright, but with data. These solutinos allow employers to take full advantage of all configurations in the latest version of the software. There is far more functionality. But the increased functionality won’t work unless your data is good and you figure out how to use the new modules. This change has large implications for human resources, information technology, and daily users of the database.
Prior to now, most People Analytics (#8) was a combination of advanced analytics interpreting data that comes off the core database, plus a bunch of emerging data coming out of engagement analytics (#4). But now, those two items are just the major platforms. There are systems that used to be fringe players in HR but are now increasingly critical… and they need their own enabling technology. Some of the technology hinges on the HRMS, but some of it does not. For example, workplace learning (#5) and wellbeing initiatives (#7) used to be something that you could operate off an Office suite using a research-based model that followed the best literature in pedagogy or public health. The best content would be distributed face-to-face, with limited need for software to make the difference. Now the technology can help out so much more, and tools are becoming available to empower the traditional delivery methods to be more effective, more targeted, and better connected to analytics.
To some extent, everything is being disrupted in a manner that obliges us to think less about the technology itself and more about general productivity (#1). Those delivering generalist human resources services are also seeing innovations in their own area. Recruiting (#6) and performance management (#3) are being improved by technology, and a variety of self-service tools (#9) are automating operational tasks such as case management, document management and employee communications. First we must obsess about the technology to get it to work for us, then we can clear that obstacle and get into new challenges. Breaking new ground every day will give people in HR a lot of mojo, but only if we keep moving forward.
Bersin brings it all together by noting that it’s not just the purchased solutions that are transforming human resources teams. In-house HR departments are disrupting themselves (#10), regardless of help from vendors. Then they ask for help and the vendors themselves are struggling to keep up with clients. When dealing with complicated case-work and finicky databases, in-house staff sometimes have a home team advantage.
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