Pride, Prejudice & HR Tech

Pride, Prejudice & HR Tech


“It is a truth universally acknowledged”… that a HR leader fresh from a trip to the latest HR Technology conference, will be in want of a new technology platform.

Unfortunately, businesses often follow an identifiable cycle to improve HR using technology, whether this is in implementing self-service for HR processes, bringing in new software to manage recruitment or deploying new learning & development platforms.

Following the ever-evolving trends in HR tech, businesses are sold on a future state where managers can assess the performance of their teams, predict who will leave, plan for succession and alert their recruitment teams to upcoming vacancies all from their mobile or tablet.

The future sounds great and is a vision that can be pitched to the senior leadership team. Budgets are approved, the project is kicked off with fanfare and a communication strategy is rolled out. It is after this point where things can start to go wrong.

Leaders want to be the person who achieved X or Y, increased profitability by a certain percentage or won awards for innovation. To achieve this in the HR space, technology is often used to improve, automate, or streamline processes. In becoming the cheerleader for this technology in their organisation, a leader’s perception and success in the company can become inextricably linked to the implementation and success of the new tech product.

It’s at this point where pride can kick in and key elements in implementation and adoption of new technology can be easily missed or worse, steamrolled over in pursuit of the successful outcome.

For some organisations, the project can appear to be a success, only to realise too late the significance of what had been overlooked. In the case of one manufacturing organisation, a large part of the intended users for a cloud-based HRIS were working in factories, still used their old Nokia 3310, had never had the inclination to use a laptop beyond running calculations in excel and in many cases, didn’t even have email. They hadn’t received the communications about the new system and worse, weren’t even able to log-in as they didn’t have an email address.

It’s all too easy, as with in the outlined example, for leaders and HR teams to become prejudiced when it comes to making significant change. Businesses such as Apple and Google promote how they have revolutionised their HR processes and how they are using innovative approaches. Articles and videos shared in the business world herald advances in technology and artificial intelligence as disruptors of the world of work which can distract individuals from connecting with the reality of the business they operate in. After all, it seems pointless to talk about how your business can be a pioneer in utilising big data when you can’t go a day without the office printer acting up.

No change project is going to be without some difficulty. When the conversation turns to CAPEX-heavy investments, understanding the pitfalls of implementing technology into business is vital.

In removing the pride associated with championing tech investments and taking an objective view on the organisation to understand the true impact of proposed changes, businesses are significantly more likely to realise the expected benefit of the latest and greatest in HR tech.

6 Group partners with clients to help them realise and stay true to their drivers for change, and works with them to evolve their tools and processes. To find out what we can do for you, get in touch.

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