Technology and its impact on HR was a topic that was raised at nearly all of our gatherings. At one event, CHROs noted that almost every HR process has been impacted by major technology innovations—being either redesigned or completely reinvented. According to our research, there are currently about 4,000 companies—some of them early stage—that are actively providing new IT tools to improve general HR activities, including payroll, performance evaluations, recruiting, retention, organizational design and development.
More data requires more validation.
There are major questions that many HR leaders shared they are grappling with, including:
How do we guarantee the quality of the data we use to make better decisions?
How can we ensure AI processes are unbiased?
Can we control the ethical implications of AI managing such a large amount of user information?
Understand how technology impacts the full organization.
Many HR leaders at our gatherings shared their concerns that business leaders often are not always aware of the full scope of capabilities technology brings and why and how it can improve HR processes. An HR leader at the Milan event said, “Many times data are analyzed without proper attention to the organizational implications.” Another added that “The analytical perspective would need an equally strong holistic view.”
Many times data are analyzed without proper attention to the organizational implications.HR Leader, Milan
Expand your digital knowledge.
While no one expects a CHRO to know as much as the chief digital officer or chief technology officer, as the people leader, CHROs must be prepared to lead a more tech-savvy workforce. HR leaders should spend time expanding their knowledge bases and be prepared to think differently, ask new questions and experiment. One of the CHROs at the London event noted that technology can be a great liberator and a great divider, and having a better understanding of the risks and opportunities is a necessity for any CHRO.
Foster a culture of innovation.
Innovation is not limited to technology. With HR leading the way, management can help create a culture of innovation by making changes in “hardware,” such as changing the layout and feel of an office setting, implementing a flexible dress code and hiring people with different skillsets, as well as in “software,” including changing behaviors by employing policies and practices that imbue a sense of experimentation, learning and improvement. Another important component in culture change and innovation is ensuring there is diversity of thought among the workforce. Numerous studies have noted that the key to innovation relies on different ways of thinking and different experiences and perspectives.