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- I think one is, it never ends, so that's the first thing.
So, it's very difficult to say this succeeds and this fails
because it doesn't, it evolves.
So one is that you're permanently evolving,
you're never finished, right?
So that would be my first point
is this attitude of you're never finished.
I think the second one is not to confuse it
as being an age or generational thing.
Which a lot of people say right, this is for young people
or this is for millennials, this is for Gen Y,
Gen Z, whatever it is.
I don't think it is.
I think it's whole organization.
And the third thing is really
not thinking about digital transformation
as in we have technology and we have business
but we have digital business.
So really how do we make all of our business digital
of which HR is a piece of that?
- We need data, if you're gonna provide
a personalized experience for people.
I thing I would need to understand what employees want,
and what they expect.
And I think the third thing is
you need to obviously tie it to the business strategy.
There's no point in coming up
with a HR digital strategy in isolation,
it's got to be linked to what the business
is trying to achieve.
- As for transformation I think I've worked on
20 or 30 transformation programs over the years
and I think one thing is we shouldn't just focus on HR
and the transformation of HR.
We need to think about this as workforce transformation,
it affects everybody you know.
So the terms digital transformation,
HR transformation, are a little bit confused
and I think we just need to focus on the strategy,
how we deliver it and, you know, how we manage our people.
So, that's my take on it really.
- When you're thinking about HR transformation,
there's some things that are very important.
One is that you need your digital information
to be easily accessible to end users,
and by end users I don't just mean HR, I mean managers.
What good is it to have your employee performance appraisals
in a system if managers can't get into it
or if it requires special training for them to get into it?
Another thing that is really important
is to remember that we are humans still
and there's no amount of technology
that's gonna take that away.
We're not there yet.
I don't think we will ever be there
because individuals are so different
and there needs to be coaching
and there needs to be things that are brought together
and that requires a human touch.
And sometimes HR can get excited
about the latest technology,
and this is gonna change everything,
but if you're not good with people
then you've just got fancy, expensive, technology
making the same mistakes that you've made in the past.
- I think when people looking at any kind
of digital transformation type project,
the things that are really important are first of all,
will this change benefit me as a user?
Because if there's nothing in it for me,
if it doesn't make my life easier
or save me time or save me money
or reduce budget costs,
then I, as a user, won't want to do it.
Second thing as a business sponsor
you need to know what is the business impact.
What is the real business impact, in either cost savings,
or in revenue generation or employee satisfaction,
or whatever it may be?
And I think the final thing is,
is it actually adding some fun to somebody?
Is there actually something interesting, exciting, about it?
So internally it goes viral
because you, for example say,
"This new app we've got is, it's great to use,
"it's easy to use, I really like it",
and it becomes viral.
So you have to have that piece in there as well.
- One, there's got to be a bit of a philosophy
inside the organization to try things, to be inventive.
I think there has to be some level of investment appetite
that then backs into that.
So we've been very underinvested for far too long
inside some organizations.
So get some great tech.
Go, experiment, try.
Fail, if needs be, and recover from that.
And then I think it's a third one that goes from that
is that ability of people to accept a level of failure.
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