Source | www.forbes.com |Jeanne Meister
In 2016, I wrote about the transformation happening in human resources and I called it the “Consumerization of HR,” referring to how companies create a social, mobile, and consumer-style experience for employees. Now, as we enter 2017, the next journey for HR leaders will be to apply a consumer and a digital lens to the HR function creating an employee experience that mirrors their best customer experience.
The Future Workplace: Building A Consumer And Digital HR Organization
Today, almost every company is undergoing a digital transformation. Cloud and mobile computing, artificial intelligence, and increasing automation have created the potential to transform nearly every aspect of a business. A survey of CEOs conducted by Fortune asked whether they thought their company was a “technology company” and 67% of CEOs said yes.
The same can be said for forward looking HR departments like those at IBM and General Electric. HR leaders such as Diane Gherson at IBM, and Susan Peters at General Electric, are transforming HR to deliver an employee experience that is human centered, uses the latest digital technologies, and is personalized, compelling, and memorable.
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According to Forrester, 47% percent of executives surveyed believe that by 2020, digital will have an impact on more than half their sales. We see how digital has transformed media, retail, transportation and education. Now it’s HR’s turn. Digital and consumer marketing are permeating new ways of recruiting, working, learning, and engaging employees.
2017 is the year to prepare for transforming HR to be agile, consumer-focused, and digital. The 10 trends below will matter most this year.
#1: Focus On Creating A Compelling Employee Experience
As Susan Peters, Senior Vice President, Human Resources at General Electric says, “We define employee experience simply as seeing the world through the eyes of our employees, staying connected, and being aware of their major milestones. In the last year we have appointed a Head of Employee Experience and we are developing a strategy to create an employee experience which takes into account the physical environment our employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work. All of this is part of continuously evolving our HR capabilities.”
HR leaders are leading this effort by reaching outside of the HR function to partner with heads of Real Estate, IT, Marketing, Internal Communications, and Global Citizenship to create one seamless employee and customer experience. The Future Workplace and Beyond.com study entitled “The Active Job Seeker Dilemma” found that 83% of HR leaders said “employee experience” is either important or very important to their organization’s success, and they are investing more in training (56%), improving their work spaces (51%), and giving more rewards (47%). Companies are also driven to focus on creating a compelling employee experience as the war for talent heats up. Mercer predicts that 90% of employers anticipate more competition for talent, especially in India, North America, and Asia. So making the workplace an experience allows companies to embed their culture and values in the workplace and use this to recruit and retain top talent.
#2) Use An Agile Approach To Recruit And Develop Employees
An agile approach is typically used in software development to operate with speed and manage unpredictability. This approach is now being used to recruit and develop employees. When Amber Grewal was the global head of talent acquisition at GE Digital (Amber is now the VP of Talent Acquisition at IBM) she led a transformation of talent acquisition by applying an agile approach used to develop software. In the process Grewal created a new role, “Agile Recruiting Scrum Master.” The result: recruiters were able to deliver top talent to clients within 2 to 6 weeks versus an average of 10-15 weeks. Agile is not only being applied to recruiting but also to learning and development. I’ve interviewed many heads of learning and identified a number who considered themselves intrapreneurs of the learning function rather than learning and development subject matter experts. What they did differently was apply an agile approach to corporate learning by making it easy for employees to find, rate, tag, and consume learning. They saw their job as learning curators rather than content creators. Companies like IBM, Visa, MasterCard, Adidas, and General Electric, to name just a few, are adopting new intelligent digital platforms to create a Netflix-like experience for corporate learners.