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HR and Technology

HR and Technology. Dr Emma Parry. Purpose of study. To investigate the impact of technology in HR, with regard to: Efficient delivery and support of HR activity and processes. Employee communication and engagement. The changing roles and skills for HR and other managers. Methodology.

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HR and Technology

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  1. HR and Technology Dr Emma Parry

  2. Purpose of study • To investigate the impact of technology in HR, with regard to: • Efficient delivery and support of HR activity and processes. • Employee communication and engagement. • The changing roles and skills for HR and other managers.

  3. Methodology • Ten case studies • Range of organisations – industry sector, technology use • Interviews with HR team, managers and employees

  4. Case studies • Cancer Research UK • Norwich Union • Nortel • IBM • Sky • Transport for London • Crown Prosecution Service • NHS • BOC • Marks and Spencer

  5. System development • The business case • Integration between business, HR and IT strategy • Finding a business argument or “hook”. • Efficiency, cost savings, consistency, availability of data. • Development process • Collaboration between IT and HR • Consultation/process mapping • Involve the process owners • Customisation • Testing • Branding

  6. Employee engagement with the system • Involvement in development/implementation • Sponsors or champions of the system • User group • Senior management • Education and training • ‘Why?’ as well as ‘what?’ • Practice • Support and coaching • Feedback mechanisms • Start engaging people as early as possible!

  7. Impact on processes • General impact • Speed and efficiency • Accuracy • Transparency and consistency • Cost savings • Evaluation of impact • Metrics • Obstacles to efficiency savings • Integration with other systems • Parallel systems

  8. Impact on employee engagement • Increased availability of information • Flexible working • Isolation from company • Impact on relationship building

  9. Impact on HR role • Reduce administrative/transactional work • Allows time for “value added” work. • Move into ‘business partner’ role. • Facilitates change in HR structure • Shared services • Allows data-driven HR role • Data based decisions as information easily available • Consultancy role

  10. Impact on line managers • Increased responsibility/ownership of data • Increased availability of information • Workload • Transparency of system • Change management is important!

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