The digital transformation is affecting all organizations, big or small. The waves of technological change are frequent and accelerating, requiring a constant adaptation of companies and their employees. Artificial intelligence, automation and digital tools challenging traditional organizational structures and ways of working. What are the new realities of the human resources in this context ? How can they support these changes ?
The digital shift leads to a change in intrinsic tasks of the employees. “Technology fundamentally changes how the work is done, says France Dufresne, MBA, CRIA, canadian leader of the business line Talent at Willis Tower Watson. Some tasks will be removed, done differently or in collaboration with the technology. “
As digital tools support the actions of repetitive or low-added value, the positions will professionalize. The level of skill required for the play is so much higher, which cause a scarcity of labor for specialized positions.
“The technology tools have also revolutionized the ways of working together, emphasizing the sharing of information, and promoting a structure matrix,” says Marie Chantal Ledoux, CHRP, senior partner at Ledoux Advice. We can now work any time, anywhere, with anyone. Manage the manpower as before is impossible.
“Sometimes we have to break the paradigms of managers, to induce them to adopt a new style of management based on the contribution, accountability and deliverables in collaboration mode, rather than the physical presence “, she says.
In a context of scarcity of resources, the HR should stay abreast of new practices for fostering this collaboration cross.
The impact on the mission of HR
The professionalization of jobs leads to a profound change in talent recruitment. “Our employment has changed and the contract of employment itself is changing “, according to Ms. Dufresne, with the use of pools of experts, sometimes external to the organisation (platforms, talent, partnerships, etc), able to meet your specific needs and ad hoc, outside of the wage-earning traditional.
“We can say that the technological transformation of a company is successful when it comes to the convergence experience of employee, performance of the organization and customer experience ”
Jean-Sébastien Boulard, CHRP, principal consultant at Normandin Beaudry
Human resources must also be closer to the teams already in place to better comprehend their new reality. They will be able to assess the employees ‘ ability to take the technology curve and consider the training, skills updating or reclassification, according to the patterns encountered.
The technology also alters the relationship between employees and human resources. “She is able to produce data that HR must take to analyze and measure the impact of the transformation on the human potential “, explains Jean-Sébastien Boulard, CHRP, principal consultant at Normandin Beaudry.
Technology at the service of the experience employee
“We can say that the technological transformation of a company is successful when it comes to the convergence experience of employee, performance of the organization and customer experience,” according to Mr. Boulard.
Therefore, it is vital that HR can be closer to the technological features, to better anticipate and understand the needs of the human being, and thus manage change effectively. In this context, ” technology must remain a tool at the service of the human, and not the contrary “, he concludes.
Article provided by the Ordre des conseillers en ressources humaines agréés
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