This seems somewhat of an odd statement to make in todays technology obsessed world – surely HR technology has allowed People practitioners to greatly improve efficiency by reducing manual and paper-based activities, improving data access & reporting, reducing errors, helping employees make better decisions and ensuring compliance to policy and procedure.
This is of course true at a transaction level, but herein lies the problem. The way vendors have generally designed HR technology is not an accurate reflection of how professional HR and Talent managers think, nor does it signal an understanding of the complexities in Professional HR Management. In fact the slicing-up of HR into different software modules along ‘logic’ and ‘transaction’ lines of thinking has created and perpetuates the view that HR is simply a set of somewhat loosely interrelated basic transactions.
And surely that can’t be too difficult to get right! ah, yeah! But yet time and time again we see HR functions under attack for poor performance and low value contribution. With these perceptions abound, no wonder there is doubt among some C-levels that HR is needed.
If only HR Management was so simple and logical. But it isn’t. There are a significant amount of people dimensions used by HR professionals which are not logically inclined or lend themselves to be developed into a ‘transaction’, let alone a software module. Think about important people management facets such as ‘Ethics’ , ‘Style’, ‘Diversity’ and ‘Values’ – these are key HR influences in achieving particular strategic business outcomes, and they are fundamentally intertwined into such things as learning, performance, development, communication and knowledge sharing. But they are ‘non-existing pieces’ in the HR software puzzle.
This is not a jibe at HR Software vendors. In fact some vendors clearly understand the impact of these gaps and are working hard to address them. Particularly those vendors who are focused on superior technical integration between modules.
They realize that while they have in many cases reduced HR to modular transactions to make it easy for end users, they also understand that the all-important ‘HR complexity value factor’ is partly resolved when effective and seamless integration across these modules occurs. The combination of modular interaction offers some support in achieving strategic HR objectives. Keep going vendors, there is lots more to do in this space!
HR Technology has inadvertently contributed to a weakening of professional HR outputs, but the finger should however point directly at the HR leader who has allowed the function to be reduced to a set of modules and transactions.
It’s an easy way out for poor performing HR leaders, and provides an opportunity to shift the blame onto technology. Professional HR management is not an easy job, in fact it is highly complex, with over 40 major elements or activities being continuously juggled to produce desired business outputs. Those that are successful also understand how HR technology should be used and positioned to enable people to achieve great things.
Do you have an opinion on this?
I don’t believe HR Technology has weakened HR. HR have weakened HR. If you’re not demonstrating how you affect the bottom line – then no system can perform this for you. Liikewise, if you don’t advise vendors about your requirements – then no vendor can help you. These days, the 3rd parties are definitely driven by the customer experience – HR have to let them know what they want.
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