Juan Staes, partner and domain lead Human Capital at delaware, states that in HR, digitization mainly takes place on a ‘pull’ basis, triggered by stimuli coming from social security administration offices, or as a reaction to crises such as Covid, or as a consequence of a push from numerous start-ups and scale-ups in the HR tech industry. In most cases, Operations, Sales and Finance will have drawn up a digitization plan, according to Juan. They are positioned close to the business’ core, where innovation might instantly lead to increased production volumes, more sales or improved financial results.
What about HR taking the lead to investigate options for digital tools and processes that support employees, in a structured way, in collaboration with support departments such as IT, Communication and Marketing? In the end, efficient people operations do form the basis of employee experience.
Juan: “delaware has a specific way to support businesses. Our approach and methodology gather all stakeholders involved in supporting employees around the table. This holistic approach allows to start with measuring how employees rate and experience collaboration with colleagues and within the organisation, in order to map employee experience gaps, as well as gaps in processes and tools. This then results in a clear image of where we can gain efficiency.
That analysis serves as the starting point of a mid-term plan, based on a common vision and consensus between the respective support departments. That plan is ready for approval by the management, with a clear budget and ROI, as well as a clear inventory of all direct and hidden costs of an incoherent or missing digitization plan for HR. We aim for a payback of 12 months, next to recurring savings. In almost all cases, the business case turns out to be very convincing.”