Employee Experience (EX) today matters as much as Customer Experience (CX). Here, it is ubiquitious for HR tools and processes to be user friendly. To achieve that, many companies need a digital transformation plan, is your HR team ready for this structured approach?
Juan Staes, partner and domain lead Human Capital at delaware, states that in HR, digitisation 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 digitisation 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 digitisation 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.”
The analysis takes place at two levels. Juan: “We first conduct a survey among the support departments, to gauge how they feel about the HR processes running smoothly and whether tools are used efficiently; processes such as staying up-to-date, communication, collaboration, job intake, competence building, attracting new employees and interactions with former colleagues. We then interview employees, mainly based on segments, such as people managers, employees without a PC, knowledge workers, …
Once this analysis completed, we can objectively see and visually indicate how supporting departments see themselves and where the opinion of the employees is situated. The improvement areas will indeed become clearly visible thanks to this analysis.
Juan: “Analyses outcomes at clients have led us to determine four factors that cause these gaps:
There is no digitalisation of any respective processes.
The business invested in technology, but the workforce does not or incorrectly apply the new way of working. An example: HR integrated AI in the recruitment process, but at some point in the flow hiring managers still print CVs and write up interview notes. The solution: either the process requires simplification, or the users have to be trained in how to correctly use the new applications.
In this situation as well, the business has invested in process digitisation, but this turns out to be technically unsound. An example: HR introduces a chatbot to support the colleagues in the personnel department. The tool however has not been set up with the correct content or has been trained insufficiently. In such case, the company will have to invest again in technology that will be performant.
The process seems digitised, however, upon further inspection, reality is different. An example: a member of staff orders stationery and completes all necessary steps via a digital platform. When receiving the goods, the user still has to sign a paper document, which then needs to be scanned and uploaded into the ticketing system and in the personnel department’s system. Another example: a digital wage slip, but HR admin still prints all documents for a final check."
Based on these insights, the business can then determine what is priority, on a process and infrastructure level. “Together we will define a structured roadmap and cluster programs around themes such as connecting employees, knowledge & learning and HR Services. That plan is discussed within the organisation. HR in combination with a structured plan for digital transformation to support efficient people operations? It is most certainly possible”, concludes Juan.
Discover in the e-book ‘How to build a future-proof employee experience roadmap’ what such an action plan looks like.
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