The past couple weeks have impacted different businesses in different ways. For those with roles that can be performed from home, many employees and their managers have been thrown into virtual work, with little to no time to prepare. Even if you’ve had some experience with virtual work, suddenly managing a full-time remote team under the current conditions presents a whole new challenge—and not everyone will adapt to virtual work with the same ease.
We have a very social team. Everyone loves to spend time with each other inside and outside of the office; we often joke that “FOMO” must be one of our core values. When our New York City-based team was advised to work from home, the first thing we did was try to coordinate a date when we’d all be able to come in together during the following week or two. Of course, this was before we knew how quickly the COVID-19 virus would spread in the New York metro area and how seriously we should heed the “stay at home” warnings. As we’ve learned, things change quickly.
Today, 48% of employees are indifferent about HR—and 18% believe the function actively detracts from their overall experience at work. That indifference (or outright dislike) impacts HR’s ability to be effective. But how do you change a reputation that’s likely been years or even decades in the making?
Many articles are written about organizational change. But when the business changes, so does HR. The change might be big or maybe small. But HR changes. Today, instead of talking about how companies manage change, let’s talk about how HR departments manage change (while their company is in transition). Just like individual change isn’t the same as organizational change, department change isn’t always the same as organizational change. Changes that benefit the organization can change the way a department operates. Here are two examples:
Over the next decade, demand for skilled workers will far outpace supply, with the Korn Ferry Institute predicting a global talent shortage of more than 85.2 million people by 2030. That means companies will not only have to fight harder to attract the people they need, but will also have to battle it out to keep the ones they have. In an age where talent is everything, HR—the department responsible for finding and nurturing a company’s human capital—should be viewed as an invaluable resource. Today, however, many organizations don’t see the strategic potential of HR. They consider it a cost center—one they can’t live without, but a cost center nonetheless.
Robotic process automation (RPA) brings robots and technology into human processes. Often, RPA substitutes repetitive, time-consuming, tedious tasks that employees face each day to get their jobs done. It has a lot of proven benefits for HR, especially considering the common tasks that HR employees must perform to complete processes. The decision then comes down to investing in an RPA-specific vendor or investing in technology with built-in RPA capabilities. In this post we'll explore the pros of solutions with built-in RPA capabilities, but first let's discuss why HR should be thinking about RPA in the first place.
Did you know that 43% of Americans have gone on a blind date? That’s a lot of people who are willing to leave their love life in the hands of fate. But while this approach may occasionally work out when looking for a romantic partner, you wouldn’t use it to choose an HR technology vendor, would you?