As Intel CEO Bob Swan recently wrote in a letter to customers, “We are witnessing what will surely be remembered as a historic deployment of remote work and digital access to services across every domain.” He’s right: virtually overnight, countless businesses were forced to adapt to a remote world in response to coronavirus—condensing what would typically be a multi-year digital transformation plan into days or weeks. But those with digitally dextrous employees had a head start.
For some HR professionals, the idea of leading a global HR transformation is intimidating. For Adriana Bokel Herde, it’s the foundation of her career. After leading, implementing, and managing digital transformations at organizations both big and small, Adriana has a proven track record of establishing HR as a strategic and innovative business function—and she’s passionate about helping other HR professionals do the same. Today, Adriana is Chief People Officer at Pegasystems, a leader in cloud-based customer engagement software. On an episode of the HR Leaders podcast, she joined Chris Rainey, CEO and co-founder of HRD Leaders, to discuss the first digital HR transformation she ever led, the lessons she learned, and how that experience shaped the rest of her career.
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.
Wolters Kluwer is no stranger to reinventing itself. Over the past 183 years, the company has tackled everything from publishing to digital software, and today helps banks and insurance companies with their compliance and regulatory needs. Its new global HR transformation strategy is only the latest in a long line of large-scale changes that have helped the firm survive—and thrive—for so long.
Sometimes, HR transformation isn’t just beneficial—it’s essential. But how do you overhaul HR at a global company without plunging the workforce into chaos? That was the topic of conversation between PeopleDoc and Sherry Knaszak, VP of HR Transformation at Avis Budget Group, in the enlightening SHRM webinar, From Paper to People: HR Transformation at Avis Budget Group.
By now, you’d be hard pressed to find an HR leader who dismisses the urgency around transformation. According to research by KPMG, 70% of HR executives recognize the need for workforce transformation—but the same study also showed that only 37% of executives feel “very confident” about HR’s actual ability to transform. It's understandable. Completely upheaving processes, tools and job responsibilities is a complicated, precarious project (but it can be done).