HR Tech Concept It's no longer aquestion of “if” but rather of “how quickly” organizations canadapt to this new employee-centric workforce reality, as those whodon't will fall behind. (Photo: Shutterstock)

|

“The war for talent is over. Talentwon.”

|

I recently heard someone say this to a room of HR leaders, andit accurately reflects the current state of business. Today'sworkforce expects and demands more from their employers,and HR feels the urgency to create an employee experience that attracts, motivates,develops and retains top talent. It's no longer a question of “if”but rather of “how quickly” organizations can adapt to this newreality, as those who don't will fall behind.

|

I see 2019 as the year where HR is able to bring advances in technology and people analyticstogether with the latest thinking in workforce alignment andmotivation to form a comprehensive talent management strategy thatensures their organizations are able to meet today's goals and beready to address tomorrow's challenges.

|

Here are my top three trends for HR teams and leaders in2019:

|

HR analytics go mainstream

HR professionals pride themselves on their empathy and emotionalintelligence — and these remain critical traits. However, thesetalents aren't scalable; HR pros simply cannot give every employeeand every manager equal attention and focus. Technology isnecessary to help HR teams identify where they should focus theirefforts.

|

Related: 4 steps to becoming a world-class HRorganization

|

Historically, HR has been data-rich but insight poor becausethey lacked access to the kind of technology that could help them.2019 will bring a new a level of data competency to the HR spacewith the increasingly rapid and widespread adoption of people analytics that transformthese piles of raw data into actionable insights.These insights canbe used to support data-driven decisions around high-potentialtalent, promotions or compensation, development and successionplanning and, importantly, agile cross-functional teamstaffing.

|

For example, HR teams will now be able to apply advancedanalytics to the huge amounts of sentiment data that is generatedfrom hundreds of interactions between employees and managers thatare captured as part of the performance management process. Theseinsights can help flush out and reduce biases, providing theimpartial information required to more accurately evaluate managerand employee capabilities. By evaluating the sentiment of theseconversations and understanding its benefit and impact toemployees, HR can better identify opportunities for coaching.Managers and employees can also benchmark their own and teambehavior and performance against “top talent.”

|

When everyone feels that the process is fair, they're morelikely to use the data to inform goals, feedback, performancereviews, and ratings. People analytics will never replace theessential human elements of HR, but will complement them and becomean extension of the team, helping to illuminate the areas thatrequire focus and allowing HR teams to scale their impact.

|

Performance management moves beyond HR

There is a growing recognition across all levels and functionsthat effective performance management is a critical businesspriority, not just a compliance task for HR departments. The mannerand speed of work is changing dramatically on multiple fronts:business environments shift and evolve quickly, requiring agilerealignment around rapidly changing priorities. Cross-functionalteams have all but replaced the siloed department structure, fastadoption and application of new skills outweigh functional jobdescriptions and within a decade it's estimated that approximately half of theU.S. workforce will be temp, contract, or freelance workers.

|

Any of these on their own are dramatic changes, but takentogether it is revolution. And as a result, the old school methodof annual reviews for performance management has been renderedwholly ineffective. In response, CEOs and operational businessleaders are getting actively involved in transforming theirorganizations around a continuous performance management approachthat facilitates constant realignment and motivation of theirentire workforce to achieve their desired business outcomes.Additionally, by harnessing the analytics I referenced earlier theywill experience the benefits of having the most up-to-date insightsabout their talent to inform strategic activities like successionplanning, calibration, and building their leadership pipeline.

|

Forward-thinking HR departments have already been changing their performance process to focus ondevelopment opportunities and continuous feedback, and thesetrailblazers are reaping the fruits of their labor. In 2019, thepriority of evolving performance management will continue tostretch beyond “something HR does” to become the way everyone inthe company collectively achieves together.

|

HR tech will (finally) make employee's lives better

Today's workforce expects their technology — even their HR Tech— to be intuitive and integrated seamlessly into their flow ofwork. This has been labeled the “Employee Services Layer” by HR industry analystJosh Bersin, who asserts it is “the single most importanttechnology investment” HR can make. Bersin also counsels that thislayer will comprise best of breed talent management softwareservices to meet specific needs and requirements, rather than asuite from a single vendor.

|

My previous experience at SuccessFactors gave me a front rowseat when they built the first performance management SaaSapplication and Taleo launched their SaaS Applicant TrackingSoftware. And I saw how SAP, Oracle, and Workday each thensubsequently built and/or acquired an entire HR applicationstack.

|

Unfortunately, having the vision and talent necessary to buildone leading HR application doesn't necessarily translate intocreating an excellent experience for each distinct HR application.For example, companies who build systems of engagement typicallyaren't good at developing systems of record and vice versa.

|

These legacy platforms are also challenged by age andtechnological debt and aren't nimble enough to create theintuitive, seamless and social experiences needed to meet the needsof today's workers who expect frequent, real-time feedback abouttheir work and a genuine investment on the part of their employerin their career development. This new model of performancemanagement needs help from technology to execute successfully, andas Bersin notes this has opened the market formore nimble and innovative solution providers who can bettersupport a continuous process.

|

2019 will be another impactful year for enterprise HR teams.Taking steps now to ride the wave of these three key trends willhelp HR leaders continue to play a large role in shaping thedirection of the organizations and workforces they serve.


Read more:

 


Doug Dennerline is CEO at Betterworks.

|

 

Complete your profile to continue reading and get FREE access to BenefitsPRO, part of your ALM digital membership.

  • Critical BenefitsPRO information including cutting edge post-reform success strategies, access to educational webcasts and videos, resources from industry leaders, and informative Newsletters.
  • Exclusive discounts on ALM, BenefitsPRO magazine and BenefitsPRO.com events
  • Access to other award-winning ALM websites including ThinkAdvisor.com and Law.com
NOT FOR REPRINT

© 2024 ALM Global, LLC, All Rights Reserved. Request academic re-use from www.copyright.com. All other uses, submit a request to [email protected]. For more information visit Asset & Logo Licensing.