This was originally published on the Deloitte HR Times Blog.
We (Deloitte Consulting) are often asked to help large global clients craft HR strategies in response to the prominent digital age and workforce disruptions. And, as noted in this portion of the 2016 Global Human Capital Trends Report, Digital HR: revolution, not evolution, we are familiar with the view of digital HR as a catalyst for “revolutionary” change.
Let’s face it, a revolution can feel scary, overwhelming, hard, and sometimes unrealistic depending on your organizational culture. But from what we’re seeing and hearing from our clients, many are realizing that while it is scary and difficult, their employees and businesses are demanding it, so they’re taking the leap onto their own digital HR trajectory.
In our experience, there are two types of “gaps,” or organizational pain points, that must be owned by the HR leadership team in order for this type of breakthrough to occur: performance gaps, or how well HR is currently delivering against employee and business expectations, and, opportunity gaps, or what might be possible with a radical new digital approach.
Owning the performance gaps is key to developing a stronger understanding of the potential barriers preventing your ability to leap forward. Let’s simplify it further—how you are organized as an HR function, how you deliver services to your customers, and what technologies you have in place can all enable or limit the leap. Here are some questions we often ask HR leadership teams in order to assess their awareness of, and commitment to dealing with, current-state performance gaps:
Many organizations decide to address one or some of these challenges in the near term as the case for change. Yet, in a world where digital disruption continues at a relentless pace, possibly it’s time to look more broadly to more fundamentally transform HR for the digital age and cross over into the realm of “revolutionary.”
Regardless of the company industry or geographic footprint, an adaptive response to disruption often seems to come down to the ability to create capacity, grow capability, empower your community, and boost HR credibility. Our colleague, Erica Volini, introduced the importance of the 4Cs in her post on Sustainable HR. To understand how opportunity gaps enable or limit the digital leap, here are questions we often ask HR leaders through the lens of the 4Cs:
Some global organizations may find that the business value associated with closing these gaps justifies the leap to a global cloud-based HCM system of record, with a subsequent commitment to digital HR. Others, however, may take a more tactical approach, leveraging a digital workplace strategy that focuses on improving work and life event workflows for prioritized HR customer segments as a way to build momentum for the broader digital HR transformation.
In a recent thought leadership perspective, Sustainable HR in an age of disruption, Michael Gretczko, our Deloitte Consulting LLP leader of digital HR and innovation, describes how this approach can provide improvements in the HR customer experience while preserving and leveraging current investments in systems, processes, and people.
Whatever deployment strategy is right for your organization, the new priorities within HR fall under the digital HR umbrella: cloud, connectivity, real-time operations, design thinking, simplicity, embedded analytics, and mobile-first.
Harnessing these new capabilities to close the HR organization’s prioritized performance and opportunity gaps can ultimately help to prepare you for a revolutionary leap forward. Are you ready to take the leap?