Digital Transformation: Impact on Human Resource Management

Simplify the Recruitment Model

Ask any company what their challenges are for 2018 and there's a good chance talent acquisition and retention is on the list. Organisations are realising that their workforce is their greatest asset. Prioritising talent thus makes sense. In order for recruiters to be successful during disruptions, we must accept that talent acquisition meets marketing at some point.

The power of talent and recruitment has changed. The recruitment process now is in the seller's market. Job Seekers are looking for a quick and easy process. If a company takes too long to recognise a candidacy or makes it difficult to apply, there's a good chance that talent is gone.

At yechte we categorically believe that in-house recruitment works as digital marketing. Talent acquisition is about candidates, and candidates behave like consumers. So we need to define a business model based on consumer's marketing strategies.

Think of it like this: “Advertising interrupts. Marketing attracts.”

Social is not a fashion statement, task or project delivery. Social connection is about having a voice that people identify themselves with. A voice that resonates with people. We need to integrate the social sphere into our talent acquisition activities. Our candidates need to believe in us first and see themselves evolve through us. This means to have an integrated digital strategy. It includes the marketing of our social message and brand values, a thoughtful CRM integration and technology optimisation.

"A good place to start to see if our business is on the right track is to assess and answer these 6 questions"

• Do target candidates know that our company exists?

• Is it easy to find the job opportunities that we offer?

• Is our website addressed to our candidates?

• Can candidates easily interact with our business via social media?

• Do we have a smooth and friendly process in-house?

• Are we at the top of our candidates' mind when they make a career choice?

Digital Transformation Impacts on Human Resource Management

Today every company and its employees are subjected to digital transformations. Our aim at yechte is to find the right talent and to simplify the hiring process, gathering facts, how digital age affects people - how it affects employees, and how digital tools and processes affect people. The following 3 principles help us achieve this goal:

Digital Transformation 1: Mobility and Remote Work

Cloud computing aggressively pushes software ‘off-premises’, and digital age also causes employees to work remotely. Mobility and partial remote work are becoming the norm for many companies in Europe. Employees can use various digital tools for operating and reporting. Managers no longer focus on finding an employee near the office but instead choose an employee with the necessary skills for the role.

Internal communication has never been so fluid. Employees have many options for communication - social networks, intranets, emails, instant messaging applications, forums, VoIP and much more. Communication becomes fluid and gaps between business and clients are shortening.

Digital Transformation 2: Analysis and Reporting of Employee Performance

While employees have more freedom than ever, some criticise the need for an administrator when it comes to reporting. For example, most HR managers will experience a digital transformation of HR and be equipped with digital tools and dashboards that measure and predict personnel activities that were previously difficult to capture. Analysis and reporting on the performance of individuals and their impact on the company are now undeniable. As a result, it improves interaction and relationships with human resources and management. There's no doubt that digital tools have a positive impact on the optimisation of work and communication. The results include operational objectives achieved faster. Budgets are narrower, and net results increase.      

Digital Transformation 3: Information Security

While digital transformation in the workplace brings many benefits, sometimes changes are dicey. A negative response to change can lead to cultural problems in the workplace. Another obvious risk of digital adoption is security, which is a priority for every CXO. Mobility and cloud create doubts about information security, access to data and confidentiality. These risks must be tackled through infrastructure and security processes, which often implies change.

Enterprises are aware of the obvious competitive advantages for improving the staffing, communication, and cooperation between departments. Some employees resist cultural and managerial changes, but most will have to adapt, as the digital transformation continues.