5 Smart ways HRs can avoid Digital Transformation Disaster

The business world is competitive and dynamic, but to support that transformation you need technology. But just investing in a magic bullet-like technology is not enough for a company to succeed. Putting a new system in place by the human resource team for effective digital transformation means how well technology is communicated to the people who are dealing with it to make the real change happen in an organization. Yes, HRMs deploying technology into an organization is just a small step, but what lies ahead in the process is - how to make people embed that change into their functions. But due to the huge gap in implementation, the organization may face serious digital transformation pitfalls. But to save your organization from that disaster we bring you 5 smart ways to successfully penetrate digital transformation into your organization.

Experienced Staff

There is no organization without experienced professionals who are considered to be the most vulnerable and sensitive part of the workforce when it comes to digital transformation. HR teams while initiating and landing the digital process need to talk to them and listen to their opinions which an HR professional would have missed or failed to consider. Engagement with your employees and staff can help understand your digital strategy in a more comprehensive way, rather than relying upon your own version. But if you sort of impose, then there are chances that you may lose a productive part of your workforce to resign and join your competitors.  

As-Is and To-Be Process

Most resource managers are more “to be” process-oriented than “As-Is.” There is an advantage of resource people going “to be” but it can support employees who are adaptable to digital transformation which can lead to outcomes as well the roles and responsibilities they buy in. However, HR functions can be just “to be” in introducing digital shifts in the work process but should be “As-Is.” The As-Is analysis is more relevant to the HR departments as it helps identify the immediate factors/weak spots in the employee of accepting the digital transformation. For instance, training and morale can be the key areas.

Collaboration

The recruitment teams in organizations must be quick in identifying potential points of contact like managers and other key and influential leaders who can educate and win employees' confidence about the new digital transformation. Communicating with team leads and documenting what they do often makes them feel better and further improvise on it. Strategic HRMs create digital transformation to take on a cascading effect by collaborating with different departments from IT, Finance to Marketing. This allows HR practices to be more valuable as they can understand what training and development they need in translating the digital transformation process.

Optimism

Sometimes, human resource professionals are more optimistic when the digital transformation process is taking root in the organization. They assume everything would go successfully as planned, but what most HRs ignore at this point is regularly checking the ‘pulse’ of the transformation. Strategic communication by HR systems can bring a big deal in healing the learning gaps among employees who have not understood nor read the digital transformation process that involves upscaling technologies at full scale which may directly impact productivity and performance. 

Farsightedness 

HR while penetrating the digital capability into the system of an organization may fail to gather doubts or questions which should be the foremost imperative in the digital HR strategy. Assuming digital transformation is simple can be a big mistake, but a complex process. Problems may erupt anytime and at any point and this will not just impact the process but also people. Business leaders assume that the endpoint of digital transformation is a new technological system, but if it is not embedded or applied through a careful approach it may lead to disaster. 

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