Supporting the HR organizational structure includes having the right HR technology in place—so it makes sense that automating HR service delivery was identified by 39 percent of HR leaders in our, The future of HR: From flux to flow survey, as one of the most important issues of focus.1 Likewise, delivering digital technology into HR beyond the core HR system of record was a priority for 39 percent, and re-designing labor supply and demand (e.g., through automation) was a priority for 17 percent.2
Our survey also found that of the technology that has been implemented in recent years, productivity was the top outcome for 34 percent, followed by work-life balance for 28 percent.3 Looking ahead, our respondents still think productivity will prevail (49 percent), and again followed by work-life balance (21 percent).4
“Digital transformation is all about addressing the talent imperative on the minds of many organizations today—attracting, retaining, and growing top talent through exceptional and individualized workforce experiences. When adding a human-centered design component, an increased value and impact can be unlocked to help optimize experiences and talent across enterprise.”
John Doel, Principal, Human Capital Advisory, KPMG LLP
Top-ranked technology impacts for the last 12 months
Source: KPMG, The future of HR: From flux to flow, November 2022
Top-ranked technology impacts for the next 12 months
Source: KPMG, The future of HR: From flux to flow, November 2022
HR has a core role to play in the entire technology strategy of the organization and how employees engage with it, as technology impacts how and where people work, their communication with peers, access to career opportunities, and more. Yet, our Pathfinders are not just implementing technology platforms for everyday benefits but are leveraging those platforms to create unique solutions to business and people challenges, and to ensure that their people can get into a “flow.”
To activate the mind shift and evolve, HR should include experiences as a formal part of their taxonomy, in addition to the traditional processes and service catalogs. This new human-centered design and experience focus also needs to shift how HR thinks about their operating model, capabilities, and technology investments.
What can be learned from Pathfinders about becoming digital in thought, word, and deed? Here are some reflections to consider in light of our Pathfinders’ insights:
Consider where HR data is being used today. Is it flowing throughout the business or just flexing around the HR function?
Is current technology being maximized before new investments are considered by the people function?
Is it clear what the ROI is on digital investments made in HR? Not being able to articulate this may hamper further investments.
Is the HR function leading by example in how it deploys technology and puts the user front and center in its design?
How is the HR function enabling a seamless hybrid working environment and integrating this into the overall employee experience?
Does HR have a say in technology experiences outside of the HR function? It must flow in its influence throughout an organization’s use of technology.
Is HR supporting pilots and experimentation of new technology and recording the potential benefits and challenges these experiments may bring?
For further reading, download the full report: The future of HR: From flux to flow
Footnotes
1, 2, 3, 4 KPMG, The future of HR: From flux to flow, November 2022
