Change in the world of work is progressing
Our world of work has changed enormously: new technologies and progressive digitization demand a high degree of mobility, flexibility and efficiency. Accordingly, the demands of employees and applicants are also important Company gone up. As in the private sector, they expect communication almost in real time - mobile via WhatsApp or other digital channels.
At the same time, management is increasingly dependent on strategic support for personnel issues in many areas. However, many HR departments still face these expectations with the technology and structures of the 90 years. The technical basis, the processes based on it, and above all the role image of the HR manager, have to be modernized.
HR is braked by obsolete technologies
Today, the HR department must balance the growing demands of its stakeholders. On the one hand, employees and applicants expect quick and flexible processing and response to inquiries. On the other hand, employer branding as well as sustainable competence and talent management are gaining in importance for company success. The expertise from the personnel departments is fundamental. But there is often not enough time for strategic advice.
Many HR departments are still being braked by obsolete technologies: documents are comprehensively created in Word, applications are received by the departments via house mail and simple personnel numbers such as the medical costs are painstakingly combined manually. This does not only cost time and money, it also prevents HR executives from taking on their role as a strategic business partner for the company. The following three recommendations are intended to help the personnel department to optimally optimize processes and to modernize the role model of the HR manager.
HR processes with the help of intelligent HR software
An important step is to outsource operational HR processes as far as possible - namely to the direct process participants such as employees, applicants or department heads. Intelligent HR software solutions provide the right toolkit for this: they transparently depict processes that previously required the expertise of HR managers, thus making them easy to understand and intuitive to laypersons.
In addition, the chosen HR software must take into account the ongoing trend towards location-independent communication and be compatible as a secure SaaS solution for mobile devices. This way, the process participants can do mobile work and tasks from everywhere. This increases flexibility and process speed. Another important aspect is the case-related compilation of data.
With ever-increasing amounts of data, an intelligent SaaS solution must be able to deliver data and information that fits the task at hand. For example, if there is an employee appraisal, the supervisor is automatically offered the template for the interview sheet and the target agreement from the last conversation. He can then share it with the employee in just a few clicks.
Have the "right" information ready
Currently, companies still spend a lot of time searching for the "right" information. Simple HR metrics, such as number of employees, sick leave, or median age, which are important for strategic decision-making, are often not available on demand, but need to be time-consuming to compile. The reason for this is not the lack of data; These are available in abundance.
Rather, no suitable analysis tools are available. It is only when data from a variety of sources merges meaningfully that they become valuable information that ultimately leads to strategic recommendations. For the HR Manager of the future, analysis tools for the collection of performance indicators - also called Key Performance Indicators - are mandatory. These serve as an important orientation aid for personnel decisions.
No fear of change
The personnel department as we know it today will no longer exist. Through modern technologies, such as cloud services, it is itself a process designer and independently controls HR processes. But this can only be achieved if HR managers bring the courage to change.
They must actively shape their future role in the company, cut off old braids and invest in modern technologies. This is the only way to ensure a high quality of service for the employees and, on the other hand, to support the management of strategic personnel issues.
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