What will HRM have to do in the future?
Many buzzwords but also uncertainties determine the discussions on digitization. The 'HRM 4.0 HR work of the future' of the University of St. Gallen on behalf of the Center for Employer Attractiveness (zeag GmbH) illuminates various transformation paths and types of companies.
For this study, the University of St. Gallen's Institute for Leadership and Human Resource Management, commissioned by the Center for Employee Attractiveness, evaluated the survey results of 13.658 executives and employees from 87 companies. As part of the employer benchmarking TOP JOB, the companies have had their employer attractiveness and personnel work analyzed.
HR professionals play a key role in digital transformation
The study describes how the HRM has to be set up in each case. Here, there are significant differences. But also a common feature: Personal managers take a key role in this transformation process.
This is a great opportunity for human resources. Finally, HR can become a serious business partner. But that also challenges. HRM has to reposition itself and redefine if the transformation is to be successful.
2 directly applicable by 7 Success Factors
As a result of the study, 7 crystallizes success factors for successful personnel management in the transformation process. The two most important are these:
- The personnel management is a full time future designer: A real HRM 4.0 is a companion and designer for the New Work future. The (digital) future vision is the driving force behind all concepts and all HR measures.
- At eye level with the management: The staff becomes a strategic partner. An HRM 4.0 works consistently and closely with the management and strategically aligns itself with the goals of the company. In addition, the management of HRM 4.0 is supported by the management. This new definition is therefore a challenge for all stakeholders.
Network users need digitalization companions
One of the three transformations is rather technical-structural: supported by an innovative technology, the virtual and project-oriented cooperation is promoted. These so-called network companies are thus increasingly using new forms of work such as Homeoffice and they work primarily on a project basis and in virtual teams. This requires both digital competencies and virtually networked structures.
The HRM of these network operators therefore assumes the role of the digitization companion. It provides tools and develops the related competences that support the company's digitalization in the context of virtual and network-like collaboration. The training courses on digital technologies and social media are at the forefront.
Individualized companies need minister of culture
The other way is aimed primarily at the individual. These companies face the challenges with a high degree of flexibility in terms of working hours and diverse individual agreements in terms of work content and scope of work.
Accompanying the HR managers put the culture in the limelight, because values create orientation! The HRM assumes the role of cultural developer. That is, it directs the HR tools to support the culture. At the same time, the inclinations and needs of individuals are at the center.
Innovations - the 4.0 Champions League
Companies that combine both characteristics - which enliven network-like structures as well as use individualized forms of work and digital technologies - also need a broad-based HRM. As a true HR 4.0 partner, they focus on both digitization and culture, and are above all strategically aligned.
A look at the economic results of the three types of transformation shows a clear picture: the path to the new world of work is worthwhile. And every direction has its own strengths but also its price.
Conclusion: employee retention as a competitive advantage
The employees' loyalty, which is so important in the context of the deficit of skilled personnel, and the innovative power that is so decisive in our accelerated world, are clearly in their noses.
- While network companies are more likely to score in the area of innovation, you have to cut back on employee retention.
- The individualized companies are better able to retain the employees and they enjoy a higher overall company performance. However, the innovative power is somewhat left behind.
- Even in the royal class of the innovative enterprises must be taken down. They are lagging behind in the company's performance as the high investments are not yet amortized and the structures are not yet as well-established as in the old-established corporate practice.
The path to the new world of work - whatever - is worthwhile.
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