How HR can use technology as a catalyst for business change How HR can use technology as a catalyst for business change

How HR can use technology as a catalyst for business change
31 Oct 2015

HR has become strategically valuable in today’s economy, as there is an increase in value in those leaders who can make forward-thinking decisions in areas like talent and competency management as well as recruiting.

HR represents the backbone of the mid-size enterprise. In the event of economic uncertainty the role these managers play in business is even more pronounced and they aren’t shying away from the challenge. Here are three key roles that HR has taken on in the face of economic change:

Predictive employers

Mid-size enterprises around the globe have gained an advantage by using analytics to anticipate the needs of customers, driving customer retention and loyalty. So too have HR teams begun to understand the benefits of predictive hiring.

Thanks to advancements in enterprise software, HR leaders have access to a wealth of information regarding the people and processes that create essential value for a company.

In a changing economy, it is critical that human resources pay close attention to this data in order to pinpoint the ideal talent needed to continue success. With the aid of such software, professionals can identify top talent and see how their skill sets align with the midsize enterprise, thus securing a candidate that will succeed now as well as contribute to the company in the future.

This data gives HR the foresight into where the next labour shortage may appear enabling managers to act pre-emptively to avoid any workflow disruption. Strategic moves like this end up saving precious time and resources it would take to unexpectedly hire and train a replacement.

Performance drivers

Success has a lot of factors, but the true measure of success is in a company’s people. Utilising the performance metrics found in the same software that can predict the perfect hire will allow for the cultivation of internal talent and ultimately decrease turnover, which can be costly.

The proper competency management system allows HR to see where cross training is needed, minimising the amount spent on additional heads. Cross training can also benefit employee engagement, as it provides individuals with additional management skills.

It shows that an enterprise is invested in the unique talents and attributes of each team member. Human resource leaders can then collect data and analyse the impact of improved productivity and engagement on midsize enterprises.

Strategic planners

Speaking of human capital, managers claim to understand the importance of those they employ, but there is a difference between this concept and being able to identify the financial value of their team. Changes in workplace hierarchy, company culture, or practices can disrupt the efficiency of daily workflow - or worse - the value of an employee.

HR leaders who focus on strategy are already moving in the right direction, but this strategy should be based on the organisation of the people they place. Accessing the data supplied by the right human resources management solution allows HR to not only match the candidate’s skills to the right position, but it will also allow them to assess the financial gain a particular hire will provide.

Taking a long view has advantages like being prepared to replace leadership roles internally decreasing the need to look outside the enterprise to fill these important positions. This planned strategy gives HR managers the big picture so they can prepare for economic uncertainty.

Human resource professionals today have been pushed into the position of people-powered modernisers. Through their roles as predictive employers and performance drivers, HR has increased the bottom line by boosting efficiency in areas like on-boarding and talent management.

Thanks to technology, the HR department is now defined as a strategic function that retains top talent, which contributes to increased revenues while maintaining an inspiring and positive workplace overall.

By Jayne Archbold, CEO of Mid-Market Europe and Sage ERP X3 worldwide Jayne has been at Sage since 1997 and has held senior positions in all Sage UKI divisions: SSB, SMB, accountants and mid-market. Prior to her current position, she was managing director for Sage Mid-Market in UK and Ireland.

HR has become strategically valuable in today’s economy, as there is an increase in value in those leaders who can make forward-thinking decisions in areas like talent and competency management as well as recruiting.

HR represents the backbone of the mid-size enterprise. In the event of economic uncertainty the role these managers play in business is even more pronounced and they aren’t shying away from the challenge. Here are three key roles that HR has taken on in the face of economic change:

Predictive employers

Mid-size enterprises around the globe have gained an advantage by using analytics to anticipate the needs of customers, driving customer retention and loyalty. So too have HR teams begun to understand the benefits of predictive hiring.

Thanks to advancements in enterprise software, HR leaders have access to a wealth of information regarding the people and processes that create essential value for a company.

In a changing economy, it is critical that human resources pay close attention to this data in order to pinpoint the ideal talent needed to continue success. With the aid of such software, professionals can identify top talent and see how their skill sets align with the midsize enterprise, thus securing a candidate that will succeed now as well as contribute to the company in the future.

This data gives HR the foresight into where the next labour shortage may appear enabling managers to act pre-emptively to avoid any workflow disruption. Strategic moves like this end up saving precious time and resources it would take to unexpectedly hire and train a replacement.

Performance drivers

Success has a lot of factors, but the true measure of success is in a company’s people. Utilising the performance metrics found in the same software that can predict the perfect hire will allow for the cultivation of internal talent and ultimately decrease turnover, which can be costly.

The proper competency management system allows HR to see where cross training is needed, minimising the amount spent on additional heads. Cross training can also benefit employee engagement, as it provides individuals with additional management skills.

It shows that an enterprise is invested in the unique talents and attributes of each team member. Human resource leaders can then collect data and analyse the impact of improved productivity and engagement on midsize enterprises.

Strategic planners

Speaking of human capital, managers claim to understand the importance of those they employ, but there is a difference between this concept and being able to identify the financial value of their team. Changes in workplace hierarchy, company culture, or practices can disrupt the efficiency of daily workflow - or worse - the value of an employee.

HR leaders who focus on strategy are already moving in the right direction, but this strategy should be based on the organisation of the people they place. Accessing the data supplied by the right human resources management solution allows HR to not only match the candidate’s skills to the right position, but it will also allow them to assess the financial gain a particular hire will provide.

Taking a long view has advantages like being prepared to replace leadership roles internally decreasing the need to look outside the enterprise to fill these important positions. This planned strategy gives HR managers the big picture so they can prepare for economic uncertainty.

Human resource professionals today have been pushed into the position of people-powered modernisers. Through their roles as predictive employers and performance drivers, HR has increased the bottom line by boosting efficiency in areas like on-boarding and talent management.

Thanks to technology, the HR department is now defined as a strategic function that retains top talent, which contributes to increased revenues while maintaining an inspiring and positive workplace overall.

By Jayne Archbold, CEO of Mid-Market Europe and Sage ERP X3 worldwide Jayne has been at Sage since 1997 and has held senior positions in all Sage UKI divisions: SSB, SMB, accountants and mid-market. Prior to her current position, she was managing director for Sage Mid-Market in UK and Ireland.