This has been an interesting age during which the world has seen such innovation in the Human resources domain. Surviving through various world events and adapting to move forward has not been easy and will not be any easier moving onwards. As HR professionals bearing the torch to move forward, we must preserve the core ethics and concurrently allow contemporary solutions to addres new challenges. Technology has been exceptional in enabling connectivity, measurability and productivity. However, it has also affected
interpersonal communication to a great extent. This is just one reason why a lot of organisations hesitate to adapt to technology and updated processes as there is a fear of no physical accountability. Interestingly, that myth was broken when the planet was forced to work from home and still be accountable in a climate of uncertainty; adversity makes us mutate in order for us to survive.
Technology will change the culture, but a strong culture absorbs changes if we sustain the core values of how we approach organisations’ values. As the reality check started settling in that everyone needs to get their technological setup ready, there also exist a lot of unnecessary tools available that are consulted and sold to organisations. Every new adaptation must be vetted, and the best way to do that is to invite solutions from users, individuals and their teams. Solutions that are agreed upon by teams are more effectively implemented than the ones that are forced upon employees. These solutions are indeed for enabling individual efficiency and their teams, not for purposeless technological upgrades for organisations in question. When you consider opinions from the organisation, you also benefit from creating meaningful engagements that are truly motivating and makes individuals feel involved in the growth of the organisation.
“Technology will change the culture, but a strong culture absorbs changes if we sustain the core values of how we approach organisations’ values”
Success rates and improvements after implementation are subsequent to allowing everyone promote and support the implementation of the new technology. Engagement is a key role throgh which only HR can play in an organisation during such technological initiatives. Being open to feedback helps create effective training and development as training helps people achieve new skills to utilise the new technology, which in turn creates more refined processes that are vital for the steamlining of tasks in the organisation.
Technology is imperative and inevitable to the growth of the organisation in these connected times. However, the approach is the key determining factor for successful implementation. Human resources is at the core of understanding the deployment and, hence, the strategy to ensure that the best design and implementation. The participation of all departments and business functions can be failicated from this central nervous system, along with the measurement that can be monitored for future steering. Human resources and technological resources must work in tandem, and the only way to achieve that is by being purpose-driven on what we allow as technological upgrades, with the engagement of the people who will drive it effectively. Impulsive initiatives are usually case scenarios when we overlook the role of HR for its effective buy-in from the people who contribute towards the goals and objectives of the organisations. While technology will enable efficiency, values are driven by real people and implemented by human resources.