FROM ADMINISTRATOR TO INNOVATOR
HR is at a crossroads. Volatile market conditions continue to demand new organisational structures and ways of working for businesses to adapt and thrive. For HR, this is as an opportunity to be at the forefront of change and help to shape the future of work in their organisation. However, many HR departments find themselves positioned as managers of an old legacy operation. Therefore, HR needs to undertake its own transformation – from Administrator to Innovator.
Transforming HR while maintaining legacy activities and managing the last generation of transactional software is not easy. So where to begin?
To start, HR leaders need to nurture a new mindset within their own function, extend their teams’ own skills and knowledge and continue to define their role in an organisation’s digital transformation. This will allow them to start advising the business on enabling digital leadership capabilities, identifying future talent needs and designing better working organisational structures.
But the missing link in many digital transformation initiatives is involving the workforce in setting change goals. HR can and should initiate a distributed conversation about what needs to change, and what everyone can contribute to building the future organisation.
We support HR leaders at every step of the digital change journey. Tailoring our engagements to suit specific strategic needs or urgent tactical requirements, we draw on decades of experience in social business design and our iterative approach to digital business change to quickly deliver tangible results.
KEY CHALLENGES FOR HR
- Reinventing HR while managing legacy
- Limited input into digital strategy
- Empowering leaders with digital skills
- Finding next-generation digital leaders
- Mapping digital talent within the organisation
- Engaging a distributed workforce
- Making better use of social tech
- Better collaboration across digital platforms
- Implementing agile ways of working
- Managing expectations of digital workers
- Lack of in-house digital skills
DIGITAL TALENT MAPPING
Traditional talent frameworks are not designed for the fast-moving, evolving needs of companies undertaking digital transformation and defaulting to IT skills training is not enough. How do you develop a comprehensive digital talent strategy to meet the needs of today and tomorrow?
Our Digital Talent Mapping services:
- Digital talent framework development
- Talent catalogue & detailed capabilities
- Digital talent map visualisations
- Practical digital talent recommendations
Connected companies need connected leaders who can thrive in a networked world. We also need better digital leadership throughout the organisation. Cultivating leadership behaviours at all levels helps create a culture of action and accountability.
Our Digital Leadership Enablement services:
- Executive team briefings & guidance
- Inspiring future of leadership workshops
- Diagnostics on leadership health metrics
- Digital function design & development
THE FUTURE OF WORK
Digital transformation means upgrading our org structures and practices as well as shiny new tech. HR should play a key role in communicating how this can improve employee experience. We help HR leaders pilot digital tools and techniques in a ‘protected space’ and learn what works.
Our Future of Work services:
- Lessons from startup ways of working
- Digital culture activation
- Distributed change management
- Agile teams development & support
SELECTED BLOG POSTS
Last week I presented a model of digital leadership and strategy at #SocialNow in Lisbon. Here is the text of my talk, with slides embedded at the end... It is very hard to succeed with digital transformation in an established organisation without addressing...read more
"The greatest challenge for today’s leaders is how to upgrade their organisation’s operating system” This is how we frame the conversation about organisational change and the role of digital transformation on our newly-updated website, so I thought I would explain our...read more
We do a lot of work with organisations to help embed new ways of working enabled by the digital workplace. One of the most commonly cited barriers to adoption of modern work techniques is employees who think they lack the time to try new things. More often than not, this objection comes from leaders, rather than front-line teams…read more
A 21st century organisation uses systems thinking to enable agility. Shipping working code is an example of a highly valuable system that most startups develop early. When startups scale, everything moves so fast that the sole focus is on shipping the product to specified deadlines. If diversity isn’t engrained into the system of shipping the product, it will be forgotten during scaling…read more
In HR, the concept of job families is one example of a practice that needs revising to stay relevant. Clustering a set of roles into a ‘job family’ allowed for transparency in rewards, promotions and career paths, but today this can create artificial barriers to collaboration and personal development.read more
At the end of a conference presentation, I was recently asked “how can I tell if an enterprise agile team is failing?”. A question for which I didn’t have an immediate satisfactory answer…read more
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