Contributing meaningfully to business decisions and direction, offering advice and suggestions based on sound insights is becoming the expected norm.
This means understanding the needs of the business, its products, services, people and customers. It means grasping the industry dynamics and the competitive landscape the organisation operates in.
Most importantly, it means understanding how all of this combines to impact human capital so you can target resource into initiatives that impact recruitment, diversity, performance, inclusion and leadership in the most beneficial ways.
Amidst the 4th industrial revolution, the disruptive explosion of digital technology that we’re witnessing, HR is not alone in facing a skills gap.
In a sense, the value of digitisation isn’t in the technology, but what HR teams choose to do with it. How they act on the real-time information and feedback they receive. How they capitalise on the responsibility and autonomy it affords their employees. What they do with the time it saves them.
Technological assimilation, not transformation
Modern technology is just a catalyst, and one which, if anything, places more emphasis on the human skills that successful HR professionals have always been valued for. For instance:
HR’s remit might be expanding, but the fundamental task remains the same: To use its knowledge and insight to maximise potential and help drive organisational strategy.
With the tools we provide, knowledge becomes reliable, real-time and accessible. With the systems we build, insights become analytical facts.
You might like this video: Measuring ROI in digital HR.