Tag Archive for: HR Digitalization

The topic of digitization is currently omnipresent and particularly affects the HR area of companies. In addition to the technical implementation, the accompanying organizational development is also critical to success.

The “digital” in digitalization puts the focus on technology, although at its core it is about massive changes in the life and work habits of employees. For this reason, it is not enough to simply introduce new technologies as a cloud-based HR system; modern tools can only be used successfully if the organizational framework conditions are right and the workforce supports the new solution.

In order to successfully accompany the digitization of HR, we at WAHLER HR see three focal points in projects with our customers:
We have to demonstrate added value for the different user groups, we design trainings, communication measures, organizational development measures actually with the added value for the executives and user groups and importantly we actually accompany and measure the changes to be able to assess the effectiveness of the individual measures.

1. Create acceptance: Make needs and the new roles and added values of the various target groups, HR staff, employees and managers transparent.

For a long time, topics such as change management and training were focused on HR as part of on-premise implementations. Basically, these systems were for the operational HR unit, which had to deal with them, which means that all measures in this regard were naturally also geared to HR. What clients are increasingly finding, especially during projects, is that there is a realization that managers and employees need to be involved. Because self-services are inherent in the new cloud systems, and therefore we can naturally also integrate the most diverse roles into the business processes and provide access to the system. That’s the key change: with the new cloud tools, we address all employees, all managers in the company, give them access to HR data and, of course, also have to get them to use it. A critical success factor in the introduction of new HR cloud solutions is to create acceptance among employees and managers to also use these new tools.


2. Demonstrate added value to specific target groups: Adapt communication and training to the respective target groups

The involvement of other target groups, in addition to HR, i.e., all managers and all employees who were not affected at all in the past, must of course take place very early on and over the entire duration of a project. In addition, it requires anticipating resistance from these target groups and breaking it down. The HR employees were often happy to get something new and powerful and were very enthusiastic, but with the managers it is sometimes a different story. We have to work very intensively with them and show them the added value they will have in the future and not just the disadvantages that they are now confronted with more HR processes.


3. Select, accompany and measure organizational development measures in line with the culture, framework conditions and maturity level of the organization.

We select suitable organizational development tools and, together with the client, adapt them to the framework conditions and the culture in the company. To do this, we start with an inventory with selected stakeholders, i.e. where do the companies stand in terms of their maturity level, what culture do they have and how high is the readiness for the introduction of HR cloud solutions. Only after that are suitable measures selected and designed. We repeatedly accompany these measures with interim measurements in order to be able to assess their success.


For more information on how we can support you in your HR digitization, learn more at our services.

The current framework conditions are consistently driving digitization forward. This is often a challenge, especially for personnel organization. But also for the HR department it is an essential task to think more about the digitization of processes. For Human Resources (HR), this means switching from paper-based processes to digital processes, such as application for leave or sick note for example. This requires a targeted and sustainable selection of HR software.

But how can you find the right HR software for you and the needs of your company among hundreds of HR applications?

The decision to digitize HR sounds simple in theory at first, and in practice it is often immediately planned which processes can be mapped in which new tools or how existing tools can be used even better.

Unfortunately, that’s where the challenges often only begin. It is no longer just a question of clarifying the operational questions, but also of the strategic orientation: Should the future HR software be as integrated as possible or are various special applications better suited for different processes? Should the software be operated in-house or in the cloud?

The most important question that is often lost sight of is above all the question of the benefits and added value of a new HR software solution. How can the new HR software solution support the company and HR strategy? What are the short, medium and long-term advantages of a new HR software solution for the company, managers, employees, the works council and the personnel organization?

The compass of HR software selection in the system jungle is a proven and structured approach

Kompass der HR-Softwareauswahl

Only after the strategic issues have been clarified and the strategic priorities of the personnel organization have been documented, the requirements for future personnel work and also the personnel organization and the personnel processes should be derived. Based on these considerations, it is advisable to develop a target image together with all relevant stakeholders. This usually already includes technical aspects and functionalities. But who in the company knows what the new software you are looking for can or should look like? Due to the large number of potentially suitable systems and their rapid further development, it is almost impossible to answer the essential questions about the company-specific target image and alternatives on your own. Selective external support in this process can save a lot of time and money and avoid frustration in your own organization. Finding the right tool from hundreds of offers cannot be comprehensively achieved through Internet research alone, because the essentials are not on the providers’ websites. Especially through qualified workshops with the providers and the most structured and an objective assessment by the technical experts, things can be identified that are essential but not obvious.

We at WAHLER HR, through many years of experience and our special consulting approach, can make a significant contribution to the objective and fast selection of the suitable HR software application and provide targeted support during implementation. In particular, the development of the internal organization, due to the new digital processes, self-services for employees and managers and the associated change in the tasks that the HR department experiences, is an essential task. Good communication and a corresponding organizational development lead to significantly increased acceptance and thus in the long term to an optimized return on investment for the company.

Compliance and risk minimization through digitalization

The introduction of the EU GDPR and in particular the current corona crisis show impressively how important the introduction of a digital infrastructure is.
The creation of suitable framework conditions, taking into account data protection guidelines for long-term economic success, is crucial, especially for small and medium-sized businesses.

It is not just the current crisis that shows the importance of offering digital jobs and processes. However, the prerequisites must be created for this right now, as opportunities and risks are very present and are experienced by many themselves.
The challenges can only be mastered in the future through the consistent use of digital media, processes and systems.
The HR department in particular, together with the IT department, will therefore become the driving forces behind digitization in the company.

The technical possibilities of HR cloud systems in particular are driving digitalization and enabling compliance with the GDPR.

Find out more about our services in the field of HR digitalization here.

How will companies become fit for the future world of work? The challenges of the revolutionary world of work can hardly be mastered without expert advice. How companies grow and operate successfully.

The future of work is dynamic, agile and digital. Innovative technologies offer a huge potential for growth. Digitization also changes the way work is organized. HR plays a key role in this. For example, HR must proactively accompany the digital transformation process in the company and change itself at the same time. To master this change and guarantee entrepreneurial growth, technical expertise and support are required.

Startups have to learn to grow in a structured way – and established companies should try to integrate innovative technologies and the spirit of an agile startup.

Digital HR tools generally lead to greater efficiency. However, its implementation is not enough. Based on our years of experience, we have identified three critical points with which HR digitization stands or falls.

  • In our view, the first step is always an assessment of added value – beyond the mere cost savings.
  • The second important point is the selection of employees in the project phase. We even developed our own assessment for the selection of the right actors.
  • The third point is the answer to the question of how new, digital HR is changing the company.

HR cloud systems – About the digitalization of HR management and its challenges.

The new, cloud-based HR systems reach far into every corner of the company and thus become management systems with HR content, to which every employee and every manager also has access – of course limited within the framework of authorization competence.

In order to develop and establish a suitable HR architecture that is helpful in daily, recurring processes and saves a lot of time, it is necessary to clarify various questions about the HR strategy and the HR business model in advance.

The digital HR organization – Quo vadis, personnel management?

This book inspires the digital transformation of human resources and offers a solid starting point for everyone who helps shaping change.
In 22 articles we give HR experts from science and practice an insight into key areas of activity and areas of development.

These outline ways to the HR organization of the future and show:

  • How digitization is changing HR target images and business models
  • why HR managers need an expanded set of skills
  • How HR departments are changing their structures, processes and systems
  • the benefits of HR analytics, artificial intelligence or robotics
  • what needs to be considered with regard to labor law and data protection
  • how the HR function sets impulses in organizational development

You can find information and summaries in the 03/2018 issue of the trade journal “Human Resources” or purchase the hardcover here.

Editor: Prof. Dr. Wolfgang Appel and Michael Wahler, Luchterhand Verlag, Munich 2018