Tag Archive for: Human Resource management

Organizational development while implementing HR cloud solutions

 

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.

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.

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

 

What is important to young people today when choosing a career, what interests and needs do they have and what motivates them? The often unknown requirements of Generation Y on their training companies often unsettle the established decision-makers in companies and organizations.

This volume gives HR and recruiting managers a deeper insight into the current realities, interests, attitudes and habits of digital natives (Generation Y) and thus offers them more decision-making bases for the design of their concepts and processes.

The editors and authors concentrate on the living environments of the young people born between 1993 and 1999. A particular emphasis is placed on young people who are aiming for a simple or medium-level education, because they represent the central target group of personnel marketing for those who are particularly critical in the commercial and technical training professions from the point of view of recruiting young people.

The articles were written by experts from science, companies and youth work and are aimed primarily at practitioners in companies.

The content

  • Chimaera or real phenomenon? HR and digital natives
  • Digital natives and their living environments: youth cultures, real and virtual networks
  • Digital natives at the transition from school to work: performance, motives and maturity
  • The meaning of gender: interests, attitudes, social behavior, performance etc. of boys and girls
  • Promotion of specific target groups: social skills, migration and career entry as a second chance
  • Digital natives and new media: usage behavior and recruitment opportunities

Publisher: Springer Gabler Verlag, Wiesbaden 2013