Sujay Bhat, HR Technology Strategy Advisory for SAP SuccessFactors in South East Asia.
This article features excerpts from a fire side chat with Del Monte’s Ruiz G Salazar, Phinma’s Angelina “Lin” M. Mukhi and Concepcion Carrier's Joseph Angelo R. Briones on the importance of employee experience and the role of HR Technology as a business execution platform in delivering the same.
Given the rapid pace of digitization, focus on exponential growth and evolving business models, organizations are in a race to create a unique and differentiated customer experience. We all understand that delighted employees create delighted customers.
We want to understand how HR in Del Monte, Phinma and Concepcion is taking on a strategic role in delivering a unique employee experience?
Ms. Lin believes that HR recognizes employees as one of the first customers of the organization, who can directly impact end-customer experiences. Phinma as an organization practices continuous dialogue around performance management to help drive employee experience. Alignment of individual objectives to corporate objectives also delivers a sense of purpose and fulfillment. Mr. Ruiz went a step further to highlight that the employee value proposition, promised at the time of hiring, needs to be consistently delivered throughout the life of the employee in the organization. At Del Monte, the branding around employee’s experience is delivered with the same rigor as Del Monte’s brand experience. Mr Angelo strongly believes that culture and value are critical ingredients to deliver the employee proposition and experience.
How is HR technology enabling Organizations to deliver a unique and differentiated employee experience as business execution platform?
Ms. Lin’s view is that HR technology enables process simplification and access to information, which are essential to drive business outcomes and employee experiences. However, ease of use drives adoption and adoption drives outcomes. Mr Angelo and Mr Ruiz feel that HR technology is a means to an end. HR Technology delivers differentiated experiences, when it can deliver insights vs data, delight vs usability, dependability coupled with availability.
When and how can organizations plan their HR Technology Transformation journey?
HR Technology transformation must start with first defining the desired business outcomes and drawing out a clear road map for the roll out plan. For Concepcion, the pressing need was to drive employee alignment to business goals and hence Goals & Performance management was the starting point. Mr. Angelo’s recommendation was to “start where it matters the most for your organization”
HR Technology transformation is not a HR activity but a business activity. Hence, a clear business proposition and value case of HR Technology transformation is a must, emphasized Mr. Ruiz. The value case should be able to link HR technology interventions to enhancing employee experience and business execution. He went on to highlight the importance of policy re-engineering, managing mindsets and overall change management to ensure success of HR technology execution. HR Technology agenda is a business transformation agenda and not a HR project.
The conclusion? The unanimous opinion was that HR Technology must be flexible enough to support each organization’s transformation journey. New HR Technology should have the ability to integrate with existing technology landscape rather than requiring a complete refresh.