A traditional view of HR tends to focus on systems,policies, KPIs, and HR-related tasks. This can range from recruiting, to evaluations, to rewards and learning & development. These tasks and their adjacent strategies and processes are quite far-reaching in impact. However, managing work experience is much wider. From office space redesign, to task and process automation, and security policies to support new workstyles, HR is coupled with the entire business.

According to IDC’s Future of Work Survey in Nov. 2018, 43% of respondents implemented new programs and tools to track employee experience.

Work experience management is a company-wide initiative and touches the entire organisation. Employee sentiment analysis tools, with an emphasis on real-time and frequent feedback must be put in place to capture the voice of the workforce.

However, data alone cannot connect HR to the business. It needs executive buy-in, and the organisation’s leadership must demonstrate its commitment to employee experience, as it has done for customer experience. Investing in employees’ wellness, team development, and individual devolvement is crucial. Businesses should be prepared to redesign their HR processes and have new roles focused on work experience.

How is this possible?

• Succession Planning

Succession planning is a crucial work-management practice. It is important for businesses to identify the skills, abilities, and experience that will provide a good fit for vacated roles in a timely manner.

Organisations should have a second look at succession planning and expand the scope of it to the entire talent pool. This is especially true among subject matter experts and professionals that occupy crucial operational and functional roles. Planning for a portion of the workforce or just the key profiles in technically savvy roles or important corporate roles can lead to the loss of important expertise and talent at a time when it is hard to be replaced.

Succession planning should be redesigned to be comprehensive, inclusive, and far reaching. It should also be connected with the wider learning and development strategy and the recruitment planning for the business. In addition, organisations should think about reinforcing succession planning with coaching schemes, mentorships, and knowledge sharing.

• Development Planning

A global average of $1,200 is spent per employee on learning and development. (IDC)

Despite being a top priority and a key demand for employees and managers alike, many organisations struggle to quantify the impact of their L&D initiatives and are not 100% clear on how effective they are.

A good plan needs to identify the business goals that the L&D program is expected to impact. These goals may be strategic or only important to a specific business unit, but must be clearly set. Then, in close collaboration with the goal stakeholder, the HR department should identify both the development objectives and the content and delivery approach.

To measure success and impact over time, the development stakeholder needs to provide regular reports of progress. It is particularly important to build reports that target the needs and objectives of different audiences, including business leaders, goal sponsors, or learning and development leaders.

• Comprehensive Reward Management

According to research, compensation packages will become more adaptable and team defined, rather than a fixed percentage rate based on employee salary correlated and tied to individual performance in the next 5 years.

Redesigning compensation to reflect the new KPIs is one way to encourage your employees to work toward these new common objectives with business unit leaders and realise the goals set.

As digital transformation is all about working toward a more fluid, agile, and collaborative environment, organisations need to take their rewards management to a new era that mirrors these priorities and adds transparency.

• Health – Inclusion – Wellbeing

In the recent years, spending on employee health has risen by about 5% annually.

Major companies are getting more involved in managing their workers’ health as part of their employer branding. To expand upon wellness and preventative care toward independence from insurers and their networks, businesses are redesigning their healthcare and wellbeing coverage programs, which are no longer seen as “nice to have” but as “must-have.” They are becoming an increasingly integral part of the employer brand and can be significant influencers of talent retention and attraction.

The same applies for inclusion, which is regarded as an important societal value and a key differentiator when building the company’s public profile. Creating an unbiased, equitable and fair business environment is critical to attracting and retaining talent and driving engagement and performance. These rising employee expectations of more convenience, customisation, and inclusion are now an integral part of the employer brand they connect to and feel proud of.

With digital transformation taking HR by storm, it’s no doubt HR technology enables the above with ease. No longer does an organisation need to run with a frazzled HR department to keep up with the evolving demands. PeoplesHR provide cloud- based HRIS systems that not only acts as automated tools that give you the boost you need but helps you develop human-tech collaboration.