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The Future of HR

By Laura Marsi, Global Head of HR & Organizational Change, Allianz Technology

Laura Marsi, Global Head of HR & Organizational Change, Allianz Technology

The agile HR. Technology has always been disruptive to business, but as disruption cycles get faster and faster, especially for technology company we know tomorrow will not be like today. Companies that want to succeed in the market require a different -- agile -- HR function that mirrors the business and focuses relentlessly on employee experience.

"We must find a proactive way to fix the issue before the problem becomes a crisis"

“I would like to work remotely” (the 41-year-old mother in France says). “I want a global job where I can collaborate with colleagues all over the world” (from the young male software developer in Thailand). “How can we get the skills we will need in the future?” (asks the CEO). “I don’t need to manage a big team. I just want to develop innovative and sustainable solutions for the future” (the bearded senior IT architect in Germany grumbles). Baby boomers, millennials, senior management, female and male, in Asia or Europe, leaders experts, project managers…every segment, every demographic, every “persona” has different expectations – and on top of that in an environment of constant change and transformation. What do you do?

The answer comes in three parts, all reflecting the IT world itself and using its own dynamics as advantages:

1. Agile HR product development

2. Learning....everywhere, anytime for everyone

3. Simplified and digitalized offering

The Ulrich model is good but…an agile squad/tribe approach helps you develop or adjust HR solutions more quickly and effectively: collect the needs of the business by involving everyone upfront in the design phase, a project team consisting of HR business partners, talent development, performance and rewards and any co-determination bodies. Give them dedicated work time, test the solution again with the business (focus groups) and you will see the difference in motivation, buy in, speed and success of the new solution.

Each of us learns differently, some by reading, some by watching, some by experience. Tech folks, like just about all people, have no time for classroom training. They want to be fed what they need in real time. This is why we have developed a Learning4Technology platform that offers digital curated learning, content and qualifications fit for purpose, framed along three career paths: leadership, expert and project management. 

HR needs to support and co-shape business solutions proactively: we are therefore hungry for data that we can easily get from IT systems and thus be able to offer an evidence-based HR service. Through automation we can now focus on strategic workforce planning and derive our “people transition plans” between today and tomorrow. At the same time we push ourselves hard to offer intuitive and simplified solutions: “Get rid of it if it doesn’t add value”. Like asking why you need a TV remote with 100 buttons if you need only 15, you need to boldly reorganize the talent- and people-management landscape (following the agile principles) to boost transparency, speed and simplify what’s on the menu.

Taking our own cues from the business we support, we need to implement agile, digitized and data-driven solutions to find the right people and give them the careers they dream of. The remote worker, the global career, the skills-only developer, the innovator, all the different demographics and regions that make up modern, globalized IT – these are our customers, so we should work with them the way they work!

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