From the perspective of wanting to keep workers safe and efficient, the government and companies immediately considered technological measures, to a greater or lesser extent digital transformation, to address this working method. Depending on the industry, the digital transformation measures for businesses and employees will have their own specific characteristics.
During a pandemic, work performed on shared IT devices (computers, tablets) was shifted to more personal devices, moving to home to limit the spread of infection. Therefore, software, now in the form of "apps" running on "smart" devices, became increasingly prevalent. Previously, a fingerprint time clock was considered a "smart" device for entering and exiting the office. Now, apps not only recognize fingerprints but can also add facial recognition on employees' mobile phones or tablets, allowing them to remotely access the mobile application and record their work hours simply by taking a photo of themselves. Employees are using their personal devices (personal belongings) to connect to the company's workflow – they are participating in the digital transformation of the workforce.
Digital forms transfer information about salaries and work that employees can access remotely, allowing them to receive their wages without having to go to the office. Furthermore, essential information from employees' work and expenses can be scanned and uploaded, replacing the paper documents used before digital transformation and the advent of digital technology. Beyond their work, they participate in the digital transformation process through interaction with their organization, represented by the organization's "digital" system.
Workplaces where employees go have QR codes that always link the employee's workflow along with health declaration information that clearly describes the employee's health status. These very personal interactions are now an effective measure against infection, at least eliminating the sharing of physical items such as time clocks, door handles, printers/photocopiers, etc. The pandemic has accelerated the digital transformation of organizations, making social and civic readiness more readily available. The digital transformation of a business is like a cell in the digital transformation space of a nation or even internationally. Employees wear multiple hats: the hat of an employee interacting with the organization, the hat of a citizen interacting with the national "digital" system, or interacting with other international "digital" systems (cross-border outsourcing). Employee value increases along the axis of effective interaction with various "digital" systems.
Towards digital transformation for HR professionals: Immediately adding newly emerging competencies
While traditional HR management systems only reached the furthest point possible—employee experience—the recent pandemic has shown that a system reflecting the "interaction" between employees and the organization is more necessary for both sides. Therefore, HR professionals suitable for the current pandemic context, in addition to organizational digital transformation capabilities, urgently need to quickly acquire new competencies. For example, the ability to create and use analytical information (Analytics, analytical information, and of course, analysis is essential).
The current HR solutions need to improve HR's analytical, modeling, and reporting capabilities. A thorough review is necessary, from data collection and analysis to predictive analytics, extracting meaning and explanations from ongoing HR phenomena, and supporting more effective decision-making.
Four recommendations for early realization, outlined in the form of goals by HR journalist Nicole Lewis:
1. Accelerate cloud-based applications and platforms. Adopt advanced analytics tools and intelligent automation. Eliminate manual tasks and replace them with paperless processes.
2. Utilize digital tools to improve recruitment, learning, performance management, and strategic workforce planning.
3. Innovate the HR operating model: Connect high-level HR business partners (HRBPs) with business leaders. Utilize Centers of Excellence to create and implement effective innovation programs: Focus on improving employee experience across digital channels and serving as a shared service hub.
4. Enhance HR flexibility through flexible teams, remote work, third-party additions, digital processes, and seamless governance.
Source: L&A
