Digital transformation and HRM challenges

Companies are transforming HR to deliver an employee experience that is human centered, uses the latest digital technologies, and is personalized, compelling, and memorable. Companies are preparing for transforming HR to be agile, consumer-focused, and digital. An agile approach is typically used in software development to operate with speed and manage unpredictability. People led a transformation of talent acquisition by applying an agile approach used to develop software. Agile is not only being applied to recruiting but also to learning and development. People are using an agile approach to corporate learning by making it easy for employees to find, rate, tag, and consume learning. People saw their job as learning curators rather than content creators. People are adopting new intelligent digital platforms to create an experience for corporate learners.

People of companies now define employee experience simply as seeing the world through the eyes of our employees, staying connected, and being aware of their major milestones. Companies are developing a strategy to create an employee experience which takes into account the physical environment their employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work. All of this is part of continuously evolving their HR capabilities.

Digital and marketing are permeating new ways of recruiting, working, learning, and engaging employees.

Although continuous improvement initiatives are positive starts in many of organizations, they typically focus on ongoing incremental change. Such action is intuitively appealing – the constant and permanent search to make things better. Yet many companies function in an environment that is dynamic- facing rapid and constant change. As a result continuous improvement programs may not be in the best interest of the organization. The problem with them is that they may provide a false sense of security. Ongoing incremental change avoids facing up to the possibility that what the organization may really need is radical or quantum change. Such drastic change results in the re-engineering of the organization.

Re-engineering occurs when more than 70% of the work processes in an organization are evaluated and altered. It requires organizational members to rethink what work should be done, how it is to be done and how to best implement these decisions. Re-engineering changes how organizations do their business and directly affects the employees. Re-engineering may leave certain employees frustrated and angry and unsure of what to expect. Accordingly HRM must have mechanisms in place for employees to get appropriate direction of what to do and what to expect as well as assistance in dealing with the conflict that may permeate the organization. For re-engineering to generate its benefits HRM needs to offer skill training to its employees. Whether it’s a new process, a technology enhancement, working in teams, having more decision making authority, or the like, employees would need new skills as a result of the re-engineering process.


As a part of organization, Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. For the HR people it means understanding the implications of globalization, work-force diversity, changing skill requirements, corporate downsizing, continuous improvement initiatives, re-engineering, the contingent work force, decentralized work sites and employee involvement for which all and more have the financial implication to organization. Let alone on the employees side where engagement, satisfaction, motivation, retention, absenteeism, turnover have to be checked. As a rule human resource management has to venture into new trends in order to remain relevant corporate development partner

Recruiting and developing skilled labor is important for any company concerned about competitiveness, productivity, quality and managing a diverse work force effectively. Skill deficiencies translate into significant losses for the organization in terms of poor-quality work and lower productivity, increase in employee accidents and customer complaints. Since a growing number of jobs will require more education and higher levels of language than current ones, HRM practitioners and specialists will have to communicate this to educators and community leaders etc. Strategic human resource planning will have to carefully weigh the skill deficiencies and shortages. HRM department will have to devise suitable training and short term programs to bridge the skill gaps & deficiencies.

Continuous improvement programs focus on the long term well-being of the organization. It is a process whereby an organization focuses on quality and builds a better foundation to serve its customers. This often involves a company wide initiative to improve quality and productivity. The company changes its operations to focus on the customer and to involve workers in matters affecting them. Companies strive to improve everything that they do, from hiring quality people, to administrative paper processing, to meeting customer needs.

Unfortunately, such initiatives are not something that can be easily implemented, nor dictated down through the many levels in an organization. Rather, they are like an organization wide development process and the process must be accepted and supported by top management and driven by collaborative efforts, throughout each segment in the organization. HRM plays an important role in the implementation of continuous improvement programs. Whenever an organization embarks on any improvement effort, it is introducing change into the organization. At this point organization development initiatives dominate. Specifically, HRM must prepare individuals for the change. This requires clear and extensive communications of why the change will occur, what is to be expected and what effect it will have on employees.

Information technology applications have largely taken over Human Resources management functions. Human Resources software, core HR IT systems, cloud-based and outsourced, These systems form an alphabet soup of opportunities that can sometimes be confusing and overwhelming for business owners. HRIS technology trends are changing and challenging vendors to come up with next-generation solutions for employers. The interest in core HRIS software remains strong as more companies move away from in-house on-premises solutions. 


A group of wolves (above picture):

The 3 in front are old & sick, they walk in front to set the pace of the running group lest they get left behind.

The next 5 are the strongest & best, they are tasked to protect the front side if there is an attack.

The pack in the middle are always protected from any attack.

The 5 behind them are also among the strongest & best; they are tasked to protect the back side if there is an attack.

The last one is the LEADER. He ensures that no one is left behind. He keeps the pack unified and on the same path. He is always ready to run in any direction to protect & serves as the 'bodyguard' to the entire group.

Just in case y'all wanted to know what it really means to be a leader.

MY Television interview: