In the
digital age, industries went from a workforce organized around manual labor to
one based on knowledge. Today's competition is for intangible assets: a
company's intellectual property (IP), its culture, and the inherent talent of
its workforce. The latter has been high on the agenda of many corporate
boards, and today many chief executive officers (CEOs) interact with the top
executives of their company.
This
knowledge that sustains companies today, also becomes technology that supplies
natural resources. The development of new materials, electric and
autonomous cars, and the production of synthetic foods are examples of applied
knowledge that substitutes resources whose lack restricted human
development.
To compete
in the digital age, companies must be an aspiring employer, because they
attract and retain the best available talent.
HR units
and talent systems are being designed to operate across geographic boundaries
and to meet demand from local markets and business units to enable digital
growth and transformation.
But given
the staggering number of intensive manual processes that area must handle, such
as data collection, candidate verification, information updating throughout the
employee lifecycle, validation, form filling, application processing, and more.
, they find it increasingly difficult to focus on anything other than
administrative tasks.
To
optimize performance, HR teams are increasingly turning to technologies such as
automating those repetitive, long, and high-volume processes that comprise a
large portion of their daily tasks. In such a scenario, this area seems
poised for large-scale automation.
Companies can take advantage of new technologies to
create optimal experiences for employees
Against this background, companies compete to
recruit and keep the best, and those who win this competition will be those
companies that, by adopting the right technologies, are able to create a
positive experience for employees, personalized, pleasant and eminently
digital.
Employee experience becomes even more crucial
in a competitive department such as Human Resource Management,
considering the different perception that different generations have of work. Millennial
and postmillennial grew up with immersive consumer technology and place greater
importance on usability aspects.
But the
goal of creating a perfect digital experience is only part of the way. With
new technologies, such as process automation and artificial intelligence,
companies can create a more human-centered work environment.
This means
that companies can minimize the time their employees spend on monotonous and
routine tasks. Automated processes can do the tasks for which they were
designed and free people to focus on activities for which they are
exceptionally better: innovate, negotiate, project and solve critical problems.
Some of the
challenges facing the human
resources area
Manual repetitive processes
Human resource management
departments struggle to deliver strategic value when their own members get
stuck executing intensive tasks manually, such as candidate screening, new
employee on-boarding, monthly payroll, leave and vacation, and more.
Multiple system dependency
The
processes in the area are often complex, involve multiple steps and depend on
several IT systems that often do not communicate with each other and store the
data in different places, preventing management from having complete and timely
information.
Risk of inaccuracies
Credibility
is paramount in managing people and the smallest mistake can disrupt or
distract your business. However, as long as these tasks remain in the
manual domain, the propensity for human error is very high and can trigger data
processing failures and compliance issues.
Globalization and concentration
Mergers,
takeovers, collaborations and acquisitions are a common phenomenon in the
global business arena. For people management areas it means handling
various tasks in different locations, languages and cultures, resulting in
large volumes of data, very diverse and not always easy to track.
How automated processes can add
value to the people management area
Data recruitment and management
Just think
of all the data that HR analysts must manage: current and past employee
records, candidate profiles and new hires, payroll and benefits, employment and
personal history, training and coaching, contractual requirements, schedule and
schedule compliance. goals, to name just a few. This data is not easy to
manage within small organizations, much less so in large transnational
companies.
Automated
processes can bring real value to people management units, by simplifying tasks
and optimizing performance at each stage of the recruiting process, through our
unattended automation solution, which can be used to quickly complete and
process forms, select background and manage candidate notifications for
interviews, rejections and comments.
By
maximizing repetitive task processes, human resources management
teams improve process accuracy and reduce man-hours spent on these activities. The
burden of data collection, compliance and data management is relieved.
Employee on-boarding and
development
Once new
employees join the company, automated processes can help improve time to
compete and shorten employee training cycles in various business processes and
applications.
Payroll and benefits
Most
payroll processes are highly repetitive and based on logical sequences, making
them prime candidates for automated processes.
Even in
well-structured Human
Resources management departments, staff spends a good deal of time manually
managing employee payroll records. Much of that work involves transferring
data between disparate systems, which can lead to errors.
With
automation, the human resources area can become an agent of strategic change
Leading
the management of people and talent requires a rapid digital transformation
approach to improve the efficiency and productivity of your processes.
In these
times, what has been called a "new normal" is being shaped, with
innovative work methods. The barriers have been lifted and it is proven
that it is possible to develop teleworking in times of emergency. Nothing
prevents companies from continuing that path indefinitely, therefore, for an
employee to carry out their work in New York, Paris or Beijing, is information
that begins to be transparent for the company. But the situation is
different for the people department, which must be able to select and recruit
the best talent from around the world.
More
importantly, it is to first advocate for an automation approach to improve
competitiveness and become strategic agents of change within an organization.
The future
of work is digital, which has radical impacts for people management
professionals, because it is the whole concept of the workforce that has to
evolve. It will soon be made up of people and digital workers, and the
people management areas must prepare it for a future in which people and robots
work together.
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