Digital continues to transform every aspect of doing business and now human resources management is about to take its turn in the tech spotlight.
But the road to a new digital nirvana has not been a completely smooth ride for some company HR teams.
While the sector has seen plenty of new technology developments, the gap between front-line HR needs and workable technical solutions to meet them has been widening. Until now.
Moving past the resulting customer apathy has demanded a complete rethink about what the ideal digital product offering looks like.
According to Anjali Pendlebury Green, Capgemini’s Expert in HR Transformation within its Business Services team, the answer lies in a completely customer-centric model.
Going digital, she says, delivers a more personalized and targeted approach to employee engagement, combined with the ability to finally measure the true value of HR.
A new frontier
“The Digitalisation of HR is a momentous paradigm shift,” enthuses Green. “We are in the midst of a revolution that is recognizing employees are customers in an increasingly global, mobile, social and flexible working world.”
This is the motivation behind Digital Employee Operations (DEO), a suite of products just unveiled by Capgemini’s Business Services that uses the latest technology to deliver digital applications that push HR delivery to a whole new frontier.
Says Green: “Driving adoption of next-generation tools and equipping the front line to transact HR needed a different approach to HR.”
“Capgemini’s proposal is to place the employee at the heart of the service design, with a Digital Employee Helpdesk at the center of user adoption assisting line managers and employees to fit into that new world of HR self-service.”
Tailor-made HR services
The Helpdesk provides a gateway to a range of services and assistance curated across four key strands of support:
- A consumer grade employee experience with intuitive navigation to help users seek out policies, forms and access assistance when needed;
- The application of customer segmentation principles to deliver a tailor-made HR service that uses the employee’s job role to define their interaction needs;
- A ‘Right-touch’ query handling system that automatically sorts support requests and directs them to the right recipient using latest chatbot technology prior to escalation to a team member;
- An embedded analytics service designed to keep a pulse on HR services, identifying repeat queries, campaign management and response satisfaction scores to modify services.
Overall, the system achieves very high measurements against industry benchmark ratings: 95 percent first contact resolution (FCR) and significant improvements on net promoter scores (NPS).
Green states that “Regardless of whether companies are looking to rip and replace or fix or optimise a current HR system, Capgemini’s Digital Employee Operations solution ensures that employees are at the heart of HR.”
Beyond the technology
For Capgemini, however, Digital Employee Operations attempts to go further than the core technology itself.
The digitization of HR is about the transformation of the entire way senior management needs to think about HR as an end-to-end model.
Chantelle Brandt Larson, Capgemini’s Expert in Automation and HR Transformation within the Business Services team, believes that the technology will only ever do what you tell it to.
She says: “This old saying still holds true, and technology is all too often expected to resolve problems without giving the appropriate consideration to experience and processes.”
“Digital HR demands a fresh look at the culture and experience from an end-to-end process and technology design point of view, where employees, managers and HR adopt a new way of working.”
The future of HR
Larson cites the power of machine learning through data collection and analysis as a looming game-changer in the HR industry through 2018 and beyond.
“The data collected by systems in the consumer space has seen the prolific growth of Facebook, LinkedIn, Netflix, Airbnb, and has led to a wealth of new operating models.”
“In HR, this rich and powerful people data is a game changer that is defining success and failure in a company. The application of machine learning in this space will be where HR will add value in the future. HR won’t just react to events, but will be able to proactively respond to changes.”
In addition to machine learning and the benefits of crunching the data, Larson offers one further prediction for the future of HR: Virtual Agents, which draw on artificial intelligence technology to deliver near-human digital responses in user interactions.
She concludes: “Analysts are surprised when they learn that virtual agents exist in HR. While this function is generally in the early adoption stage in most companies, in 2018 I see a determined push for what is now a norm in the business-to-consumer experience (B2C) to a business-to-employee (B2E) experience.”