Digital human resources & employee focus: 4 change tips for companies

Digitization is changing how we live not only today but also in Future live and work. Digital tools, chat bots and artificial ones Intelligence are only early harbingers of what is yet to come. But people should always be the focus.

Digital changes for employees

Digital developments mean far-reaching changes for many employees in companies. I am convinced that the digital Transformation however, the work is only just beginning. We are already seeing digital services for the customers and of course digital tools are normal in everyday work.

But this seems to me to be only a first visible manifestation of the digital transformation. In the companies of the future will be worked very differently than we do today. And we should be aware that these profound changes in the world of work will not only be welcomed, but that there will be people who respond with fears and incomprehension.

Progress does not make you unemployed

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Work has evolved continuously for centuries. What challenges did they face? People, when steam engines moved into the factory halls and assembly line production moved into production. They led to enormous increases in productivity, especially for relatively unskilled workers. And some may still remember the doomsday scenarios that accompanied the introduction of PCs in companies in the 1980s, according to the motto (and SpiegelTitle) “Progress makes you unemployed”.

And did not these advances in information and communication technology, programmable machines, and automation have advantages for highly skilled workers? The history of the work shows that a fundamental transformation does not have to mean the end of the work.

Man as the center of economic activity

But any basic change of the conditions of work will change the requirements for its quantity and quality. I am convinced that people will continue to be the focus of economic activity in the future.

And that we will need qualified employees more than ever in the future, especially in the service sector. However, the new world of work will be characterized by new digital tools, new digital processes and new job descriptions that are much more fundamental than before from digital ones Competencies depend.

2 Trends of Digital Human Resource

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The changes in the working world that can be attributed to digital tools or digital business models alone have an impact on me Eyes however too short. Of course, the digital transformation is a defining trend for the work of the future. However, I consider two other trends to be just as relevant, without which the working environment of tomorrow cannot be understood.

1. From the employer to the employee market

First of all, human resources managers have to deal with the fact that the social and economic environment has changed fundamentally. Put simply: from the employer to the employee market. Youth unemployment is very low in Germany compared to many other European countries. There is a good mood on the job market. Often, professionals can choose which job to accept.

It is usually no longer enough to just offer an attractive package to get good Candidate to win for a company. Ask the culture and the Communication in companies are becoming more important for applicants. Companies should therefore emphasize “digitality” more clearly than in the past in employer branding and when addressing future applicants. And use photos directly from the company instead of standardized stock images. This allows employers to set themselves apart from the competition in a targeted manner - for a new generation of future employees.

2. Sense and self-realization

Another trend is the changing work ideas of young people Young Professionals. From a sociological perspective, we now have five generations working in most companies. These include the traditionalists, the baby boomers, generations X, Y and Z. Even before digitalization, different generations worked together in a company. And yet, in view of the importance of work for one's own life satisfaction and the weighting between career and privacy some previously irrefutable certainties in the company to be questioned as a matter of course.

Instead of a line career, it is increasingly about young people Sinn and self-realization. Instead of Executives do they want coaches as supervisors? No more the top down with hard Hand leading conductor, but the manager who carefully manages her working hours, with whom she is direct and on eye level Being able to make contact is the new ideal type. The manager becomes the Training, divisions to the community and the Organization to the collaborative and fluid Network. For the youngest generation in companies, the differences between their own living environment and the professional world are already enormous.

Work organization must change

How we are organized in companies, how we work, how we manage, what digital tools we use - all of this seems to be a cosmos of our own for most of our youngest employees. And it will be the job of HR managers to overcome these different digital worlds of experience between work and personal life.

And the timing couldn't be better. The need for more self-determination and mobility among employees is undoubtedly present. At the same time, digitization offers companies completely new opportunities to meet this need with smart Solutions to react and to organize the work differently and more flexibly. A new dynamic can be observed here, from which employers and employees alike can benefit.

Opportunities for HR managers

For HR managers, this is the opportunity to support employees on their way to more self-determination and flexibility with individualized and intelligent digital offers. On the one hand, this can be done by consistently digitizing your own offers. For example with “Digital Classrooms”, the one Alternatives to organizationally complex (and cost-intensive) meetings, make time-consuming travel to and from work superfluous and can also be used from home.

To the future ones Tasks of HR will include empowering management and employees to understand complex issues using the right Technology to manage something. In my observation, HR departments have historically been very good at transforming complex challenges into processes and managing them. However, if the challenges become more and more complex, processes must not also become more complex. The claim should be complex Problems be solved with lean, simple processes. And I'm convinced that the key to this leaner, simpler Welt lies in the digital tools.

Agile organizations

However, who under digitization exclusively more Onlinetools and understands some new ways of evaluating data, underestimates the far-reaching effects on the world of work. The driver here is: agility. Faster and decentralized decisions, more transparency, more Trust, mobile working, changed responsibilities - these are the challenges that every organization faces in the digital transformation, but agility must not be just a motto or just one Method.

Agile organizations will only exist if it is possible to establish a new mindset among employees. Agility needs the right culture and a corresponding one Structure in the company to function.

IT as a pioneer

In most companies, the IT one of the first to consistently focus on agile working methods. The increasing digitization of the business model of a tourism group increases the complexity and interdependencies of processes within one Company.

The IT areas are particularly challenged here. Which is why it is hardly surprising that one goes ahead there. This gives an idea of ​​which dimensions will be the largest field of action of future HR work in agile organizations: attitude and image of people.

4 Structural change tips for companies

The current market developments and the challenge of faster product development cycles continue to generate pressure for change. Companies should address this pressure in the following ways:

1. Businesses should therefore set the basic values ​​of this new way of working. Among other things, individuals and interactions should be given precedence over processes and tools. And instead of sticking to a plan stoically, it should be called to embark on change.
2. Introducing an agile way of working does not mean solving “the problem” - but creating an environment in which the challenges of employees and managers can be optimally met in the future. Because that change follows change is the new normal.
3. In order to support cooperation and to ensure the integration of individual departments, the IT can be transformed into a matrix organization that connects the teams and employees in a cross-functional way.
4. The aim of companies should also be to break up existing departmental silo thinking, to bring together experts from different areas on an ad-hoc basis and thus to make cooperation more efficient.

Uncertainty in times of change

The new structure and the new way of working resulted in the operational Implementation initially in some participants to uncertainty and ambiguity in the roles, responsibilities and tasks and resulting in increased stress and fluctuation. The new way of working required close monitoring and support from managers and HR.

The organizational form is new for executives, employees and employee representatives. Its peculiarity lies in the fact that an agile matrix organization - the New World - has been established in a classically oriented, mature group with a traditional and strong committee structure - the old world. I consider this procedure to be a sign of the new era: Instead of introducing a sophisticated, overly complex construct in an overall organization, we anticipated one area. This approach could also be called: Freedom within a Framework.

Companies have to define guardrails

In all areas, companies should follow this approach, which builds on centrally to define the guidelines and locally or regionally (or as here in a specific department) about the concrete implementation decide to permit. It is true that the classic and hierarchical structures, communication and reporting structures around this "agile island" will remain in place for the time being.

In addition, the legal framework that was established in the industrial age remains relevant and must be taken into account when designing such experimental spaces in the company. Employees are confronted with their needs for belonging, trusting working relationships and security, which must be completely redefined in an agile matrix organization. The development of trusting relationships takes time and experience and cannot be imposed by a structural change. Digitization may be revolutionary – that Behavior of employees in companies will only change in an evolutionary, step-by-step manner.

Conclusion: There is no way around digitization

There is no way around digitization. Automatic speech recognition systems now have a similar error rate to humans in recognizing words from a conversation. Google's translation system knows 103 different languages ​​and translates daily over 140 billion words.

Many of the routine activities we employ today will be handled by artificial intelligence systems in the future. And yet I am deeply convinced that employees will continue to make the difference in the future - if they succeed in offering them the right environment for their work in companies.

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