As the season changes, it’s also a good time for HR executives to consider making changes to their HR processes, writes Andrew Lafontaine
It’s easy to get stuck in a routine, but your organisation will see positive benefits when you move key processes to the cloud or rethink how you recruit, hire, train, and promote employees. By making critical changes to HR processes, CHROs can become more strategic leaders in their organisations. Here are three powerful changes to consider making this Spring:
1. Focus on the individual employee experience.
Forward-thinking HR executives are improving the employee experience in order to attract the best talent. In a competitive marketplace for recruiting and retention, it’s crucial to offer employees a valuable, customised experience.
That’s because the employee experience is unique to each person and involves all of their work interactions with people, processes, and technology. Those interactions shape people’s attitudes about their workplace and influence their behaviours, such as whether to stay for the long haul or look for another job. Existing HR processes and procedures may create an employee experience that has room for improvement, and when leaders make positive changes, they can tweak that experience and retain employees.
Analysis of the employee experience is an important part of solving your human capital management issues. For instance, if you’re losing too many new employees or having problems with their productivity, you can use tools such as Employee Experience Journey Mapping (EXJM) to determine what’s going wrong. Through EXJM, HR leaders can map out the employee experience during the first several months, revealing the people their employees interacted with, the emotions and attitudes these experiences formed, and the resulting behaviours. Through that exercise, leaders can uncover “moments that matter” in the employee experience and make changes that influence employee attitudes and drive desired outcomes.
For instance, you may find that new hires have difficulty with your company’s inventory management system, reflected by frequent tech support requests during the first few months of employment. Rather than battling an unfamiliar technology, some hires may give up and look elsewhere for a new job. Your team could consider a number of potential fixes, such as implementing more intuitive software, conducting more training sessions on the software, or training tech support workers to provide soft skills and hands-on training that will encourage new employees.
2. Start realising the business benefits of moving to the cloud.
When you streamline back-office business processes, your team can focus on business productivity and avoid getting held down in paperwork and training new hires. Melbourne Grammar School improved HR productivity by 5 times by reducing time spent on printing and compiling 40,000 pages of candidate information per year – enabling HR staff members to utilise 90 per cent of their time on strategic tasks, such as appraisal development policies, and 10 per cent on administration instead of 50/50 previously.
“Oracle Talent Acquisition Cloud enabled us to reduce HR administration tasks by 5 times and cut agency costs by US$64,000 in 18 months,” said Nathan Hamilton, human resources officer for Melbourne Grammar School. “Our hiring managers also gained real-time insight into candidate information, created timely reports for school council, and made faster hiring decisions.”
3. Use real-time workforce intelligence to inform strategic decisions.
As business is increasingly conducted digitally, the data collection across your organisation provides opportunities for you and your HR team to analyse practices and procedures and make insightful decisions based on that information.
If HR leaders don’t already possess the right analytical skills to determine and analyse key metrics, consult with leaders in other departments to learn from them. Start by asking questions such as, “Who are our most successful managers?” said Andy Campbell, Oracle’s HCM strategy director. Then locate data from various sources across the enterprise that might answer that question, study it, challenge your assumptions, and develop answers. Finally, use those answers to inform strategic choices, such as how to hire or train managers for the greatest chance of success.
For instance, Movement Mortgage uses its HCM cloud data to regularly compare the methods of individual recruiters using metrics such as how long it takes to fill open positions. Those individual methods can be compared with benchmarks, and the data can be used to fuel changes. Since taking its HR processes to the cloud, Movement Mortgage has reduced time-to-fill by 50 per cent across all locations.
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