Why integrate a technical culture into the HR profession?
HRIS or HR-IS, is there antagonism between these two functions, Human Resources and Information Systems? It would seem that in recent years, these two areas of expertise, one oriented towards people, the other towards tools, seem to be making their way towards each other in order to meet the strategic expectations of the company. We can then ask ourselves the following question: can we be HR expert and yet acculturate to a technical culture? For what purpose? I offer you a reflection, based on my own professional experience, on the importance of having a technical and functional vision as HR to succeed in digital and managerial transformations.
By Diane Sorel
1 – An HRD expected to develop skills and an ISD expected to be innovative in its technology
Let’s start with our Human Resources function, what do we expect from it?
We keep reading about “the new world, the new way of working”, so should we model a “new HRD” and a “new HR team”. After interviewing some HRDs or VPs of companies, it seems that the role of the HRD is always to accompany the talents of the company so that they can be successful in their functions. From the point of view of the General Management, the HRD is expected to be a strategic partner in order to actively participate in the business strategy and to write an HR roadmap that is fully in line with, and not disconnected from, the reality of immediate needs. From the managers’ point of view, they expect HR to be in close coaching, in order to help them in their HR posture which is undeniably part of their current managerial role. And finally, employees want HR to support them in developing their skills and promoting their career paths.
And our friends in the IT functions, without them… we wouldn’t have powerful HRIS in their functionalities. Initially designed to save time and therefore productivity for HR, the HRIS is now recognized as the central liaison tool between HR and employees. Of course, thanks to its technological potential, the HRIS is an ultra-efficient tool for optimizing talent development, with all the existing modules for management, training, e-learning, GPEC and recruitment. The IT department is constantly innovating the tool’s potential to create a fluid and autonomous ecosystem.
But interface, data recovery, RGPD, functional and technical specificities, architecture, datavisualization, HR analytics… should the technical side only be understood by IT experts?
2 – The HR employee will increase his or her credibility by having a foundation of technical skills
Technology is part of the HR processes of many companies, up to artificial intelligence for some. If I don’t understand how my food processor works, I won’t use it properly. Well, the same goes for our HR experts. If they do not have a technical culture, they will not understand the development potential of an HRIS and will not be able to work jointly with an IT department because they do not necessarily speak the same language. What’s the point of talking about managerial innovation if I can’t translate it technically into my HRIS?
We understand that technology must remain at the service of the HR team, which alone maintains the human link with the employee. Of course, but how much credibility will you give to an HR person who is stunned by his or her new HRIS that does not work, because of a lack of technical skills upstream of the project?
It is said that the current challenge in HR is to develop a managerial culture within the company. But could we perhaps consider a technical-managerial culture?
– An HR will be trained to have an innovative look on digital and become a force of proposal on the needs and technical realities of the project. He will bring a sharp eye to avoid technical pitfalls and mediate with the business expert.
– An HR will be able to deploy its managerial coaching by being able to imagine innovative digital solutions to support the employee.
– An HRD can provide management with an even more critical opinion on the strategic enrichment of the tool, in terms of predictive technology and even data visualization.
– And finally, HR will be more relevant and reactive in matching the tool to the immediate needs of the employees’ skills paths, if it knows how to think Data and Digital.
Therefore, do not hesitate to train your HR experts and enrich them with a technical culture and the transversality of HR skills. It is for all the reasons mentioned above that I decided, after many years of experience, not to switch to the “dark” side of IS, but to enrich my technical skills by going back to higher education. HRCouncil not to switch to the “dark” side of IS, but to enrich my technical skills by taking a higher education.
An HR must be able to speak other languages, but also other languages than his own, so that he no longer hears “ah, yes, you are HR, so the technique does not speak to you”.
Thus, like many SQORUS collaborators, our multi-skilled business and IT skills enable us to provide a 360° view of an HRIS adapted to your business needs and your business strategy.
If you wish to accompany your HR teams on this path, do not hesitate to contact us.
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- Aligning HR data with the company's strategic challenges
- HR experts: making the most of performance indicators with your data
- Predictive analysis tools for HR
- Strategic Workforce Planning: what are the challenges for organisations?
- People analytics: data for recruitment
- Workforce analytics for career management
- How to discover and develop your employees' engagement factors thanks to HR Data?
- Attrition, detection of high potentials, HR onboarding: concrete cases of HR data use
- A unique HRIS software to boost the potential of your HR data
- RGPD and HR data: good practices