The Digital Employee and You. Adapting HR experiences for the new workforce generations

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1 The Digital Employee and You Adapting HR experiences for the new workforce generations

2 Introducing the digital employee Whether they re millennials born with technology in their DNA, or experienced workers who ve become accustomed to highlyconnected digital experiences in all areas of their lives digital employees are everywhere. According to Gartner, today, every employee is a digital employee 1. The flexible, digital, data-driven experiences they all receive as consumers have given them extremely high expectations of every service they engage with including internal ones such as HR. Your entire workforce now demands more from you than ever before. With the lines between their work and personal lives blurring, every employee now expects you to serve them in the ways they ve become accustomed to outside of the workplace. If you want to attract digital employees to your company, help them develop, and keep them with you for as long as possible, you have to start thinking like a marketer and delivering the kinds of smart, modern experiences employees are looking for. It falls to you, the HR leader, to change the way you serve your employees and start delivering the digital employee experience a combination of modern services and HR approaches, built on the pillars of personalization, recommendation, socialization, and analytics. 1

3 Personalization Recommendation The digital employee is used to a high level of personalization in every service experience they engage with. Whether it s talking to their bank, reaching out to a company through social for customer service, or even just being targeted by a marketing campaign, they expect every experience to be tailored to them. And as an internal service provider, they expect the same from you. Personalization goes a long way in helping each employee feel like a valued individual rather than just another cog in the machine. Ensuring that someone only ever receives information that s relevant and interesting to them, while avoiding the irritation of reading through things that are clearly intended for others, helps communicate that you understand and value their unique needs. In the near future, when an employee logs in to access HR services, they might be greeted with a message saying something along the lines of; Hello Oscar, last time you visited you were looking for information about career development in finance. We ve just added some new information you might find interesting. That doesn t just make life easier for your team, it makes experiences much more satisfying for the employee. Going hand-in-hand with personalization, the digital employee also wants a development plan that s tailored to them. Gone are the days of graduates joining a company fresh out of college and staying with that organization for life. Today s digital employee is more ready to switch jobs than ever before, and values their own personal development above all else. If you want to stand a chance of keeping hold of them for longer than five years, you need to build smart development plans that clearly show how you can help them grow as an individual first, and an employee second. Those plans also have to be extremely flexible so that they can change dynamically as that person s needs or circumstances change. And if you want to add some real value for the individual, you should give them some amount of control over their own development journey too, and make learning a collaborative experience. It s all about showing employees that you understand their development needs and what they need to do next. When they log in to HR services, they want to see messages like; the last time you visited you wanted to know the requirements for becoming a senior account manager. Other users interested in that role took the following courses to prepare themselves

4 Socialization Analytics Social plays a number of roles in the digital employee experience. For many of your digital employees, it s their preferred method of communicating, so it makes sense to provide them with a social platform where you can engage with them personally and maintain a constant open dialogue. It s also a good source of continuous feedback and reinforcement for individuals. Everybody wants their peers to know about their achievements, and a social platform can provide exactly that, while also enabling everyone to learn from each other and share experiences. When a user logs in, they can see not only how peers have rated other training opportunities they may be interested in, but how they have been personally rated on their key skills. And don t underestimate social s role in recruitment. Your social presence is a key part of your employer brand, and social is most definitely where the best digital talent is so you simply can t afford not to be there with them. Analytics powers and underpins the other three pillars. Effective data analysis gives you the objective insight you need to make HR experiences truly personal, identify development opportunities in real time, and provide continuous feedback through social. Simply put, analytics keeps you agile. It gives you true insight into what s going on in the business, what the root causes of major challenges could be, and helps you fill gaps and resolve potential issues proactively before they become a problem. From retention needs and under-rewarded staff to underutilized skills and talent reallocation opportunities deep, digestible analytics can help you prevent people, problems, and opportunities from falling through the cracks. They re also good at showing employees exactly where they stand. When given visibility of the top performers in their department, individuals can quickly see if their own efforts are up to scratch or if they need to seek additional training.

5 The culture of a digital workplace All four of those pillars come together to have a dramatic effect on the culture of the modern workplace. By designing modern HR processes around the needs of the digital worker, you can effectively tailor your workplace culture to suit them, keep them happy where they are, and attract the very best digital talent to come and work for you.

6 So what can you do about it all? For many businesses, adapting to the needs of the digital employee will mean rolling out some major changes to HR processes, practices, and technology. A HCM platform built for the digital employee To deliver the digital employee experience, the modern HR organization must find new ways to effectively: Gather and unify deep employee information and data, enabling the department to serve them as an individual, stay on top of their needs, and constantly ensure that they re supported as well as possible Explore new ways of communicating and make direct engagements with digital employees feel far more personal by removing irrelevant information Improve the flexibility of development plans and constantly tweak them in line with the changing needs of the business, and the individual Increase the frequency of feedback and ensure that your always-on workers are never left in the dark about their own performance or progress toward goals Build stronger personal relationships with each employee, and find an effective way of managing all of the extra information those relationships will help generate Increase the convenience of HR services and enable employees to access HR resources on demand Delivering the digital employee experience starts with new digital HR technology. With the right platform, you and your team can access deep employee data though a single dashboard, learn more from workforce data with deep-diving analytics, and use your new insights to deliver convenient, satisfying, and highly-personalized service to every employee in your business. Oracle HCM Cloud is a complete, flexible cloud HR platform, built for the needs of the modern HR team, and the digital employees they serve. Find out more about Oracle HCM Cloud, and learn how it could help you attract, develop, and retain the very best digital talent available by visiting: com/uk/applications/human-capital-management/ overview/index.html Part of that is going to involve redesigning processes to support this new approach and ensuring that you have all of the right skills within your HR organization. But, more fundamentally, every process change you make will need to be supported by the right technology. So what can you do about it all? Copyright 2016, Oracle and/or its affiliates. All rights reserved. Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners. VDL