It goes without saying that human interaction is the foundation of digital transformation. It’s simple to assume that because it’s entirely technological, the project should be driven by astute Chief Technology Officers (CTO) and their dependable IT teams, but this isn’t always the case. In reality, it might be up to any employee in the company who can project manage from beginning to end, as well as anyone who is interested in the benefits of the digital transformation, specially HR teams.
Digital transformation can take the form of a large-scale initiative, like a complete corporate revamp, or it might take the form of a small change, like the introduction of a new communication tool. But adoption across the entire team is more important than just the use of technology. Therefore, in order to collaborate effectively, communicate effectively, and be adaptable, firms need to have a strong culture. A strong HR presence is also essential.
Since hybrid working has become “the norm,” many organisations have made it a priority to assist their staff in working more effectively, producing more, and striking a better daily balance. Those who have implemented digital changes have subsequently been able to increase employee retention and draw in fresh talent. In fact, in order to promote growth, 41% of HR executives want to concentrate on the adoption of digital tools.
However, a lot of people believe that digital transformation can be a quick answer for internal problems, especially the difficulty of hybrid work. However, companies can’t just roll out new technology or upgrade to better systems to fix issues right now; they need great leadership to steer the project from beginning to end.
It’s all about bringing value to the table and HR ought to play a major part in this. In order to encourage and direct the team through the process, it takes leaders who are aware of culture and how people’s occupations may change. This can help adoption by facilitating good communication.
The workforce must comprehend that technology exists to support their duties at all times. The project will not succeed if the digital transformation strategy and implementation don’t suit the people who will really be utilising the technologies. This is supported by recent data from McKinsey & Company, which found that employee resistance accounts for 70% of digital transformation failures.
Leadership in HR is essential for this reason. These people are able to delve into the team’s opinions and sentiments on the undertaking and how it is affecting regular business operations. They should be able to provide concrete proof to business management that the organization’s use of technology is causing employee attrition, prompting a change in strategy. Or they can offer encouraging criticism to advance the existing course of action. In either case, every helpful piece of information can support digital transformation.
Finally, companies shouldn’t implement digital transformation merely because others are. There must be a strategic goal and a need. All of this comes back to strong leadership and the role that HR plays in uniting everyone behind a single objective.
The author, Pratik Ghosh is associated with ArdorComm Media