In 2015 the impact of digital technology and connectivity—especially with internal and external social technologies—is the factor that will most change how work, talent management and the company are understood.
Digitalization represents a new form of hyper-connected organization and collective talent management that will change the role of the HR department. The digital sector must lead this change and help members of the organization to carry out cultural and organizational changes brought about by the technological impact.
The Society for Human Resources Management (SHRM) of the United States declares that, of the 10 trends identified in the of Human Capital Management sector for 2015, 6 are related to the digitization of the economy.
Investment in analytical tools and information exploitation from big data
Having the right metrics can provide accurate and appropriate solutions to the challenges that the company faces. Moreover, the analytical results encourage employees to behave in ways that allows them to achieve objectives.
In recent years, the use of analytics has intensified for developing predictive analysis on the workforce.
Based on the data available on employees and their performance, it is possible to identify what kind of professional profiles are key contributors to the business.
Among others, the use of analytical tools enables to:
Foresee hires, in alignment with company needs
Determine the areas of training in which the company must invest
Specify profiles that the company must develop to expand their business.
Working in the cloud enables strategic processes to be addressed in record time. It saves costs with innovative, flexible and adaptable technology solutions that offer variable costs with measurable results. It makes the most of constantly evolving applications and also benefits from the ability to integrate with other management processes of a company.
Gamification as a source for talent motivation and retention
The growing interest in games comes from a need to increase the level of engagement among employees and discovering new forms of teaching and training.
The format is very effective for achieving objectives aligned with the business goals of the company.
Social networks as a channel for company-wide communication and collaboration
Social networks have a growing influence on Human Capital Management. According to recent studies, 31% of hires came from social networks.
For the HR professional, networks are critical for finding information, discovering new talents, sharing knowledge and expanding the professional network of contacts.
Virtualizing work teams and employee communities
The option of working on a collaborative platform from different locations makes the most of everyone’s ability, improves employee satisfaction and engagement with the company—all of which lead to a marked improvement in productivity.
Access to work through mobile devices
Mobile device access to work greatly reduces travel and logistics costs and stimulates the development of self-managed work in heterogeneous groups that are often not physically in the same place, and sometimes not even speaking the same language.
Mobile devices also give employees access to flexible forms of training through multiple alternatives that e-learning offers.
Meanwhile the HR professional has a new tool today for recruiting via the mobile phone.