How “Human” are today’s High-tech HR Skills? | DCR Workforce Blog

How “Human” are today’s High-tech HR Skills?

Concepts such as employee loyalty and allegiance to one’s organization have long since become just that, concepts! HR technology is definitely not the only reason for this, but care must be taken to ensure that it doesn’t exacerbate the conditions that are dividing the fragile bond between employer and employees. Attractive pay packages alone cannot bind employees to their work, and profits alone cannot be the only driving force behind an organization’s existence.

Wherever we look, we find software replacing HR-related functions and streamlining them better than ever, offering highly positive and sustainable business performance that carries down to the organization’s bottom line. Isn’t that consummation devoutly to be wished for? What more does anyone want? Let’s find out!

  1. For one, employees may see HR technology as a limiting factor to establishing positive and cohesive employer-employee relations, which occasionally demand a “human touch”.
  2. A strictly mechanical insistence on efficiency and pre-established imperatives could be seen to override empathetic attitudes and humanistic considerations. If so, will the organization’s cohesive structure and cultural values be damaged irrevocably?
  3. Will HR technology render robots of us all, as our empathy and engagement reduce to a point of non-existence and leave each of us in our individual cocoons?

Technology and its effects

Ultimately, it’s a choice made by the organization when adopting a technology to assist in its human capital management processes, to enjoy the competitive advantage and profits it brings. An organization that respects the talent it has on board may choose to stay integrated and engaged with it. Talent engagement is any day a smarter option to choose than all the efforts to engage new talent, because the current ones have walked away in frustration and disappointment.

Employers who understand this enough to put work-around solutions to avoid becoming too de-humanized stand to benefit in the long run. Just look at areas that require such intervention, to maintain good employee relations and engage your employees.

  • Support the use of HR technology, big data and performance metrics displayed on HR dashboards with an equal, personalized focus on the human aspect of performance, and not just its efficiency and effectiveness.
  • Have some human focus on the process of online performance appraisals, career progression or stagnation as the case maybe, well as the training and development initiatives put in place.
  • When using an applicant tracking system to vet and filter candidates interested in working for your organization, make sure that the whole process doesn’t leave the applicants with a sense that you are indifferent to them and their capabilities.
  • Infuse your HR processes with the human qualities required to ensure that all decisions resonate with leadership qualities and human approach without compromising on business strategy and addressing the business challenges.

There is no contradicting the value of HR technology in providing excellent insight into what is working and what’s not; but ultimately it’s necessary for the humane side of the organization to responsively handle its human assets without compromising on its organizational culture and core values that have been built painstakingly over time.

Finally, it’s a rare HR technology, like SmartTrack, that can effectively support your organizational decision to embrace diversity and inclusion practices. Using a HR technology is great in that it helps in the establishment of efficient management systems, in streamlining business processes, in rationalizing procedures and implementing organizational discipline and policies, while improving your responsiveness to competitive pressures by seamlessly integrating business strategy with processes. The aim here is not to hold technology culpable for any loss of human values – but to throw light on such a possible risk and ways to mitigate it.

The content on this blog is for informational purposes only and cannot be construed as specific legal advice or as a substitute for competent legal advice. They reflect the opinions of DCR Workforce and may not reflect the opinions of any individual attorney. Do contact an attorney for advice specific to your issue or problem.
Elise is DCR’s HR Manager responsible for everything from compliance to employee relations to admin to just plain old fun. She believe in an “I’m on it” approach when it comes to dealing with being proactive and going above and beyond on the job or when conquering new projects, changes, and challenges.