Tag Archives: communication tools

7 Key elements of the future HR system



Every new task needs the best combination of minds to be solved to the best of the ability of the organisation. In these competitive times the very best effort is a requirement to stay alive. How can the best combination of minds be found for all tasks? This is just one of the challenges that HR systems are faced with today.

Communication is the key

Traditional silos must dissolved and talent must be freed. In order for employees to connect in an ad-hoc, task based and flexible manner they need to communicate like never before. Being aware of what is going on across the whole business is not only for managers but for all employees. They need to chip in where ever their skills match the task at hand.

The 7 key elements of the future HR system/business execution software

The following features are what I perceive as the most important ones for the future HR systems:

Chat

The telephone and email will not die but there is a trend towards using chat for pinging and short messages. The chat will feature an indication of availability and that is a key to the success for the chat tools in the business space. You can get in touch with minimal interruption of the receiver.

News board

Employee controlled news board. Relevant information based on interest of the employees. This new channel will enable employees to communicate within ad-hoc self defined groups and share relevant information regarding a specific task and area of interest.

Goal alignment

A goal tree that shows how your personal goals relate to the strategic goals (purpose) of your organisation. Purpose is motivating and alignment is beneficial for productivity. Status is easily recognized and bottlenecks are identified early.

Wiki

For sharing information. Employees create and maintain the information. It is accessible and changeable. Employees do not wait to share information they just put it in right away and change it later if corrections are needed. No long publishing processes. Easy access to the information needed by anyone any time.

Todo list

Open todo’s so employees can be effective and also see what their colleagues are working on. Tasks in the todo list can be delegated to secure that tasks are handled by the right employees. Employees will feel responsible to their peers when the daily todo is public and that is a very strong motivator.

Employee Interests

Interests rather than competencies. This is the next maturity step from working with competencies. The employees will perform to the max of their ability when they work with stuff that they find interesting. Self rated rather than manager rated. Employees put in their interests to be considered for tasks involving the specific interest and they are responsible grown ups who know their limitations. Tag format rather than structured format. The traditional competency catalogue will be replaced with free text tags and strong search mechanisms. This approach is flexible and in line with a ever changing world.

Web access for all

When and where is less important than in the past. Employees will need access to the the backbone of the company communication no matter where they are. Users can access through any piece of equipment with a browser. Mac, PC, smartphone, tablet or laptop will all work. Customers, suppliers and other externals will have some access as well. The whole network around the organisation will need to take part in the communication to enable the absolute best outcome. There may be tasks that will be completed in a cooperation between employees, customers and suppliers. This calls for open communication systems that span the whole community around the organisation.

The tools are coming

HR can be supplier of the new tools for business execution but action is needed now as the tools are on the way no matter what HR does. Now is the chance to influence, to step into the partner role and take charge. If you don’t you will miss it and this opportunity is here just once.

Buying standard HR software

Compromise! That is the key word when you are buying standard software. In this article I will share my perspectives on this difficult subject.

Even though compromise is an inevitable part of buying standard software your project could still become a success if you apply the right approach.

The problem is that your situation is unique and the standard solutions only fits part of your requirements. Even the best solution fit for your situation is likely to have gaps between it’s functionality and your requirements. What can you do to bridged the gaps?

Obviously the solution fit is an important aspect. A better fit gives you smaller gaps to close. The task of finding the vendor that offers you the smallest gaps are the first step on the path to success. This is an important process and you should seek counsel!

Some vendors will happily customize their solution to your needs. This can have huge cost impact both in implementation and over time. In my experience this approach should be avoided unless a total cost of ownership analysis can argue otherwise.

Configuration can usually get you closer and narrow the gaps. This should be done to the extent that it benefits the goals for your implementation and does not compromise the idea of the solution. Some solutions allow you to configure to an extend where synergies and overall effectiveness are degraded. So when you have chosen your solution it’s time to challenge you requirements.

Love the one you are with. When you have found the best solution fit for your situation you could close any remaining gaps by changing your requirements! This is the compromise I wrote about. You must be ready to change your ways to fit the solution you chose. It could be as easy as handling some processes or process parts outside of the system and as difficult as changing business processes. My point here is that the solution and you are two parts of a puzzle that need to fit each other and changes are needed on both pieces to make the fit. Readiness to change is a requirement for success when buying standard software.

When you found a way around the functionality-requirement gaps you need to implement the solution in your organisation. The vendor salesperson sold you the solution and now it is your turn to sell the solution to your organisation. Remember that no one likes change and that all the people in your organisation who have not been in the vendor selection process need to be convinced the same way you were in that process. This activity must not fail! Even the best solution might die if not successfully implemented into the organisation.

When engaging with a vendor you are starting a long term relationship. You and the vendor are both reliant on the implementation and operation of the solution being a success. This is a good thing to remember when negotiating the contract terms. You need to land a deal that motivates both parties to 100% commitment on the long term. If you squeeze the vendor to much they may not want to spend time on you after the deal is closed.

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