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Digital human resource development 数字化人力资源开发.pdf
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Digital human resource development 数字化人力资源开发.pdf
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1
Digital human resource development: Where are we? Where should we go and how do
we go there?
The purpose of this paper is to trace the evolution of HR-Technology interface leading up to
the incorporation of the digital world in Human Resource Development’s design thinking,
strategizing and execution. Drawing from related empirical studies, the paper critically
analyzes Digital HR in terms of where it is now (degree of alignment between external
demands and internal capabilities), where it should be (future-focused HR technology
strategy), and how it can reach there (implementation road map). The paper presents a
comprehensive framework that encompasses external demands, internal capabilities and key
recommendations for a fit-for-purpose, future-focused Digital HR Strategy. In the process,
the paper adopts a holistic perspective of virtual HRD (VHRD) and draws implications for
technology-led developments in the HRD field.
Keywords: Digital HRD, Virtual HRD, HR Strategy, HR Technology
Introduction
From master craftsmen of the nineteenth century to factory workers of the twentieth century
and now to the artificial intelligence-enabled digital workers and robots of the twenty-first
century, the world of work has come a long way. Coupled with globalization and
demographic changes, digital technologies have radically altered the way we live, work,
conduct business, and communicate. In the process, they are dissolving the boundaries
between in-house and external workers, work time and personal time, work devices and
personal devices, workplace and personal space, and between organizations, customers and
suppliers. In the world of artificial intelligence and robotics, machines not only do the work
that humans do, they have also started doing the ‘thinking work’ (Phan, Wright and Lee,
2017).
In response to external environmental changes and demands, the HR function has
slowly but steadily evolved from labor welfare to personnel administration to strategic HR
2
and now to digital or smart HR (Bondarouk, Ruel and Parry, 2017). Just as the external
business environment has evolved from being domestic-centered and stable to being global
and highly uncertain, the focus of the HR function has shifted from being passive and
reactive to being strategic and agile. As summarized by Cohen (2015, 205), “HR's past is
relatively long and humble. The present is both positive and challenging, and the future of
HR presents the profession with opportunities and even more thought-provoking challenges”.
As regards conceptual advances in Human Resource Development (HRD) are
concerned, traditionally the field revolved around three dimensions, namely, training and
development, career development, and organization development, which have now been
expanded with business strategy at the hub, underpinned by technology (Werner, 2014).
According to McWhorter (2010), technology advances have moved the HRD field into a new
realm, and as a result, people are increasingly connecting to technology, connecting through
technology, and connecting within technology. Thus, technology is today regarded as the
fourth dimension of HRD (Bennett, 2010). Digital revolution has ushered in ‘workplace
changes that range from mechanical to computerized, information based to knowledge based,
individualized to team based, and hands-on to minds-on’ (Benson, Johnson & Kuchinke,
2002, 392).
Most of the technology-mediated research in HRD is covered under the term Virtual
HRD (VHRD). Bennett (2009, 365) defines virtual HRD as a ‘media-rich and culturally
relevant web environment that strategically improves expertise, performance, innovation, and
community building through formal and informal learning’. Bennett (2010, 729) further adds
that ‘VHRD does not unseat the traditional purposes of HRD but rather shifts perspective on
the paradigm in which HRD operates’. Further extending the vision and scope of VHRD by
incorporating the latest developments in the field, digital HRD can be defined as below:
3
“Digital HRD deals with the nature, role and contribution of technology in strategically
managing talent in a digital world. It incorporates social, mobile, analytics, cloud (SMAC)
and other emerging technologies, including big data, artificial intelligence and analytics, for
efficient and effective delivery of on demand HR services. It is also conscious of and
addresses unintended negative consequences of technology, including implications for ethics,
information security and privacy. When used smartly and strategically, digital technologies
and mindset can transform learning and development; place individuals at the wheel in
managing their work and careers; de-bureaucratize organizational boundaries to facilitate free
flow of knowledge and ideas, and instill a sense of global community orientation in
businesses while legitimately pursuing profits”.
In order to systematically map the past, present and the future of Digital HR, we need to
ask the Three Big Questions:
• Where we are now: Refers to the degree of alignment between external environmental
demands and internal capabilities, such as McKinsey’s 7-S Framework of hard
elements (strategy, structure and systems) and soft elements (shared values, skills,
style, and staff).
• Where do we want to go: Refers to the future-focused organizational strategy, vision
and mission, keeping in mind emerging disruptive technologies, and best-practice
management trends.
• How will we get there: Refers to organization-specific and fit-for-purpose
implementation strategies that are constantly monitored and fine-tuned, in line with
changing environmental characteristics, demands, and responses.
Accordingly, the paper begins by mapping the current external environmental demands
and internal capability framework. It then identifies three key goals for future focused digital
4
HR, namely, digital workforce and competencies; HR’s digital avatar, and addressing
unintended negative consequences of technology adoption. Having explained the what and
why of digital HR, the paper proceeds to detail the ‘how’ by laying out a holistic framework
of digital HR strategy.
Where are we now?
Despite the hype about the digital world, there is no clear definition yet of what is ‘digital’.
As stated by Andersson, Lanvin and Van der Heyden (2016, 52), “it is clear that the term
digital currently defies definition … The lack of a clear definition of the meaning of the term
suggests that issues concerning the required competences, capabilities, talent, and resources
(including human resources) are surrounded by a similar veil of ambiguity”.
Despite the enormous potential of digital technologies in transforming HR and 72
percent of companies believing digital HR is an important priority, ‘only 38 percent of
companies are even thinking about it and only 9 percent are fully ready’ (Stephen, 2016, 99).
This shows that globally, the HR function is far from realizing the potential of digital
technologies. To best answer the question, where are we now, we need to conduct an
environmental analysis, including external demands and internal capabilities.
External Demands
Globalization and information and communication technology (ICT) have united the world
like never before. This has led to ever increasing global spread and movement of production,
services, capital and talent. Accordingly, global economic competitiveness has intensified
with a direct influence on national and firm competitive advantages, built primarily on
innovation and creative capabilities. In the specific context of technology, the breadth and
depth of technology intensity and penetration are unevenly spread across the globe. This has
implications particularly for multinational firms as their technology policies and practices
must take cognizance of technological readiness and adoption in the countries they operate.
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