As part of our ‘HR in Tech’ series, HiTalent have loved delving deep into this KPMG report on ‘The future of HR in the technology sector.’
There are several critical skills for technology sector HR executives to master in today’s environment- winning the ‘war for talent’ being one of these. HiTalent have a track record of supporting countless HR executives, in both the tech and non-tech sectors, helping them to do just this. Read on for the highlights of the KPMG report on ‘The future of HR in the technology sector’.
'Workforce transformation is an opportunity for HR leaders.
The new technologies underpinning workforce transformation and reskilling are the tools the Human Resources (HR) function in general, and HR leaders in particular, need as they redefine themselves and elevate the value they offer within the organisation.
Now more than ever, HR executives at technology companies can assume the triple role of change agent, trusted advisor, and strategic business partner as they work ever closer with the C-suite and functional leaders. Proactive HR executives are harnessing the resources and skills needed to reposition themselves as new strategic leaders within the enterprise.
They are enacting strategies designed to integrate data analytics, intelligent automation, artificial intelligence (AI), and other emerging technologies into a workforce that today connects five separate generations. Workforce transformation indeed. Ensuring that workers across the enterprise have the skills and abilities the new marketplace demands is a key component of this workplace revolution. By 2022, at least 54 percent of all employees will require significant re- and upskilling.
Of course, no matter how proactive HR executives are, workforce transformation will only be as successful as the level of support provided by company leadership. Technology sector CEOs acknowledge that the effectiveness of certain key teams remains less-than optimal as we progress toward a digital future, but many still do not have broad reskilling initiatives planned.
Against that backdrop, HR executives who can overcome C-suite hesitancy and other internal obstacles to inspire their leadership to action have the opportunity to elevate themselves to trusted advisor and strategic business partner.
Tech Sector CEO perspectives
The new HR leader in technology companies
The next-generation HR function has an essential role to play, replacing traditional leading practices and cost-cutting approaches with innovative new strategies, organisational structures, tools, processes, and metrics. The goal is to be transformational leaders and change managers and deliver solutions through which HR can reshape itself and the organisation’s workforce to drive competitive advantages.
The key is to change the mind-set of HR to lead a changing workforce and assume an unprecedented role in creating new value for the organisation. Just how important is HR in the technology sector? The majority of the HR executives we surveyed expressed confidence about HR’s strategic value, with 86 percent saying they believe HR’s role is becoming more strategic in their organisation. Nearly three-quarters, 72 percent, feel the HR function is considered a core value driver by senior leadership.
Since HR is integrated with every functional group, HR leaders have a holistic view of the organisation and are positioned to lead the conversation around how the workplace is evolving. HR needs to be perceived as the leader on new workforce dynamics, what motivates employees, and how culture helps people and organisations thrive. But you can only occupy that space with other business leaders if you are fluent with emerging technologies.
There are several critical skills for technology sector HR executives to master in today’s environment. Our survey respondents ranked these as the top five:
Digital business services (e.g., HR service delivery for efficient and effective hire-to-retire processes)
Behavioural science for effective culture and/or mind-set change
Winning the “war for talent”
Workforce forecasting and/or shaping to deliver the workforce of the future
Managing multiple employee value propositions for a multi-generational'