Defining Digital HR: My biggest takeaway from Bersin Impact
Last month, I was able to attend the Bersin Impact conference sponsored by Deloitte where HR, learning and talent leaders gather to discuss trends in the industry. Over four days of collaboration, HR leaders met with Deloitte’s team of analysts about how we can optimize the performance of our organizations’ most valuable assets—people. While the conference focused on HR across all industries, focusing on people is particularly applicable in healthcare, where we need to recruit and retain the best clinicians to deliver the best care.
The concept of “Digital HR” was the main theme at the event, and is unquestionably a prevalent topic in HR circles. But what does it really mean? After hearing from experts like Josh Bersin, it has helped me refine my own understanding of Digital HR, especially around how we interact with the people in our organizations.
I believe one of the reasons there’s such a negative association with HR is because we have historically asked people to stop what they’re doing to take a two-hour training course or fill out an eight-page annual review form. In other words, we’re asking them to stop what they’re doing and deliver something to us. Digital HR means meeting people in the flow of their work and providing them with easily digestible information that enhances—not interrupts—their performance. We are better positioned today than we ever have been thanks to some other major trends in technology—analytics, AI and mobility.
We know that we now have access to an unprecedented amount of people-related data. The problem is how to access it (and to understand what it means). No one has time to search through SharePoint sites and outlook to find what they need, which is where AI comes in. While AI stands for Artificial Intelligence, a better representation of what it offers is IA, or intelligence augmentation. Machine learning and new technologies can aggregate all of that available data, evaluate what it means to us in a personalized format, and then serve it up in the form of recommendations and other decision-making tools. And all of this can be delivered to anyone, anywhere through a piece of technology that virtually everyone has (and that was first introduced in 1973)—your mobile device.
Organizations will be reimagined where there is no longer a hierarchical structure, but a network of people who make up a certain culture. Organizations are beginning to assess people against culture instead of job skills with technology, such as Infor Talent Science. We are just beginning to explore the potential of Digital HR, which will no doubt be a marathon and not a sprint, but hopefully you can already see the opportunity that exists for us to reimagine our role in enabling, empowering and encouraging the people in our organizations.
To learn more about Infor Healthcare and our HR solutions, visit our website.
Infor HRx blog—a prescription for healthcare people-related challenges
Marcus Mossberger, Sr Director, Healthcare HCM Strategy
- Talent Management
- Talent Science
- North America