Human resources has become deeply intertwined with technology. The systems that manage the workforce, the experience employees have with those systems, and the skills the organization needs for a digital future all fall within the chief human resources officer sphere. This article examines technology strategy from a CHRO perspective, focusing on the people dimension of enterprise technology that is too often treated as an afterthought.
Own the employee experience of technology
Employees experience the enterprise partly through its technology, from the systems they use daily to the process of joining and growing in the organization. The CHRO has a strong interest in making that experience good, because clumsy systems frustrate people and undermine engagement.
Advocating for the employee experience in technology decisions, and insisting that HR systems serve people rather than just administer them, is a distinctive contribution the CHRO brings.
Workforce data as a strategic resource
Decisions about hiring, development, retention and planning all depend on reliable workforce data. The CHRO has an interest in the quality and governance of that data, and in the systems that turn it into insight. Poor data leads to poor people decisions.
At the same time, workforce data is personal and sensitive, so the CHRO also champions its responsible and private handling, balancing insight against the trust of employees.
Building skills for a digital enterprise
As technology reshapes work, the organization needs new skills and the ability to keep developing them. The CHRO leads the response, through hiring, reskilling and creating a culture of continuous learning. This capability is often what determines whether technology investments deliver.
Working with technology leaders to anticipate the skills that will be needed, and preparing the workforce in advance, turns the CHRO into a strategic partner in transformation.
Leading change with people in mind
Technology transformations succeed or fail on how people respond to them. The CHRO brings expertise in change, communication and engagement that is essential to adoption. Involving HR early in major technology initiatives improves their chances of success.
When the people side of change is planned as carefully as the technical side, transformations are far more likely to deliver the outcomes that justified them.
Key takeaways
- Champion the employee experience within technology decisions.
- Treat workforce data as a strategic resource and protect its privacy.
- Lead the building of skills a digital enterprise requires.
- Bring change and engagement expertise to major technology initiatives.