Leveraging Workforce Technology to Gather Better HR Data TOU

Leveraging Workforce Technology to Gather Better HR Data

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HR technology, the term used to describe technological tools that automate human resources functions, is on the rise. In 2021, the HR technology market was estimated to nearly $23 billion. By the end of 2022, it was expected to reach nearly $24 billion. Very few companies have not implemented some level of HR technology. The problem, however, is that most of them haven’t implemented it. good.

According to a recent survey, HR technology has become one of the top workplace frustrations in the United States. Led by OnePoll at the end of 2020, the investigation shows that 77% of American workers are frustrated with the automated HR tools they have to use to engage with HR functions – signing up for benefits and requesting time off, for example. Workers are so frustrated, in fact, that almost 70% said they would take a pay cut if it meant getting new technology that was twice as efficient.

A trace investigation conducted in June 2022 reveals that nearly half of US business leaders are unaware of the frustrations they cause with HR technology. Only 54% of executives believe that their HR technology offerings cause frustration for their employees.

Obviously there is a disconnect. Companies spend a lot of money securing and deploying automated HR tools to make recruiting, onboarding, and retaining employees more effective and efficient. What they do achieve, however, are software “fixes” that only cause more problems.


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Bridging the gap between HR information and employee data

PwC HR Technical survey 2022 asked hundreds of US HR managers for their input. When asked about the biggest challenges they face, the top result was “HR insights and data analysis.” Nearly 40% of HR managers cited it as a top concern. In response, many of these leaders will seek systems designed to collect a wide range of data related to employee experiences and work behavior.

The effectiveness of these data systems will depend on three key factors, starting with effective efforts to foster interaction. The inefficiency of HR platforms was one of the top frustrations cited by employees. Specifically, they cited “too many connections” as the primary reason for their lack of interaction with their organization’s HR software.

For HR technology to become a technology in the workplace, it must make work more fluid. Access should be as seamless as possible, with mobile options available; it should be part of the daily workflow. Platforms designed with a focus on ease of use for employees, rather than just the HR department, will inspire employee interaction.

Apply knowledge of HR data to corporate culture

The PwC HR Tech Survey 2022 provides useful insights into the keys to interacting with HR technologies. Training, mobile access and usage incentives were cited by 85% of respondents as effective tools to drive adoption.

However, the survey also shows that organizations seemed reluctant to apply these methods. Only 54% offered training, 51% offered mobile access and 44% offered usage incentives. Organizations that expect employees to figure out HR technology on their own shouldn’t be surprised to see low levels of interaction

Culture is the second key factor in making this technology successful. Organizations hoping to gain systems support should make it clear that the automation that technology enables is valuable to its overall operations, rather than an administrative add-on. It must be embedded in the culture. Adoption will be a challenge if employees don’t understand and appreciate the value of the system, the process it runs, or the data it collects.

Switch from HR technology to technology in the workplace requires designing the deployment of the platform in a way that allows employees to see its value. It should be clear that technology contributes to a better employee experience and creates an overall better workplace. This adoption step is much easier in organizations that have already committed to digital transformation.

Create actionable change with key HR data

The third factor is to act on the data collected. This can be thought of as hearing from employees, rather than just listening to them. For example, consider an employee who is consistently late to meetings. The HR technician will note this and possibly alert the employee that there is a problem. Workplace technology will automatically offer the employee a short online course that can help them manage their time.

With technology in the workplace, the problem is recognized and a solution is offered to improve the workplace and the work experience.

Acting on the data shows employees that the system is valuable and that their leaders care. Not acting on the data says the opposite. In these types of workplaces, HR technology becomes another frustrating experience that reinforces the idea that the company is using technology and the data it collects to count employees, rather than to show employees they matter. .

Jason Averbook is co-founder and CEO of Leap.


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