Guest Post By:
Kyle Lagunas
Old Habits Die Hard
It’s no secret that social and
mobile technologies make HR leaders nervous. Many have earned a reputation for
policing interoffice communications, but this old habit is counterproductive.
But while research shows these next
generation tools have the potential to improve communication and collaboration
across the enterprise, business leaders are left with one question: “Who takes
ownership of these tools?”
Call me crazy, but... Why not HR? By
teaming with IT, and driving the adoption of these next generation tools, HR
could upgrade its role in Enterprise 2.0. There’s just one problem: HR must first
shed its old-school role of communications cop.
“We hurt our corporate reputations
when we attract candidates through contemporary use of social media, and then
revert back to our old ways and block employees from using social tools to do
their jobs,” says Cindy Lubitz, Founder of inTalent Consulting. As she sees it,
this double standard that is becoming a growing problem.
While mitigating risk is important,
HR can do more by taking a proactive approach to new tech. By moving away from
the stereotype of communication cop and redefining itself as a communication
catalyst, HR can play a more strategic role.
Three Steps for Upgrading HR’s Role in
Enterprise 2.0
The strategic play for HR is to team
with IT to assess needs, research solutions, and implement new technologies
enterprise-wide. Of course, game plans for embracing consumer IT will vary, but
there are some general steps in the process to get HR strategically involved in
the selection, implementation and use of social technologies.
First: Identify Needs, Research
Solutions
Before you can begin strategizing
for improvement, you need an accurate picture of where things stand. Survey employees,
managers and department heads. Discover how teams communicate and collaborate
today, and what needs employees have that they’re not solving today.
Then, research technology solutions.
While you short-list some tools, keep in mind that the best solution may not be
a new tool but rather using a tool already in use in a different way.
Second: Align Department Needs to
Business Goals
It’s important to understand that
social tools aren’t one-size-fits-all. And if you’re trying to achieve
high-level business goals like improved employee engagement, what works for one
department, may not work for another.
HR is uniquely positioned in the
enterprise to identify needs--individual, departmental, regional--and tie those
needs to business goals. By bringing department heads and regional managers together
with IT, HR can facilitate an implementation strategy that works for everyone.
Third: Focus on Driving Adoption
Cloud-based tools don’t require much
technical heavy-lifting, but adoption can be a challenge. HR should focus on internal communications to
promote adoption of the new tools and best practices around their usage.
It’s also effective to get your
employees involved. At Software Advice, for example, Marketing employees recorded video tutorials
for various tools we use. They’re useful, but they also gave employees a chance
to share some insider information--and play a part in driving adoption.
For HR, Resistance is Futile
There are bound to be hiccups when
opening channels for employees to exchange ideas and information in real-time.
But the greater risk with these types of tools is that heavy-handed moderation
can have a direct impact on your company’s investment in these technologies.
HR departments fighting for a seat
at the table aren’t doing themselves any favors by resisting innovation in
workplace technology. If HR can focus on strategies to maximize return on investment,
rather than policing use, they could position themselves as a major contributor
in the social enterprise.
Kyle Lagunas is an HR Analyst at Software Advice, an online
resource for HR software buyers guides, demos and more. Based in Austin, TX,
he's a tech enthusiast reporting on trends and best practices in talent
management.
Comments
Post a Comment