HR applications’ interoperability is the key to gather all of employees’ experiences
Digital transformation is boosting interactions between people and has led to a more consumerist approach to services offered by companies. Employees in today’s world are looking for opportunities to develop their skills and employability in an ever-changing world. Applicants are now in a position of strength, because companies are struggling with digital transformation and need people with skills to help them. Career development is thus undergoing radical change leading to a wide variety of career
Tomorrow’s Talent Management will be holistic and predictive!
Younger applicants often ask recruiters about their companies’ ‘HR offering’, getting info on the company’s strategy, its values, objectives, working conditions, compensation and benefits policy as well as the possibilities of promotion within the company. Applicants today are extremely well-informed as to the company’s reputation, culture and managerial practices and they often check to see how it compares to other companies within the same business segment.
Companies should therefore make it a habit to clearly explain their line of business and the type of positions they offer and differentiate themselves from the competition by working on how they communicate their employer brand. In the past few years, a number of websites providing feedback and ratings, such as ‘Glassdoor’, have criticized certain companies, thus showing just how important companies’ online reputations are. Peoples’ propensity to speak openly on the Internet has created a kind ‘direct democracy’ that has forced companies to become more transparent, fair, ethical and display greater social responsibility. Information is everywhere and companies must do their best to control it. Many recruitment processes can last up to several months and 3 months for middle management positions. Thus an applicant refusing a position is a problem, both in terms of personal investment and cost.
To reduce errors in the recruitment process and retain talent, companies must be capable of informing applicants of possible career paths in the positions offered. The whole concept of a career has changed, with companies now willing to adapt to their employees’ needs by offering personalized career paths. Companies need to anticipate their own requirements for talent and also encourage mobility within the company. Finding the resources you need is a complex endeavor, because it involves attracting potential employees in an increasingly competitive market, especially in newer fields. In addition, most young graduates are attracted by startups and they need to be won over!
The effect on new HR solutions
All this encourages a more holistic approach in solutions and applications. Talent management solutions currently offer the possibility of collecting and using a wide variety of data to satisfy HR’s internal customers: the employees. These solutions focus on employees’ desires and interests and assist them at all stages, such as recruitment, career management, training and wage increases.
HR platforms are now focusing on the employees, allowing them to take an active role in their own professional development. Talent management solutions should be capable of preparing employee reviews. Today’s HR departments need to offer personalized services and to do this should be equipped with high-performance innovative platforms.
We have also observed a new trend involving the use of AI in human resources to offer predictive analytics for recruitment, mobility and training. AI can be used to understand employees’ habits and thus provide content tailored to their interests, while at the same time providing HR with valuable information. In addition, new solutions are becoming available that are capable of making emotional assessments by analyzing online behavior.
All these current innovations are causing companies to switch from integrated models to models that include niche solutions to meet specific needs via the HRIS. Companies that are starting to experiment with the implementation of such new solutions, through HR startups in test mode, for example, soon run into the question of integrating these solutions on a technological and functional level.
The challenge now is developing interoperability between all applications to handle the transformation of talent management. Deploying predictive models as part of a holistic talent management process may encounter difficulties if companies are forced to use a patchwork of various applications to implement such a process.