"Being Digital Vs Going Digital."

Why HR Digitalization transformation fail often in the organizations..........

Digital transformation in HR should be viewed as a means to achieve broader business transformation. Therefore, unless an organization is committed to fundamentally transforming its core HR operations, digital transformation initiatives are never going to be successful. This is the reason why most digital transformation efforts fail.

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Hence, HR needs to lead workplace transformation and develop an effective digital HR strategy, but we can’t forget that not all tech implementations succeed. In fact, tech implementations and digital transformation efforts often fail within organization, and HR is not immune.

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ADOPTION - Sometimes the technology solutions implemented that looks great on paper - perhaps a collaboration platform, talent management system, or workflow tool, but Nobody wants to use it. Perhaps employees don’t feel they’re properly trained on the new tool or are resistant to change, not understanding the reason behind the switch. Perhaps the tool is difficult to use and doesn’t meet their needs or processes.

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HR can mitigate these issues by focusing on prioritizing user experience and focusing time and resources on training and engagement far after the implementation is complete.

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'WIIFM' (What Is In It For Me) - Before any tech should be considered, there needs to be a clear connection to the purpose of the business and how this relates to each contribute to that purpose. In other words: What's in it for me?

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1. How will it solve my challenges?
2. How will this new system help me perform better?
3. What are the tangible benefits for me in my daily job?
4. How will it affect my clients, suppliers, and stakeholders…?

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A clear vision should develop, derived from the answers to the questions. That vision should be explained – and reiterated - to everyone involved with the process. Without it, there will be minimal genuine enthusiasm and meaningful adoption.

USER EXPERIENCE - Employees are essentially the internal customers when it comes to their expectations of the delivery of HR technology solutions. They want them to be intuitive, easy to use, and mobile. If a platform serves up a poor user experience, it’s not going to be widely adopted, no matter the bells and whistles.

Just like focusing on customer experience is the best bet for the win in business, focusing on user experience is your best bet when it comes to winning with HR tech.

SLOW & STEADY – It is agreeable for a process to be planned with extensive caution and not to rush towards completion. But this is not going to work in the case of an HR transformation engagement. Digital disruption is one of the most crucial challenges driving a successful HR transformation. Lack of project management and decision-making efficiency can constitute the lion's share in slowing down the transformation process.

Hence it should be fast & exhaustive & well planned, Phase wise implantation never works so everything should be on plate for users in one go…..

HR TEAM - It’s not enough to leverage the right HR technology. There must be the right people leading the charge, inspiring, educating, and engaging with employees, stakeholders, and everyone in between. HR team don’t to have all the skills of an IT department, of course—but

They do have to have (or be enthusiastic about learning) some basic IT skills, some basic marketing skills, some basic data analytics skills, some strong people skills…….

SLOTH STAKEHOLDERS - Momentum behind the change to dissipate into the organization and lack of buy-in from those at the top, an issue of not only budgeting pitfalls but motivational and follow-through issues as well. So, if leadership fails to lead by example and be a part of the change, then employees who are expected to embrace the technology will be less motivated to do so.?

HR leaders need to demand a seat at the C-suite table, ensuring engagement for digital HR solutions flows throughout all levels of the company.

SUCCESS MEASURE - Like any other technology implementation, there is a need to evaluate how HR sys are assisting users in being more effective and adding value to the business. If the main focus is saving money and not seeing the bigger picture, the project could fail due to overlooking details that need to be accounted for. Or even worse, potential opportunities that provide real business value may be missed.

Well defined success measures in terms of value output & metrics. It is essential to consider the wide range of business metrics when working towards tech transformation initiatives – Innovation, EVP, CVP, Financial Customer Social & Human value