Digital transformation and the future of hiring.

Digitalization has become a business priority, not least for the growth and financial opportunities it offers. With digital disruption, changing customer behaviors and the need for greater innovation, many UK business leaders struggle to find the right balance between nurturing innovation and managing business-as-usual activities. This requires a change in process and in people, as leaders need to ensure they have the right skills available to support this change, at the right time. Businesses who do not address the digital challenge could see their talent and competitive advantage disappear.

“With start-ups disrupting markets on one side and large companies having the capability to acquire new solutions on the other, digital transformation is a way for mid-sized firms to remain competitive and retain market share,” says Derek Cummings, Director, Protiviti UK. Many firms that are already on their digital journey are finding key advantages. Our research with UK CFOs found that more efficiencies and increased productivity (56%), employees taking on more value-add work (47%) and improved decision-making (43%) are the positive returns from digital transformation. In fact, according to PwC, British organizations attribute a 34% growth in new revenues to their digital transformation initiatives.1 Despite this, some companies struggle to find the right balance between nurturing innovation and managing existing workloads and priorities.

As digital transformation and workplace automation reform the way we work, job descriptions expand and become more fluid to adapt to the changing demands of global businesses. Even the C-suite isn’t exempt.” Neil Owen, Director, Robert Half Technology UK “

Digital transformation also calls for you to break the silos in your C-suite. CIOs are no longer the only people who can understand the full effects of digital, from strategy to insights. Other C-suite executives and senior business leaders must play their part, too, as digital now affects every area of business and, ultimately, the data that helps leaders with their decision-making.

"New communication vehicles have changed the culture of a business. But it’s important to step back from the technology and engage with departments – have a conversation with finance, speak to IT. This is how real relationships are formed to encourage collaboration. Digital has provided us with the solution to innovate and move away from the traditional route to market, but this culture of innovation must be fostered from within,” Christina Watson, Global Digital Director – Luxury, Hearst Magazines New communication vehicles have changed the culture of a business. But it’s important to step back from the technology and engage with departments – have a conversation with finance, speak to IT. This is how real relationships are formed to encourage collaboration. Digital has provided us with the solution to innovate and move away from the traditional route to market, but this culture of innovation must be fostered from within,” Christina Watson, Global Digital Director – Luxury, Hearst Magazines “

A CULTURE OF CHANGE

Change starts and ends with people. They are the lifeblood of your organization and the most important part of the change management process. This remains true for digital transformation. Derek Cummings says: “Having a culture that supports digital transformation is at the heart of the program’s success. Reviewing the potential risks and considering them when you establish a culture of change will lead to a more resilient organization.”

The Future of skills: -

The talent needed to deliver on digital transformation continues to evolve and shift focus. While technical expertise and understanding remain important in driving departmental efficiency, executing on digital strategy requires candidates with greater analytical, communication and problem-solving skills than before. In a talent-short marketplace, the challenge in recruiting and retaining these in-demand people cannot be underestimated. 

HIRING FOR DIGITAL TRANSFORMATION: -

With the war for talent waging on and companies struggling to recruit, many organizations are considering the structure and size of their workforce. A third (33%) of finance leaders aim to use temporary or interim professionals for business transformation projects to either fill business-as-usual positions or support expansion. In the long term, 31% of finance executives plan to add new permanent positions to implement the company’s digitalization and automation efforts within their department over the next 12 months.

By focusing on a flexible recruitment model, you can introduce specialists at every stage of the digital transformation lifecycle. Moving away from the traditional method of re-staffing to replace departing employees will enable you to consider your needs in this new environment, nimbly upscale or downsize and mitigate against uncertainty based on needs. This approach frees core staff to focus on more complex challenges so that businesses can continue to improve retention and their competitive position. “The more savvy leaders are preparing for the future by bringing in consultancy support or interim skilled specialists who are experts in applying best practice – and who offer a fresh perspective. For many, this means building a project team to drive the digitalization agenda and then finding ways to integrate these skills within existing workforces to support the long-term direction of the business,” says Weston.