Perceptive HR Technology

Systematic HR got it just right in a recent post.  There’s a ton of hype around various elements of Web 2.0 (I started some of it with Facebook integration at HR Technology last year), but the reality is that we have to be pragmatic about it. 

HR has numerous challenges around some of these leading-edge approaches — several are noted in the post.  But let’s face it — HR is always #13 on a priority list of 10, and I don’t see any trends suggesting that’s going to change any time soon.

From where I’m sitting, we have to use the technology to support collaboration.  We have systems-of-record with volumes of data about people, and are in a unique position to help connect them for improved collaboration.  By the way, it doesn’t mean we have to rush to build or implement systems that actually enable the collaboration itself — just take some of this data we have and make it available (safely) to systems that can enable the interactions we’re seeking.

Forward thinking organizations that are aggressively pursuing talent strategies are in the best position — the richer the data repository, the greater the opportunity to facilitate collaboration.

And like Systematic HR, I’m drinking the Web 2.0 user experience kool aid…customers love the stuff we’re doing with the modern technologies. 

I’ve been busy travelling to several customer sites to talk about new talent management projects.  I am very encouraged by what I’m hearing, especially with respect to the way HR leaders are engaging in the process of creating the right kind of ‘bridge’ between process and technology to solve critical business problems.

As I wrote about in my recent post from the cruise ship, many of the companies that jumped into talent management early are now struggling to reap some of the long-term benefits of integration and the use of competencies in collecting data.  But the last three meetings I’ve attended with VPs of HR (in the last three weeks, by the way), I’ve noticed consistency in the longer-term thinking that seems to be taking place.  And some of these customers have point solutions installed — others are just getting started.  But the story is the same — we have to look at the broad range of issues (with surprising focus on building a reusable competency infrastructure) FIRST — then look at business process, then technology.  Now for some, that will require reworking that technology.  For others, it’s a great opportunity to select a well integrated suite of products with an embedded competency framework (sorry, I couldn’t stop myself!).

The benefits of such an approach are broad and game-changing.  Some, like John Ingham in a recent post suggest that the implications are dramatic and could be costing organizations billions.  If it’s true, and companies can really master all elements of good talent management (people, process, AND technology), there should be competitive advantage for those that do.

And if my unscientific data is any indicator, perhaps there’s a trend.  Time will tell, and I’ll be watching.