#Nextchat: Building an HR Technology Strategy



As trends in technology continue to impact how organizations manage talent, learning and knowledge, HR must be in front of the trends to ensure the creation of smart HR technology strategies that will accomplish organizational goals. 

In her book Digital HR: A Guide to Technology-Enabled Human Resources (SHRM, 2018), leadership and HR technology expert Deborah D. Waddill, Ed.D., explains that having an “HR technology strategy is extremely important: it is both the blueprint and roadmap for HR technology selection and implementation.” There must be a strategy that aligns with the overriding organizational strategy.

New trends in technology can have either a disruptive or liberating influence on human resources. Those who harness the HR technologies find them to be extremely useful. Consider the following:

  • Cloud computing has changed the way we manage talent, learning and knowledge, enabling access to cloud-enabled tools from anywhere, increasing task efficiencies.
  • Organization-based social media offers HR valuable information about data analytics regarding employee interests and the like, but more importantly, it can also be used for knowledge sharing, onboarding, learning, influencing cultural change and other powerful applications.
  • Mobility relies on familiar tools employees use regularly to maximize access to services, knowledge and just-in-time information at the point of need.
  • HR analytics relies upon “big data” gathered from a variety of reliable sources to open doors to a new understanding of employee behavior, interaction and technology.
  • The Internet of things (IoT) provides ongoing data that, along with machine learning, is available through robots, drones, automated vehicles, etc. These are valuable to organizations and their HR departments to mitigate liabilities and cut costs, especially when IoT can be used to do redundant or even dangerous tasks. 

The influence of these disruptive technologies on the HR practice can be either negative or positive. Success often depends upon whether or not there is a strategy. Waddill advises considering technology to enable talent management, learning management and knowledge management.                       

Decisions regarding how technology will be used to perform these functions are critical to the creation of an HR technology strategy.

Does your organization have an HR technology strategy, and if so, does it serve the employees, HR department and organization well, or is it limited in scope? What should an HR technology strategy include? 

Please join @SHRMnextchat at 3:00 p.m. ET on November 14 for #Nextchat with special guest, author of Digital HR, Deborah D. Waddill, Ed.D. (@DeborahWaddill). We’ll chat about HR’s role as a leader in designing and executing an informed, successful HR technology strategy.

Q1. What are the key components of a comprehensive HR technology strategy?

Q2. What critical questions should HR ask as it develops an HR technology strategy for the organization?

Q3. What are the key considerations when developing an HR technology strategy specifically around learning management?

Q4. How does your organization handle its knowledge management system, and how can that be enhanced?

Q5. Which HR technologies do you think are having the most-disruptive or liberating influence on talent management today?

Q6. What are the biggest mistakes that HR makes when developing a technology strategy? What lessons have you personally learned?

Q7. An organization’s HR technology strategy will continually evolve to keep pace with new tech trends and tools. What are the best resources to remain informed and educated about the latest developments in HR technology?

Q8. What advice can you share with other HR professionals regarding the development of an HR technology strategy?


If you missed this #Nextchat you can read the RECAP with all the tweets here. 


How to participate in an HR Twitter chat.




The SHRM Blog does not accept solicitation for guest posts.

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