by Claudia Quinton, Head of Workplace Transformation
What do I mean by frictionless engagement? And why is it relevant to today’s HR function? People like to book their holidays, make doctors’ appointments, shop and bank online. There’s no real need to talk with a travel agent, a GP’s receptionist, a shop assistant or a busy bank cashier – unless you want to, that is. This is the sort of ‘frictionless’ world that a large proportion of the modern workforce is used to – where everything is automated, clever and personalised.
And they expect a similar frictionless experience in the workplace. Only it seems they’re not getting it. A new survey report from Sopra Steria in partnership with Management Today reveals that employers have been slow to understand and implement the automation, analytics and other technologies that can facilitate a better workplace experience. And less than half (45%) of chief executives and directors were prepared to say their organisations had a clear, specific strategy for improving the employee experience.
Investing in robotics and artificial intelligence
I believe they’re missing out on a huge opportunity to transform the way in which employees engage with the business, especially with the HR services that help to define a good employee experience. In a new paper discussing the survey findings, I take a look at how some companies are achieving frictionless engagement. Sopra Steria, for example, has developed a clever chatbot – we’ve named it Sam – that uses robotic process automation (RPA) and artificial intelligence to facilitate a range of HR services, such as booking holidays – all with no human intervention.
I question why more companies aren’t investing in greater automation and why the HR analytics that would drive a more personalised employee experience continues to be lacking in so many organisations. Failing to adopt the type of digital enablers employees are familiar with outside work is giving the wrong impression. It suggests a business unable or unwilling to invest in its people and to give them the tools and processes that will enhance their experience at work. That’s a dangerous impression to create, especially in today’s business climate where it can be difficult to attract talented people, and even harder to retain them.
Adding value at board level
I understand that changing entrenched processes and moving to new technology platforms, such as a cloud HR solution, can be met with resistance. Will automated process take away my job? I’ve done it this way for years, why should I change? How will I be able to monitor progress and quality when there’s no human intervention for key HR processes? There will always be fears and uncertainties like these. But what I am certain of is that only with investment in automation, analytics and AI, along with changes to IT infrastructure that equip employees to self-serve from anywhere, at any time, can today’s HR leaders remain a trusted and valued presence on the company board.
 For more on this, read my opinion paper ‘How can HR stay relevant in the 21st century?’