Webinar for Informa Connect in the UAE introducing new digital HR transformation course - Jon Ingham March 2020

1. DIGITAL HR TRANSFORMATION
JON INGHAM
October 2019
Private & Confidential

2. 2
DIGITAL HR TRANSFORMATION?
What is ‘Digital HR Transformation’?
• Use of HR IT systems
• Use of broader digital technologies in HR
• Changing the HR organisation through the use of digital
technologies
• Using HR technologies within a digital business
• Aligning HR with digital transformation in the rest of the
business
• Other (please comment in chat window)

3. 3
Inputs/Investments
•Management time
•Leader sponsorship
•HR function
•Digital technology
•Budgets
Activities
•Performance
•Management
•Development
•Reward
•Org Design
Outcomes
•Human,
•Social and
•Org Capital
Business
Results
•Operations
•Customers
•Financial
HR TRANSFORMATION
Organisation Value Chain © Jon Ingham, 2020

4. 4
Inputs/Investments
•Management time
•Leader sponsorship
•HR function
•Digital technology
•Budgets
Activities
•Performance
•Management
•Development
•Reward
•Org Design
Outcomes
•Human,
•Social and
•Org Capital
Business
Results
•Operations
•Customers
•Financial
DIGITAL HR TRANSFORMATION
Organisation Value Chain © Jon Ingham, 2020
Digital Age / 4th Industrial Revolution

5. 5
Inputs/Investments
•Management time
•Leader sponsorship
•HR function
•Digital technology
•Budgets
Activities
•Performance
•Management
•Development
•Reward
•Org Design
Outcomes
•Human,
•Social and
•Org Capital
Business
Results
•Operations
•Customers
•Financial
DIGITAL HR TRANSFORMATION
Organisation Value Chain © Jon Ingham, 2020
Digital Age / 4th Industrial Revolution
Creating Value
Adding Value

6. 6
CONTEXT
• Driving and accelerating business strategy
• Creating opportunity for the future
• Maximising the potential of people
• Producing truly wonderful solutions
• Taking advantage of exceptional opportunities
• Focussing HR on business strategy
• Creating capability to perform now
• Ensuring effectiveness and alignment
• Administering HR operations
• Ensuring efficiency e.g. through outsourcing
Create
value
Add
value
Value for
money
Personnel
Human Resources
Organisation
Effectiveness
Organisation Value Triangle © Jon Ingham, 2020
STRATEGIC PERSPECTIVE

7. 7
Articulates what is important in choosing a design
• Which strategies are most important, are any trade-offs
required?
• What expectations do executives have of how they want the
organisation to function?
• What type of people do you want to attract and keep?
• Do you have any specialist cultures to consider?
• How are things anticipated to change?
• What are the barriers to success, eg external stakeholders
ORGANISATION PRINCIPLES

8. 8
• Putting the public first, in delivering digital public services
• Digital by default
• Putting users first
• Learning from the journey
• Building a network of trust
• Moving barriers aside
• Creating an environment for technology leaders to flourish
• Don't do everything yourself (you can't)
Source, also updated process at https://designnotes.blog.gov.uk/2014/07/14/were-
thinking-about-updating-the-design-principles/
EG UK GOVERNMENT DIGITAL
PRINCIPLES

9. 9
• Informed free choice is the basis for decisions
• Active participation is the basis of growth and development
• Work is carried out within a framework of meaningfulness
• Activities are performed in interaction (roles to relations)
• One is responsible for one’s own actions
• Work is creative interaction based on curiosity and exploration
• The network is the main architecture of work
• Productivity is understood as creative learning and scaling up
• Knowledge work is investments of human capital
• Workers should share future earnings potential
• Work is interaction between interdependent people.
MORE DIGITAL PRINCIPLES
Source: Esko Kilpi https://medium.com/@EskoKilpi/the-ten-principles-of-digital-work-67a2f3462000

10. 10
• 'Digital’ means employees are more important and that their
experience of the organization is more integrated
• Employees have varied motivations so experience and
engagement depends on individual
• Workforce segmentation helps
• Employee journey mapping also helps
• But the real need is to design the organisation for employees
EMPLOYEE EXPECTATIONS

11. 11
Objectives,
Principles and
Employee
Expectations
Divergent
Thinking
Convergent
Thinking
Identify
Options
Implement
Solutions
and Manage
Trade-Offs
Choose
Solutions
Objectives for the organisation – organisation outcomes
(Human, social and organisation capital)
SELECTING A BESPOKE DESIGN

12. 12
TWO DAY ONLINE COURSE AGENDA
Day 1
• Digital technology and digital business
• The new workforce, enabled through digital technology *
• Making better people decisions through analytics and AI
Day 2
• Developing digital culture and leadership capabilities *
• Re-engineering HR processes and transforming the employee
experience
• Digital HR capability and the digital HR organisation

13. 13
YOUR TRAINER - JON INGHAM
• 25 years in strategic HR, including as an International HR Director
• Consultant, researcher, author, blogger, trainer, speaker…
• A strategic perspective to all areas of people and organization
• Experience as Head of OD leading digital organization project
• Steering Group of ‘Organisation in the Digital Age’ survey and
Advisory Board for CMSWire (digital workplace reporting)
• Co-author with Dave Ulrich of ‘Building Better HR Departments’
• Author of ‘The Social Organization’ (2017)
• UK based but working globally

14. 14
Email: jon@joningham.com
About me: joningham.com
Strategic HCM: strategic-hcm.com / strategic-hcm.blogspot.com
The Social Organization: organization.social
linkedin.com/in/joningham
twitter.com/joningham
Phone: +44 7904 185134
YOUR TRAINER - JON INGHAM

15. DIGITAL HR TRANSFORMATION
JON INGHAM
October 2019
Private & Confidential