By Simon Kent
Progress can be challenging, particularly when it comes to technology. As the world becomes more impressed and indeed worried by what technology can do, HR leaders need to be clear and direct about what they want from technology, how they’re going to get it, and what the result will be. If HR is to achieve any of that, it needs to create and follow a clear technology blueprint.
“A technology strategy should be a road map that balances the understanding of current workforce skills with the ability to forecast future needs, ensuring alignment with the company’s growth ambitions,” says Michael Doolin, CEO of Clover HR. “It should support effective workforce planning on a daily basis while also anticipating long-term recruitment and retention challenges, both on home soil and internationally.
“The strategy should be driven primarily by business needs, ensuring that technological advancements serve as enablers rather than the driving force,” says Doolin. “Furthermore, the HR strategy should also align with and support these business objectives, leveraging technology where it adds value like enhancing efficiency, improving workforce management, and enabling smarter decision-making. The focus should remain on sustainable growth and adaptability, rather than adopting technology for its own sake.”
So far so straight-forward, perhaps. Except that the workplace and technology itself is changing quickly and significantly.
As April Whitson, global division vice president of human resources at ABB Process Industries, notes, HR technology cannot exist in a vacuum. It needs to serve a real and sometimes very demanding workplace. “Each HR team within ABB supports thousands of employees, so our approach must empower leaders by equipping them with the tools and insights they need to drive meaningful change,” she says. Such an approach must be dynamic, continuously evolving to keep pace with shifting workforce expectations.
“Any AI tools being utilised must be continuously monitored and refined to ensure proper alignment with regulations and company values. Without human oversight, AI-generated insights can deteriorate over time, leading to unintended consequences. Regular updates and ethical consideration must therefore remain central.”
“One of the biggest challenges today is adapting to generational shifts, particularly in traditional industries, where hesitation to embrace Gen Z talent can lead to stagnation,” Whitson continues. “This new generation brings adaptability, digital fluency, and a drive to make an impact, yet they are at risk of being held back in the workplace by outdated and unfounded preconceptions about their work ethic and motivation. Implementing the right tech can play a crucial role in breaking down these barriers, providing data-driven insights into emerging skill sets, tracking engagement trends, and equipping leaders with the tools to nurture and develop diverse talent.”
Alongside changes in the workforce are significant and headline-grabbing changes in the technology itself. AI is reshaping the HR sector says Sirsha Haldar, general manager, Northern Europe at ADP, and as it does so, it is making specific and far-reaching demands on HR tech strategy. Implemented correctly, technology can make hiring more efficient, enhance decision-making, and optimise workforce management. But, this is only possible when the tech is guided by rigorous oversight, fairness, and transparency, Haldar says.
This is particularly the case with AI. “Any AI tools being utilised must be continuously monitored and refined to ensure proper alignment with regulations and company values,” explains Haldar. “Without human oversight, AI-generated insights can deteriorate over time, leading to unintended consequences. Regular updates and ethical consideration must therefore remain central.”