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How Digital is your HR?


How Digital is your HR?

I must confess that a few weeks ago I told me son to put a 'cork in it'.

He had overstepped the mark and I thought it was time to make it clear that what he had said was not on.

But he laughed and asked me what a cork was!

HR is being disrupted globally by digital and some businesses are still using corks to solve new problems.

We work with clients around Australia helping them to define their Digital HR strategy and roll out their Digital HR roadmap.

It does surprise us how often client think that Digital is technology and that is only an enabler for HR. Actually, that approach is the old cork.

Digital HR is transforming the traditional model of HR and no longer playing a subordinate role.


The role of Digital HR for workers

Digital is about driving the whole worker experience and driving engagement. The consumerisation of HR. Digital is really an extension of our arm (much like Apple marketing told us with the original iPod) and we want the experience of HR to be at our fingertips, anywhere and anytime.


The role of Digital HR for management

From a management perspective, Digital HR is about helping their business move through the Digital HR maturity model to achieve Digital HR actualisation. The benefits to the business with greater maturity include:

  1. Driving employee engagement
  2. Gains in efficiency through automation
  3. Gains in data management for better compliance and business storytelling
  4. Gains in predictive analytics and reporting
  5. Potential for driving business innovation
Digital HR Maturity Model.png


Digital HR maturity model

In helping clients understand their Digital HR maturity we help them plot their HR domains on a heat map.

Digital HR Maturity Heat Map.png


Digital HR maturity heat map

After plotting the current state HR domains we then develop a future state and a strategy to achieve Digital HR maturity that will achieve the intended benefits.

FK is a leader in Digital HR that can help companies HR become truly digital


What can help or hinder Digital transformation?


What can help or hinder Digital transformation?

Here's a great read for those who seek to become digital ready.

This article raises the following key obstacles that can hinder effective Digital HR transformation in businesses, and inform some of the challenges we face on client sites. A greater awareness and stock take of these prior to our work commencing on client sites informs and enables us to adapt our approach.


  • Slow or stalled decision-making caused by internal politics, competing priorities, or attempting to reach consensus.
  • Inability to prove business value of digital through traditional ROI calculations, resulting in lack of senior management sponsorship.
  • Too much focus on technology rather than willingness to address deep change and rethink how people work.
  • Lack of understanding operational issues at the decision-making level and difficulties when going from theory to practice.
  • Fear of losing control by management or central functions, and fears that employees will waste time on social platforms.

Work culture

Work cultures can either accentuate or alleviate the above obstacles. Of these the following were identified in the article:

  • Strong, shared sense of purpose vs. weak, inconsistent sense of purpose
  • Freedom to experiment vs. absolute compliance to rules and processes
  • Distributed decision-making vs. centralized, hierarchical decision-making
  • Open to the influence of the external world vs. internally focused and closed to the external world

Not surprisingly, of the above cultures the article identified that a strong, shared sense of purpose alleviates many obstacles, especially those of internal politics. 

A strong sense of purpose alleviates political resistance: people are moving in the same direction driven by shared values. A low sense of purpose makes it difficult for people to come to agreements and decisions. They are five times more likely to face obstacles from internal politics, five times more likely to be concerned about employees wasting time and three times more likely to suffer from lack of senior management sponsorship than organizations where there is a strong, shared sense of purpose.

This is one of the biggest cultural challenges we face.

We continue to challenge our teams on how we can best assess obstacles and organisational culture readiness for the digital HR projects we engage on a weekly basis.

View the full article on HBR here: