- \n
- A majority (83%) of HR leaders are open to
\nthe digitalisation of HR processes.<\/li>\n - However, HR leaders’ top concern when it
\ncomes to HR digitalisation is “not being able to adapt to new and complex
\nskills” (50%).<\/li>\n - The most important function
\nto digitalise is “compensation and benefits” (69%), followed by “onboarding and
\noffboarding process” (58%), and “performance measurement and rewards” (53%).<\/li>\n - Experts say that adaptive
\ncompetencies are instrumental to support a digital-enabled work-environment.<\/li>\n<\/ul>\nSINGAPORE
\n–\u00a0Media OutReach<\/a>\u00a0– 7
\nSeptember 2021 –\u00a0<\/b>As companies move into a COVID-19 endemic
\nworld, Human Resources (HR) will play a strategic function to ensure a smooth
\ntransition of the workforce and workplaces. For that
\nreason, 83% of HR leaders say that they are open to embracing digitalisation of
\nHR processes. However, HR leaders’ top concern when it comes to digitalisation
\nof HR processes is the fear of “not being able to adapt to new and complex
\nskills” (voted by 50%).<\/p>\n
\n <\/p>\n\u00a0<\/p>\n
\n
\n
\n <\/p>\n\u00a0
![](\"https:\/\/release.media-outreach.com\/release.php\/Images\/Thumb\/500x0\/174986\/A5-HR-PressRelease-6-Sep-zz-.jpg#image-174986\")
<\/p>\n
\n <\/p>\nThese
\nare some of the key findings uncovered in NTUC LearningHub (NTUC LHUB)’s recent
\nIndustry Insights 2021 survey on Human Resources, conducted in August 2021 with
\n200 professionals who are HR leaders and managers with hiring responsibilities.<\/p>\n
\n <\/p>\nHR leaders
\nagree (89%) that their company recognises the need to digitalise HR processes
\nto achieve stronger business outcomes. According to them, the most important
\nfunction to digitalise is “compensation and benefits” (69%), followed by
\n“onboarding and offboarding process” (58%), and “performance measurement and
\nrewards” (53%). When asked about the benefits of digitalisation, HR leaders cite
\n“improve work efficiency” (67%), “allow time for more strategic high-value
\ntasks” (54%) and “fewer human errors” (53%), as top benefits of digitalising HR
\nprocesses.<\/p>\n
\n <\/p>\nHowever,
\nonly 19% of HR leaders report that their company has implemented digitalisation
\nto a large extent, that is, more than 75% of HR processes. Despite the sluggish
\nadoption of HR digitalisation at the workplace, there are plans to do so in the
\nnext two to three years. HR professionals reveal that their company intends to
\ninvest in “robotic process automation” (42%), “cloud-based platforms” (38%),
\nand “artificial intelligence and machine learning capabilities” (38%). <\/p>\n
\n <\/p>\n\u00a0<\/p>\n
\n <\/p>\nIn
\naddition, key challenges are the “lack of budget to invest in digital
\ntransformation” (48%), “lack of in-house expertise” (48%)”, and “lack of
\nrequired skillsets to adapt” (38%). To enable the growth of digitalisation of
\nHR processes, companies are likely to “mix both training and hiring” (39%), “hire
\nHR professionals with relevant digitalisation skills” (36%), and “provide
\nskills training for existing HR employees” (16%). With that, most of the HR
\nleaders (98%) also agree that there is a greater need for HR practitioners with
\na mix of traditional and digitalisation skills. <\/p>\n
\n <\/p>\n\u00a0<\/p>\n
\n <\/p>\nTheresa Soikkeli, Chief
\nHuman Resources Officer at NTUC Enterprise, comments, “Today, HR’s role in any
\norganisation is increasingly crucial, to ensure business success, through the management
\nof the most valuable asset, that is, human capital. With the unpredictable
\nbusiness climate, HR must be strategic and develop a workforce that is
\nresilient and agile. This is possible through reskilling and upskilling of the
\nexisting workforce towards digitalisation, and hiring the right talent to
\npropel the business.”<\/p>\n
\n <\/p>\n\u00a0<\/p>\n
\n <\/p>\nNTUC
\nLHUB’s Director of Human Capital, Sean Lim, adds, “Taking the step to upskill HR
\nprofessionals is the start of inculcating a culture of continuous learning and utilising
\nadaptive skills to keep up with constant technological developments. As the HR
\nfunction will be at the forefront of digital transformation, HR professionals
\nmust also possess complementary competencies in the sociological and
\nbehavioural aspects to the function in order to harness the true power of data
\nand technology. These higher-value roles position HR as a more proactive and
\nstrategic function. Thus, HR professionals will need to upskill and reskill
\ntheir adaptive competencies as well in order to support a digital-enabled
\nwork-environment.”<\/p>\n
\n <\/p>\n\u00a0<\/p>\n
\n <\/p>\nTham
\nChien Ping, Master Facilitator and Representative, Southeast Asia, at Society
\nfor Human Resource Management comments, “COVID-19 has shown us that many
\ndigital tools can in fact facilitate a lot of our work. This equalises digital
\nskills and knowledge as it was something that the entire workforce had to
\nembrace, regardless of age or ‘digital background’. As companies transform, HR
\nwill have to do the same as a partner to business and working closely together
\nto mitigate gaps through digitalisation. This allows HR practitioners to
\ntransition into higher value roles such as consulting, counselling, and coaching,
\nwhich very much require people-centric skills.”<\/p>\n
\n <\/p>\n\u00a0<\/p>\n
\n <\/p>\nTo
\ndownload the Industry Insights 2021 Report on Human Resources, visit https:\/\/www.ntuclearninghub.com\/human-resources-2021<\/a>.
\nFind out more about the courses, training and grants at https:\/\/www.ntuclearninghub.com\/<\/a>.<\/p>\n<\/p><\/div>\n\n
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