Editorial
| Pages | 53-54 |
| DOI | https://doi.org/10.1108/SHR-02-2017-0013 |
| Date | 10 April 2017 |
| Published date | 10 April 2017 |
| Author | Javier Bajer |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Editorial
Javier Bajer
Welcome to our latest issue of Strategic HR Review!
It surprises me that businesses around the world are behaving so differently when it comes
to Digital Transformation. Some have a “wait and see” attitude, most see it as the case to
automate what they already do and a few courageous ones are using it as an opportunity
to transform the future of their businesses. Which conversation is your organisation having
around Digital Transformation today?
1. Just wait, digital transformation is coming
There is nothing to do but wait – it will come when the time is right. It is always better than
others go first, so we can learn from their mistakes. We are so busy operating in today’s
world that we don’t have the time, energy or resources to worry about it. Digital
Transformation will come to us and it will be a normal progression for everyone.
2. Digitalise how we work today
Whatever we already do, we can do it better with technology. Just put it online, give them
access to it, allow them to search it. We can keep a record to influence our performance
management systems. This way is faster, better and cheaper.
3. Transform how we will work (and live) tomorrow
How are we making our key decisions? Is this the best thing we can do for our customers?
Do we really need to continue doing things the same way? If everything was possible, what
would great look like? Let’s then build digital solutions to help us transform the value that
we bring to the market.
In this issue we are sharing quite a variety of approaches on Digital Transformation, to
inspire your HR strategy so you can drive significant value to your organisation.
In “HR Digital Disruption: The Biggest Wave of Transformation in Decades”, James Larkin
looks at the changes HR managers can expect in the digital age, with a focus on three
distinct areas – changes within the office, changes at the employee/manager level and
changes to the organisation at large.
In “HR’s New Role: Rethinking and Enabling Digital Engagement”, Ravin Jesuthasan
explores how digital technologies have changed how workers connect with their
co-workers and the organisation, and how that is changing how work gets done.
In “HR’s Guide to the Digital Transformation: ten Digital Economy Use Cases for
Transforming Human Resources in Manufacturing”, Pradeep Amladi highlights new ways
companies are managing their human resources in light of changing technology, mobile
workforces and “The Internet of Things”.
DOI 10.1108/SHR-02-2017-0013 VOL. 16 NO. 2 2017, pp. 53-54, © Emerald Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 53
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