How to nurture a transformative digital culture in the workplace
| Date | 19 December 2019 |
| Pages | 7-9 |
| DOI | https://doi.org/10.1108/SHR-11-2019-0086 |
| Published date | 19 December 2019 |
| Author | Mark Williams |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
How to nurture a transformative digital
culture in the workplace
Mark Williams
Abstract
Purpose –HR is at the very heartof this cultural revolution, and everything fromcandidate selection and
onboardingright through to training and developmentplay a key role.
Design/methodology/approach –This paper draws on Microsoft research highlighting productivity
and digitaltransformation.
Findings –Organisations can future proof themselves by letting their employees become the driving
force in the transitionto digital.
Originality/value –This paper encouragesreaders to extend beyond simply using digitaltools, opening
up new channels of communication and inspiring new ways of thinking within an otherwise very
traditional.
Keywords Workplace, Employees, Engagement, Digital transformation
Paper type Viewpoint
Any business worth their salt in 2019 knows how important digital technology is. In
fact, the UK is actually leading the way when it comes to digital transformation, as
more and more businesses adopt technology to help them manage everything from
customer accounts and sales pipelinesto finance and recruitment. This ability to streamline
processes using new tools andplatforms is good, but is it enough? Giants like Microsoft are
convinced that the secret to true productivity is being able to drive growth and ignite
change through digital ways of thinking,not just digital technology itself.
In other words, employers really need a digital culture - not just digital tools –to get ahead
of the competition. HR is at the very heart of this cultural revolution, and everything from
candidate selection and onboarding right through to training and development play a key
role.
Digital transformation is accelerating dramatically acrossjust about every industry. While no
doubt a force for good, it’s certainly disruptive and many businesses and even public
sector organisations have struggled to adapt. As technology allows for things like
automation, artificial intelligence, big data and the “internet of things”, there is a definite
skills gap forming industry-wide. Bringing new candidates in to fill those gaps is an HR
challenge in and of itself, but it is how businesses embrace and train these new recruits
that’s going to bring out the real value.
This is where HR and IT really need to join forces and shine. If a business can find the right
candidates with the right skills, it’s then up to that business to nurture those skills in a way
that benefits everybody. The employee experience has shifted dramatically in recent years,
and HR departments need to leverage the new technology that’s available in order to follow
suit. Agile working is increasing, and users are far nimbler and more mobile than they once
were. In many organisations, employees can work from anywhere in the world, dialling into
meetings and sharing ideas, collaborating on documents and sharing slideshows. Not only
Mark Williams is based at
PeopleFirst,
Nottinghamshire, UK.
DOI 10.1108/SHR-11-2019-0086 VOL. 19 NO. 1 2020, pp. 7-9, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 7
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