HR’s guide to the digital transformation: ten digital economy use cases for transforming human resources in manufacturing
| DOI | https://doi.org/10.1108/SHR-12-2016-0110 |
| Published date | 10 April 2017 |
| Pages | 66-70 |
| Date | 10 April 2017 |
| Author | Pradeep Amladi |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
HR’s guide to the digital transformation:
ten digital economy use cases
for transforming human resources
in manufacturing
Pradeep Amladi
Pradeep Amladi is Vice
President Marketing at
Manufacturing and
Energy Industries, SAP,
Palo Alto, California, USA.
Abstract
Purpose –Increasingly chaotic markets are prompting manufacturers to look for new ways to bolster
their bottom lines and win in a competitive business world. While the majority of efforts revolve around
streamlining manufacturing processes or maintenance procedures, human resource management also
can yield compelling returns.
Design/methodology/approach –This is a viewpoint article from vice president of manufacturing
solutions marketing at SAP. The author works daily with the largest Fortune 500 corporations in
automotive, aerospace, packaging, chemicals, oil and gas, high-tech, mining, milling,
cement/construction and more. This expertise gives him unique insight into the multiple industries and
their HR challenges, solutions and innovations.
Findings –Whether it is competing for workers, maintaining a flexible workforce or giving workers tools
to make their jobs easier, HR teams are embracing digital transformation to help their companies
maintain profitability and market leadership.
Originality/value –New ways companies are managing their human resources in light of changing
technology, mobile workforces and “The Internet of Things”.
Keywords Technology, Leadership, Globalization, Productivity, Multinational, Transformation
Paper type Viewpoint
Increasingly chaotic markets are prompting manufacturers to look for new ways to
bolster their bottom lines and win in a competitive business world. While the majority
of efforts revolve around streamlining manufacturing processes or maintenance
procedures, human resource management also can yield compelling returns. As
manufacturers move into the digital age of data-driven decisions and actions, it is more
important than ever to have a strong, diverse workforce. Yet, businesses across the globe
are finding it difficult to hire and retain enough workers to support their growth despite a
rising global population; and industry experts predict the situation will worsen over the next
20 years.
While there are a number of factors contributing to a potential labor shortage, the most
pressing is an aging workforce. In many of the world’s developed countries, retirement-age
employees from all types of industries are exiting the workforce at a faster rate than
qualified workers are being hired to replace them. The US Census Bureau (He et al., 2016)
projects that between 2025 and 2050 people aged 65 and older throughout the world
double to 1.6 billion globally, whereas the total population will grow by just 34 per cent over
the same period. The exodus of older workers not only leaves companies with less
PAGE 66 STRATEGIC HR REVIEW VOL. 16 NO. 2 2017, pp. 66-70, © Emerald Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-12-2016-0110
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