Well before the COVID-19 pandemic struck, large scale shifts in demographics, climate, urbanisation, and economic power, to mention a few, had caused a massive change in our world. But by far, the fastest changes are being brought about by advances in science and technology in general, and more recently, by the pervasiveness of digital products, services and ways of working.
The pandemic itself only accelerated and accentuated these shifts, undermining long-held ideals about the role of corporates in mitigating economic disparities, social imbalances, and digital divides.
Being at the forefront of addressing the human dimension of the pandemic's disruptions, HR functions were subjected to unforeseen stress and were forced to try entirely new approaches to engage employees productively and inclusively, while ensuring employees trust their employers with their careers, growth, wellbeing, and data – two themes that run throughout our Digital HR Survey and this report.
“HR managers should consider themselves to be ‘talent managers’, who can find innovative ways to cater to organisations’ talent needs”.
Digitalisation is transforming how companies work in ways that were previously unimaginable
The respondents to the HR survey in Qatar agree that the digital agenda is now a ‘whole of business’ agenda. It is more than digital products and services, and impacts work, workforce, and the workplace.
“We are integrating digital in what we do and how we do it”
For a successful Digital world, the HR function needs to be at the core of sustaining productivity, managing risks, and building trust in the workplace
The mandate for the HR function is shifting from the urgency of maintaining business continuity during the pandemic to addressing the priorities of the post pandemic digital world. The shift is gradual but certain.
Moving forward, HR is expected to build on the momentum and accelerate the digital journey across the entire talent lifecycle. The digital roadmap should be aligned to the experience of a digital workforce, operating requirements of a digital workplace and to a fit-for-digital employee value proposition.
People practices are being redefined in a digital world.
“HR managers should consider themselves to be ‘talent managers’, who can find innovative ways to cater to organisations’ talent needs, rather than being process controllers, which has been their traditional identity”
Start with strategy, be led by purpose
The COVID-19 pandemic has been a period of stark realisation that success of our employees is intricately linked to productivity of the communities they live in, and whenever an HR function contributes to a digital workplace, skills and platforms, they help bridge the digital divide and recouple social and economic progress.
Entities that focus on digital talent and upskilling will find themselves better placed at leading initiatives on digital inclusion, community education, and upskilling, and fostering a culture of innovation within and beyond their increasingly blurring organisation walls.
83% of the participating organisations in Qatar stated that they are currently in their Digital HR journey, while 17% don’t seem to have initiated the process, and only 3% believe they have achieved a leading position.
“Digitalisation is a vehicle, not an end in itself, the drivers need to be clear and the environment positive – the 3% of the participants who have achieved their Digital HR goals have got their culture, people, and vision properly articulated and aligned."
