Last Saturday May 25, 2019 was held for the first time in the Dominican Republic. A global event organized by PASS and that seeks to share knowledge about the environment around the SQL Server database. Some 300 people participated in some 12 conferences given by national and international speakers. SPN Software was as official sponsor of the event.
02-12-2019.
During the day an interesting and dynamic Colloquium on the reforms to the Dominican Labor Code was carried out. Currently, an adequate environment is being presented for the approval of important amendments to Law 11-92.
For the SPN Software team it is of vital importance and part of its service philosophy, to keep the client community and the same team of company consultants updated on the changes that are projected.
Mr. Martín Bretón specialist in the subject led an interesting discussion on the subject to various representatives of the Talent Management area of important organizations present at the event.
The digital transformation is Relevant for All Industries, only change the Speed and Adoption. The IDC Corporation of the United States defines Digital Transformation as a continuous process through which companies adapt or implement disruptive changes in their organization, their clients and their market (external ecosystem) through the capacity to replicate innovation in the business models, products and services, to unify the digital and physical components in a natural way.
In this way they improve not only the customer experience but also the operational results and the efficiency of all the departments of the organization.
There is talk of efficiency of the departments of the organization. Within those departments one that has an important challenge in this process of digital transformation is the Talent Management unit commonly known as Human Resources.
Within the Disciplines in a process of Digital Transformation is one related to the ‘Transformation of the Labor Force’. It promotes the transformation of the way in which talent is accessed and connected within the organization.
In the process of digital transformation of Human Resources environments, it will be necessary to combine, on the one hand, the change in the perception of the people’s own management, with the use of an integrating and flexible technology, on the other, that allows a greater participation of all employees.
At the pragmatic level, innovative processes can be incorporated, such as:
• The Collaborator’s Experience throughout the life cycle of the organization.
• A Recruitment and Selection process with high support of recruiting technologies and social networks.
• Notifications (traceability) of the entire selection process.
PILLARS
• Virtual Reality Platforms for induction processes and security policy.
• Self-service Platforms to centralize all the interaction of the collaborator during the cycle of permanence in the organization.
• Internet of Things (IOT) through devices to send updated information.
• Facial and voice recognition for restricted access and consultations.
• Virtual education programs with artificial intelligence support to adapt the programs to the advances obtained.
• Corporate social networks.
As we can see, the challenge is broad for the Talent Management unit. The initial steps have to do with the prioritization of the activities to be carried out. They must be consistent with the corporate strategy. No matter the industry in which we are the digital transformation is real and we are all being benefited by it.
A first task is to evaluate the level of maturity in which the organization is within the digital transformation. According to the IDC Corporation organizations can be in one of these stages: Detractor, Explorer, Player, Transformative and Disruptive. Depending on that level of Maturity is where the steps to be performed are defined.
The steps to be carried out are suggested to be carried out based on this scheme:
• Visualize the future • Build Roadmap by Horizon
• Identify and prioritize use cases
• Examine suppliers
• Start up
La transformación digital es real y ha calado profundamente en la manera de hacer las cosas dentro de las empresas. Inicialmente, el cambio fue entendido como un proceso de renovación de equipos y sistemas que permitirían a las organizaciones beneficiarse de las nuevas tecnologías, pero rápidamente se comprendió que la transformación tiene una cuota cultural muy importante si es que verdaderamente se quiere lograr un cambio. Es, en este contexto, que hoy la gestión de personas y el área de recursos humanos cumplen un rol muy destacado en la transformación digital de las organizaciones.
The commercial benefits of the digital transformation of Human Resources (HR) are quite clear. You can alter Human Resources operations in a way we have never seen before. However, adapting to this change is not easy and human resources teams face a rebellion of employees struggling to get digital technologies up and running. Here, in this blog, we will cover the steps to be successful with the digital transformation of human resources.
What is the digital transformation of human resources?
The digital transformation of human resources assumes the implementation of self-service platforms and technologies for human resources. It carries the potential of a new discourse on human resources operations. It provides new ways to streamline human resources tasks, such as learning, training and employee performance: leading to better commitment, innovation and motivation of employees.
The biggest myth associated with the digital transformation of HR is that it is only about implementing digital operations and automation. However, technology is only part of the whole process that implies moving towards a digital culture. The digital transformation of human resources implies fostering new forms of work, closing knowledge gaps, increasing commitment and solving business problems.
Why do companies need the digital transformation of human resources?
The scope of the digital transformation of human resources is fascinating and can help companies achieve global business benefits. Companies can establish an environment that allows for productivity, commitment to collaboration, income efficiency and well-being.
Good practices for the digital transformation of human resources.
The road to success with the digital transformation of human resources is complex and not simple. Companies that randomly deploy digital technologies face setbacks. Adjusting HR practices to a new world requires a lot of restructuring and grassroots work.
Strategic planning: Develop deep-level technical knowledge to make change feasible and friction-free. The digital transformation of human resources is not replacing an obsolete technology with the new one. Framing a multi-year strategy around enterprise resource planning (ERP) frameworks, applications and tools can reduce the disruption of human resources operations. Teams that operate in silos or in a rigid world can stop taking advantage of technologies effectively.
Transformation is not a matter of once and done. Companies must develop a comprehensive use case to obtain the approval and approval of the business leaders’ budget. Detailed project planning for change management phases, comprehensive communication, testing and training can help teams eliminate business reduction errors. Teams must also perform due diligence to validate the plan from time to time.
Digital transformation team: establish a central team to initiate and execute the digital transformation initiative. The team should be composed of six to nine experts in the field who can predict the impact of technology in different business areas. Human resource leaders must ensure that the participants in this team are not helicopter participants. Instead, they should be asked to monitor projects regularly and keep the organization informed.
Continuous learning: establish a learning climate and continuous development in the company. Prepare a calendar to allow employees to work seamlessly with the new age tools.
The development of skills is an important aspect of the project of digital transformation of human resources. No technology can be exploited if the teams do not know how to use them. That’s why human resources leaders must assess their skills and encourage personal development.
Performance management: identify key measures and indicators of success and celebrate the success of each milestone. Encourage employees to take on new and innovative projects and reward them for their good work. Recognize professional development and good work at all levels. Involve and encourage employees to keep their morale high at all times.
Ensure communication: establish a communication framework for greater collaboration between teams. It helps teams respond faster to failures and problems. Teams can coordinate faster and solve problems in less time. Human resources teams can coordinate with technology teams and become more agile.
Enterprise IT integration: Prevent islands of automation and multiple sources of truth with enterprise IT integration. Integration is an inherent challenge in any digital transformation initiative. Business integration can help teams to combine systems. This can help bring employee data from any source to the backend of current systems. From a single location, teams can govern and manage technologies in a hybrid ecosystem.
Governance framework: Enable a governance framework to manage change requests related to human resources operations. All departments must be connected for this to happen. Use design thinking methodologies to configure an IT architecture ready for the future. It helps define the user’s people and allows new user experiences. Operations such as switching to a new application for recruitment, using Artificial Intelligence (AI) to mention the job description, sharing payroll data with partners becomes easy with better governance.
Factoring in these best practices can help human resources leaders achieve continuous and lasting success of their digital initiatives. Human resource leaders can become game changers and enable agility throughout the organization through continuous innovation.
Talk about Good Practices Information Technology. Wednesday, 30-08-2018, Instructor Ricardo Federico.
IDC Corporation exhibits in the Superintendency of Securities (SIV) on Digital Transformation.
In the last two years, we have witnessed an explosion of articles and writings about digital transformation. IDC defines the Digital Transformation (DX), as the application of the 3rd platform (Cloud / Big Data & Analytics / Mobility / Social Media) and the disruptive technologies (IoT / Impresion 3D / Robotics / SecNextGen) to the world today.
During a conference held at the premises of the Superintendency of Securities Lic. Judith Gil, international consultant of the North American corporation IDC explained that DX carries with it, not only a technological change, but also a change of aptitude in people. To stay in this dynamic and competitive market, organizations have to reinvent themselves.
The conference entitled ‘The five pillars of digital transformation’ organized by Academic Vanguard, resulted in a dynamic of questions and answers within the present, on the current trend novelty regarding the digital transformation of organizations.
Conference on ‘Psychometric Tests’.
Ms. Ana Battle of the international firm PROFILES presented to the managers of the area of Human Management, the talk on ‘Importance of Psychometric Tests’.
VISIBILITY: The CEOs create a general vision, obtaining inputs from the entire organization.
EXPONENTIAL IMPROVEMENTS: Having the measures of key management indicators empowers CEOs to develop appropriate action plans.
TIME SAVING: The CEOs are always very busy. They do not have the time to access multiple reports from the entire organization. Dashboards for CEOs allow them to access key data from all areas and make the decision-making process faster.
ALIGN BUSINESS GOALS WITH PERFORMANCE: One of the great benefits of the dashboard is being able to capture the gap between the defined strategy and the performance of operations. From that gap develop immediate action plans.
PRODUCTIVE AND OPERATIONAL EFFICIENCY: Collaborators generally perform better when they know that their supervisors have access to know the results of their indicators. The CEOs can know the departmental results and thus identify which ones need improvements in certain processes.
An interesting talk about Labor Obligations and Forms given by specialists of the Ministry of Labor of the Dominican Republic was held on 16-05-2015. In this activity, all the Forms that the organizations must complete and submit to the General Directorate of Labor were presented and explained.
Representatives about 80 organizations, which use the platform SPN Software, were present in the activity.
