Should Human Resources and IT departments merge?
Esther Silver
Working across the business to ensure we provide the best products and services to Universities - listening, understanding, working together and being human.
I’ve been thinking for some time now about the increasing impact that IT is having on people in our organisations. We are used to using systems and online methods to recruit, on-board, train, inform, appraise and engage our teams. Now, the use of AI to perform complex tasks and processes gives the potential of a more direct impact on the roles, responsibilities and future careers and working patterns of staff*
This thought was brought to mind again on attending the Digital Leadership Forum’s first event on ‘AI for Good’ recently. Whilst discussing potential unintended bias of using AI based on historic data for decision making, Dr Jennifer Cobbe (Cambridge Trust and Technology Initiative) suggested the need for social scientists to be involved in testing and auditing, using socio-technical processes to validate data.
When working on strategic review of systems and implementation projects it is normal to consider system, process and people. However, too often the people aspect is neglected, the impact on individuals, teams and culture underestimated and the required focus on change management ignored. Perhaps this is because it is potentially the most difficult part of the equation.
Projects, programmes and policy in the IT and HR functions tend to arise from independent aims and discreet perspectives. They are sometimes planned in isolation, when in reality we have moved to an age when these areas are intrinsically linked. Businesses may find themselves dealing with unexpected consequences outside of anticipated scope; causing initiatives to fail because one area or the other has not been given sufficient focus.
Can we force a better view, be better prepared and support staff more effectively by challenging traditional functional structures? We should not rely on the CEO and the Board to consider strategic level impact alone; rather we could ensure that operational and tactical activity in the HR and IT areas have a combined, intelligent and thoughtful input from the bottom up. As many organisations are reviewing their Operating Model in light of changes that IT presents, it will be interesting to see whether a ‘Resources Department’ that covers IT and HR emerges.
* Here I would like to reference Kate Rogers' article on ‘The New World of Work’, in the Third Sector publication July/August 2019. Kate talks about a potential side-effect of new technology being reduced working hours in the week, and the possible consequences of this shift.
HEPI Partnerships Director| Academic Mentor
4yDisruptive thinking Esther - interesting read for anyone in #HR
Love is the way 💗 kristinawirz.com
5yOne company. One Mind. One Vision. Only One. Who would we be without organisation structures, "job titles", hierarchies and separate departments? Probably a lot more connected, free and empowered to offer our energy in service to a cause, naturally gravitating to activities and tasks we enjoy doing without being limited by a small box and narrow definitions of what "work" is.
A passionate, outcome focused IT change agent. Leading, supporting and developing teams and organisations to create successful short, medium and long-term outcomes.
5yI can see the benefits of HR & Finance merging as they both manage, model and develop corporate assets aligning to the strategic roadmap of the organisation. IT is, in my mind, the enabler and conduit providing the tools that both parts of the business need.