{"id":9041,"date":"2021-05-04T10:00:42","date_gmt":"2021-05-04T09:00:42","guid":{"rendered":"https:\/\/www.sage.com\/en-gb\/blog\/?p=9041"},"modified":"2026-01-29T09:45:21","modified_gmt":"2026-01-29T09:45:21","slug":"digital-transformation-hr-secret-tips","status":"publish","type":"post","link":"https:\/\/www.sage.com\/en-gb\/blog\/digital-transformation-hr-secret-tips\/","title":{"rendered":"How to embrace digital transformation in HR: 8 secret tips from the experts"},"content":{"rendered":"
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\n\t\t\t\t\t\t\tPeople & Leadership<\/a>\t\t\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t
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\n\t\t\t\t\t\tHow to embrace digital transformation in HR: 8 secret tips from the experts\t\t\t\t\t<\/h1>\n\t\t\t\t<\/div>\n\n\t\t\t\t\t\t\t\t\t

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\n\t\t\t\n\t\t\t\t\"Headshot\t\t\t\tCharlotte Penny<\/span>\n\t\t\t<\/a>\n\n\t\t\t\t\t<\/div>\n\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t<\/div>\n<\/div>\n\n\n\n

Organisations are really starting to put the pedal to the metal when it comes to digital transformation.<\/p>\n\n\n\n

In fact, 75% of HR and People leaders have already invested in some form of HR tech \u2013 and 57% of those who already have, plan to invest even more \u2013 according to our recent research report, HR in the moment: Changing expectations and perceptions of HR<\/a>.<\/p>\n\n\n\n

From automation and self-service, to mobile and analytics, the right HR tech is vital. But where do you start?<\/p>\n\n\n\n

We\u2019ve gathered the thoughts of HR and People technology experts and we share their wisdom in this article. Here\u2019s what it covers:<\/p>\n\n\n\n

1. Stop firefighting and start strategising<\/a><\/p>\n\n\n\n

2. Reframe change within your organisation<\/a><\/p>\n\n\n\n

3. Get comfortable with the idea of technology generally<\/a><\/p>\n\n\n\n

4. Embrace HR and People analytics<\/a><\/p>\n\n\n\n

5. Be realistic about outcomes<\/a><\/p>\n\n\n\n

6. Speak the language of your stakeholders<\/a><\/p>\n\n\n\n

7. Build relationships to get buy-in<\/a><\/p>\n\n\n\n

8. Capitalise on new tools<\/a><\/p>\n\n\n\n

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Download your free guide, The 10 step guide to building a compelling business case for an HR system<\/a><\/div>\n<\/div>\n\n\n\n

1. Stop firefighting and start strategising<\/h2>\n\n\n\n

What makes considering HR technology and digital transformation a challenge for most is that, in the words of talent acquisition expert Shally Steckerl<\/a>, the nature of HR means more time is spent firefighting than strategising.<\/p>\n\n\n\n

\u201cIn HR, we tend to deal with what is urgent, rather than important,\u201d he says. \u201c[We tend] to be more customer services-orientated than strategically business-focused.\u201d<\/p>\n\n\n\n

The first step is to take that step back from the day-to-day. Consider the businesses\u2019 overall needs and objectives to understand what value you need HR tech to bring and work back from there.<\/p>\n\n\n\n

2. Reframe change within your organisation<\/h2>\n\n\n\n

\u201cThe number one thing preventing HR transformation,\u201d says Matt Charney<\/a>, executive editor of Recruiting Daily, \u201cis that the same leaders responsible for driving change are also sometimes terrified by the concept of a shift in the status quo.\u201d<\/p>\n\n\n\n

Change can sometimes be daunting \u2013 and pushback on that change even more so.<\/p>\n\n\n\n

Jacob Morgan<\/a>, founder of The Future of Work University, simply advises that HR leaders need to remain resilient.<\/p>\n\n\n\n

\u201cUnderstand that \u2018no\u2019 simply means \u2018not yet\u2019,\u201d he says. \u201cWhen leaders say no, it means HR needs to go back to the drawing board to make improvements.<\/p>\n\n\n\n

\u201cMake your vision of transformation so good and so compelling that others can\u2019t afford to say no.\u201d<\/p>\n\n\n\n

Being open to change in the first place is also paramount.<\/p>\n\n\n\n

3. Get comfortable with the idea of technology generally<\/h2>\n\n\n\n

Just a quarter of HR and People leaders view themselves as tech experts, according to our Changing face of HR<\/a> research report.<\/p>\n\n\n\n

\u201cLet\u2019s face it,\u201d says HR consultant Gautam Ghosh<\/a>, \u201cHR leaders aren\u2019t always very comfortable with technology.\u201d<\/p>\n\n\n\n

Ghosh says many HR leaders therefore \u201csimply implement the HR module of the ERP [enterprise resource planning] solution they are already deploying\u201d.<\/p>\n\n\n\n

We think CEO of JumpStart HR Joey Price<\/a>\u2019s advice on this is invaluable.<\/p>\n\n\n\n

He explains the first step forward is one in the mind: \u201cTo stay relevant as the world around us changes, we must drastically reimagine what values we cling to about our profession…<\/p>\n\n\n\n

\u201cHR and People leaders are being forced to don new identities that are agile, tech and data-oriented. That battle will be won in the mind before it can be won within an organisation.\u201d<\/p>\n\n\n\n

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Download your free guide, The 10 step guide to building a compelling business case for an HR system<\/a><\/div>\n<\/div>\n\n\n\n

4. Embrace HR and People analytics<\/h2>\n\n\n\n

For Matt Charney, clear data and analytics<\/a> should be a focus point for any digital transformation and change.<\/p>\n\n\n\n

He says: \u201cSome obvious benchmarks to consider would be revenue per employee, employee lifecycle value, worker productivity and its impact on profitability.\u201d<\/p>\n\n\n\n

\u201cYour people are your greatest asset,\u201d he adds. You need to demonstrate their return on investment.<\/p>\n\n\n\n

5. Be realistic about outcomes<\/h2>\n\n\n\n

Perry Timms<\/a>, founder of People and Transformational HR, says HR leaders must be pragmatic about change.<\/p>\n\n\n\n

He explains that we should expect to see \u201ca low-frequency change\u201d. In other words: \u201cWe won\u2019t always see HR transformation immediately.\u201d<\/p>\n\n\n\n

It\u2019s important therefore to set achievable benchmarks.<\/p>\n\n\n\n

For HR consultant Jon Ingham<\/a>, it\u2019s important to start with the objective. \u201cWe should always begin any transformation with clear desired outcomes, which for the HR group include capabilities in people management, organisation design, change management and service delivery,\u201d he explains.<\/p>\n\n\n\n

It\u2019s vital, Ingham continues, to connect these objectives to the overall organisation principles.<\/p>\n\n\n\n

This, he says, will allow HR to work within the organisation\u2019s technology framework, which will make it easier to understand how their scope is affected by the business.<\/p>\n\n\n\n

Laying out markers of success will, in the words of Katie Jacobs<\/a>, senior stakeholder leader at CIPD, help leaders to \u201cunderstand the why\u201d.<\/p>\n\n\n\n

And once every step to success can be rationalised, she says, it will be much easier for HR to get the investment they need.<\/p>\n\n\n\n

6. Speak the language of your stakeholders<\/h2>\n\n\n\n

According to analyst Ben Eubanks of Lighthouse Research and Advisory<\/a>, research shows that \u201cbusiness executives outside HR are more likely to see HR technology investment as a strategic move by the business, while HR leaders are more likely to see it as just a way to automate tasks or be more efficient\u201d.<\/p>\n\n\n\n

The fact is that both are true.<\/p>\n\n\n\n

Therefore, try to speak the language of your stakeholders. Let them know the value your investment will deliver back to the business, have a clear roadmap to success and be firm in your reasoning.<\/p>\n\n\n\n

If you\u2019re sure about the solution you want to acquire, let your stakeholders know how much it means to you by building a strong business case.<\/p>\n\n\n\n

We think founder of HRnB Consultants Talia Edmundson<\/a> summarises this best.<\/p>\n\n\n\n

She says: \u201cConsider how a COO or CFO reports to the person in the company\u2019s driver seat. They\u2019re direct, succinct and matter of fact.<\/p>\n\n\n\n

\u201cThese communications styles are nuanced and require practice.<\/p>\n\n\n\n

\u201cPractice phrasing. Learn how to read a P&L. Follow the money. Understand your company\u2019s market and customer. Most importantly, communicate like a business leader.\u201d<\/p>\n\n\n\n

7. Build relationships to get buy-in<\/h2>\n\n\n\n

For Joey Price, a shift in mindset and building relationships with tech experts internally is one of the most important things to consider.<\/p>\n\n\n\n

He explains: \u201cFor quite some time, HR leaders have shield away from technical conversations because we\u2019ve felt the greatest value that we bring to our organisation in our heart.<\/p>\n\n\n\n

\u201cWe must come to an understanding that the world around us has become more advanced.<\/p>\n\n\n\n

\u201cTake your IT leaders out for a virtual coffee and pick their brains about progress in their field. We must accept the reality that the world has evolved, and we are not in the same professional landscape as we were a year ago.\u201d<\/p>\n\n\n\n

8. Capitalise on new tools<\/h2>\n\n\n\n

The final word goes to Paul Falcone, chief HR officer at Motion Picture and Television Fund, who believes HR leaders \u2013 and organisations \u2013 that demonstrate a natural inclination to pursue HR tech as a business advantage will thrive.<\/p>\n\n\n\n

\u201cEarly adopters of data-driven intelligence will have a significant advantage over their competitors,\u201d he explains. \u201cNow, more than ever, capitalising on these new tools will cement your place in HR\u2019s future.\u201d<\/p>\n\n\n\n

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The 10 step guide to building a compelling business case for an HR system<\/h2>\n\n\t\t\t\t\t\t\t\t\t
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Use this guide to learn how to make the strongest and best business case in order to get effective business buy-in for HR technology investment.<\/p>\n\t\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\tDownload your free guide<\/a>\n\t\t\t\t\t\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\n\t\t\t\t\t\"\"\t\t\t<\/div>\n<\/div>\n\n\n

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Join more than 500,000 UK readers and get the best business admin strategies and tactics, as well as actionable advice to help your company thrive, in your inbox every month.<\/p>\n\t\t\t\t\t<\/div>\n\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\tSubscribe now<\/a>\n\t\t\t\t\t\t\t<\/div>\n\n\t\t\t\t\t<\/div>\n\n\t\t\t\t\t\"\"\t\t\t<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

We share secret insights on what HR leaders should be thinking about when it comes to digital transformation.<\/p>\n","protected":false},"author":1660,"featured_media":9042,"menu_order":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_sage_video":false,"post_featured_image_hide":false,"footnotes":""},"categories":[10,11],"tags":[240,159,125],"business_type":[3],"lilypad":[],"context":[],"industry":[],"persona":[69,71],"imagine_tag":[92,217,96],"coauthors":[406],"class_list":["post-9041","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-people-leadership","category-technology-innovation","tag-hr-processes-medium-businesses","tag-midsized-business","tag-workplace-technology","business_type-medium-sized-business"],"sage_meta":{"region":"en-gb","author_name":"Charlotte Penny","featured_image":"https:\/\/www.sage.com\/en-gb\/blog\/wp-content\/uploads\/sites\/10\/2021\/04\/GettyImages-748343311.jpg","imagine_tags":{"92":"HR and Payroll","217":"HR processes","96":"Medium businesses"}},"distributor_meta":false,"distributor_terms":false,"distributor_media":false,"distributor_original_site_name":"Sage Advice UK","distributor_original_site_url":"https:\/\/www.sage.com\/en-gb\/blog","push-errors":false,"_links":{"self":[{"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/posts\/9041","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/users\/1660"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/comments?post=9041"}],"version-history":[{"count":0,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/posts\/9041\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/media\/9042"}],"wp:attachment":[{"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/media?parent=9041"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/categories?post=9041"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/tags?post=9041"},{"taxonomy":"business_type","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/business_type?post=9041"},{"taxonomy":"lilypad","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/lilypad?post=9041"},{"taxonomy":"context","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/context?post=9041"},{"taxonomy":"industry","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/industry?post=9041"},{"taxonomy":"persona","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/persona?post=9041"},{"taxonomy":"imagine_tag","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/imagine_tag?post=9041"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.sage.com\/en-gb\/blog\/api\/wp\/v2\/coauthors?post=9041"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}