“Nobody comes here anymore, it’s too crowded” is one of dozens of quotes from the former New York Yankees all-star catcher Yogi Berra who passed away earlier this year at age 90. The shelf-life and trendiness of many Yogi-isms will sustain due to their classically oxymoronic and clever nature.
Unlike Yogi’s quotes, which adorn many a wall and office desk, the factors that influence the appeal, stickiness, impact and longevity of industry trends are a bit more complicated to hypothesize about. In the HR technology domain, for example, some trends take longer to get adopted and explode than others, even when the expected business impact is comparable. Case-in-point: Contrast the take-up of mobile HR technology with that of predictive HCM or people analytics. Both of these trends get much attention, but degree of deployment and usage across organizations varies considerably.
Various operational dependencies can drive which trends take off or not. These include competencies on-hand—e.g., the ability to properly interpret and analyze data and build related frameworks in the case of people analytics adoption; and ability to expertly market a “case for change” if an HR transformation effort is in order. These seem straightforward, but trend adoption dynamics also extend to how the trend is being promoted, and by whom. A grass roots promotion by HR customers and professionals who are positively impacted by a certain trend, combined with effective marketing campaigns by vendors, is a surefire way of giving a trend legs that are both quick and sustainable.
Below are two trends I’ve excerpted from a new White Paper I co-authored entitled “HR Technology Trends to Watch in 2016.” The paper contains nine such trends that are poised to pick up considerable steam.
Technology-Enabled Talent-Management Science. Sierra Cedar recently found that 39 percent of organizations were now involved in some form of talent-management analytics. Great news, but not a panacea, as the lack of analytics-related competencies (e.g., to define the frameworks, interpret data, identify predictive relationships, etc.) persists in most HR departments. That dynamic aside, we should expect to soon see HCM systems guide users as to where to look for relationships across their data ecosystem. Case in point: An increase in employee turnover might have the system highlight factors that have contributed to higher turnover in the past; e.g., a change in compensation or benefits, cutting back on management training, retirement or even restructuring activities that should perhaps not be counted as regular turnover, using less effective sourcing channels or more aggressive time-to-fill target metrics, etc.
Personalized Engagement and Retention Plans. With three generations working side-by-side for the first time, it is more critical than ever to personalize how employees are managed and through what rewards and recognition levers, basically to the extent of having personalized engagement and retention plans for all key employees. What each employee values in their work experience and career journey over time, in addition to personality tests and team culture or compatibility indicators, might soon become staples within enterprise HCM solutions going forward. Letting a high-potential employee be exposed to different parts of the business might cost almost zero, but, in the end, could be a more effective engagement driver and retention hook than a larger bonus for many.
Steve Goldberg, a principal within Ramco’s HCM practice, has been a global head of HR systems, vice president of HCM product strategy, change-management firm co-founder, industry analyst and HR tech advisor.