FOCUS OF PRESENTATION

• DIGITAL AGE

• ROLES OF HR AND DIGITAL TRANSFORMATION

• CHANGES ON HRM, WORKFORCE AND USE OF TECHNOLOGY

IN DELIVERING HR ACTIVITIES

• JOURNEY TO GOVERNMENT’S DIGITAL TRANSFORMATION

(DELOITTE DIGITAL Global Survey)

• DIGITAL GOVERNMENT (Philippines)

DIGITAL DEFINEDRefers to the combination of 5 modern technology

components that are coalescing to change the way we

work, shop, communicate and get around.

•SOCIAL

•MOBILITY

•ANALYTICS

•CLOUD

•CYBER SECURITY

WHICH GENERATION DO YOU BELONG?

• 1946 to 1964 Ages 54 to 72Baby Boomer

• 1965 to 1981 Ages 37 to 53Gen X

• 1982 to 1996 Ages 22 to 36Gen Y

Silent Generation

1945 and below (Ages 73 & above)

Digital Natives

(Marc Prensky, 2001)

Millennials

(William Straus, Neil Howe et al., 2010)

Net Generation

(Don Tapscott, 2008)

Communication (cell/email/IM)

Social Life (Facebook/IM)

Research (Google, FAQs, Online Answers)

Productivity Applications (MS Office. Quick Office)

Organizing life (calendars/Tablets)

Online Shopping

Future (wearables)

Baby Boomers GEN X

Silent Generation

Digital Natives

•Technologically fluent

Digital Immigrants

•TSL –use Technology as a Second Language

•Speak with a “digital accent”

DIGITAL NATIVES

• Rapid access to information from multiple sources

• Multi-tasking• Multi-media over text• Random access to information• Networked interactions with multiple

people• Just-in-time learning• Immediate rewards• Relevant, useful, fun learning

• Controlled information access, limited sources

• Doing one thing at a time• Text • Sequential information processing• Independent work• Deferred rewards• Serious learners

DIGITAL IMMIGRANTS

Source: Educause

TV GENERATION

“Boomers”

PC GENERATION

“Gen X”

NETGENERATION

“Gen Y”

Web What is it? Web is a tool Web is oxygen

Community PersonalExtended Personal

Virtual

Perspective Local Multi-national Global

Career One career Multiple careersMultiple

reinventions

Loyalty Corporation Self Soul

Authority Hierarchy Unimpressed Self as expert

BUT WAIT….

Millennials Are Old News — Here comes the

Generation Z

Digital Employees

Digital WorkDigital

Employee Management

Marked digital qualifications

Multitasking capabilities

Affinity for networking

Learning by doing

Preference of instant

gratification and frequent rewards

Prensky 2001

To identify actual digitally induced changes in attitudes, qualifications, behaviours and expectations of younger employees, while yet avoiding any stereotyping and

considering heterogeneity of actual changes.

Digital employees constitute a first notable area of digital changes and challenges of the HR profession.

(D’Netto and Ahmed, 2012; Ng et al.)

Diversity and Inclusive

Working Relationships

Relating to work content, and the ongoing digitalisation in the office, which means an increasing automation of

manual and routine work, and a slow but steady change of remaining tasks towards “brain and information work”.

To keep up with the digital change, HRM has to systematically prepare and also cushion this enduring

change of work content and corresponding qualification demands in its multifarious facets.

Refers to the planning, implementation and in particular application ofdigital technologies to support and network the HR profession, aphenomenon also known as electronic HRM.

(Bondarouk and Ruël, 2009; Strohmeier, 2007)

Recognizing the new requirements that digital forms of work organization pose on managing employees, such as leadership competencies and performance feedback.

THE FOUR ROLES OF HR AND DIGITAL TRANSFORMATION

-TP DEO-

Strategic Partner

Change Agent

Administrative Expert

Employee Champion

ULRICH DEFINITION TP DEO

STRATEGIC

PARTNER

•Develops and aligns

strategies with

mission, vision,

values of the

organization

•Fosters systems

thinking and

customer focus

•Aligns the organization’s strategies with

the upcoming digital environment

•These could take the form of mobile

applications that help roll out and access

quick pulse surveys or of an e-

communicator that helps employees

connect with their HR partners anytime,

anywhere

ULRICH DEFINITION TP DEO

CHANGE

AGENT

•Understands the

organization’s

culture and

institutionalizes

change capability

within the

organization

assisting line

managers to lead

and facilitate

change.

•Use of e-based training sessions and

video-based learning. This is more

effective not only in terms of reach but

also in terms of ease of delivering content.

•Putting into place community based e-

learning platforms through which

employees can reach each other across

geographical regions, anytime, anywhere

and collaborate and learn based on

common learning goals or interests.

. - are about access and interaction … anytime, anyplace

ULRICH DEFINITION TP DEO

ADMINISTRATIVE

EXPERT

•Creates and delivers

effective and

efficient HR

processes tailored to

unique business

needs, manages

costs, and delivers

HR products and

services

•Whether it is analyzing multiple

sources of data within seconds,

providing feasible solutions, or

calculating the ROI on various

employee initiatives, digital HR is

the key to quick and informed

strategy and decision-making

•Establish a Human Resource

Management Information System

ULRICH DEFINITION TP DEO

EMPLOYEE

CHAMPION

•Helps implement

actions that enhance

human capital

contribution

•Helps build

workforce

commitment, and

equitable people

processes and

practices

•More employee engagement through

strong online networks, digital networking

tools and enhanced digital platforms.

•Give employees the flexibility to work

anytime anywhere.

•Embark on the digital transformation

journey

PRIME-HRM

•PROGRAM TO INSTITUTIONALIZE

MERITOCRACY AND EXCELLENCE IN

HUMAN RESOURCE MANAGEMENT

4 CORE HRM SYSTEMS

Recruitment, Selection & Placement

Learning and Development

Performance Management

Rewards and Recognition

Recruitment, Selection & Placement

Increase in usage of

technology as a means

of marketing

(website)

Integrated search and

use of talent

networks to enhance

candidate sourcing

(Linkedin)

Use of CSC Job Portal,

DOLE’s PhilJobnet

Jobstreet

JobsDB

Calibre

Use of mobile

technology and app based

products

(facebook)

Use of micro sites and videos to enhance candidate experience

(career sites)

Online application

for employment

Use of email in

replying to candidates

Learning and Development

webinars Podcast

Performance Management

Use of digital monitoring tools

for easy consolidation of

outputs

Use of MS Excel or other electronic

spreadsheet

Use of PMS inspired by facebook

Use of Online

Calendar/ Dashboard

Rewards and Recognition

Online feedback mechanism Use of social media

Crowdsourcing

Inventory of Government Human Resources (IGHR)

Verification, Certification, and Authentication System

Online Document Tracking System (eDTS)

Database of Individuals Barred from Entering Government Service and Taking Civil Service Examinations System (DIBAR)

E-Appointment

GOVERNMENT TRANSFORMATIONDELOITTE DIGITAL global survey

I. Characteristics of a digitally maturing government

II. Barriers and challenges to digital transformation

III. Accelerating digital transformation

Strategy

Leadership

Workforce Skill

User Focus

Digital Culture

Clear strategy aimed at fundamental transformation

Digitally savvy leadership

Build skills to realize their digital strategy

Have greater user focus

Challenge cultural norms

Too many competing priorities – 41%

Insufficient funding – 37%

Security Concerns – 32%

Lack of an overall strategy – 31%

Lack of organizational agility – 27%

Insufficient technical skills – 23%

Lack of entrepreneurial spirit, willingness to take risks – 19%

Lack of understanding – 19%

Managing “culture” is a challenge for

organizations undergoing digital transformation

Customers are front of mind for public leaders,

but they are rarely at the heart of service design

The use of open-source tools is still limited

The digital transition is not yet altering risk

aversion in government

Key questions public leaders need to consider

Offer a vision for the future

Provide a detailed plan for addressing the key elements of digital transformation

Build organizational capabilities

Attack barriers

Success strategies

Make the user the focal point

Put human-centered design into the heart of service transformation dialogue

Create customer engagement plans

Get started with agile development

Success strategies

Change the working environment to stimulate collaboration

Increase focus on change management

Appoint agitators to key posts

Success strategies

Explore unconventional ways to bridge skill gaps

Invest in upskilling

In-house training programmes

Create a value proposition for the next generation of talent

Accessing skills in the wider community through open data, transparency, and co-creation

Success strategies

Simplify the procurement process

Use a modular approach

Break large contracts in smaller parts

Shift to open standards for data and interfaces

Retain flexibility and agility

Promote collaboration

Develop procurement talent

Success strategies

The Philippine Government is embarking on a mission to create appropriate technology for government-to-government (G2G), government-to-citizen (G2C),

government-to- business (G2B), and secondly, ensuring that this technology is accessible to all citizens.

The roadmap to create an efficient, technology-driven government.

National Broadband Plan (NBP)

Free public Wi-Fi

National Government Portal

Tech4ED

•is the government’s master plan to accelerate the deployment of fibre optic cables and wireless technologies to:

•Improve internet speed

•reduce the cost and make it more affordable

•and ensure access even to those areas that are not attractive for private telecom companies to deploy services to.

National Broadband Plan

•This is an “internet for all” project that will provide internet connectivity in public places across the country.

Free Wi-Fi

•The NGP is meant to be the government’s online, frontline desk.

•The objective is to provide one-stop-service, uniting all online government information and data, as well as providing a single platform for citizens to access government online services.

National Government Portal

•Or the Technology for Education, Employment, Entrepreneurs, and Economic Development Project aims to provide efficient delivery of government and other services, as well as a tool for employment and participation of underserved communities in development.

Tech4ED

Human Resources as a practice

is constantly evolving as a

strategic function that

delivers value both to business

and to employees.

-TP DEO-

2018 Visayas-Wide Convergence of Human Resource Management Practitioners

hr convergence

2018 Visayas-Wide Convergence of Human Resource Management Practitioners

The Oriental Leyte, Baras, Palo, LeyteMarch 22-23, 2018