The Emergence of Web 2.0 | People and Technology

Concerned with technology systems that support interactions with a variety of user types such as HR experts, managers and employees, and modern systems allow these interactions to be performed through Web browser software. These systems, however, mostly operate pre-defined processes, controlled by the organisation. The most recent developments in Web-based technology represent a move away from prescriptive, organisation-centred systems to collaborative Web-based applications, collectively called social media technologies or Web 2.0.

This section, which draws heavily on a CIPD report, describes the key elements of these new technologies and how they are being used to support strategic HR initiatives.

The term Web 2.0 is now freely bandied around in the popular press and has been the subject of recent articles in HR professional publications such as people management. However, the available evidence on the use of these social media technologies in Human Resource Management (HRM) and people management suggests that HR professionals have little understanding of the nature and potential of these technologies, though they are aware of the risks of allowing employees access to social networking sites at work and of employee 'misbehaviour' on blogs and social networking.

According to experts in the field, these media have enormous potential to change the way people collaborate, communicate, organise their work and give voice to their opinions and expectations, especially when they are physically dispersed across time and space. Equally important, they help organisations communicate with and learn from a new generation of employees which have grown up with such technologies — the so-called V(irtual) Generation. Because of these features, Web 2.0 offers HR professionals an opportunity to transform its 'business model' — new ways of adding value to internal stakeholders and a more contemporary organisational architecture — to make a greater contribution to their organisations' strategic and reputational aims

Planning the Elements of the Technology Project

The timing and sequencing of the different elements of the technology project are key to successful implementation. To realise an integrated solution, it is important to understand the technical and data requirements for each stage of the development. Figure 1 highlights the underlying system architectural requirements within the context of a four-stage technology-enabled project road map. This sequencing of the development is equally important when considering the change and training requirements at the implementation stage of the project, for example, by introducing discreet levels of functionality into the organisation so as not to swamp the potential users with complex operations. Also, developing the technology-enabled HR service brand and not over-stretching HR's ability to support the systems will all become important criteria in the overall success of the project. 

 

Figure 1: Phased steps to a comprehensive technology-enabled HR service.

The timing and sequencing of the different elements allows the HR function to articulate its vision for the project and forms the basis of a more detailed business case with which to persuade the organisation to make the investment decisions.

At this stage, it becomes apparent which modules must be delivered first to create a 'foundation layer' for the services that follow. Importantly, it provides a graphical illustration of investment that must be made 'upfront' with the prospect of minimal benefit until other modules are added or integrated to provide progressively more advanced services.

To assist practitioners with these considerations, Table 1 sets out some key factors that shape the technology architecture and associated outcomes and refers to other chapters that deal more comprehensively with each factor.

Table1: Factors influencing the adoption, implementation and integration of technology-enabled HR.

Factors	Examples
The drivers behind the implementation of the technology-enabled HR service model	Transactional — that is, cost reduction,automation, productivity? Improving the delivery of HR services and improving managers' ability to make informed decisions Transformational — that is, about creating cultural or organisation change, releasing HR professionals to focus on value-added activities
The approach to needs/requirements analysis	Time made available and the quality and experience of the analysts The extent and variety of stakeholders included (e.g., senior management, IT professionals, employee reps., etc.) The nature of analysis: whether the analysis was process-driven (i.e., buy technology that fits the existing processes) or technology-driven (i.e., adapt the processes to fit the chosen technology)
The approach adopted to technology and suppliers	The number of vendors approached and how they were assessed Building technology in-house versus buying technology Whether a single HR system is procured or different modules from different suppliers are sourced (the 'best of breed' approach) The extent to which the organisation is willingto change or adapt its processes to accommodate the technology The extent to which the internal IT department itself is willing and able to work with HR or place technology-related HR requirements as a priority within its IT strategy
Expectation setting	The degree to which expectations were accurately set by the technology supplier(s) to HR,and by HR to the wider business
The approach to implementation	If the decision is to buy off-the-shelf technology, the extent to which it is customised (changed) versus configured ('vanilla') Whether deployment is phased/incremental or 'big bang'
The management of change	Change within the HR department(s), including job losses, job changes, re-skilling The need for and provision of training to both HR people and other users, for example, managers and employees The use of senior and/or local champions to promote adoption Whether or not a pilot system is deployed initially
Outcomes	Whether broader cultural or organisational change is attempted as part of the implementation, or left until the technology is embedded in operational practice (Transformational Outcomes) Whether cost cutting is achieved and employees and managers appreciate and use new self-service tools for transactional purposes (Transactional Outcomes)

Another way to inform the decision-making process is to undertake an analysis of where your organisation is positioned on the 'maturity scale' set out in Figure 2. Key questions to ask are:

• Where are we on this model?
• Where do you want to be?
• What needs to change in HR and the business and what do you need the technology to do?

 

Figure 2: Maturity model.

The answers to these questions inform the 'starting' and envisioned 'future' positions, which in turn influence the approach to technology adoption.