DIE ZUKUNFT DER DIGITALEN VERWALTUNG

Digital Transformation in Human Resources


Why digital change is drastically changing employee organization



A great deal has happened recently in public administration. The response to the pandemic was a major challenge for authorities. But it was also the most effective accelerator of digitalization. Administration in states, cities, and districts developed rapidly in order to make home offices and mobile work possible while protecting employees and citizens at the same time. The digitalization push of recent years has also become a challenge for loyalty to a specific employer. Employees who are more loosely connected online develop weaker bonds than before with an authority for which they work. People orient themselves more toward their competencies and tasks and change organization much more easily if that promises new perspectives and opportunities. Job rotation also brings new experiences, new knowledge, and strengthens qualifications. Along with demographic development, this digital transformation is shifting the balance of power in the labor market. Employees can choose their employer and the type of work more strongly. Human-resources development therefore has to create new forms of participation, learning, development, and communication.





Because of the COVID-19 pandemic, rapid technological change, and the changed preferences of millennials, HR departments face unprecedented challenges. HR departments therefore have to adapt and become more agile in order to handle these changes and maintain their effectiveness. Interviews with executives show that HR departments are using the following strategies to remain relevant and effective: applying agile principles so HR can respond quickly to changes in the organization and in how employees work; focusing on employee experience in order to attract and retain talent; empowering frontline leaders to create human-centered interactions and reduce complexity; offering personalized HR services to meet different expectations of individual employees; “productizing” HR services to ensure that they meet the needs of the organization; integrating design and delivery in order to take strategic HR priorities into account; using technology and data to make HR more efficient and to make better decisions.






Technology Use | Opportunities and Risks

Public administration faces the challenge of adapting not only socially but also technologically to the rapidly changing requirements of the digital world. This adaptation is necessary in order to improve the efficiency and quality of administration and to offer citizens better service. The introduction of technologies such as artificial intelligence and blockchain can help optimize processes, improve collaboration, and increase transparency. They also make it possible to offer new services tailored to citizens’ needs. Technological adaptation also carries risks, however, such as dependence on specific systems or the danger of data breaches. It is therefore important that public administration plan its digital strategies carefully and take the necessary security measures. Overall, technological adaptation and digital development are a necessary investment for public administration in order to meet the demands of the digital world and provide citizens with better service. There are also already many practical fields of application: recruiting, training, certification, employee experience, process management, knowledge management, and new forms of digital governance.



How can new technologies be transformed into public administration, and what best practice exists for this? Integrating new technologies into public administration can be challenging, since these organizations often rely on traditional ways of working and systems. Authorities also rightly insist on legal foundations for their actions and therefore have no desire to chase every fashion, only to discover that Amazon & Co., which do not submit to strict rules, continue to set the standards. There are, however, steps that can help make the transformation easier and shape it successfully through highly visible lighthouse projects that improve the image of digital public administration: feasibility study; before new technologies are implemented, it is important to carry out a feasibility study to ensure that the technology is suitable for the specific needs and requirements of public administration. Involving all stakeholders: for successful transformation it is important that all stakeholders, including employees, managers, citizens, and external partners, are involved early. Training and support: employees need support in dealing with new systems. Pilot projects and iterative rollout help reduce risk and create visible learning.





Use Cases Human Resources | Job Profiles | Talent Management



The IT technologies for transforming how work will be organized in the future are developing rapidly. Alongside classic applications in talent management, such as SAP SuccessFactors, there are already topics revolutionizing HR in use: DAO, crypto commons, data-driven recruiting in the metaverse, and AI-supported candidate experience. The distributed-ledger application Coordinape helps retain talent through incentive programs. ChatGPT, the latest artificial-intelligence program, will completely turn upside down the way we work and learn. AI can write practically everything for which humans previously needed days to find out, research, or compile something. ChatGPT completes tasks, creates poems and lyrics, and writes newspaper reports. It can even hold conversations. And it does so at a previously unknown level. In the future it may become increasingly difficult to distinguish between human and artificial material. But AI, blockchain, IoT, their interplay and integration are only at the beginning. We are probably not yet able to fathom what is coming toward us. Nevertheless, many use cases can already be described today: talent discovery, learning paths, skills verification, career planning, job matching, onboarding, process training, and administrative assistance.





Work – Where Is the Journey Going?


BERUFSBILDER UND NEW WORK

Digital Transformation as Social Design


New Work has developed an e-participation tool for employees and organizations in order to check the extent to which an organization takes New Work principles into account. Employees subjectively assess their professional opportunities within their company. In this way they learn how far professional participation succeeds. To the New Work Check. The New Work “work ability concept” derived from the results of the New Work Check also derives necessary measures for qualifications and competencies within job profiles. The concept takes the following fields of action into account: 1. health & functional capacity 2. professional competence 3. working conditions (ergonomics and safety) 4. leadership & collaboration 5. the social environment 6. the structural social conditions and possibilities.

Die Laufbahn dem Menschen anpassen und nicht umgekehrt



Building on the weighted WAI approach to “subjective work ability and resources” and “health conditions”, as well as the ISTA instrument for stress-related activity analysis, New Work has developed qualitative procedures for coping with work that consistently place the human being, with their strengths, at the center. New Work-New Culture strongly emphasizes digital and real accessibility, health, and participation. Concrete tools: GreenCare, Work-Life Match, 4D Matrix, recruiting platform. How this works in practice can also be seen. There are real New Work companies in Vienna where people negotiate their working conditions almost completely themselves, for example Tele (formerly Telehase).



Here are further areas of application for tools related to HR and focused on topics such as continuing education, competencies, and educational certifications: use of blockchain technology to manage and secure employee records. By using a blockchain solution, documents such as CVs, certificates, and credentials could be stored and managed securely, making external access more difficult and preserving data integrity. Continuing education and training tools: AI systems can analyze employee profiles and make personalized recommendations for further education and training that match career goals and competencies. Competency verification tools: by using a blockchain solution, employees could securely document and verify their competencies and qualifications, increasing the credibility of their statements. Career-planning tools: an AI system can support employees in analyzing career options and goals and make personalized recommendations for career development. Job-matching systems: these systems use AI technologies to connect employees with suitable job offers and development paths. Employee-survey tools, feedback analysis, leadership-development systems, and learning platforms can also make HR more responsive and data-informed.



Conclusion: AI systems are used in different areas of HR management to optimize processes and support employees in developing career plans and skills. They can help match employees with suitable job offers, analyze and document employee competencies, conduct employee surveys and gain insights, and support leaders in developing skills and competencies. One weakness of AI systems in HR management is that they depend on available data and are currently usually not able to include all relevant aspects and factors. It is important that the data used for decision-making by AI systems be current and complete in order to produce reliable results. Another weakness may be that AI systems will for some time not be able to fully simulate and understand complex human decisions. In such cases it can be helpful to use AI systems only as decision support, not as the sole decision-making authority.





Working in Administration





Change Management


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