HR expert shares strategies for seamless tech adoption, human-centric balance, and mitigating risk
For HR leaders steering their organisations through the ever-changing HR tech landscape, the quest to balance growth opportunities with a tech-savvy, human-centred approach can pose unique challenges.
Evelyn Chow, founder and principal consultant at Decode HR, collaborates with organisations across the APAC region. And while new technology can be a game-changer for most organisations, she warns against getting too absorbed in the excitement of new technology.
“Oftentimes, companies get so excited about introducing new technology that they forget they need to develop an adoption strategy,” said Chow.
“A big part of the adoption strategy is really about heart-to-heart communication, which means to intentionally engage your people in dialogue.”
Chow said those conversations should revolve around two key aspects: the perceived usefulness of the new technology, and ease of use of the new technology.
“We have seen clients, who, prior to us being onboard, had rolled out really exciting, sophisticated technology, but people were afraid to use it. So, the perceived ease of use was not sufficient, and perhaps their understanding of how the technology can help them as users was not articulated clearly enough,” she said.
Some HR leaders may view technology as a means to replace human roles, Chow said.
“However, I think there are companies that are progressive and see technology as an ableist, particularly with introducing AI to assist with automation, to increase productivity, and to enhance speed in order for HR practitioners to actually be more strategic.”
Delving into the potential risks associated with new tech integration, Chow told HRD, “Sometimes companies in the spirit of improving productivity and the use of technology can forget that people actually do want face time.”
“It is invaluable when it comes to getting emotional sentiments and it can be the difference between someone being engaged, excited, and motivated, and someone feeling very isolated,” she said.
Citing potential cybersecurity risks such as data vulnerabilities, how data is managed, who has access to that data, and what level of access should they have, Chow highlights the need for proactive risk management.
“It’s far better to be very proactive in really understanding what sort of potential risks that they need to be aware of,” she said. “That's something companies need to do in advance as part of their due diligence process, part of their corporate governance and compliance process.”
When it comes to the power of AI, “There’s been quite a lot of reception in terms of the use of AI, but within the HR community, there’s still a wait and see approach.
Chow said.
Despite this, she is optimistic about the role technology will play in the HR function’s future.
“There are pockets of people who are excited and are already exploring the use of AI. And I think that's actually a good mindset to have,” said Chow.
“I think we do need to have a positive attitude to it and think about how we can contribute towards the development of such products.”
