Technology Expert Ward Christman Busts the HR Myth

Every HR-centric organization is working toward giving its HR function a technological boost by incorporating the latest HR technologies at breakneck speeds. Most HR and business leaders have come to believe that bringing on board the best of HR tech is the panacea for all talent problems that plague their organisation. However, technology expert and founder of HR Tech Advisor Ward Christman busts this myth by saying that this tech-centred approach to people problem will only aggravate the problems.

The benefits of HR technology are discussed threadbare in the HR circuit, with organizations jumping the gun to make the first move to be HR tech-savvy. Many HR leaders believe that investing in the right HR tech is the all-encompassing solution to talent issues. Ward Christman states that this tech-only approach that discredits the people element of HR will create problems much faster than solving them. Clearly, HR professionals who ignore the people aspect are in for a rude shock.

Christman talks about the example of performance review, an HR area that is overflowing with numerous software to deliver the “perfect” performance management experience to manager and employee alike. Many of these software have their own performance review templates, which capture review comments and feedback in a standard format. Small wonder that employees today feel their managers are just not putting in the efforts to develop them or give them genuine feedback. The employee is left with a feeling that the manager does not care about his or her development. This is a perfect example of a superficial correction of a problem without getting into the root cause. All thanks to technology and a move away from people-centricity.

This is just one example of how organizations approach their people challenges. Plug-and-go seems to be the approach, with tech tools helping them quickly identify and fix the issue at hand. HR must take a step back and analyze the root cause, based on one’s knowledge and experience. In the above example, this can be done by conducting a pulse assessment of people before the performance process by “listening” to them deeply and empathetically. Technology can never replace the judgement and experience element that human intelligence brings to the HR domain.

In fact, these very cognitive analysis skills will help HR professionals select the right HR tech platforms or software. HR software must not be implemented just to prove that HR is going hi-tech, or to appear sophisticated and suave before business leadership—it must be done with a specific outcome in mind. Moreover, HR tech must be tailored to the specific needs of the business, and this can be done only if HR knows the core challenges in and out (both business and people).

Technology definitely goes a long way in enhancing HR effectiveness, but it can only be an add-on and not a replacement for human cognitive abilities. That’s how it must be treated—with an objective lens to act as an aid and not as the only solution for HR.