Businesses in the region are poised to recover from the crisis, but they require a transformative process that puts people and culture, as well as systems and tools at the center of change management.
Digital transformation, after all, is also anchored on HR transformation. Findings of the study further revealed how innovation, cost effectiveness, and market expansion have cast a new light on the real value and impact of HR on the overall business. These growth strategies are creating newer demands in HR service delivery, including technology upgrades and cultural alignment, to better support the more strategic goals of talent management and development and ensure the strategy impacts the bottom line.
From recovery to innovation
When organizations are equipped with Adaptable HR functions, they are 50% better prepared to tackle talent risks surrounding change, cultural alignment, critical skills, and job redesign – all of which are elements of businesses on the cusp of innovation.
In a climate of recovery across APAC, the drive towards HR innovation hasn't waned. It has, in fact, translated into improvements in employee experience . Leading organizations in the region are twice more likely to invest in designing a positive employee experience and in formulating programs and policies that align with employee needs compared to organizations who may be falling behind in their transformation journey. These investments into employee experience have prompted 70% of firms to select and adopt emerging tools amid the challenges of the pandemic and the shift to remote, flexible or hybrid working.
The shift to Adaptable HR
Building an Adaptable HR function entails more than just reacting to the business needs of the hour – and in a period of disruption at that. Mature organizations are instead leveraging resources and leading business innovation and agility with intention. Top firms have invested significantly in tools that accelerate value delivery: from enabling effective collaboration (55%), to ensuring HR leaders have a seat at the executive decision table (50%), to developing managers (46%) and adopting new work technologies (34%).