At TechHR23, Karan Jain, Founder of HROne, and Amit Malik, President of Japan, Asia Pacific & Australia, at WadzPay had a candid discussion that delved into critical aspects of HR tech transformation, spotlighting purpose-driven adoption, process refinement, change management, and the symbiosis of technology and the human touch.
Rooted in Malik’s experience and guided by Jain’s vision, the conversation yielded a potent blend of insights. This snippet encapsulates their exchange, offering valuable takeaways for HR leaders maneuvering through the intricate realm of tech and HR integration.
Karan Jain: Starting with a clear purpose is crucial before adopting any technology. Can you share your experience where the ‘Start with Why’ approach led your organization to a remarkable HR Tech transformation?
Amit Malik: Well, every management guru talks about ‘Start with Why’. I will give you two different perspectives as I have straddled two worlds – as a Human Resource (HR) leader and a Chief Experience Officer (CXO).
- As HR leaders, we all do begin with ‘Why.’ But often, during the journey, we become overly engrossed in the ‘how’ and ‘what we will get out of it’ aspects, losing sight of the original purpose.
- As HR leaders, we eventually must present to the board or management team. More often than not, we struggle to answer the fundamental question of why we embarked on this journey. I believe every HR leader initiating a tech transformation should prominently display a ‘Why’ banner on their desk to serve as a daily reminder.
Wearing a business leader’s hat, the primary concern whenever you receive a request for a transformation project is funding. As we say in HR, we need to “rob Peter to pay Paul.” The Chief Executive Officer (CEO), who supports HR, must still convince the Chief Finance Officer (CFO). At such times, if you can’t clearly articulate the ‘Why,’ you won’t garner support for your project.
Also, when significant changes are afoot during transformation, the ‘Why’ acts as a steady anchor. That’s the essence of it.
Karan Jain: HR transformation relies on a solid process and people foundation. How do you analyze and redesign existing processes before automation to ensure they are optimized and effective?
Amit Malik: I always tell my teams we should all adopt the principle of systems thinking.
- Begin by identifying the processes to change. Map them end-to-end, regardless of the number of stages. Break down every touchpoint meticulously.
- Secondly, involve stakeholders at every touchpoint. Then identify where the process is flawed. Analyze if your transformation addresses these flaws. Determine whether you’re aiming for efficiency, effectiveness, or both. Achieving both is the true victory.
- Next, engage stakeholders early in the process. Many of us in HR involve external stakeholders only at the end, which is a mistake.
- Finally, establish checks and balances, define success metrics, and clarify ownership. Large Tech HR transformations affect employees, partners, people leaders, and managers — you must bring all of them on one page.
It’s like a machinery. It’s easy to dissect it for analysis, but reassembling the pieces while tying up loose ends is equally essential. The end user should only encounter a seamless interface, much like an Apple device—simple for the user, yet intricately complex at its core. This is how we should approach the transformation process.
Karan Jain: Could you share some specific lessons from past transformation projects?
Amit Malik: In 2016, HR tech wasn’t as advanced as today. We were implementing an onboarding module for our distributed business across 100+ branches. We partnered with an excellent team and analyzed the process meticulously.
- However, we overlooked a critical detail — the data input relied on the internet, which wasn’t consistently available in tier 2 and 3 cities. While it worked well for hiring in metros, our recruitment partners and candidates in small towns did not have access to the internet or devices like smartphones to adopt the process. Despite executing the project and allocating resources, it fell short.
This experience taught me the importance of failing fast. We were among the first functions to discontinue the module within six months and cut losses. Sometimes, external factors beyond organizational ones also play a pivotal role in a project’s success. That’s the key takeaway here.
Karan Jain: Let’s delve into the next important pillar of transformation – change management and user adoption. How do you minimize resistance to change while encouraging teams to embrace the simplicity that technology brings?
Amit Malik:
- Begin by having unwavering clarity on the ‘why,’ and communicate it relentlessly. You can’t emphasize it enough.
- As I said earlier, involve stakeholders early. It’s about fostering a sense of ownership from the outset.
- Thirdly, focus on precise execution, as success hinges on the nitty-gritty of change management.
Establish instant feedback loops and exhibit the agility to act on that feedback swiftly. Share stories of success— not only HR-focused but also those that benefit the entire organization. Don’t delay sharing such stories; if you have one within the first 30 minutes of the project launch, share it.
Acknowledge early adopters to disseminate the message across the organization. We all recognize the project team, but early adopter recognition is also crucial.
Karan Jain: As an HR founder, I drive many transformation projects. Often, I struggle to ensure all stakeholders are engaged in the projects equally.
Amit Malik: Indeed, it’s a daunting task. Successful tech transformation requires endorsement from the organization’s management team, irrespective of the originating function.
The CEO must not say, “The HR wants to take up this project. Let’s do it.” That is not the right approach. Once you secure buy-in from the top leadership team, you’ve unlocked the secret to adoption and participation. Even with impeccable execution, many initiatives falter due to inadequate adoption.
Karan Jain: What is your advice to CXOs navigating the intersection between technology and HR?
Amit Malik:
- Firstly, prioritize the user. User-centricity takes precedence.
- Secondly, strike a balance between automation and the human touch. Not every process can be automated. Even automated processes should retain a human touch at certain junctures.
Despite our zeal to embrace technology, we mustn’t forget the human element. HR leaders must find this balance. They must also champion this equilibrium with unwavering courage and conviction.
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