Information technology competencies for entry-level human resource strategic partners

Abstract

Orientation: Advances in information technology (IT) have prompted the transition of the human resource management (HRM) function from being administrative to strategic. Whilst it has been established that IT has an important role in such a transition, it is not clear to what extent the development of IT competencies would enable HRM professionals to be strategic. Research purpose:The purpose of the article is to determine the IT competencies that will enable entry-level South African HRM professionals to be strategic partners to business.Motivation for the study: The findings of this study will contribute to the effective use of HR technology, thereby mitigating risk and enriching the role of the HR function in local organisations. The use of technology within the HRM function can be enhanced leading to improved data-driven people decisions.Research approach, design and method: A quantitative research design using a cross-sectional survey was employed. Data collected from 252 HR professionals were analysed using exploratory factor analysis (EFA). Multiple regression was used to establish the relationship between the identified factors and strategic business partnering. Main findings:The results produced a three-factor model consisting of: (1) technologising employee processes, (2) processing data expertly and (3) translating external trends. These factors explained 34% of the variance in strategic business partnering. Practical implications:The results of this study have implications for organisations with HRM functions and for higher education institutions (HEIs) offering HRM qualifications. Organisations should utilise the identified competencies when hiring and developing entrylevel strategic HRM business partners. Higher education institutions should develop curriculum that would prepare graduates to be effective HRM professionals. Contributions or value-add:This study adds to the limited research on IT competencies required of HRM professionals to contribute as strategic business partners.

Perceived challenges: Unfounded reasons for not forging ahead with digital human resource management practices

“…Crummenerl et al (2018) emphasise that, in the context of 4IR, HRM practitioners need digital skills to be agile enablers, innovation architects, data analysts and act as digital consultants in the adoption of digital HRM practices. To act as strategic partners in the new world of work, entry-level HRM practitioners also need to be competent in digital HRM processes, data processing and identifying trends (Joseph et al, 2021). However, it is a concern that HRM practitioners are believed to be mostly experts in the entry, editing and retrieval of data, tasks that demand less analytical and technical skills (Hannon et al, 2020).…”

“…For sufficient support in the implementation of digital HRM, in addition to having technological skills (Joseph et al, 2021;Schultz, 2021), the HRM team should collaborate with IT professionals who deal with technology in their daily operational tasks (Andersson et al, 2016). On the other hand, Muhammad (2018) posits that digital HRM technology should be compatible with the culture, values, overall strategy, practices and the organisation's other digital technology solutions.…”

“…According to Bersin (2021) successful vendors of digital HRM technology are those supplying quality technological solutions that improve both the productivity and overall experience of employees. As such, HRM practitioners also require digital competencies to negotiate viable digital HRM technology to deal with vendors (Joseph et al, 2021;Schultz, 2021).…”

“…A digital culture, typically a developmental culture, should be adopted (Kokt, 2019;Zavyalova et al, 2022). Ulrich et al (2017) urged HRM practitioners to be paradox navigators, strategic partners and credible activists, who have digital and data fluency to operate within a digital world of work (Dhanpat et al, 2020;Joseph et al, 2021;Schultz, 2021) and be able to conduct thorough research within the digital HRM technology market to enable them to adopt worthwhile digital HRM practices and digital HRM solutions with quality vendors of digital HRM technology (Andersson et al, 2016;Bersin, 2021;Colbert et al, 2016;Mazurchenko & Maršíková, 2019). In addition, this will assist HRM practitioners to adopt digital HRM practices that align with the culture and organisational structure aspirations of the organisation (Muhammad, 2018).…”

La innovación tecnológica: creando competitividad en las empresas desarrolladoras de software

“…Asimismo, según las evidencias encontradas, se demuestra que la motivación del personal por medio de la especialización es un factor clave que apoya la innovación empresarial (Lenihan, McGuirk y Murphy, 2019). Se requieren por tanto profesionales que puedan vincular la tecnología con los procesos en la organización, que estén enfocados en sus funciones y roles (Thomas y Abbot, 2021).…”