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Value Adding Technology

19 March 2024

Businessman hold circle of network structure HR - Human resources. Business leadership concept. Management and recruitment. Social network. Different people.

The HR World asks some of its commercial partners for an insight into how HR can drive maximum value from their investment, using tech and data to gain more for the businesses they serve.

The world of HR technology is becoming more complex and challenging, almost by the day. While AI threatens to change the game entirely, there are other – perhaps less controversial – technologies ready for HR to use. But what can HR do to ensure such technology always drives maximum value? Moreover, as technology produces more and more data, how can HR make the most of this to drive further value into the organisation?

Cezanne HR

According to Peter Hall, Head of Customer Success at Cezanne HR, there are a few critical steps HR professionals can take to squeeze all the value they can from their technology:

  • Define your company’s strategic objectiveness and key metrics
    So, what are your company’s strategic goals and objectives? And, how will you determine how HR technology can support these goals? Whether you’re trying to improve your recruitment processes, enhance employee engagement, optimise performance management, or even just ensure compliance… You need to ensure your technology will support every aspect of your ambitions AND give you the metrics you need to guide decision making.
  • Ensure your workforce data is top quality
    Ultimately, your HR tech will only be as good as the data you feed it. HR tech isn’t a magic bullet to creating accurate and reliable data. So establish data quality standards and protocols to ensure that the data collected is accurate, consistent, and reliable – all vital if you’re going to extract maximum value from it.
  • Invest in tech with analytical capabilities
    You might have the data, but making sense of it can be incredibly difficult – not to mention time consuming! Having a all-in-one HR software with powerful analytical capabilities will help you to analyse HR data and derive actionable insights much more effectively. Plus, the easier your platform can make analysing your workforce data, the more you’ll get out of it.
  • Promote data-driven decision making
    Lastly, foster a culture of data-driven decision-making within your HR department and across your organisation. Workforce strategy shouldn’t be dictated by ‘finger in the air’ assumptions: encourage your business to leverage its HR data in their decision-making processes – even if that requires additional training or support. It’ll pay dividends in the long term!


Alyson White, Account Manager from emPerform says getting value means beginning the process with an end in mind. “When exploring how to achieve maximum ROI with performance management technology, having a clear vision of the desired output as well as being open to change for future requirements during the product assessment, helps create a sound process and outcome wherein the organisation’s goals and needs are met,” she says.

“Developing a product output, using the tools in emPerform, that aligns to the company objectives, that supports regular assessment, that promotes continual personal development, and that identifies and develops potential leaders within an organisation, is one of the best ways to achieve proper alignment and maximum return,” she continues. “After selecting the areas for assessment, providing ways to measure growth from the data entered will ensure that proper analytics are available to extract and provide insight in a meaningful way.”

White adds that HR should choose technology platforms which streamline existing organisational processes as well as promoting future opportunities for growth by offering multiple tool solutions. They should also unify existing technologies through software integrations within the platform, both supporting and optimising HR’s objectives to adapt to and change with business needs and technology advancements. “Without these crucial first steps in place,” argues White, “HR cannot fully support and implement their organisational requirements with technology resources and have a positive impact on the overall business success of their organisation.”

LACE Partners

Chiara Camerada, Manager at LACE Partners, addresses the issue by first debunking what she terms as two common myths. Firstly, she says, technology isn’t a ‘magic wand’ – even the best solution won’t solve all HR issues without clear objectives. “It’s important to be clear on what the technology should enable and solve for,” she says. The second myth is that more data automatically equates to better outcomes. This is not the case: “Focus on collecting relevant data that tells a compelling story and supports strategic HR initiatives,” she says.

Camerada believes a good way to start is by assessing the current technology and data landscape. “Identify opportunities to simplify data flow, streamline integrations, and address manual data exchange pain points, which can compromise data quality and require excessive effort,” she says. “Next, align HR priorities with organisational goals. Define clear outcomes to establish relevant measures of success, informing the creation of KPIs focused on key areas like employee engagement, retention, and productivity.”

Camerada advises HR to consider their internal resources: to ensure adequate governance, roles, and capabilities are in place to maximise technology benefits. Data literacy remains a common challenge among HR professionals.

Finally, Chiara says HR should prioritise the employee experience. “Ensure that HR technologies meet the specific needs and expectations of the employees, providing the support and information they need in their flow of work,” she says. “Tech providers’ offering has developed strongly around to enhance adoption and employee engagement through self-service, automation and AI-powered features.”


Chris Moriarty, Director, Co-Founder at Audiem warns against viewing the presence of data acts as a ‘comfort blanket’. “You have to challenge how much of it really allows teams to make meaningful change,” he says. “The fact is that most teams will end up with high level numbers, percentages, performance against benchmarks that tell them ‘WHAT’ is going on but with the explosion in new technology, particularly around natural language processing, there’s a real opportunity for HRD’s to listen to the stories from their employees and draw insight from that rather than asking them to tick a load of boxes. It’s at that point that we move from knowing the WHAT, to understanding the WHY.”

However technology continues to develop there is little doubt that HR will be up to the challenge.




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