Fostering a Positive and Collaborative Relationship between the HR and IT
As the technology curve keeps rising exponentially, days of MS word and old-school spreadsheets are long gone. The HR might successfully drive unnecessary intimidation into the organization, but they can’t deny that they need; IT’s support to enhance process automation within all departments.
Why Is There A Need For A Collaborative Relationship?
Imagine yourself as an individual on HR’s hiring committee, where you have to hire a new IT guy. How would you select the best candidate if you lack the necessary technical knowledge of what the job demands?
One main reason for needing an IT executive by your side is the knowledge they bring to the forum. Their technical knowledge, skills, and domain-specific information are vital for reviewing new candidates (unless you want to scare away all candidates).
Not only this, but if the HR desires for IT to work with them, they could collaboratively build secure custom tools for processes like resume tracking, applicant screening, performance tracking etc., to more advanced tools that include effective dashboards. The IT skills combined with the subject expertise of the HR person will result in a more robust system developed.
Whether an HR guy is struggling with a LaTeX code to create a graph or can’t find the appropriate secure web page to publish a job posting, an IT guy can always help and save lots of time, but of course, only if the two departments are open to receiving help from each other.
It’s about optimizing a company’s crucial resources – time, money, and human resources. In today’s competitive world, organizational intelligence and flexibility will make you stand out, not just in wealth.
How to Bring the HR and IT on the Same Page?
First and foremost: The work structure of the HR department must be designed in a way that its members are not only involved in transactional, administrative, and tactical procedures such as paying, providing HR policies, dealing with employee performance issues, initial recruiting, and firing. Instead, HR should also work towards developing knowledge management procedures, mentoring, and measuring performance through specialized tools. A positive relationship is guaranteed to foster when HR acts as a true mentor for IT.
However, to work successfully, the initial recruiters must ensure that the people they take on board are optimistic and willing to help by guiding and sharing knowledge.
Similarly, the IT guys can also hold tutorials or training sessions for the HR department in case a new tool or software program is launched. No HR member would like to go to a condescending individual to ask for help with some bug only to be laughed at and told that it’s too basic. The same goes for when people from the IT department are being recruited.
It is also possible that some old-school HR practitioners would feel that digitizing all paperwork is just an additional workload, which might make them dislike the tools and the IT guys who developed them. The best way to overcome this problem is to extend the deadlines of such tasks and plan paid training sessions when employers are least busy.
In today’s advancing world, an organization can only excel by a practical, substantial, and long-term collaborative approach between its IT and HR teams to ensure buy-in from all parties and a comprehensive solution is sought.
The above is necessarily true for any of the functions.
There is no success in Silos!