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The world of work is changing. Whether one serves the other, or the two converge for the benefit of the whole organization, synergies between CIOs and HR departments are a major success factor for companies seeking to transform themselves.
How can CIOs and HRDs become business partners in the company’s transformation?
They have often been pitted against each other because their cultures and worlds appear to be diametrically opposed. But collaboration between Information Systems Departments (CIOs) and Human Resources Departments (HRDs) is of vital importance to the company. More and more, especially since the Covid pandemic, CIOs and HR departments are working together on a wide range of issues that go well beyond their respective perimeters. Despite their different approaches, this active cooperation is yielding excellent results at the overall organizational level, and deserves to be encouraged at the highest level.
Especially since, by getting to know each other, these two departments understand each other better and become true partners. This is all the more necessary given that, among all Business Departments, these are two inseparable support functions for a successful transformation.
Facilitating digital transformation
Digital transformation requires a close link between the CIO and HR to align technologies, processes and behaviors with the company’s strategic objectives. Together, CIO and HR can form a complementary pair capable of effectively driving change and fostering a culture of innovation and agility/adaptability.
As we all know, change management in business is often experienced as a pain point. Not everything can be changed all at once, “brutally”, at the risk of jeopardizing the success of the transformation. Without buy-in and ownership, transformations are doomed to failure. While the Information Systems Department is a forerunner in terms of innovation, new methods (e.g. agile, scrum, etc.) and the adoption of new technologies, effective collaboration between the two Departments will accelerate the impact of digital changes , while reducing the inevitable obstacles and resistance. Let’s take the example of an ERP changeover, a strategic project at every level of the company. While the CIO will steer the technical aspects and project management, he or she will work closely with the HR department, which will facilitate integration at the human level by supporting change management and breaking down silos.
Promoting digital and agile governance
Agility governance implies an open, collaborative and flexible approach between all departments to meet the sometimes changing needs of the company, which require adaptability and responsiveness. The era of fixed 3-year strategies and master plans is much less systematic than in the past. But this quest for Agility is also being played out at operational level: CIOs and HR play an essential role in developing and implementing processes and structures that foster organizational agility and rapid decision-making, against the backdrop of a better articulation of the human with the digital.
- Working environment
The working environment has greatly evolved towards a more flexible , cloud-based approach. cloud and what is commonly referred to as the “digital workplace”. In fact, this has become a major asset in the employer brand of some companies, reinforced by telecommuting, which has seen incredible growth since 2020. In this respect, collaboration between IT and HR is crucial to designing and implementing technology solutions that support remote working, collaboration and employee productivity, while integrating Cybersecurity and data protection issues, and respecting the right to disconnect and life balance.
- Training
Ongoing Training is a major factor in a company’s HR policy, to keep employees’ Skills up to date and foster their professional development. Close links and ongoing communication between the CIO and HR enable the design of Training Programs tailored to the technological needs of the organization and its employees. They also help to overcome potential Skills shortages and recruitment difficulties, through ongoing training for employees identified as having “potential”. Last but not least, regulatory issues such as personal data protection and Cybersecurity require programs that bring together the Information Systems and Resources Departments.
- Employee experience
When we talk about employer branding, we all too often reduce it to the notion of recruitment. But this is only a small part of a much larger system. The employee experience is another fundamental dimension. It has become a key element in companies’ strategies for attracting, engaging and retaining talent. Just as a satisfied customer testimonial is good for business, a happy, fulfilled employee is a true ambassador for the company. A happy and fulfilled employee is a true ambassador for the company, and can willingly convey a positive message on social networks and during the recruitment process, thus contributing to a strong employer brand and promoting a virtuous circle in the overall HR strategy. Similarly, there’s a misconception that recruitment ends with the signing of the employment contract. Yet integrating new employees is a critical stage in fostering their commitment and helping them find their place in the organization. Successful collaboration between the CIO and HR can create fluid, personalized digital onboarding experiences that help new employees adapt more easily, and ensure their successful integration and life within the company.
Why does the CIO serve the HRD?
Like all other business departments within a company, the HR department is an IT consumer, and therefore calls on the services of the CIO.
Making the most of data
The subject of Big Data has opened up almost infinite possibilities, making the effective exploitation of data a central concern for CIOs and HR.
Their collaboration is essential to give value to data by transforming it into strategic insights for the company. By combining IT’s expertise in data analysis with HR’s understanding of business needs , both departments can fully exploit the potential of these high value-added elements to make informed decisions.
Cooperation between these two departments must therefore be optimal in order to understand and analyze this incredible volume of data, and to make informed decisions, particularly in terms of recruitment, training and talent management. On the one hand, the CIO must ensure effective monitoring of the data, so that it can be put to new, relevant uses. It must also acculturate the HR department to data processing: accumulating data is not an end in itself, if you don’t know how and for what purpose to exploit it. On the other hand, the HR department needs to find its place in a field that is not its own, so that it can better understand and use this data , and take it into account in its overall strategy. Against this backdrop, there is the not inconsiderable issue of regulations and personal data protection, to which both Departments are naturally vigilant.
Improve performance with HRIS and HR process automation
The HR department mustincreasingly automate its processes and tools to remain efficient. Automation of HR processes simplifies administrative tasks and frees up time for higher value-added activities. The CIO can help the HR department design and implement automated solutions to improve operational efficiency and employee satisfaction. The HRIS (Human Resources Information System) is at the heart of the matter, since a suitable tool will save precious time for both support teams and managers in their day-to-day management. Indeed, the implementation of an integrated HRIS solution facilitates talent management, training, compensation and other HR processes that also concern the CIO. Project management, intelligently combining business and technical aspects, is required to effectively select, implement and optimize an HRIS solution that meets the organization’s specific needs. In this respect, the creation of cross-departmental functions, such as a Project Manager , can help translate business needs into technical functionalities, thus ensuring better overall communication between CIO and HR.
In addition, the Information Systems Department – naturally “technophile” – plays an important role in raising awareness of the impact and potential generated by innovations in the HR department’s various businesses. The arrival of Artificial Intelligence (AI) is a case in point, disrupting business habits and requiring rapid adaptation to avoid being left behind, making it an ally of the HR department. In recruitment, for example, AI can become a “super assistant”, saving time on time-consuming tasks, improving data analysis and optimizing large-scale recruitment processes. The CIO therefore has a key role to play alongside the HR department in popularizing and evangelizing, and in raising awareness of the benefits, but also the risks, of these new technologies.
How does the HR Department support the CIO?
Human Resources management is a key aspect of CIO management, just as fundamental as Budgets, Projects and Vendor management. The contribution of the HR department as a support function is therefore essential in order to facilitate the management of the IT Department’s Teams.
Recruiting and retaining IT talent
The war for digital talent is fierce. CIOs are constantly on the lookout for new Skills to feed their Teams. As for the HR department, it aims to better attract and retain staff, in particular to reduce recruitment costs. The aim is to achieve the most agile organization possible. In this respect, collaboration between the CIO and HR is essential to recruit, train and retain the best talent. By combining the CIO’s technical Skills with HR management expertise, organizations can develop effective strategies for optimizing their employees’ potential and creating a better working environment. Transformation Projects will be all the stronger for it.
In addition, this CIO/HRD synergy is also very useful for enriching recruitment processes, encouraging continuous improvement and being creative in terms of approach and selection tools and techniques. Examples include the organization of hackathons, the development of cooptation or partnerships with development schools, etc. Recruitment teams often work closely with tech teams to create job descriptions and interview grids. In some companies, business / HR interviews are even conducted in pairs, which adds another interesting dynamic to the recruitment process.
Capitalize on Skills mapping
Skills mapping is an essential human resources tool for understanding and analyzing all available skills, and anticipating any shortages in the near future. This mapping approach requires an in-depth understanding of talent needs and the Skills available within the organization, particularly on the CIO side, which is a department that often experiences great tension in this area, and very rapidly changing needs. Collaboration between the CIO and HR creates tools and processes to identify, assess and develop the Skills needed for the company’s success, and anticipate recruitment plans in line with the organization’s strategic Projects. It’s a real win-win partnership , because the Information Systems Department also feeds the HR Department’s business knowledge, thanks to its acculturation to this fast-changing world: emerging technologies, highly technical Skills that are not easy to grasp, etc. This necessary intelligence enriches the work of HR, which can then better serve the needs of the CIO.
What makes for a successful collaboration?
In all cases, the key to successful collaboration lies in establishing and maintaining a quality dialogue between the two Departments over time. Transparent sharing of strategic information and data is essential for effective cooperation between CIO and HR. By fostering open and regular communication, both departments can align their objectives and efforts to achieve the desired results. Likewise, an active dialogue will make it easier for them to anticipate future Projects and respective needs, and encourage joint arbitration. Regular meetings, HR reporting and adapted digital tools can therefore be put in place to enable better sharing of information and contribute to the implementation of action plans common to both professions.