Michael E. Porter, Harvard Business School professor, author, and expert on competitive strategy defines strategy as “the creation of a unique and valuable position involving a different set of activities” (1996). A 2012 article published in strategy + business explains that strategy is, “the result of choices executives make on where to play and how to win to maximize long-term value.” Both definitions emphasize the importance of making decisions aimed at creating long- term value for an organization.
Strategies exist at all levels of the organization; an HR technology strategy should be born of this and support the overall strategic objectives of HR and the organization. HR must take ownership of their HR technology strategy and ensure that it aligns with the HR strategy (which should be in alignment with the business strategy). Additionally, they should emphasize more than just efficiency and effectiveness as a driver for the adoption of technology and choose solutions with agility in mind to allow for future growth and flexibility while focusing on deploying solutions that meet the current and future needs of the organization is paramount.
Take ownership of your HR technology strategy
Technology has changed the way HR does their job. In David…