Talent Management Technology: Generations

by TMT Editor

Performance management is a significant undertaking. Add technology into the mix, and the results can be, well, mixed. Talent management technology ultimately eases and normalizes activities such as performance reviews and 360 degree feedback, but getting there typically  Outcomes depend on employees' receptivity to and ability to understand the technology they're using. And this all tends to hinge on employees' age, with Generation Y employees significantly ahead of the curve compared to their Generation X counterparts, as David Arringdale, president of Applied Training Systems, Inc. observes in the following article. All this means that end-to-end technology solutions are absolutely essential for achieving efficiency and realizing measurable benefits. Where does this leave organizations implementing such technologies? In need of something intuitive and seamless, that's where.

Technology and Generation X and Y
By Dave Arringdale, President of Applied Training Systems, Inc., creator of
the Web-based performance system ReviewSNAP™

It is no secret that the average workplace is filled with people of varying age with different skill sets, personalities, needs, intelligence levels and experiences. In today’s technical-heavy world where technology is infiltrating organizations at a rapid pace, some workers are leery of their ability to adapt and meet expectations in using the various tools being deployed.

Older workers, or Generation X, simply did not grow up with technology being such an integral part of their lives as compared with their younger counterpart Generation Y co-workers. While Generation X employees generally do well with basic technological advances within the organization, there are some who struggle with even the most basic technologies, let alone more complex systems.

When it comes to HR systems, there is a definitive trend toward automating many of the processes and activities previously handled in less techno-heavy methods. The Internet has played a significant role in this transition as web-based, on-demand systems for training, benefits administration, performance management, timekeeping and other HR related tasks have been introduced.

Access to automation has been made easier as a result and the days of building and maintaining clunky in-house proprietary software solutions may be nearing an end for most organizations. And this trend is making it more appealing for even the smallest organizations to utilize technology to manage their various HR functions.

So what does this movement toward HR technology mean for those employees who might not have the computer related skills to effectively utilize these tools? Organizations have found themselves in a bit of a quandary when it comes to the implementation of automated solutions. They understand that they need to move in that direction to compete and to keep expenses as low as possible. But they also understand that they have employees who may not be comfortable with using the technology being deployed. It’s important to understand that employees, regardless of age, will likely have varying levels of comfort and skills with respect to the use of computers and automated processes and then to make certain that appropriate training is in place to make the transition to and ongoing use of the software seamless and comfortable for the employees.

Fortunately, five basic steps help to maximize the likelihood that employees will welcome and accept any transition to and use of automated systems:

Step One
In selecting software solutions, look for those that are most user-friendly and that offer the features and functionality needed. Too many organizations select software solutions for all the wrong reasons. There are some who seem to believe that the more complex the system, the better it will work. This is rarely the case and experience points to a much higher “rejection” rate of software when it is too complex and does not flow easily. Make sure that graphical user interfaces (GUI) are simple and well formatted. And use software that does not contain extraneous steps and avoid software that just looks complicated.

Step Two
Hire employees, regardless of age, who have a strong comfort level with the use of technology including personal computers, the Internet, business management software, and other facets of business-related technology. There are plenty of Generation X people in this world who are very comfortable with and routinely use technology in their daily lives and jobs. And there are many Generation Y workers who do not have a high degree of comfort with technology and actually struggle with using computers and various software programs. While technology “discomfort” seems to be more prevalent among Generation X employees, it can affect younger employees as well. Be sure to include plenty of questions that relate to the use of technology and conduct assessments and testing to determine if job candidates are going to be able to adapt to high levels of automation and technology.

Step Three
When implementing software solutions, be sure to prepare a training plan that is specific to the application and implement the training incrementally prior to going “live”. Too many employers buy a software solution and then throw it all at employees in long, drawn out training sessions. Employees need to be fed the information in manageable chunks to help ensure they have time to digest the technology. And avoid forcing employees who will never use certain parts of a particular system to undergo training on those pieces. Train them only on what they need to know.

Step Four
Try to spread out implementation of new systems so that employees aren’t expected to learn more than one major software solution at a time. Some systems are relatively easy to use and implement and that could allow implementation to a group of employees concurrently. But if the systems are at all complex and/or if they represent a significant change in procedure, it is recommended that the rollouts are not done at the same time.

Step Five
Make certain the individual(s) responsible for administering and supporting the system are capable of doing so. Too often employees who are not technologically savvy or who lack enough knowledge about the process being automated are given the responsibility of overseeing the rollout of new software. Administrators, trainers, and “experts” on the system should be extremely comfortable with the process, computers, and the software.

Organizations poised to utilize technology and advanced solutions may follow these basic “rules of engagement” and thus be far less frustrated when they implement new software. Understanding that not all employees are created equal in terms of their ability to assimilate technology into their daily tasks is a positive first step in getting all employees to the point where they feel comfortable with the use of that technology.

Dave Arringdale is President of Applied Training Systems, Inc., a management consulting and training firm, who created ReviewSNAP™, a Web-based performance management system. While working with companies of various sizes and industries, Arringdale and his team have noticed a distinct trend in hiring practices and in training relative to the integration of technology.