ADP has been in the people business for a long time. Over several decades, we’ve been helping businesses and organisations around the world by processing their payroll, not only so that people get paid, but also to make sure all governmental compliance obligations are accurately and safely performed.
As such, ADP has grown to become one of the most relied upon, and dependable, companies in the human resource provider business worldwide. Over time, ADP has seen many social and business changes, some of which impact how we do business.
Technology has been the primary driver of these shifts, and in particular, the internet has created more change than any other single technology. It’s even driven the creation of mobile devices to become smarter. Now with access to applications on the internet, connected mobile devices have become part of our daily lives virtually everywhere around the world, in every economic environment.
This connectivity has changed how we work. People in our organisations are now connected in more ways than ever before. The digital age brought email and websites to the office, but mobile and social networks brought engagement to the office.
It’s not just digital one-to-one or one-to-many communications; now many people communicate with many other people – many-to-many. This changes the way we do business – it also changes the way we manage people in our organisation.
Employees communicate differently. As such, their needs have expanded. Employee expectations need to be better served, just like the business expects the employee to better serve the company. They go hand-in-hand.
By now, most organisations recognise Human Capital Management (HCM) – an extension of payroll – as a viable solution for human resource teams to help move them into this new age. It’s a tool they can leverage to manage and interact with employees. While this is all very well, it’s only the tip of the iceberg.
HCM with payroll is more than a management system – it’s a disruptor.
HCM increased employee expectations, while reducing the speed at which employees expect to be attended to. It has intensified the power of team development. And it has reset the relationship between employees and the customers they serve.
When business leaders think about how their organization is set up, they tend to split it in two parts. There’s a ‘back office’ such as HR and accounting that takes care of the things that keep people working. And then there’s the ‘front office,’ which runs the business - including development, manufacturing, sales, marketing, customer care, PR, legal, and other teams responsible for customer sales &; experience.
But, here’s the catch.
While every organisation technically has a back office, it’s fundamentally fragmented. Each HR and accounting person manages one piece of the employee journey. And each uses a distinct set of tools and to do so. But none have full visibility into the entire employee journey, let alone the employee's entire story. Walled off from one another, they don’t know what happens beyond their own silos.
This wasn’t always the case.
Our human resources back office used to be small. We used to know everything about our employees. How’d we do it? Simple. We were social. We actually talked to them. We really listened to them. We got to know their likes and dislikes, and, over time, we built real, human, one-to-one relationships.
As business scaled, however, things got a bit more complicated. Communication shifted from one-to-one to one-to-many, or not at all – that was the old way.
What’s needed is a unified system of engagement that operates as a single service across the organisation’s existing infrastructure, and allows HR in the back office to collaborate more effectively with unified data and workflows to all employees.
Instead of wasting time stitching disparate tools and data together, HR can spend more time focusing on what matters most: providing relevant, valuable, and personal experiences to each and every one of their employees.
If you can do that, then you’re ready for the future of HR.
Eighty per cent of organisations believe they deliver ‘superior experiences.’ But just eight per cent of employees believe they receive ‘superior experiences.’ We’re going from a one-way, payroll-centric world, to a digital, employee-first one. Organisations need to transform and start delivering great employee experiences.
This is what makes ADP® iHCM 2 so unique. It was designed for the new employee engagement age.
Now, it’s up to you.