Advances in HR technology have their pros and cons. Like everyone else, HR leaders in Asia-Pacific are trying to choose optimal technologies that help them be more productive and stay better connected. But sometimes technology negatively impacts the employee experience. The key is being able to distinguish between HR tech that meets your needs and the kind that will make life harder for employees.
Now that people are entering the next normal, Martin Adlington, Group Chief People Officer at nib Group, is helping people get over their Zoom fatigue and use tech to improve the employee experience. Recently, Adlington, a speaker at the HR Tech Live APAC online event, talked to HR Exchange Network about how HR leaders can better live - and work - with technology.
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HREN: Some technology that was meant to bring us together has actually driven us further apart. What are a couple of examples of these kinds of technology? Why is it turning out this way?
MA: It really is a great irony that so much of the technology designed to connect us can, in fact, actually drive us further apart. Although these tools present more opportunity to build relationships, they don’t come without their risks and potential consequences. Consider the impact social media has had in society on the prevalence of depression and anxiety. Throw in ‘fake news’ and ‘keyboard warriors’ and you can start to see how these tools that were designed for good can also have a negative impact.
When we consider this issue in the context of the workplace, I look at tools like Zoom, which we wouldn’t have survived the pandemic without. Zoom made it possible for us to switch to remote work overnight, stay connected, and communicate during a crisis. It was so easy, so accessible, and seamless. Now? People are feeling Zoom-fatigue. Overnight it became the solution to every problem, and now the fact that it’s so accessible has actually become a negative in some cases. It has made the desire to actually come together to connect in other ways, especially in-person, hard.
Asynchronous collaboration tools like email are another great example. It’s so easy now to communicate anywhere, anytime but the quality of the conversation will just never be the same as talking face-to-face. I’m sure we’ve all received (and written) poorly worded emails in the past that have given off the wrong tone or impression. Something so simple can cause great frustration.
But all is not lost. We just need to stop thinking of technology as the solution and start thinking of it as an enabler. The combined power of humans and technology can be amazing – we just need to learn how to use the right tool for the right purpose at the right time.
HREN: Many HR leaders are now hiring people as remote workers. Many others have hybrid workplaces that include remote and in-person workers. How do you use technology to effectively collaborate even with all or some remote employees? What are the biggest mistakes people are making and how can they avoid them?
MA: As I’ve mentioned, the biggest mistake you can make is thinking of one piece of technology as the solution to solve everything. You need a mix of tools to suit your purpose. And, even more than that, it’s important to remember that no number of technologies will create a great hybrid work experience on their own. The humans behind the technology are critical.
The biggest thing to come to terms with is that in this hybrid environment, creating real connections takes time and effort. It’s no longer as simple as putting people in an office together and hoping they cross paths in the hall. You need to be purposeful. You need to be planned.
Some examples of initiatives we’ve put in place at nib to connect remote employees have included Live Q&As with Executives, virtual DEI panel discussions, virtual ‘Coffee with the CEO’ for new starters, and remote team wellbeing challenges. We use a combination of technologies including Zoom and Workplace from Meta to enable these.
In addition to these traditional sorts of engagement activities, we’ve also moved to make every key part of our employee experience hybrid-enabled. All our learning programs are now designed as ‘digital-first’ experiences that focus on peer learning and interaction, so not only are we growing and developing our employees, we’re also helping them connect and collaborate at the same time. Here we use a mix of technologies and tools like virtual Zoom seminars, e-learning, and lab work. We’ve also just launched a new mentoring program using an online platform to help facilitate that in a far more engaging and interactive way.
Another mistake people can sometimes make is being afraid of the technology. Sometimes we have a bias to want to overly control or structure a platform. What we’ve done with our enterprise social tool, Workplace from Meta, is really let our employees build it from the ground up. Some of our most popular groups are those that employees have created as communities of interest, and they’ve become a safe, fun space for our people to share stories and have a voice.
HREN: How does use of this technology relate to the wellbeing of your employees?
MA: In our hybrid work model, we rely heavily on technology to help support our employees’ wellbeing. All of our Health, Safety & Wellbeing programs have been re-designed to ensure they are not only accessible remotely but are just as effective as they would be if they were delivered in person. Throughout the pandemic we’ve focused heavily on our employees’ mental health experience, providing support including free access to the Calm app, webinars with our [Employee Assistance Program] provider, and establishing virtual Mental Health First Aider check-ins. We’ve also recognised the link between connectedness and mental health and have designed a number of programs and initiatives to build relationships remotely, such as virtual team physical health challenges.
We’ve also put a heavy focus on fostering psychological safety through our technologies and communications, starting by role modelling this from the top. With lines of home and work now blurred, we’ve spent a lot of time working with leaders to show their ‘human side’ behind their ‘professional personas’. We’ve used platforms like Zoom and Workplace to really bring this to life and have our employees connect with our senior leaders over things like home schooling, their wellbeing, and even pets!
Also, we’ve created online communities of interest like ‘Pride @ nib’ and ‘Culture @ nib’, which are inclusive, safe places for employees to share lived experiences, learnings, and bring their whole selves to work.
Don't miss Adlington's session or the others at HR Tech Live APAC. It's free to register.
Photo courtesy of Martin Adlington of nib Group