Every day, HR professionals are given new information detailing how technology — automated solutions like generative AI — can improve the employee experience, whether by freeing up staff from administrative, repetitive tasks, streamlining processes for a less stressful work environment, or increasing fast access to information or HR requests via self-service portals.
This information is accurate — technology can and does do those things — but as with all new innovations, it’s important to thoroughly consider your strategy and proceed with a clear end-goal in mind.
Leaning too heavily on digitised processes can risk making employees’ lives harder, rather than easier — we’ve all experienced the frustrations that come with too much technology, be it an unexpected item in a bagging area or an automated customer service agent that doesn’t quite pick up on regional accents. And yet, technology is a vital part of the employee experience — avoiding it altogether is likely to lead to slow processes, a lack of innovation, and unhappy staff.
A 2022 report found just under half of all employees (47%) across the globe claim technology issues at work can negatively impact their mental health, and in the UK specifically, over nine in ten (91%) employees report feeling frustrated by workplace tech.
With today’s talent landscape favouring candidates, these figures matter now more than ever. While the impact of this ‘war for talent’ varies from industry to industry, studies show the problem to be particularly prevalent in the utilities sector — which is likely to experience a lack of up to 40,000 competent workers by 2025. This means, organisations in the energy industry must provide a standout experience at every stage of the employee lifecycle in order to remain competitive.
Technology is a vital part of this. HR leaders — both in the utilities industry and more widely — are facing a unique opportunity to resolve these challenges and create a simplified, personalised experience, but doing so requires striking the right balance between human and technology.
Leading HR Executive Stacey Marston, Head of People Systems and Operations at National Gas, recently spoke about the complexities within the utilities sector, and a need to simplify processes that will resonate with many in the HR profession. She explains:
“The more employees you have, the more departments you have — and therefore the more siloed your way of working becomes. With so many different teams involved it can be hard for HR teams to streamline the moments that matter: onboarding, review stages, promotions, etc.”
What’s more, like many others, utilities companies often rely heavily on complex, long-standing terms and conditions, old fashioned technology, and legacy processes that have become regimented and inflexible over many years.
“When you have an organisation that’s been built over time, it can be hard to strip back those complex procedures. So, what we’re left with is the dual challenge of trying to simplify and streamline processes for the better, without taking away the things that make a difference to employees” explains Stacey.
There’s a real need to invest in technology that not just allows work to flow seamlessly from one department to the next, but also to make sure management and HR staff can keep on track of what’s going on with their employees, and when.
“Every simple administrative request that comes into management is another item on a to-do list for that manager. Often things we barely think about end up taking the most time, requesting a new laptop, providing security access, allocating a parking space, etc.” explains Stacey.
These things — with the right technology — could all be simplified and made digital, freeing that manager up to focus on how they can best support their employees from a career growth perspective.
Using technology to streamline processes is just the first step in a much longer journey. Once an organisation has put the necessary tech solutions in place, the challenge lies in preserving a personal element.
Speaking to Human Resource Executive on the importance of delivering a human touch, Cindy Raz, Chief People Officer at NAVEX, explains:
“While AI can automate repetitive tasks and provide data-driven insights, it’s the human element that fosters creativity, empathy, and critical thinking — the qualities that make us uniquely human. HR must focus on creating a work environment that embraces technology and human connection, leveraging AI technology as an enabler rather than a replacement for human interactions.”
This line of thinking resonates with Stacey, who added:
“What we’re essentially looking to do is make everyday transactions between employees and HR teams work better for everyone. And the key lies in not treating them like transactions at all.”
“Each of your employees is an individual with completely individual needs, wants, and experiences, so as HR professionals, it’s our responsibility to make sure they’re treated as such. We talk a lot about getting ‘moments that matter’ right, but the value of this can’t be understated. Your employees need to know that they’re supported through those key points of their career — and their personal life.”
Imagine an employee needs to change their emergency contact information because of a bereavement. Speaking to a human HR rep to do this would naturally spark an entire series of interactions. The HR representative would know to check in on the employee, to ask if there’s anything the organisation can do to support them as they navigate this time, to navigate the topic sensitively and to trigger any other necessary paperwork — changing pension beneficiaries, for example.
However, if that process was done via machine, the computer wouldn’t necessarily trigger any follow-ups, leaving the onus on the employee — who is currently grieving — to take any required action and inform employers accordingly. In this way, we see the need for balance.
“In the utilities industry, we focus so much on making a standout experience and driving a top-tier relationship with our end users — but we should apply the same school of thought for employees. The idea is always to build a long-term relationship where there is mutual trust,” explains Stacey.
Technology, in many ways, allows us to do that. But doing so requires a healthy balance. It’s about working out what jobs only humans can do, and making sure that humans are freed up to do those jobs.
In a nutshell, technology should complement, supplement, and support the experience — not be detrimental to the experience. It sounds challenging, but Stacey’s advice is simple.
First and foremost, don’t try to fix everything at once. Instead, work out what matters most to your employees and start there. You’re looking to provide genuine value, rather than tick boxes.
Second, shift your focus to the higher volume transactions. Business leaders must ask themselves, what repetitive, manual tasks take up the most time, and how can they be automated for best results?
And finally, avoid overcomplication wherever possible. Keeping your processes clear and simple will benefit everyone involved in the ecosystem.
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