HR 3.0: how to reinvent government human resources
Digital transformation is hitting government human resources head on and major upheavals are looming ahead: but more than just a requirement, HR 3.0 is a real opportunity that could reinvent civil functions.
With new employee expectations, the development of collaborative uses, and the evolution of managerial positions, the upheavals linked to digital transformation are mapping out the future landscape of government’s HR: we could see a vital “3.0” management system that should also enable the reinvention of government human resources. But how?
Move towards agent-centric approaches
First off, an agent-centric approach should be favoured, putting the user at the centre of HR service development, making such services more attractive and enriching from a user experience point of view. As such, a “use-led” development process is structured around agile approaches authorising test and learn, and generating continued professional development. This is one of the challenges of rolling out new HR services, and not the only one.
A new “learning experience”
HR 3.0 goes hand in hand with new training. Previously in decline, today it is presented as offering on-demand training and testing – any time, anywhere – and is taking on new forms: MOOC (massive open online course), tutorials, serious games, micro learning, etc.
The training platform announced in the French government’s next budget (2018-2022) will contribute to developing a new “more engaging experience”, more in line with personal use. It will provide the means for “on demand” and “omni-channel” change management for employees who will be in the driving seat of their own transformation.
Better HR management practices available at last
On a technical level, urbanisation and functional and technical interoperability are the keys to ensuring coherence and optimisation of a vast, joined-up and constantly evolving HR system. The HR system of tomorrow will allow the coexistence of the dialogue within a platform and modular architecture, between “base” HR solutions and new generation, digital HR solutions available online, in a public SaaS or a private, government SaaS platform.
Are we moving towards a HR 3.0 innovation lab?
How can we go even further? In line with interministerial digital solution sharing, using an innovation lab with the HR 3.0 function would position it as an incubator serving tomorrow’s HR services, making it possible to review practices and invent new uses. The Lab’s collective intelligence would bring about more agility and creativity, serving the dynamics of transformation. This is because tomorrow we will even use machine learning systems that can learn autonomously, enhanced by previous uses and that benefit from Big Data and user feedback. Maybe, then, we might be able to speak of an “augmented HR management.” Watch this space.