Market View

Adaptive HR in a Dynamic World: Navigating Diversity, Jurisdiction, and the Modern Workforce

Interview with

Martin M. Lang

HR Senior Specialist Long-term Account (Langzeitkonto), Bayer AG, Bayer Direct Services GmbH

About Martin M. Lang

Martin M. Lang currently holds the position of HR Senior Specialist Long-term Account (Langzeitkonto) at Bayer AG, Bayer Direct Services GmbH. He has been in this role since September 2022, bringing over 16 years of experience within the company. Prior to his current position, Martin worked as a Recruiter at Bayer for nearly 15 years, where he was responsible for full recruitment services, including consulting, support, and implementation for hiring managers across various levels and departments in Germany.

Can you elaborate on why the human element is so crucial in today's HR landscape?

It's a critical time for us in HR. We're not just observers of change; we're active participants and facilitators. Our job is to ensure that as the company evolves, we're providing the necessary support and guidance to all our employees across every level of the organisation. It's challenging, but it's also an exciting opportunity to shape the future of the company.

My personal perspective is the importance of putting more of the "H" in HR , especially when it comes to complex HR processes. When employees require assistance with intricate or sensitive HR matters, they prefer human interaction rather than an impersonal AI generated answer. For standard questions such as inquiring about policies, technology is efficient and can provide quick answers. However, when the situation is more individual and nuanced, the human touch becomes crucial. Consider scenarios like personal payment issues or dealing with a family care situation. In these sensitive matters, the employee should receive the empathy, understanding, and nuanced support to ensure they feel heard and understood. They want to speak with someone who can grasp the complexities of their situation, offer personalised advice, and provide emotional support if needed. This human-centric approach is what puts the 'H' back into HR, ensuring we're not just managing resources, but supporting people.

While we embrace technological advancements in HR, we must always remember that at its core, our field is about managing and supporting people. Balancing efficiency with empathy is key to effective HR management in today's rapidly evolving workplace.

How has your background influenced your approach to HR technology and processes?

One of my long-standing initiatives, something I've been advocating for years, is the translation of HR language into terms that people can readily understand. We have wonderfully sophisticated processes and a specialised language within HR. However, the challenge lies in the fact that often, this language isn't accessible to those outside our field. We're currently developing a tool called "Ask HR" - in doing so, I consistently advise our team to approach content creation with a specific mindset: imagine you're explaining these concepts to your grandmother. The idea is that your grandmother, or indeed your children, wouldn't be familiar with specific HR jargon or technical terminology. You need to explain things in a way that's clear and relatable to someone without any background in the field.

I believe this approach presents an opportunity that many HR professionals underestimate. By using language that is easily accessible, we can significantly improve communication and engagement. It's about striking a balance. We need to be careful not to oversimplify to the point where we might omit crucial information. The goal is to present information as it is, but in the simplest, most accessible way possible to foster a more inclusive and understanding work environment.

You've spoken about automation and digitisation, especially during the pandemic. Could you elaborate more on your experiences with this digital transformation?

At Bayer, we have an interesting organisational structure where HR Operations reports to the Chief Financial Officer, which is quite unique. As you can imagine, the CFO is very numbers-focused, which creates an interesting dynamic. For the past 15 years, we've been part of a special unit called Global Business Services. We've had to continuously deliver results, often leading to staff reductions and increased pressure to implement technical solutions for HR processes. It's a challenging work environment, but at our core, we all enjoy connecting with colleagues and other human beings.

One area where this human connection is particularly vital is in our long-term account process. While we have standardised procedures, people have individual issues, ideas, and dreams about how to use their long-term account. We engage in discussions to advise them on how best to achieve their goals, whether it's taking time off, addressing family care needs, or other personal aspirations. The long-term account is a versatile tool that can be used for various purposes, from sabbaticals to family care when a parent needs assistance. This flexibility makes it an attractive option for our employees.

How do you see AI and other emerging technologies supporting Bayer's innovative culture?

We're always looking for ways to leverage technology to enhance our innovative capacity. While we're excited about the potential of AI, we're also cautious about implementation. We want to ensure that any AI systems we adopt are not only well-trained with high-quality data but also align with our organisational values and support our employees' creativity and productivity. We're particularly interested in AI applications that can streamline routine tasks, allowing our researchers and developers more time for innovative thinking. However, we're also mindful of maintaining the human touch in our processes, especially in HR. It's about finding the right balance between technological efficiency and human insight. Many organisations are eager to adopt AI without fully understanding what they need or how it will truly benefit them. It's easy to get caught up in the hype at conferences and trade shows. We shouldn't underestimate the intelligence of our people. They always find a workaround when technology isn't working effectively.

What advice would you give to HR professionals looking to balance technology adoption with maintaining the human element in their processes?

We have a saying: "You never get a second chance to make a first impression." This principle applies perfectly to technology implementation in HR. The key is to keep it as simple as possible and as stable as possible from the outset. There's a delicate balance to strike. On one hand, we need our systems to be comprehensive enough to meet our complex needs. On the other hand, we need to maintain simplicity and stability to ensure user adoption and long-term relevance.

Technology should be an enabler, not a complicating factor. It should simplify processes and free up time for more creative and valuable work. When implementing new technologies, it's crucial to focus on usability at all levels. If the system isn't simple and intuitive, people won't adopt it. HR technology needs to be adaptive because what meets your needs in year one may not be sufficient in year five. Ultimately, successful implementation is about enhancing, not replacing, the human elements that make our work valuable.

About Bayer AG

Bayer AG is a leading global life sciences company founded in 1863 and headquartered in Leverkusen, Germany. It operates in three main sectors: Pharmaceuticals, Consumer Health, and Crop Science. Bayer is known for developing innovative products in healthcare and agriculture, focusing on improving human and plant health. With a strong emphasis on research and development, the company aims to address global challenges in medicine and nutrition while maintaining a commitment to sustainability and scientific advancement.

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