Market View
01
Adaptive HR in a Dynamic World: Navigating Diversity, Jurisdiction, and the Modern Workforce
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Interview with
Philippa Barnes
Director, ReThink HR Ltd
About Philippa Barnes
Director at Rethink HR. Her role involves working as an HR consultant to help clients implement HR technology solutions such as core HR systems, recruitment systems, learning management systems, and workforce planning. She has a background in HR and has specialised in HR technology. Her work focuses on helping businesses get the right HR systems and data in place so they can make data-driven decisions about their workforce.
You made an excellent point about how employee expectations have radically changed as consumers - they now expect those same intuitive, automated experiences from workplace systems. Could you expand more on that shift?
Employee expectations have completely transformed over the past decade. The bar has been raised dramatically across all digital platforms. Just look at how easy it is to order from Amazon or book a trip through an app. Employees now assume that same slick, seamless experience will apply to internal systems like HR and payroll. They expect simplicity, automation, and convenience. For example, if an employee updates their address, that change should automatically flow through to IT, payroll, benefits - no more printing forms in triplicate. Employees want the technology to handle repetitive tasks behind the scenes. Little nudges like confirmations and reminders also go a long way to improve their journey through workflows. Meeting them where they are, using familiar language, is key. The days of clunky, disjointed systems are over in their minds - consumer-grade ease of use is the new table stakes.
It's clear how consumer-grade convenience has upped expectations. Where else have you seen opportunities to enhance employee and manager journeys through HR systems?
There are many ways to create more streamlined experiences. I think guidance and confirmation when employees complete processes is underutilised. Simple acknowledgements like "Thank you, we've updated your records" or "Please advise your pension provider separately" improve the journey. Proactive prompts are equally useful - reminders of required steps employees often overlook. Thinking end-to-end, there are so many small tweaks that together create a vastly better experience. For example, when an employee submits a change request, the system should confirm receipt, then follow up when actions are complete. Messages like "Thank you, we have updated your address in our records and notified the relevant teams" go a long way. Even using consumer-style language instead of HR jargon makes a difference. There are many opportunities to enhance journeys through thoughtful communication and reducing ambiguity.
You shared an insightful example about global compensation analysis - say for an international acquisition. How do you advise clients on structuring this across geographies and systems? Where do you start on complex challenges like that?
With any multifaceted global scenario, we always start by identifying the key end goals first. What questions do executives want answered? What insights are needed to drive decisions? That north star guides everything. From there, we map backwards - what specific data points are required to deliver those insights? Local systems provide workforce stats, but we likely need financial data too. Building a master dataset with compensation, performance and business metrics is crucial. The technology comes last - HR systems alone rarely enable robust reporting. Starting with the end in mind ensures you get the full picture and select the right solutions. Don't let the technology dictate what's possible - really understand the business questions, then figure out the data and systems needed.
Walking through it backwards makes so much sense - understand the business questions, then figure out the data needed. That helps avoid technology-first decisions. Along those lines, what are some pitfalls to avoid in sustaining high data quality long-term?
Data quality is a constant pursuit. When systems are new, data is pristine. But inconsistencies creep in over time as more people start using the platforms. One pitfall is lacking active governance - engaged data stewards are key. They understand the systems and care about integrity. Stewards play a vital role in catching issues early and guiding users. Thorough training and detailed user guides are critical too - especially for new starters. Bad habits corrode data quickly. If they learn bad practices upfront, it becomes much harder to correct later. Active training and stewardship make a major difference in sustaining quality. You can't just set it and forget it - constant vigilance is needed.
Proactive governance and training are clearly essential. Finally, you made an excellent point that HR should always speak to the value created by technology. How can HR highlight improvements even when gaps emerge?
Once users get accustomed to new features, they often forget the 'before'. HR should consistently track metrics - what reporting, analytics, and workflows have advanced? Before-after data highlights the ROI. Users may critique systems over time, but progress is still made. By quantifying gains in efficiency, insight, productivity etc., HR can showcase technology's ongoing impact despite inevitable gaps. Don't lose sight of the big picture transformations enabled. Stay focused on telling that value story throughout adoption - the tech itself is just an enabler, not the end goal.
About ReThink HR
ReThink HR is an HR technology consultancy that partners with organizations to optimize their HR systems and processes. With deep expertise across the employee lifecycle, ReThink HR specializes in HR tech strategy, implementation, and adoption. They stay on the cutting edge of HCM technology trends to ensure clients leverage modern, agile solutions tailored for their unique needs. ReThink HR reimagines HR for today's rapidly evolving digital landscape.
