In a very short time, the Covid-19 crisis brought about years of change in the way companies in all sectors conduct business. According to a McKinsey Global Survey, companies have accelerated the digitisation of their customer and supply-chain interactions and of their internal operations by three to four years.
The acceleration in digital transformation resulted from many organisations ‘spring cleaning’ their business processes and technology investments. If the pre-Covid world forgave gaps in operational processes, the pandemic forced a different view on business leaders looking to build an effectively run digitally-focused business.
Executives today point to technology’s rise in strategic importance as a critical component of the business, and not just as a source of cost efficiencies.
McKinsey survey respondents predict long-term changes, including a significant increase in remote working, preferences for remote interaction, and increasing migration to the cloud.
Prior to the pandemic, technology was becoming an increasingly important part of the workforce. Businesses viewed technology as a helpful means of engaging with customers, facilitating some workplace flexibility, and as a way to introduce automation and faster processes.
When businesses faced their most difficult times during the pandemic, HR teams came into the spotlight. HR teams helped anxious employees concerned to know the impact on their livelihoods and business leaders looking to steer their companies through unprecedented disruption. However, many HR professionals reported that they felt digitally under-prepared to perform as effectively as they would have liked.
The workforce challenges that companies must now contend with are significant.
The trends most likely to impact companies and HR teams are: a trend towards remote working; a move to variable compensation packages; changes in workforce communication; and most significantly, the acceleration of digitisation, which is required to meet these new demands.
In a recent HR Technology Report, two thirds of HR professionals surveyed said they felt that they did not have the right technology in place to serve the future needs of the business. A perceived technological under-resourcing begs the question: “how fast can implement digital processes, safely, now that you have to?”
Document Logistix would like to direct you to a webinar recording that will be invaluable to any organisation considering the next steps in their digital transformation journey.
During lockdown Document Logistix helped a food production company with 7,000 employees to implement digital HR document management from scratch in order to manage 500,000 documents.
The outcomes have been highly successful for the business and its staff. Among the significant lessons learned and discussed in the webinar are that culture change, systems consolidation and company-wide preparedness are key to adoption and success.
Organisations will naturally be concerned about the seeming complexity of committing fully to digital processes. A first step in implementing digital processes could be migrating large numbers of paper records. Be assured, a back-scanning exercise in our scanning bureau results very quickly in centralised digital records.
Thereafter, integration with your business’ current systems is crucial to deliver a collection of individual services, such as document ingestion, access controls, comprehensive search, and publishing features. This new breed of content services can contain a set of microservices as an integrated suite, or with common repositories, to accommodate different user types throughout your organisation.
Once centralised, your business will have the opportunity to achieve other sought-after benefits such as process and document standardisation, and employee self-service.
Epson Europe took advantage of Cloud DM for records and retention