Culture Agents…
The Role of IT and HR
Executives continue to adapt to an ever-changing new normal and ensuring that their operations function smoothly remains paramount – particularly in this unprecedented remote work world. The providers of the infrastructure that keep employees productive and the designated human capital strategists, CIOs and CHROs have recently found CEOs leaning even more on their areas of expertise. Their roles are going through a renaissance. And now, with the challenge of unparalleled civil unrest, CIOs and CHROs find their roles in an even brighter spotlight than even just a few weeks ago. During this charged time, more than ever, the responsibility falls on the company leaders to build, drive, and foster culture. And the leaders at the center of this infrastructure challenge? CIOs and CHROs.
Today, a CIO’s responsibility expands beyond strategically selecting the technical tools that keep organizations running smoothly.
IT’s Responsibility for Inclusion
Simply put, the structure IT teams build connects employees and customers. Yet, today, a CIO’s responsibility expands beyond strategically selecting the technical tools that keep organizations running smoothly. They have discovered that executives with sought-after soft-skills, including creativity and emotional intelligence, can learn technical skills with relative ease. This discovery came naturally as CIOs have learned how to quickly adapt infrastructure and processes in a rapidly evolving world. The resulting flexibility in thought has also benefited their hiring decisions: technology leaders no longer feel hamstrung by the need to find the top technical talent.
CIOs have discovered that executives with sought-after soft-skills, including creativity and emotional intelligence, can learn technical skills with relative ease.
For the better part of the last decade, CIOs have experienced the struggle of increasing female and minority representation on their teams – and in leadership ranks. And, while, they still need to focus on improving these numbers, they have made some progress worth sharing with C-suite peers. CIOs have learned agility in leadership, a requirement when working with large scale transformation and change programs such as shifting employees to digital and cloud-based technologies.
Changing the hiring paradigm will help CIOs accelerate efforts to build inclusive teams. And this agile hiring mindset – where we see a shift in required skills – is a lesson CIOs have a responsibility to share with C-suite peers.
In fact, a recent Deloitte thought-piece highlights, “As these new and emerging technologies upend business as usual, more IT organizations are seeking to complement highly skilled technologists with colleagues who speak and understand the language of the business and can help to cover the gamut of responsibilities technology teams are expected to deliver to remain competitive.” The shift in who technology teams hire opens the door for non-technical talent with innate soft-skills – who learn technical skills on the job – to become technology leaders and possibly even CIOs. This nimbleness in changing the hiring paradigm will help CIOs accelerate efforts to build inclusive teams. And this agile hiring mindset – where we see a shift in required skills – is a lesson CIOs have a responsibility to share with C-suite peers.
HR and Communications teams hold the responsibility of educating employees on the best ways to use the technologies that enable company growth and culture building – especially essential in today’s virtual office.
HR’s Role
The most successful C-suite teams find strong partnerships between CIOs and CHROs. Beyond human capital management, just as IT connects organizations with technical infrastructure, HR plays a pivotal role in bringing teams together. HR and Communications teams hold the responsibility of educating employees on the best ways to use the technologies that enable company growth and culture building – especially essential in today’s virtual office. But HR and Communications teams have a hefty role in today’s reality where they must orchestrate company structural shifts, policy changes, payroll/benefits adjustments, return to work plans, and new virtual learning and development programs. While educating employees about technology programs is key, many HR teams are simply unable to prioritize it. And if CIOs fail to partner with these soft-skill teams, they risk failing to gain employee adoption of incredibly expensive technologies.
In essence, today’s corporations are evolving into universities: the place to learn and grow. And the deans of the university are the CIO and CHRO.
Technology Communications: A Priority for Inclusion
Even with everything on HR’s plate, in today’s time of unrest, it’s essential to focus on building technical skills within organizations. Technology democratizes access and career growth, regardless of race, gender, or background. More than CIOs win when employees upskill. The challenge remains in closing the massive technical skills gap. Closing this skills gap within organizations helps keep the workforce knowledge current, while providing continuing education for employees. In essence, today’s corporations are evolving into universities: the place to learn and grow. And the deans of the university are the CIO and CHRO. As the C-suite makes progress on increasing representation of female and minority representation on their teams, as well as in leadership ranks, this continuing education will be a key differentiator for top talent looking for their next career step.
Ellebridge Can Help
Ellebridge coaches CIOs on bridging the gap with HR and Communications, accelerating change across the organization. We help organizations prioritize and deliver technology education to employees. In addition to driving successful employee adoption of new technologies at global organizations, Ellebridge expertly partners with HR and IT leaders to simplify messaging for all employees – essential when fostering an engaging culture. Contact us to learn more about how we can bridge your company's technology, HR, and marketing teams.