As HR technology proliferates and becomes more challenging, Nicki Hay, SVP, HR, DHL Supply Chain UK&I explains how her team ensure IT always delivers for HR.
Across industries and business functions, the acceleration of digitalisation is changing the world of work rapidly, and the HR function is no exception. As the implementation of technology solutions continues to grow at pace, organisations that do not evolve their operations will struggle to attract and retain the best talent.
For HR functions to deliver the right level of support in this context, we must leverage technology strategically to create capacity within our teams and for our business partners. This isn’t about implementing technology for the sake of it – it’s about enabling HR professionals to focus on what truly matters: supporting business growth and developing the skills of our workforce.
To do this, we also need to recognise how sector and business-specific factors influence this digital transformation. Industries like logistics face unique challenges, particularly when addressing technology fluency gaps across diverse workforces. Equally, organisational scale plays a significant role. Large businesses may have more investment capabilities, but they are also challenged to develop solutions that work effectively across thousands of employees with varying digital comfort levels.
We have a responsibility to design solutions with implementation in mind.
Successfully navigating this complexity requires carefully thought-out, well-designed processes as a foundation. Without them, even the most advanced technology solutions will fall short of their potential. Equally important is ensuring we bring the entire workforce along on the digital journey. As HR leaders, we have a responsibility to craft compelling narratives that demonstrate value and drive adoption, turning technological potential into tangible business outcomes.
Taking everyone on the journey
HR plays a vital role in storytelling throughout the technology journey, from implementation to demonstrating ongoing value to the business. Ultimately, the success of any solution is determined by how effectively colleagues engage with our vision and adopt the tools we provide. In practice, introducing a new piece of technology can often see varied adoption rates, with generational differences playing a significant role in adoption patterns. This creates additional work as teams find themselves supporting multiple systems and approaches simultaneously.
To avoid this, we have a responsibility to design solutions with implementation in mind, considering training requirements, support needs and ease of use from the very beginning. For example, when we implemented a new manager self-service platform, we developed robust, far-reaching training programmes to support this technological shift and help managers realise the benefits of this new tool. 96% of our manager population went through this detailed training, and we continue to offer drop-ins and support sessions to supplement training for anyone who needs additional help or guidance.
In these instances of communicating the benefits of a technology solution, HR leaders also have the opportunity to demonstrate how technology and the human workforce can coexist productively. Reinforcing the narrative that, rather than replacing human work, well-implemented technology removes repetitive tasks and creates space for more meaningful contributions remains critical to reassure colleagues and encourage them to embrace digital solutions.
Bridging the technology gap
Our sector’s diverse workforce demographics can mean that not all of our colleagues are at the same level of digital fluency. As a result, we need to pay special attention to implementing strategies that acknowledge these differences while still driving forward with necessary innovation. In practice, this can mean a more gradual introduction of digital and automated solutions, supporting our colleagues by developing their digital capabilities as part of an evolving process rather than a sudden change.
We ensure everyone can develop together without feeling left behind or overwhelmed by the technological shift.
Take AI adoption as an example. We’ve found success by capitalising on the initial excitement around AI’s more accessible features, like creating images and videos, which is perceived as safe, harmless, and fun. This positive engagement helps soften any concerns about what AI might mean for our colleagues’ roles. From this foundation, we can then demonstrate the practical power these tools offer to help them work better and faster, freeing up their time for more strategic contributions. By taking a phased approach and creating communities where people can learn and share their progress, we ensure everyone can develop together without feeling left behind or overwhelmed by the technological shift.
One of the most significant challenges facing HR technology implementation today is systems that don’t communicate effectively with each other. The architectural design of digital solutions is critical, requiring HR and IT to collaborate closely on roles and responsibilities that drive value across the business. Implementing individual solutions rather than focusing on a holistic, unified approach can create a disconnected landscape that fails to deliver integrated insights or experiences.
Delivering measurable results
At DHL, we are harnessing digital solutions to ensure HR systems can talk to each other seamlessly. As a result, our data integrity has improved significantly. Meanwhile, annual processes like merit reviews and bonus calculations now run more smoothly, enhancing the overall employee experience.
We are continuing to standardise and automate processes to maximise the benefits of our technology solutions. For example, we’ve simplified our new hire process by connecting data flows, creating a single input system that carries information from initial interest through to contract generation, employment record creation, and payment processing. This “once-only” approach to data entry saves countless hours while improving accuracy. In our people services operations, we have also introduced solutions that intelligently auto-organise incoming work, freeing team members to focus on key actions.
At the same time, we’re seeing particularly exciting results with emerging technologies. By applying generative AI to employee opinion surveys, we can now complete cultural change reviews in 20 minutes instead of a full day, creating capacity for more strategic work.
Looking ahead
The journey of technological transformation in HR, like many other functions, will never truly be complete. It requires patience, persistence, and a commitment to doing things properly rather than quickly. By focusing on the strategic implementation of technology to create human capacity, HR leaders can position their functions – and their organisations – for sustainable success in an increasingly digital world.
At DHL, we’ve made our HR function a priority destination for graduate placements, recognising that understanding the levers available to HR and how it unites the business is fundamental to developing future leaders. The feedback on these programmes has been overwhelmingly positive, as participants gain insight into how technology and human expertise combine to drive organisational performance.
As we look to the future, the most successful HR functions will be those that balance technological innovation with human insight. The businesses that thrive in tomorrow’s environment won’t be those with the most advanced technology, but those that most effectively integrate technological capabilities with workforce expertise. As HR leaders, our challenge is to lead this integration, demonstrating how digital and human elements combine to create workplaces that are both highly efficient and engaging.
