By Anca Sovarosi

From the language we use to the work we do, we are as much a reflection of our technological moment in time as at any other in the history of the workplace.  However, it is only recently, under the influence of instant interconnectedness, that we begin to see and comprehend the potential opportunity and impact of this paradox.

Equipped with increasingly cutting-edge technologies that address every aspect of HR, I think it is important that we consider the most fundamental of technologies – our thoughts.  Before we might hope to maximize our technological toolkits, we must first revisit our mindsets. Only then, can the full benefit of existing and emerging technologies be fully engaged – and filtered for focused initiative – within the wider range of HR functions: recruitment, retention, onboarding, training, crowd-sourcing, branding, etc…

Behind and beyond wares both hard and soft, there is mind. Thought itself our most ‘technologically’ advanced asset. Grey matter aside, technology’s magic is that it enables, frees and enhances human experience, providing us with the ability to create new, and hopefully better, thoughts.

Living in the age of technology means embracing the paradox: while ever-changing, sometimes within a few months, the core remains the same. Of course, I’m referring to current times technology, and not steam-power or stone-carving.

In the 2.0 world, HR professionals are getting sharper, faster and better equipped for strategic contribution than ever; the same tools of technology that are finding their ways into our hands and offices are also upgrading the ‘core’ technologies of culture, thought and mindset, while redefining concepts of collective input and influence.

We hear much talk of change being a constant, but the rate of change, and the volume and speed of the information now confronting us, is without parallel.  Our computational capacity has been enhanced exponentially in the past five years alone, allowing any employee to access, process and produce on a completely different timeline than previously imaginable.  We’re able to create, edit and re-create meanings, which brings both the tool for “magic” for any manager or HR, as well as a suite of challenges regarding equity, unified purpose and even ethics.

Take for example, two of the most common beliefs. If you believed as a company contributor/employee that the most important factor in your upcoming quarter was personal development, how much responsibility would you take for your actions? How much would you invest in confirming that belief, proposing and standing up for your ideas, or how much would you respect/grant other’s efforts as their own? If you believed influence/belonging is the most important factor in your development, how much attention would you pay to others in your environment? How much of your efforts would go towards building yourself, and how much to gather buy-in?

Within the realm of influential power comes a new, subtle form of bullying: pressure through ignorance (modern way of the amish-ly shunning). All while the ever-valid issue of equality demands acknowledgment to start with.  HR’s evangelism within a culture is walking the fine line between both beliefs while, of course, not being evangelical at all.

For HR to turn the torrent of technologies into talented tools that respect and reflect the best aspects of our own internal software, the key is simple: participate.  It is a mindset that needs to be championed – before – any particular piece of technology.

Cheerlead/QB a research mindset/culture: The approach to education is invaluable.  Ongoing education might be repellent to some, but is intrinsic to organizational and individual growth.  The purpose goes beyond just keeping the updates going; the real purpose is keeping the mind flexible for discoveries. In transformational times, flexibility and willingness to discover can strengthen relationships and interactions that might otherwise be hardened by the already-know-it-all approach.

Foster innovative cultures: Spur the new into being with plenty of input for critique.  New is happening anyway. Fostering new within your culture brings more than competitiveness; it empowers your crew to take charge, become accustomed to positive conflict and take ownership on a strategic level.  As an exercise and practice, this allows even the most entrenched mindsets to develop new routines of collaboration. It also can re-align individual and organizational purpose. Instead of just holding on and surviving, to be a part of a new way of doing anything better – enhancing/saving/changing/re-designing/servicing – is key.

The new tools and technologies can be daunting without HR creating a culture that both accepts and encourages trial and error; failure is part of the process on this road to progress. As we become more aware of our ability to co-edit our world, this truth validates itself not only within each member of the crew, but within the very ability of an organization to co-edit our world within its deepest of realities.

This adds a whole new dimension to the question, “People or business first?”  The technology at our disposal will continue to change, as will our intrinsic ability to integrate with individual roles in alignment with a business’s purpose. Inevitably, it also raises new questions of a person’s autonomy, freedom of mindset and locus of control.

HR is not only one of the key-players in steering this technological empowerment of cultures and people; we are also the moral centre of the mindset.

We’re not just the bridge-walkers. We’re bridge-makers.

PeopleTalk: Summer 2011