Best Practices to Keep the Human Touch in Digital HR Services
Koivuniemi, Sofia (2023)
Koivuniemi, Sofia
2023
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023060116925
https://urn.fi/URN:NBN:fi:amk-2023060116925
Tiivistelmä
As more daily interactions in our personal and professional lives have moved online, the importance of better digital experiences increases. As consumers prefer to have more personalized experiences online, could adding a human touch increase employee satisfaction with digital HR services? And what would the human touch include?
This bachelor’s thesis researches the significance of Human Touch in Digital HR Services in the case company Wärtsilä. The aim was to understand the importance employees have in feeling a human touch with digital HR services and what are the best practices related to the topic.
The research-based thesis consists of a theory section, the chosen research methodology, data and results, and finally, the conclusion. The theory section discusses a mix of theories combining, technical/design, HR, and social/motivational theories. It includes the key aspects of digital employee experience, HR portals, employee life cycle, social presence theory, four drive theory and self-determination theory.
The study was based on both quantitative and qualitative methods. First, a survey was conducted in the case company Wärtsilä for all internal employees. These results were statistically analyzed, except for open responses from the survey, which were analyzed with qualitative methods. Second, three interviews were conducted with HR professionals from different organizations to understand the best practices. The interviews were then transcribed and qualitatively analyzed.
The data collected in the research showed that overall, the human touch is seen as very important in digital HR services, however, the human touch was not considered to consist of elements such as empathy and emotions. Most respondents considered the human touch in digital HR services to be fast responses, transparency, and guidance on using tools. There was a clear desire to use self-service and be efficient with solving HR matters. User experience was seen as being crucial both from the employee and HR professionals’ perspectives.
The best practices included taking employees into the development work of digital HR services, building continuous feedback loops, creating personalized content that related to the organizations strategy and values, and focusing on change management.
For further research the author suggests conducting research related to the human touch in HR processes, as well as how cultural differences affect the perceptions of human touch related to the topic.
This bachelor’s thesis researches the significance of Human Touch in Digital HR Services in the case company Wärtsilä. The aim was to understand the importance employees have in feeling a human touch with digital HR services and what are the best practices related to the topic.
The research-based thesis consists of a theory section, the chosen research methodology, data and results, and finally, the conclusion. The theory section discusses a mix of theories combining, technical/design, HR, and social/motivational theories. It includes the key aspects of digital employee experience, HR portals, employee life cycle, social presence theory, four drive theory and self-determination theory.
The study was based on both quantitative and qualitative methods. First, a survey was conducted in the case company Wärtsilä for all internal employees. These results were statistically analyzed, except for open responses from the survey, which were analyzed with qualitative methods. Second, three interviews were conducted with HR professionals from different organizations to understand the best practices. The interviews were then transcribed and qualitatively analyzed.
The data collected in the research showed that overall, the human touch is seen as very important in digital HR services, however, the human touch was not considered to consist of elements such as empathy and emotions. Most respondents considered the human touch in digital HR services to be fast responses, transparency, and guidance on using tools. There was a clear desire to use self-service and be efficient with solving HR matters. User experience was seen as being crucial both from the employee and HR professionals’ perspectives.
The best practices included taking employees into the development work of digital HR services, building continuous feedback loops, creating personalized content that related to the organizations strategy and values, and focusing on change management.
For further research the author suggests conducting research related to the human touch in HR processes, as well as how cultural differences affect the perceptions of human touch related to the topic.