Open Tools: Building an inclusive workforce through technologies and tools

The OpenHR framework is developed as an “OpenHouse” with strong foundations, intentional structure, connected relationships, all-employee well-being, and a sense of belonging for permanent employees and independent contractors and workers who have a stake in creating value for the organisation. Divided into four rooms - Rules, Tools, Skills, and Thrills - this framework outlines conditions and actions needed to create the ideal work experience for different types of globally dispersed talent.

This article focuses on the OpenTools room, and its role in building an inclusive workforce through technologies and tools. 

OpenHouse Framework: OpenTools 

The ‘Tools’ room is about establishing an inclusive, data-protected, cyber-safe, trusted ecosystem binding together marketplaces, workplaces, the workforce (both permanent and independent employees, contractors, etc) and customers through enabling, empowering technologies and tools. This approach creates a true ecosystem, where all elements connect seamlessly rather than a series of individual platforms bound together by multiple Application Programming Interfaces (APIs). 

OpenTools aims to seamlessly integrate enabling technologies with the human centre of the organisation, to facilitate collaboration, communication, and engagement. By embedding digital tools, organisations can support both in-office and remote employees, empowering them in a secure, measurable environment that drives efficiency and customer satisfaction. 

Going for the ‘fad or the fashion’ rather than the ‘function and form’ where digital technologies and tools are concerned. We must go deeper to understand the most appropriate tech and tools relevant to our business and people that will enable greater automation of processes, empowerment of people, productivity (whether central or remote working), co-working, customer engagement, and results delivery.

To create a new human resources framework relevant to a capable blended workforce and increasingly distributed workplaces, senior leaders and HR professionals must be supported by appropriate tools and technologies.These tools enable and empower the organisation to accelerate growth, resulting in a 21st-century business seamlessly and safely integrating the most appropriate digital technologies and tools with a stronger, more empowering human touch.

Every business in the 21st century is operating in the midst of a huge acceleration of digital technologies that are impacting life, the workforce and the workplace. Businesses everywhere need to be more connected with a mobilised, engaged, and empowered workforce. With this in mind, OpenRules (e.g. your future work strategy and protocols) must be in place as the new human resources ‘operating system’ to underpin the attraction, management and retention of an increasingly blended and dispersed workforce. 

According to a recent Boston Consulting Group survey of more than 5,000 managers and employees, over 80% said digital tools helped them get through the economic slowdown that the pandemic created. Digital technology is the fuel that drives growth through more connected, collaborative, and agile human endeavour. We had to do it in the early 2020s, and we need to accelerate it as we look ahead to the 2030s.However it has to be done right and balanced with the human component, rather than introducing and duplicating technologies and processes. 

Therefore, at its heart, our OpenTools room is all about developing and managing a ‘tech and touch’ ecosystem fuelled by relevant and appropriate technologies that is informed and driven by the desired company culture, and enable human productivity, engagement and performance in a way that is cyber-safe, protecting our business, our employees, our stakeholders, and our customers.

Implementing the OpenTools approach

Implementing your OpenTools approach begins with redesigning the technology. However, a consistent lesson is that it’s not about technology alone. It’s about technology, people and culture. Technology that enables but does not overwhelm, and technology that connects seamlessly across all functions and stakeholders without the need for binding sub-technologies.

For many organisations, the answer has become digitally enabled ‘ecosystems.’ Digitally enabled ecosystems are leading organisations to enhance their own efforts by aligning with and connecting to partners, customers, and other external stakeholders – such as independent workers. The tools are appropriate technologies and tools that, more often than not, fuel communication, collaboration, and secure sharing at levels not as yet experienced. Digital ecosystems empower the workforce; they don't just support it.

Leading organisations such as Alibaba continue to recognise new opportunities by using digital technologies to deliver greater customer experiences and value through a more connected internal effort that is enabled by appropriate technology that is bound together in a seamless ecosystem. Professor Mark Greeven, professor of innovation and strategy at IMD, calls this the ‘ecosystem advantage.’ 

In order to get this right externally, we must first focus internally and follow the same sentiment. Safe, secure, appropriate, easy, and consistent communication, collaboration, data availability, and sharing are delivered through an enabling technology ecosystem, fuelling workforce productivity and performance. This should be the case when you are dealing with distributed workers, permanent employees, part of a growing independent workforce, partners, and other contributing stakeholders.

But how many business leaders and human resources professionals have the knowledge and skills to not only drive the strategy internally but also make it happen through seamless implementation throughout the business internally and externally? After all, this is where the data will come from to allow for faster decision-making, real-time data analytics and more. Perhaps for some, this overall represents a whole new skill set that needs to be developed. As soon as possible.

Digital adoption means proactively driving the use of appropriate digital tools to glue the organisation and its workforce together through ecosystems and being guided by ongoing data. 

Worryingly, there is a widening knowing-doing gap that exists within traditional HR in this respect, especially when considering the most senior human capital leaders in many organisations, who are more removed from the day-to-day.

There is a risk that senior leaders and HR professionals charged with planning and implementation around the OpenTools room do not have the knowledge or know-how to execute the strategy successfully. This is an all-level journey, and the OpenTools room provides the most important elements to learn and implement. Therefore, the OpenTools tech and touch ecosystem becomes an accelerator for the organisation’s transformation and as a measure of the ongoing value of its digital and workforce changes. It is important when considering your tech and touch ecosystem to build in measures from day one. Why? Because change will be ongoing and evolutionary, and having data from the get-go to allow for more fluid decision-making, problem-solving, opportunity assessment, and more will be key.

Jeremy Blain is the Chief Executive of Performance Works International (PWI) and Dr. Rochelle Haynes, BA, MA, PhD, CIPD, HEA is the Founder and CEO of Crowd Potential Consulting Inc, together they are the co-authors of OpenHR: The Human Capital Framework for a Blended Workforce.