Human Capital Management 3.0: Transforming the Employee Experience

While new technologies have delivered significant benefits, workplace complexity continues to rise and global employee engagement levels remain low. As organizations look for ways to simplify interactions and reduce overload, the employee experience has come into focus as a key area for improvement—and Human Capital Management (HCM) is increasingly being leveraged as a solution.

HCM comprises a wide-ranging category of software solutions and services that can play a key role in the employee journey. Early HCM implementations were important milestones, but HCM 3.0 brings a new level of disruptive innovation based on “choice architecture” and a more complex, integrated experience philosophy.

Effective HCM 3.0 delivers upon the idea that the employee experience can—and should—become the life experience through solutions that can be used at work and at home. This means seamlessly blending work, community, family and material aspects of what employees are seeking in their day-to-day lives.

Through HCM 3.0, there is a real opportunity to get all of the different technologies and programs working together to help employees and organizations perform at their best. With insights from Mia Mends, Sodexo Inspirus CEO, Bret Starr, an expert on HCM technology, and Jacob Morgan, a leading authority on the future of work, this article describes how the next evolution of HCM is transforming all aspects of the employee experience.

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About the 2018 Global Workplace Trends

Every year, Sodexo looks at the main factors affecting the world’s workers and employers now — and in the future. These trends resonate across the spectrum of employee experience and can serve as a useful tool for employers navigating a landscape that is ever evolving.

Other trends that might interest you

The Internet of Things: Shaping the Future Workplace

In an environment of constant progress, more organizations are questioning how future technology could impact their operations. More so than almost any other development, the Internet of Things (IoT) offers immediate improvements to the employee experience, from enhanced organization to more efficient facility management that boosts productivity.

Creating the Emotionally Intelligent Workplace

Our lives are a kaleidoscope of up to 500 emotional experiences per day. We may only be conscious of a fraction of them at any one time, but they color every interaction. With this understanding comes a recognition of the need to navigate these emotions in the workplace, meaning that emotional intelligence (EI) has become a core skill set for high-performing organizations and outstanding leaders today.

Getting Ready for Gen Z

2017 marked the first full year with Generation Z in the workforce—a cohort typically defined as being born between 1995 and 2012. As these new employees set their sights on becoming future movers and shakers, organizations need to know what Gen Z brings to the workplace in order to foster the vibrant multi-generational mix that every enterprise depends upon.

Re-imagining Resources in the Sharing Economy

Faced with an often difficult “new normal” in the post-2008 economic sphere, both individuals and corporations are re-examining how their resources are used. Out of this has grown a “sharing” or “gig” economy; one that eschews traditional ownership to promote maximum efficiency of labor and materials.

Moving the Needle on Gender Balance

For much of the recent past, business has taken a more direct approach to improving diversity in the workforce, particularly when it comes to addressing gender imbalances on teams. Now, with a growing awareness around the unique challenges faced by women in the workplace—and because of the significant value generated by improved diversity—it’s clear that the focus of diversity needs to include not only making the numbers add up but also instilling a true feeling of belonging and inclusion.

Employees: New Change Agents for Corporate Responsibility

To succeed in today’s business world, organizations need to become involved in more than just economics—they also need to become actors of change around large-scale environmental and social problems. However, responsible business is being nudged forward not only through business case logic, but because employees increasingly expect their employers to act responsibly.

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