Human resource strategy for the new ICT-driven business context

The influence of technology developments on the content and arrangcmenl of work i.s a recurring theme in many publications. Advances in informalion and communication technology (ICT) are reshaping inlernal organizational design and necessitate new types of employee capabilities and behaviour. As will be illustrated. ICT developments create a heightened level of bu.siness and markei dynamics. Arguably, these dynamics affect ihe required capabiliiies and behaviour of employees even more strongly. Similarly, the way businesses are operating, and customer, supplier and business partner relationships are formed, is also affected by the rapid ICT progress. Key drivers shaping the new business context will be addressed. This paper argues ihat the trends and developments illustrated necessitate revision of traditionally held beliefs and paradigms. Said revision has important implications for the strategy and management of human resources, whereby the focus on employee behaviour is crucial. Two key aspects of a human resource strategy will be discussed, identified as HR alignment and HR cnablement. With the locus on employee behaviour, attention should be given to the organizational context, since this context determines employee behaviour. Said context is defined by organizational culture, management practices and various organizational structures and systems. In view of the necessary organi/ational change associated witb the developments illustrated, the importance of consistency and coherence between the elements of the organizational context is stressed. Establishing change under conditions of consistency and coherence is therefore identified as a crucial organizational competence.