Goodyear is one of the world’s largest tire companies. It employs about 62,000 people and manufactures its products in 46 facilities in 21 countries around the world. Its two Innovation Centers in Akron, Ohio, and Colmar-Berg, Luxembourg, strive to develop state-of-the-art products and services that set the technology and performance standard for the industry.

1. As technology is becoming a predominant aspect in the manner by which business operations are conducted, what would you say are some of the trends and implications of technology in the HR space?

HR is not different than the other business functions whether it is building a business case for an investment, providing data to support a recommendation, or analyzing data before making a decision, data is at the forefront of the way HR is practised today. This means that HR analytics must become even easier to access and interpret. A trend we are seeing is around how to make data privacy easier to administer via better anonymisation tools, more automatic encryption, and other mechanisms to support the emerging data privacy standards around the world. Last, I see more demand for a stronger linkage between HR data, external market data, and financial data to support more sophisticated strategic workforce planning. As companies start to think about if they have the right skills and expertise for what they want to accomplish, this cross-functional integration of data will be imperative to measure and predict needs accurately.

2. What are some of the latest HR technology solutions that have been implemented in your company? How has that created a change in the dynamics of the company?

Goodyear implemented SuccessFactors Recruiting, Recruiting Marketing, and Careers modules in 60 countries and in 9 languages. The project team included over 100 HR associates as well as many hiring managers, legal, and other cross-functional stakeholders across the globe in the design, testing, & change management.

This project resulted in the consolidation of four disconnected applicant tracking systems into one global platform. Today, all global salaried jobs are now posted on one single external site with all global internal jobs accessible via an internal career site which enables global reporting and evaluation of key talent acquisition metrics related to job postings, applicants and hires. Some specific benefits that have positively changed the overall talent acquisition dynamics include:1) Increased talent sharing (through both the internal career site implementation and related policies);2) Advancements in talent training and communication – moving away from traditional, static e-learning and job aids to a new dynamic “JIT” approach by implementing WalkMe for managers, associates, recruiters, and HR users by guiding users with step-by-step instructions;3)Set the foundation for the Talent Acquisition team to pursue transformation initiatives – centralizing administrative support, creating regional CoEs using standard practices, integrating global TA data into overall HR analytics; and 4) Enabled the creation of global hiring policies and procedures.

3. How can the adoption of HR tech change the landscape, and what are some of the best practices to deploy during digital upscaling?

Self-service is an example of an HR technology enabler that can be perceived either as helpful or administratively complex by users depending on how it is deployed. If self-service is implemented with good change management, and with an easy-to-use interface, it can change the HR landscape significantly by driving improvements in standardization, efficiency, and response time. The tried and true model of ensuring that the benefits of technology are understood by all users via effective communication and that the chosen system is intuitive, responsive, and works consistently remains the best practice.

4. As many enterprises continue to rise, what is the one piece of advice you would convey to the new CIOs running IT operations for those firms?

Having a collaborative relationship between IT and HR is critical. The continued need for more flexibility and information along with the increasing data privacy requirements are difficult challenges, but the partnership between the two teams enables overall enterprise success.