Peer to Peer Magazine

14 PEER TO PEER: THE QUARTERLY MAGAZINE OF ILTA | SPRING 2017 BEST PRACTICES Aligning Human Resources and Information Technology Strategies Aligning Human Resources and Information Technology Strategies Human resources (HR) and information technology (IT) in law firms seem to have natural barriers between them. One is focused on people and the other on systems; they have different communication styles and competing priorities. Aligning strategies may seem challenging when technology moves at lightning speed and HR policies and compliance standards around these new technologies move at a snail's pace, but there are a surprising number of areas where the interests of these two departments intersect. "If men are allegedly from Mars and women apparently from Venus, as claimed in the best-selling 1992 book by John Gray, does it follow that HR is from Mercury and IT is from the Andromeda Galaxy 2.6 million light years away from Earth?" —David Woods Where HR and IT Intersect There are three main areas where the objectives of HR and IT cross paths. Learning and Development: A commitment to learning and development is essential for law firms to remain competitive. A firm with upskilled, well-trained and knowledgeable staff and aorneys indicates a high-performing workforce at a level above the competition. However, the lines of responsibility for technology training, technological competence and overall skill development are not always clear in a law firm environment. Who owns technology training and ensuring technological competence? How are these things different? Who owns training for other required skills? The answers to these questions are oen sunk in a sea of mixed messages and conflicting project assignments. The HR and IT departments typically are at the forefront of these initiatives, but they might shi responsibilities between departments, work cooperatively or run on separate agendas. Due to the large amount of technological competence needed in law firms, the IT department oen assumes responsibility for training new hires, existing employees and aorneys to ensure a full understanding of the systems and programs used. However, when personal development and "so skills" training come into play, HR takes over and institutes its own training protocol, oen linked to a skills- based competency model. Working from Home/On the Go: Providing people with the flexibility to work anywhere and at any time has quickly moved from a perk to an expectation. Implementing the technology that makes working remotely easier and more effective requires that IT and HR align policies. These teams must work together to make sure employees' home offices are set up correctly. IT ensures the home office has the proper computer devices, printers and any 1 2 by Elizabeth Greene

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