Does Your Organization Properly Align Management And IT? ✓ Solved

Does your organization properly align management and IT? If

Does your organization properly align management and IT? If you don’t know or are unemployed, conduct independent research regarding this topic for an organization of your choice. If so, what are some of the HR issues and challenges related to technology? If not, how could they be? Support your opinions by referencing sources such as the textbook or other internet research. Be sure to cite your sources using APA format. 75 to 150 words, but may go longer depending on the topic.

Paper For Above Instructions

Introduction

This paper examines whether Walmart properly aligns management and IT, identifies human resources (HR) issues and challenges related to technology, and recommends practical steps to strengthen alignment. Strategic alignment between business leadership and IT is essential for leveraging digital investments into competitive advantage (Henderson & Venkatraman, 1993). Using alignment frameworks and industry research, this analysis highlights workforce implications and HR actions to make technology a driver of organizational performance (Luftman, 2000; Kane et al., 2015).

Organizational Context and Alignment Status

Walmart is a large, global retailer that has increasingly invested in technology—omnichannel platforms, inventory automation, workforce scheduling systems, and analytics (Walmart Inc., 2020). Overall, Walmart demonstrates moderate to strong management–IT alignment: executive leadership has prioritized digital transformation, and IT initiatives often map to business priorities (Kane et al., 2015). However, alignment is uneven across units and geographies, and practical gaps remain between strategic intent and frontline employee experience (Westerman, Bonnet, & McAfee, 2014).

Key HR Issues and Challenges Related to Technology

1. Skill Gaps and Reskilling Needs. Rapid digitalization increases demand for technical and hybrid skills (data literacy, digital operations) while displacing some routine roles. HR must manage reskilling and internal mobility programs to maintain employability and productivity (Manyika et al., 2017; Deloitte, 2019).

2. Change Management and Adoption. Technology rollouts (e.g., new scheduling apps, automation) can falter if employees lack training, buy-in, or if change is poorly communicated. HR must collaborate with IT and management to design adoption paths and incentives (Kane et al., 2015; Luftman, 2000).

3. Employee Experience and Scheduling Algorithms. Automated scheduling systems can optimize labor costs but may reduce perceived fairness and autonomy, impacting retention and morale. HR must balance efficiency gains with policies that preserve employee wellbeing (SHRM, 2018).

4. Surveillance, Privacy, and Trust. Increased use of sensors, cameras, and performance analytics raises concerns about monitoring, privacy, and legal compliance. HR must craft transparent policies, explain data use, and ensure ethical practices (Gartner, 2019; OECD, 2019).

5. Recruitment and Employer Branding. As the labor market values digital skills, HR needs to attract talent comfortable with technology and portray the organization as a place for career growth and reskilling (Deloitte, 2019).

6. Equity and Job Displacement. Automation can disproportionately affect lower-skilled roles; HR must plan for equitable transitions (Manyika et al., 2017).

How These Issues Manifest at Walmart

At Walmart, investment in automation (distribution center robotics) and digital retailing has improved efficiency but created practical HR challenges: urgent need for training programs (upskilling in fulfillment technology), employee concerns over scheduling fairness, and managing privacy expectations in stores and warehouses (Walmart Inc., 2020; SHRM, 2018). Walmart has launched training initiatives such as Live Better U and technical training, which indicates active HR engagement but also underscores the scale of the reskilling task (Walmart Inc., 2020).

Recommendations to Improve Alignment and Address HR Challenges

1. Formalize Governance and Shared Metrics. Create a cross-functional governance body with senior management, IT, and HR to set shared KPIs (customer experience, labor productivity, employee retention). Use maturity models to track alignment progress (Luftman, 2000).

2. Invest in Continuous Reskilling. Scale targeted reskilling for technical and digital-adjacent roles (data literacy, system operation) and link training outcomes to clear career pathways to improve retention (Manyika et al., 2017; Deloitte, 2019).

3. Prioritize Employee-Centric Technology Design. Involve HR and line employees early in technology design to surface usability and fairness issues—especially for scheduling and performance analytics—to reduce resistance and unintended morale impacts (Kane et al., 2015).

4. Establish Clear Data Governance and Privacy Policies. HR and legal should partner with IT to define what employee data is collected, how it’s used, and transparency mechanisms. Ethics training for managers can preserve trust (Gartner, 2019; OECD, 2019).

5. Enhance Change Management Capabilities. Equip HR with change-management tools (communication templates, pilot programs, feedback loops) to improve adoption and refine deployments before scale-up (Westerman et al., 2014).

6. Measure and Reward Partnership between HR and IT. Embed partnership metrics into leader performance reviews—encouraging collaboration on workforce-impacting technology decisions (Henderson & Venkatraman, 1993).

Conclusion

Walmart shows many signs of aligning management and IT, driven by strategic digital investments. Nonetheless, significant HR challenges persist: skills gaps, adoption barriers, privacy concerns, and the social impacts of automation. Addressing these requires deliberate governance, integrated HR–IT planning, employee-centered design, and substantial reskilling investments. When HR and IT function as strategic partners—guided by shared metrics and clear governance—technology investments are more likely to yield benefits for both business outcomes and employees (Luftman, 2000; Kane et al., 2015).

References

  • Deloitte. (2019). Global human capital trends 2019: Leading the social enterprise. Deloitte Insights. https://www2.deloitte.com
  • Gartner. (2019). The state of HR technology and the future of HR. Gartner Research.
  • Henderson, J. C., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 4–16.
  • Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation. MIT Sloan Management Review and Deloitte.
  • Luftman, J. (2000). Assessing IT/business alignment. Information Systems Management, 17(4), 9–15.
  • Manyika, J., Chui, M., Miremadi, M., Bughin, J., George, K., Willmott, P., & Dewhurst, M. (2017). A future that works: Automation, employment, and productivity. McKinsey Global Institute.
  • OECD. (2019). Digitalisation and the future of work. OECD Publishing.
  • SHRM. (2018). How HR is using technology to improve employee experience. Society for Human Resource Management. https://www.shrm.org
  • Walmart Inc. (2020). Annual report 2020. Walmart Corporate. https://corporate.walmart.com
  • Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press.

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