Why IT Should Outsource Digital Skills Training to HR: The Key to Mature Digitalization
- Джимшер Челидзе
- Jun 4
- 6 min read
Content
Introduction
Thesis 1: Hybrid model of digitalization management
Thesis 2: The basis of most problems is an immature customer.
Thesis 3: Maturity = Competence. IT orders their development from HR
Possible algorithm of work
Conclusion
Introduction: Breaking the Paradigm
Imagine: IT launches the implementation of an expensive BI system, then comes the training. But in the end it turns out that the system is not integrated with the CRM, and the reports require manual revision. The result? Disappointment, loss of budget and time. The key problem is that the implementation is often either not synchronized with other projects, or does not meet the expectations of the business, which thought that the IT service would do everything.
And one of the solutions is for IT managers to act as "customers" of digital and management skills training projects for HR. This is about forming a mature business customer. Why is this critically important now?
Thesis 1: Hybrid model of digitalization management
The global trend is a move away from isolated IT projects to a "hybrid model of digitalization management". Gartner also wrote about this in the article "Hybrid IT Operating Models", 2023].
That is, within the framework of this model:
IT, together with business, forms the overall strategy and directions of digitalization;
the business generates ideas and requests (for example, “implement AI for selection”) and is responsible for business effects and the use of IT solutions;
IT acts as a center of technical expertise: it sets standards, architectural principles, coordinates project portfolios, and helps in developing individual projects.
The goal is to prevent chaos when related projects (such as a new ERP and an enterprise analytics platform) are implemented in silos before data collection is automated. This leads to duplication of functions, data conflicts, integration issues, and, as a result, premature costs and missed deadlines. [Source: McKinsey, “Why digital strategies fail,” 2021].
All this was a consequence of the fact that the approach where IT is responsible for everything turned out to be unviable (centralized model).
Thesis 2: The basis of most problems is an immature customer.
The statistics are depressing. Up to 67% of IT projects fail to achieve their stated goals, and the main reason is poorly defined goals, distorted expectations, and unclear requirements from business customers [Source: Standish Group CHAOS Report, 2023]. At the same time, overall responsibility for the success of a company's IT development lies with IT managers. We wrote about this problem in our article "7 Reasons for Most Problems on the Path to Digitalization and Digital Transformation".
And if IT does not set the rules of work and requirements for skills (how to work with "our" systems or formulate your ideas, observing security and integration standards), then it will time and again face streams of chaotic wishes and lack of business involvement. And training from HR risks being too general or even contradicting the company's IT landscape. As a result, as of mid-2025, there are practically no such programs on the training market. And we are closing this gap. We have developed a competency model for managers and are preparing a training program for public presentation. All this is based on our practical experience in launching digitalization from scratch and supporting companies, participating in their IT projects.
As a result, the formation of mature business customers is not just desirable, it is a strategic task for IT management. A mature customer (including HR as a customer of HRTech solutions) is able to:
clearly articulate business goals and expected impacts from digital initiatives;
understand basic technical limitations and capabilities, can "filter" their wishes;
effectively collaborate with IT at all stages.
Thesis 3: Maturity = Competence. IT orders their development from HR
How to "grow" a mature customer? Through targeted development of competencies. Here, IT and HR are ideal partners:
1. IT determines what specific digital and management competencies business users and HR professionals need to be effective customers and users. IT can also participate in developing job descriptions and preparing job descriptions.
2. IT provides HR with detailed requirements for training programs for these competencies. Not just "teach Excel", but "teach HR analysts to build reports on recruiting efficiency in Power BI, taking into account data from our ATS and corporate storage, while adhering to security policies."
An example is our article "Digitalization of Collaboration: Practices and Recommendations", which provides rules that managers need to follow when working with remote teams and using task trackers.
3. HR organizes and conducts targeted training, using its expertise in pedagogy and personnel development.
You can study the full matrix of required competencies in the article "Digital Transformation and Digitalization: Competencies and Roadmap" , as well as in our book "Digital Transformation for Directors and Owners. Part 2. Systems Approach" .
Possible algorithm of work
So, how can we organize work on developing digital competencies?
1. Stage: Diagnostics (IT + HR)
IT, as part of the development of a digitalization strategy, conducts an audit of the digital maturity of key business units and HR. Understands the overall level of maturity, and also identifies gaps in relation to specific IT solutions and the IT landscape.
Example:* The audit showed that sales managers do not know how to use the CRM API to download data in the format required for BI, spending hours on manual work.
2. Stage: Setting the Task (IT as a Customer)
Based on the audit, IT formulates a specific HR order for training with a goal and target audience, general digitalization skills and "specific" ones for the company. For example, "Ensure by the end of the quarter that 90% of the HR service has skills in working with the 'Analytics' module in the system for independently generating reports on turnover by department."
3. Stage: Implementation (HR as Executor)
HR develops/selects a training program that meets the technical requirements from IT and engages trainers or content consultants. Uses practical cases on real company systems.
For example, HR, together with IT, conducts a workshop “Practical Analytics for HR” with an analysis of specific corporate dashboards or reports, and system capabilities.
4. Stage: Implementation & Support (Shared)
IT provides IT support (chats, documentation, expert mentors, AI assistants) at the stage of applying new skills. The declared success metrics are measured (for example, the most reduction in time for reports, staff satisfaction, etc.).
Example: After training, IT tracks the number of independent requests to the CRM API and the speed of report generation, including the number of requests to the IT service. On this basis, it adjusts training programs and forms onboarding processes for new employees in the IT department.
Conclusion
Any development is based on:
infrastructure
processes
team.
Therefore, IT + HR = the Basis of Digitalization
When IT becomes the customer for digital skills training, a breakthrough occurs:
Learning becomes relevant and applicable. Employees learn to work *exactly the way* and *exactly with* what the company has. This reduces resistance to learning itself and increases engagement.
The risks of projects are reduced. Mature customers with clear goals and an understanding of opportunities are the key to the success of digital initiatives.
The ROI increases. The training budget is spent on solving specific business problems.
The partnership is strengthening. IT and HR are moving from transactions ("do the training") to strategic collaboration.
The emergence of business ideas. According to various surveys, up to 61% of respondents answer that they do not need a digital visa because there is no need. However, when we start working on projects, it turns out that the reason for this response is different. People just don't understand what IT is, what technologies there are, how it works, what it can and can't do, and what effects it can have. As a result, there is no motivation for initiatives/project ideas, as well as fear and resistance in projects. For example, AI is feared by those who have not worked with it. And when they try it in practice, they will understand how it works, the fear goes away.
Increased efficiency of IT services. These recommendations will not only help reduce risks when implementing new IT solutions and the number of conflicts with the business, but also increase the productivity of IT services, reduce the workload of your employees and avoid excessive growth of the IT staff. And a combination of customer training with the use of AI, for example, as in our article "Artificial Intelligence for Technical Support" will allow you to become an overall leader in the industry and will increase your value to CEOs, owners and shareholders of companies.
IT directors, your task is not only to build infrastructure, but also to "build" user competencies. Become a customer of HR training - this is an investment in the speed, quality and success of your digital transformation. Start with a maturity diagnosis and a clear order for the development of critical skills defined by your IT strategy.
