Technology & HR-Leverage one with the other: “Technology and HR are enablers connected with business. Integration of the two means not only harmonious co-existence but also leveraging one with the other.
Leveraging of technology for HR means digitizing the mundane HR activities and automating the spine office and transactional activities related to help recruitment, performance management, career planning, in addition to succession planning, training and knowledge managing. Leveraging HR for technology implies managing change associated with technology using communication, training, hiring, retraining, stakeholder research and conscious keeping. Thus they can certainly play complementary roles. “
Technology and HR both have the one thing common i. e., both these usually are enablers of business.
In recent situations, technology has become synonymous with technology, as hardly any other technological development on the past would have impacted all spectrum of business as technology has impacted. Irrespective of the style of business you are in i. age., services or goods, commodity or brand, trading or manufacturing, contemporary or traditional deployment of technology in one form or the other is usually a foregone conclusion. To manage and deploy technology in an affordable way, all business Organizations would need expertise workers. Managing of these knowledge workers would be the responsibility of HR function. Hence the integration of technology and HR is an absolute must.
Having understood technology and HR in our context we must understand integration in this particular context. Integration would not only mean beneficial co-existing but would also mean one enhancing and complementing additional i. e., technology is used to reinforce effectiveness of HR and HR operates helps in adopting and managing change which technology deployment generates.
Leveraging technology for HR
HR management as a function is answerable to deliverables like business strategy execution, admin efficiency, employee contribution and capacity intended for change. All these are accomplished through what HR people do you. e., staffing, development, compensation, benefits, speak organization design, high performing teams and many others. In majority of these areas technology is it being deployed.
Recruitment is one area where each of the companies worth their name leverage THE ITEM. There are two different models connected with e-recruitment, which are in vogue. Is recruitment through company’s own sites along with the other is hosting your requirement within the other sites e. g., monster .com, jobsdb.com, jobsahead.com, naukri.com, and jobstreet.com and so on so forth. The first models is more popular with the larger companies who have a brand pull for potential employees e.g., G.E., IBM, Oracle, Microsoft, HCL, ICICI, Reliance, Mindtree consulting etc. Other companies prefer to go to the job sites. Some are adopting both.
E-recruitment has gone far since its start. Now these web-sites have gone global. Sites like jobsahead.com and monster.com have established global network, which encompasses separate sites for jobs in Australia, Denmark, Belgium, and Canada etc. Job seekers are able to search job by region or country and employers target potential employees in specific countries. For example, 3 Com recently posted a company profile on the Ireland site that highlights the contributions of 3 com’s Irish design team in its global projects.
From the early days e-recruitment was plagued having flooding the employers with low-quality bio-data’s. Again technology has come to be a savior. Now pre-employment testing like one introduced by Capital One, a YOU based financial company, help in blocking the applicants. These tools test on the net e. g., applicants for call focuses. ‘Profile International’ a Texas based service of employment assessments, has developed instruments that allow instant translation of analysis tests between languages. Further developments including video- conference specialized sites, online executives recruitments and combining on the net and offline methods are leading to an increasing number of companies adopting e-recruitment at least to be a secondary recruitment method. Arena Knights Connect, a US based IT company conducts video based interview of its prospective employees and only short listed employees are met in the flesh. Even Cisco was to launch identical.
Employee Self Service
Employee self-service is the one utility of IT, which has relieved HR on most of mundane tasks and helped it to raise employee satisfaction. Employee self services is many small activities, which were earlier executed by employee through administration wing connected with HR. These are travel bookings, traveling rules information, travel bills, leave policies, leave administration, perk administration, etc. Earlier most of these rules and information were in this custody of HR. Every user employee was expected to reach out to HR and get it done. Now with deployment of ESS in the vast majority of companies, employee can request for traveling related booking online, fill his/her Testosterone levels. E. bills, apply for leave, log time sheet and discover his perks value disbursed and owing etc. E. g., in Ballarpur Companies Ltd. leave administration is completely digitized with its corporate office. It is doing the job towards digitizing travel related activities, perks and in some cases compensation management and performance management current administration. ‘Digitize or outsource all the ordinary and routine focus only on center and value add’ – Vineet Chhabra Sixth v. P. -PDC BILT.
Communication which is most talked about management tool has long been a gray area in HR managing. In large companies with vast geographical spread communicating with all employees received really posed formidable challenge to TIME professionals. Technology has again come intended for rescue. Starting with telephones, faxes, e-mails in addition to maturing into video conferencing, net toss, web cast etc. communication is one subject of HR, which has been greatly benefited by means of technology. Mouse & click companies including Oracle, IBM has an intranet which caters to the vast majority of information needs of its employees. Brick & Morter companies like BILT in addition have made a foray into deploying intranet intended for internal communication, which has corporate see board, media coverage, and knowledge crevices.
Another area of TIME, which is leveraging technology, is member of staff development. Programmed learning (PL) when i. e. learning at its own pace is amongst the most effective ways of adult finding out. Use of technology for this purpose are not over emphasized. Aptech Online University and ‘The Manage mentor’ are a lot of the Indian sites, which are in ebay knowledge management, which is an integral component of any learning organization, which cannot be a reality without technology. Companies can harness the knowledge of its employees by cataloging and hosting it within the intranet. Talk to ‘Big-5’ or not ‘so big’ consulting companies you’ll discover that main stay of their business would be the knowledge repository. Technology has enabled those to retrieve it swiftly. In the competitive environment where speed would be the name of game technology driven Knowledge Management constantly comes with a strategic advantage.
If you look on HR module of ERP solutions including people soft, SAP, Oracle and Ramco they provide you with comprehensive package which helps in man-power setting up, recruitment, performance management, training and progress, career planning, succession planning, separation in addition to grievance handling. A transaction happening in all of the these areas are digitized and style a closed loop ensuring employee database is usually updated. E. g. a joining letter of any new employee is system generated. Will probably be printed only when all mandatory grounds of information are entered. Similarly a transfer order or maybe a separation letter is issued from the machine only if that transaction has been executed in the system.
For career setting up, success planning, skill and competencies matrix methods are used by these systems. They search an employee while using the required skills first in the in-house data bank of employees. Once put in process in letter & spirit, this system besides enhances business results by matching the suitable candidate for right job but likewise improves retention of employees.
Processing payroll, churning available time office reports, providing HR-MIS are some other routine activities of HR which are off-loaded to technology.
Leveraging HR intended for Technology
All HR professionals, preaching or maybe practicing, learning or experimenting, teaching or studying have received leveraging technology for HR. But most people come across a situation where we should leverage HR for technology. Let us realize what do we mean by this.
Whenever technology is deployed afresh or upgraded it involves a big difference. The change may be at the game level e. g., applying for leave throughout the intranet or at the mental type level e. g., digitizing the process succession planning which are HR professionals forte. The people include always registered adopting change. This is one area where HR professionals are to produce i. e., become change agents and lead accomplishing this of technology and change adoption. The resistance to vary is directly proportional to speed connected with change. Now speed of change has increased and as such resistance.
Just to take an case, most of ERP implementation in the earth have not been able to deliver each of the expectations. Some of these have never deliver at all. While analyzing the explanation for failure it has been observed that 96% of failures are on account of people related issues and only 4% are on account of technology.
It is the people exactly who make the difference; hence HR really should exploit its expertise to facilitate this adoption of technology. I would like to create some of the thoughts on what HR ought to do for this.
At the time connected with recruitment, stop hiring for skills rather hire for attitude as well as a learning mind. Skills of today are not valid tomorrow. Managing ever changing change would be the only criteria for success.
Functional or technical skills can be acquired during the job. Hence recruitment from the technology era needs to undergo some sort of paradigm shift i. e., from a skill/competency based it ought to be attitude and learning mind/ ability structured interview. That would translate into getting for skills for future. In IBM every employee should fill in his/her individual development plan the spot that the employee commits its learning one/two new skills on a yearly basis thus remaining competitive every time.
If we think about the chemistry of resistance to change it truly is either a skill issue or some sort of will issue. To address the will issue we should work at a comprehensive solution originating in recruitment (as discussed earlier), pay back, compensation and leading to organization way of life which promotes change. A living case is 3M, a US based corporation, where innovation is way of lifetime, where 10% of revenue must originated from new products every year. For them change becomes standard of living.
To address the will issue further organization ought to prepare a communication strategy which creates a ‘pull’ with the technology. For example, in Ranbaxy, whenever they went for SAP implementation they envisioned resistance. To address this they started a property journal, which was aimed at educating the employees within the benefits, which will result from adopting of ERP, SAP. This created a need rather a potential need or maybe a latent need was brought out. Adoption of ERP wouldn’t become much of a problem.
On occasion adoption of technologies is perceived to be a threat by the employees e. gary the gadget guy., automation leading to reduction in individuals, office automation leading to retrenchment connected with clerks etc. HR needs to be of this particular technical adoption right from the beginning till the tip. At the selection of technical level if HR is associated, it can map the skill-sets required and create a pull while in implementation and adoption. Post adoption it could possibly release the excess non-re-allocatable employees.
To recognise this process more clearly we might take example of ERP implementation. ERP is taken to give an example as this is one technology adoption which effects employees along the org. irrespective of function and location. Any other automation may have affected a segment of organisation. ERP implementation in a organization goes through the following development.
1. Selection of package
2. Small business analysis
3. Solution design
4. Setup and customization
5. Conference room piloting (CRP)
6. Go-live in addition to production
At each stage HR has to be involved, which will help in mitigating resistance to vary.
During selection process, the change agent can understand this company benefit ERP would bring. This would help him to draw an all-inclusive communication plant aimed at creating a ‘pull’ with the change. The communication plan may use its various weapons on the armory. The obvious examples are Ezines, Newsflash. In-house journal, addressing by the highest management, web cast, open house consultations, meetings formal and informal.
During this company analysis phase implementation team is purported to analyse the existing business processes. On occasion this leads to surfacing of some data that’s not very desirable by the practice owners, leading to resistance at that stage, HR has to be again proactive and conduct a detailed stake-holder analysis. Such an analysis should supply a lead to potential areas of dilemma and potential champions of change.
Alternative design involves defining ‘To-be processes’ when i. e., the way business would be executed in future. At this stage HR should play the role of catalyst to turn the heat on. The idea is usually to ensure to make maximum out of opportunity of package enabled business shift. HR can play a role by arranging to teach and train the right people with best business practices, just before that phase.
During the configuration and customization HR should keep on beating the drum, the customization of any standard package is a big no-no. Also, during the conference room plotting (CRP) it should help in identifying the right persons for being involved in CRP. A thorough testing at this level would result in lesser pain in the time going live. This is also time to pay attention to training of end users, the employees who definitely will use the system once implemented. Training- retraining -training to guarantee all the prospective users are at ease usage of software before the process goes live.