Research HR

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SAPPHIRE, XLRI Jamshedpur

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PREFACE AND ACKNOWLEDGEMENT

I am happy that SAPPHIRE is coming out with an open open-source book as an outcome of the 7 thNational HR Conference held

at XLRI during 10-11 January, 2015. The papers contained in this volume are the outcome of the research papers submitted andpresented during the conference on Social HR and Technological Applications in HR.

The conference not only brought together researchers, practitioners, academicians and students on one platform but also enabledthem to discuss and debate around the themes like Digital Competencies in the Workspace, The Coming Age of PredictiveAnalytics and the like. The highlight of the conference was the presentation and discussion on the results of the 2 ndNational HRSurvey, a unique initiative by XLRI. The survey, based on the data collated from over 60 organizations, analyzed how frequentlyand effectively organizaitons are using the rapid advances in digital technology and social media in their internal functioning.

In addition to the thought-provoking discussions held with industry leaders, the topic of Social HR and Technological Applica-tions in HR was also delved into through data and research-backed papers presented by students, research scholars and profes-sionals in the industry. I would like to sincerely thank all the authors who took the time to research and present the paper duringthe conference. Their contributions went a long way in making the conference a grant success.

As the reach of the Internet expands and technology continues to evolve and change our lives, the domain of HR too shall have toadapt to the Digital Age. Through this volume and the survey report, we hope to have contributed to the intellectual capital of HRrelating to the area role of technology in HR.

Once again, I would like to thank all those who have contributed towards the success of the conference and in the publication ofthis volume, especially the authors of the articles and the organizing team of SAPPHIRE.

Happy reading.

Dr. M. G. Jomon

Associate Dean, Corporate Programs &

Faculty Coordinator for the HR Conference-2015

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ABOUT XLRI

XLRI was founded in 1949 by Fr. Quinn Enright, S.J. in the Steel City of Jamshedpur. Fr. Enright visualized XLRI to be a part-ner in the liberation and development journey of the independent India with a vision of "renewing the face of the earth". Fr. Bill

Tome joined hands with him to bring that vision to fruition. Both, together with the other Jesuit companions, worked tirelessly

towards translating the Vision "Renewing the face of the earth" into action.

Over many years XLRI has developed its own identity. The hallmark of this identity is, not to walk on the beaten path but to

strike new routes; not to benchmark bvut to be benchmarked, to be second to none but to be the first to respond to the needs of

the people and the nation, by taking up the tasks which are bold but necessary which nobody has hitherto taken up. This enter-

prising and pioneering spirit can be witnessed throughout the history of XLRI.

Its vision is inspired by the Jesuit spirit of 'Magis' and aims at being a management school with a passion for academic excel-

lence, uncompromising human values, sensitive social conscience, abiding commitment to improving the quality of life in organ-

izations and society, and integrity.

The B-School prides offers various courses including a full -time 2-year post graduate program in Business Management and Hu-

man Resources Management, 15 months full-time General Management program (GMP), doctoral fellow programs (FPM),

Global MBA and many executive education programs.

ABOUT SAPPHIRE

Providing a strong thrust to the domain of human resources and industrial relations knowledge at XLRI is SAPPHIRE, the Stu-

dents Association for the Promotion of Personnel Management, Human Resources and Industrial Relations at XLRI. SAPPHIREis a students body aiming to integrate the experiences of practitioners with the theoretical knowledge of academicians in the area

of human resource development.

SAPPHIRES Mission: To enable development of world class, well -rounded HR Professionals who are capable of delivering and

creating value in the emerging business environment and make meaningful contributions to the field of Human Resources.

SAPPHIRE, over the years, has acted as an interface between the industry and the academia and provided a forum for discussion

and debate on the prevalent HR concepts and best practices. Throughout its 23 years of existence, SAPPHIRE has organized a

consortium of events, which have served as platforms for debating and discussing state -of-the-art HR and Industrial Relations

practices.

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Contents

Title Page No.

Job Scouting via Social Media and Job Seekers Perceived Usefulness of SNSs

-By Adithya Satyanarayana Rao. B. E (IS), Student of PGDM (FT), IMT, Ghaziabad... 7

A paper on the Impact of Technology Trends in HR

-By Saurav Kumar Das and Sanjana Grover, XLRI . 15

Social HR and Use of Technology in HR

-By Adwitiya Tiwari and Anusha Mittal, XLRI . 28

HR Analytics -Trends and Implications

-By Noha Sinha, MHRM Class of 2016, XIMB. 37

Appification of the work-place

-By Krishna Chaitanya, ITC ... 46

Social HR and Technological Applications in HR

-By Mansee Singhal, Principal, Mercer Consulting, India.. 60

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Job Scouting via Social Media and Job Seekers Perceived Usefulness of SNSs

Adithya Satyanarayana Rao. B. E (IS), Student of PGDM (FT), IMT, GhaziabadAbstract:Social media have profound effect on the way people communicate, interact and share information. It has started in-

fluencing the communication in organizations. It has drastically changed the hiring practices also. The current study has aimed

at finding out whether employed job seekers use Social networking sites (SNSs) for job scouting, and their perceptions towards

overall usefulness of SNSs. Responses were obtained from 185 respondents through convenience sampling. Data was analysed

using t test and one way Anova. It was found that LinkedIn is the most popular site used for job search. SNSs are more useful for

seeking information relating to career and for personal branding rather than for professional networking according to the per-

ceptions of respondents.

Key Words: Social media, Job scouting, Personal branding, Job seekers

Introduction

The growth of social networking media is dramatic and it is slowly changing the lives of the people. Social media is a primary

vehicle of communication today playing a pivotal role in networking of friends, businesses and employees. Social media are the

platforms for information sharing, social awareness and learning. People, who were static hither to, are becoming more dynamic

since these tools allow people to connect, communicate and collaborate with friends and others. Online communication channels

have made people more interactive, active and enthusiastic.

Social media are making their way into job search and hiring process too. Hiring practices have undergone a major transfor-

mation ever since the social media captured the attention of recruiters. Internet sites like Face book, Twitter, LinkedIn, and

Google+ facilitate the recruiters to collect additional information about the prospective candidates which have not been men-

tioned in the resume. More and more employers are tuning in to use social networking media in talent acquisition since much of

the information available on these sites is open to public. Collecting information about the prospective candidates is very im-

portant since right person should be on the right job. Job seekers also have a good opportunity to learn about companies they areinterested in. These sites allow people to connect with professionals and hear about job openings instantaneously. This is the rea-

son why job seekers are becoming active on these sites these days and employers are also using these sites in their hiring process

as a supplement to other modes of recruitment like online job portals, advertisements about the job openings, referrals, campus

recruitments and recruitment through consultants.

Social networking sites (SNSs)

Social networking sites are the online communication channels that assist people to create

profiles, share information, views and ideas in virtual networks. They are available in many forms like blogs, forums, message

boards, social networks, wikis, data and content sharing etc. Popular social networking media include Face book, Twitter,

LinkedIn, Google + , MySpace etc.

Review of Literature

Muhammad F, Ali., W. et al in their research study investigated the impact of SNSs on organizational cultur e and its

usage for recruitment process in private call centres of Pakistan collecting data form 230 employees. They found that informa-

tional context in private sector has significant influence on organizational culture and recruitment process.

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Rantamaki., Jin his article addressed the perceived value of social networks and motivation for people to be part of the

online community. The negative impacts of SNSs were also discussed.

Suki N and Rammayah Tin their research study explored the factors of enhancing employed job seekers intention to usesocial networking sites as a job search tool by collecting data from 190 job seekers in Penang, Malaysia. The results showed that

perceived usefulness and perceived enjoyment were positively and significantly related to behavioural intention to use social net-

working sites as a job search tool.

Rationale for the study

Technological changes have influenced all the spheres of life. Online communication is todays mantra. Online communication is

narrowing the physical distance as well as psychological distance between the people. Online communication through SNSs has

an impact on communication between employees, friends, employers and employees and job seekers and employers. SNSs have

widened the information gates to the job seekers to become more aware of job opportunities and to network with professionals.

Many studies have been conducted to find out the role of SNSs in talent acquisition from employers perspective. The current

study is focused on finding out the opinion of job seekers with respect to the frequency of using the social networking sites, pre-

ferred and popular SNS, and to measure overall usefulness of SNSs from employed job seekersperspective.

Objectives of the study

To find out the most popular site for job search among the respondents.

To find out whether job seekers got job offers and interview calls for jobs through social networking sites.

To measure the perceived usefulness of social networking sites from job seekersperspective.

To find out the effect of gender, marital status, age, occupation and job level of job seekers on the overall usefulness of so-

cial networking sites.

Hypotheses

Following null hypotheses were formulated for the current study.

H01: There is no significant difference in perceived usefulness of social networking sites among male and female job seekers

H02: There is no significant difference in perceived usefulness of social networking sites among married and unmarried job seek-

ers.

H03: There is no significant difference in perceived usefulness of social networking sites among job seekers belonging to differ-

ent age groups.

H04: There is no significant difference in perceived usefulness of social networking sites among respondents working in differentfields.

H05: There is no significant difference in perceived usefulness of social networking sites among lower level and middle level

managers.

Research Methodology

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The current study is descriptive in nature. Online survey was conducted to collect responses from job seekers through conven-

ience sampling. Structured questionnaires were sent to employed job seekers working in different fields like education, infor-

mation technology, sales and marketing, management consultancy and financial consulting. A structured questionnaire was pre-

pared for the survey and 185 respondents became the sample for the study.

Likert scale was used to measure overall usefulness on a rating scale of 1 -5 (strongly disagree to strongly agree). 20 statements

were included in the questionnaire. Following 5 components were identified to measure overall usefulness:

Career information: Information and connections that a re vital for job sear ch

Knowledge management: It is a process of captur ing, shar ing and using knowledge.

Professional networking: It is all about setting up and maint aining relat ionships with pr ofessionals.

Personal branding: It is the practice of people marketing themselves and their careers as brands

User friendliness: Easy to use, opera te and understand.

Data analysis and Findings

The data was tested for internal consistency and Cronbach alpha stood at 0.9 . The results were a solid indicator of internal con-

sistency.Profile of the respondents has been depicted in Table No. 1to 4.

Table No.1

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Variables Frequency Percentage

Gender

Female

Male

Marital status

Married

Unmarried

Education level

Graduates

Post graduates

Age

25 years & less

26-35 years

36-45 years

> 45 years

Income

< 5 lakhs

5-10 lakhs

10-15 lakhs

>15 lakhs

61

124

97

88

45

140

23

126

17

19

90

42

35

18

33

67

52

48

24

76

13

68

9

10

48

23

19

10


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There were 67% males and 33% females. 52% of the respondents were married and 48% were unmarried. Out of 185 respond-

ents, 24% were graduates and 76% were post graduates. Majority of the (68%) of the respondents belonged to 26 -35 years age

group and 49% of the respondents had less than 5 lakhs annual income.

Table No.2

Respondents were from different fields like Information technology ( 33%), Education (12%), Finance & Accounting( 28%),

Management Consultancy (6%) and Sales & Marketing(21%). 46% of the respondents are working at lower level management

and 54% of the respondents are working at middle level management. Respondents had got recruited through different sources

like Online portals (12%), Recruitment consultants (25%), Referrals (29%), Advertisements (6%) & and through Campus recruit-ment (28%). 57% of the respondents are using SNSs for job search.

Table No. 3

38% of the respondents used social networking sites once a day, 17 % used 2 -3 times a week and 45% used less than once a week

since past three months. Majority of the respondents spent less than 30 minutes each time while using social networking sites.

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Nature of job

Education

Finance & Accounting

IT

Management Consultancy

Sales & Marketing

Job level

Lower level

Middle level

Source of recruitment for Current Job

Online portals

Recruitment consultants

Referrals

Responding to advertisements

Campus recruitments

Job search through Social networking sites

Yes

No

22

52

61

12

38

85

100

22

47

54

11

51

105

80

12

28

33

6

21

46

54

12

25

29

6

28

57

43


Frequency of usuage

Once a day

2-3 times a week

Less than once a week

Time spent while using

< 30 minutes

30 minutes 1 hour

> 1 hour

71

32

82

161

24

Nil

38

17

45

87

13


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Table No.4

75% of the respondents opined that they were discovered infrequently on social networking sites. Majority of the respondents

used Face Book. 34 % of the respondents had more than 5 offers through social networking sites and 48 % did not get any offers.

45% of the respondents got 3 interview calls and 43% of the respondents did not get any interview call. Majority of the respond-

ents opined that information checks are done by employers.

Descriptive statistics with respect to overall usefulness and its various components are depicted in Table No. 5. The mean overallusefulness score for respondents stood at 60.50. The mean score was the highest on the subscale career information followed by

personal branding and the least in case of professional networking. This means that social networking sites are more useful for

obtaining information relating to career and for personal branding from job seekers point of view and less useful for professional

networking as compared to other subscales.

Table No. 5

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Discovery on social networking sites

Frequently

Infrequently

Social networking sites used

Face Book

Linked in

Twitter

No. of job offers through social networking site

Nil

3-5

>5

Less than 3

No. of interview calls received

13

Nil

Opinion about Information checks by employers

Yes

No

47

138

147

85

52

90

16

63

16

2384

78

122

63

25

75

79

46

28

48

9

34

9

1245

43

66

34

Variables Min Max Mean Standard deviation (SD)

Career information 5 20 14.15 3.12

Knowledge Management 4 18 10.93 3.06

Personal branding 6 20 13.30 3.32

User friendliness

5

20

12.70

3.13

Professional networking 5 18 9.42 2.33

Overall Usefulness 30 84 60.50 11.48


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Hypotheses testing

H01, H02 and H05

t test was used to test the hypotheses H01, H02 and H05 at 5% significance level and the results have been tabulated in Table

No.6.

Table No.6

t test results

H01: There is no significant difference in perceived usefulness of social networking sites among male and female job seekers

Mean score with respect to perceived usefulness was 59.81 in case of males and 61.88 in case of females. H01 was accepted since

p value (0.248) was more than 0.05. It was concluded that gender did not have any effect on perceived usefulness of social net-

working media.

H02: There is no significant difference in perceived usefulness of social networking sites among married and unmarried job seek-

ers.

Mean score with respect to perceived usefulness were 58.11 and 63.12 respectively in case of married and unmarried respond-

ents. H02 was rejected since p value (0.002) was less than 0.05. It was concluded that unmarried job seekers found SNSs more

useful as compared to married job seekers.

H05: There is no significant difference in perceived usefulness of social networking sites among lower level and middle level

managers.

Mean score with respect to perceived usefulness were 52.97 in case of respondents working at lower level and 66.90 in case of

respondents working at middle management level. H06 was rejected and concluded that middle level managers found SNSs more

useful as compared to lower level managers.

H03-4

One way anova was used to test null hypotheses H0 3-4 at 5% significance level. Levenes test was also used to find out the ho-

mogeneity of variances. Wherever homogeneity test was not met, Robust test of equality of means was conducted in addition.

The results of one way anova have been depicted in Table No. 7

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Variable Frequency Mean SD t statistic P value

Gender

Male

Female

124

61

59.81

61.88

11.52

11.35

1.16 0.248

Marital Status

Married

Unmarried

97

88

58.11

63.12

14.27

6.35

-3.13 0.002

Job level

Lower level

Middle level

85

100

52.97

66.90

11.67

2.56

-9.84 0.000


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Table No. 7

One way anova results

H03: There is no significant difference in perceived usefulness of social networking sites among job seekers belonging to differ-

ent age groups.

P value was 0.00 as per Anova and Levenes test for homogeneity of variances. P value as per Robust test of equality of means

was also 0.00. Hence H03 was rejected and concluded that job seekers belonging to different age groups differed significantly in

their perceptions towards overall usefulness of SNSs. Mean score was highest among the respondents in 36-45 years age group.

H04: There is no significant difference in perceived usefulness of social networking sites among job seekers working in different

fields.

P value was 0.00 as per one way Anova and Levene s test for homogeneity of variances. P value as per Robust test of equality of

means was also 0.00. Hence H04 was rejected and concluded that job seekers working in different fields differed significantly in

their perceptions towards overall usefulness of SNSs. Mean score was highest among the management consultants.

Conclusions and Suggestions

Majority of the respondents are using SNSs. Linkedin is the most popular site which is used for job search. Quite a good numberof job seekers are getting job offers and interview calls. Many job seekers felt that they are not being discovered frequently on

social networking sites by employers. The mean overall usefulness score is slightly above average. If more and more employers

start using SNSs for recruitment of employees, it will certainly help the job seekers as well as the business organizations. Majori-

ty of the job seekers agree that they get lot of information relating to career and are able to showcase their skills, expertise in their

profile. Good numbers of job seekers feel that the sites can be made more user friendly.

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Variables

Count

Mean

SD

Levenes test

Robust test

F statis-

tic

P

valueLevene

statistic

P

value

Brown

Forsythe

statistic

P value

Age

(In years)

Up to 25

26-35

36-45

>45

23

126

17

19

64.61

57.31

69.95

68

3.62

11.97

6.75

7.46

18.69 0.000 29.11 0.000 13.10 0.000

Nature of job

1.Education

2.Finance &

Accounting

3.IT

4.Management

Consultancy

5.Sales &

Marketing

22

52

61

12

38

66.32

63.60

49.67

72.25

66.55

7.09

5.82

11.71

6.43

5.98

12.89

0.000

50.28

.000

40.27

0.000


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A paper on the Impact of Technology Trends in HR

Saurav Kumar Das and Sanjana Grover, XLRI Jamshedpur

Information technology has without a doubt revolutionized the way HR departments across the globeperform their operational, relational and transformational functions. With organizations going throughunprecedented transformation, the HR function has been greatly influenced by a multitude of technologicaltrends including mobility, data analytics, cloud computing and social media.Any technology that is used toattract, hire, retain and maintain human resources, support HR administration, and optimize HRM fallsunder the ambit of HR technology. HR technology applications have resulted in enhanced workforceproductivity, increased efficiency and effectiveness and improved employee engagement. Technology hasmade it easier & faster to gather, collate and deliver information. By reducing the administrative burden onthe HR department technology has enabled HR professionals to focus on more meaningful HR activitieslike offering HR expertise to the line executives to make strategic decisions. The focus of paper would be to

study the holistic impact of technology-IT, mobile communications and social media

-on HR practices andhow they have empowered organizations in their quest to achieve business excellence.

Human Resources Information System (HRIS):

HRIS refers to integrated systems that facilitate the gathering, storage and analysis of information regardingan organizations human resources. HRIS technology can automate and simplify tasks to reduceadministrative burden on HR teams. A good HRIS enables the assimilation and integration of HR policiesand procedures with an organizations computer hardware and software applications. The various policiespertaining to performance evaluation, wages, workforce forecasting can be easily programmed into thesystem which in turn can flag off discrepancies & offer actionable feedback.

HRIS is generally made up of a wide spectrum of subsystems. The data can stored in these sub-

systems cancreate information that will serve diverse purposes for the different stakeholders

Figure 1:HRIS Subsystems

Source:Human Resources Management

and Technology by Julie Bulmash

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The key functions of an HRIS include the following:

1. Creation and maintenance of employee records

2. Compliance with legal norms

3. Forecasting and planning of future manpower requirements

4. Career and succession planning

5. Alignment of HR plans with organizations business goals

SaaS as an Enabler for Human Capital Management:

The infiltration of technology into the HR function has led to most transactional services being automated.Increased employee participation in HR processes, augmented by better technology has led to theoutsourcing of many transaction-heavy HR jobs. With organizations going through unprecedentedtransformation, the HR domain has been greatly influenced by a multitude of technological trends including

mobility, data analytics, cloud computing and social media. In this new technological era the standard 9 to 5work hour paradigm doesnt hold good with technology offering employees the flexibility to choose theirown modes of getting their work done.

Software as a Service (SaaS) is fast emerging as the future for Human Capital Management. With the surgeof SaaS as an enterprise, many organizations are opting to replace the traditional HRMS systems by SaaSHCM systems. The primary objectives of going for a SaaS HCM solution are:

Globally consistent user experience

Scalable & end-to-end processes offering improved functionality

Enhanced talent management

Configurable solutions offering quick deployment

Figure 2:Top Areas HR Organizations are Targeting for Improvement, 2014 -2016

Source:ISG 2014 Industry Trends in Human Resources Technology and Service Delivery Survey

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Organizations striving to transform their HR service delivery are replacing their traditional ERP and pointHR solutions with unified, cloud-based human capital management (HCM) solutions. Developments incloud technology have resulted in substantial economies of scale and allowed customers to benefit fromSaaS HCM offerings. Organizations can now respond to rapidly shifting market conditions, emergingmarkets and evolving growth objectives by investing in real-time workforce visibility and flexibility.Usability and adoption of user interfaces has been propelled by their ability to deliver a consumer friendlyexperience, including mobile and social media capabilities

According to a recent Survey by ISG, the key benefits that investments in HR technology would offer are:

Improved user and candidate experience

Access to ongoing innovation and best practices to support the business

Speed of implementation to increase the value of technology to the organization

HR technology enables flexibility

in talent

management, recruiting and retention aspects that are vital to anorganization as the generation of boomers retire, taking with them their much valued knowledge base andexperience. As companies look for the analytics end of the benefit spectrum they leverage cloud-basedSaaS solutions as the delivery model.

Figure 3 :Changes Planned to Current Enterprise HRMS Deployment Model, 2014 -2016

Source:ISG 2014 Industry Trends in Human Resources Technology and Service Delivery Survey

Big Data & HR Analytics:

In HR, Big Data refers to utilizing multiple data sources including advanced analytic platforms, cloud basedservices and visualization tools to evaluate and improve HR practices including talent acquisition,development, retention, and performance management. This calls for the integration and analysis of not justinternal metrics but also data from external benchmarks & the social media. Big Data facilitates performinganalytics and forecasting to make smarter and accurate decisions. With the intensification of competitionbetween organizations, effectively leveraging the available data about people and performance has becomeever more critical. Talent analytics and big data have emerged as must -have capabilities within the HRfunction.Leveraging big data and HR analytics to enhance decision-making would be a critical capabilityfor future HR professionals. In the dynamic business environment, HR practitioners would have to rely onknowledge management tools to track the skills, qualifications, competencies and performance of theirworkforce. The information derived from the analysis should be leveraged to establish better performance

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management systems.

Data analytics can be utilized to enhance the efficiency of the various facets of the HR function. On the

recruitment front, HR departments may choose to deploytests and games

to analyze candidates, measure

their reactions and answers to identify ideal patterns and skill sets that fit the organizational requirements.For example, a unit of Royal Dutch Shell used two video games to analyze the though process & decisionmaking skills of the incoming candidates enabling them to identify the minds that were likely to generatesuccessful ideas. Acquire InSight, a SaaS based analytics tool carries out trend analysis based on existingdata about organizations retrieved from various sources.

It goes without saying that HR teams that have invested in big -data & analytics are more likely to be

respected by their counterparts in the business domain, for their data -driven decision-making, thereby

realizing their true potential as strategic business partners. An increasing number of companies are

acknowledging the benefits of using integrated analytics for their talent management and workforce

planning processes. As the war for data intensifies, many forward thinking companies have realized the

high returns of applying data analytics to HR. Firms that are not investing in an integrated analytics

capability within HR are bound to lag behind.

Mobility in HR-The Way Forward:

Advanced mobile devices available today, including smartphones, notebooks and tablets, have opened upnew avenues of mobile computing, literally redefining how business is done. With the mobile workforce setto expand further, HR professionals must explore the prospects of offering mobile access to key HRfunctions including payroll, employee attendance, talent management, benefits and employee engagement.These mobile platforms would facilitate connecting the greatest number of employees as effectively aspossible to help improve the productivity and satisfaction of a mobile workforce. Benefits of leveraging

mobile technology for HR include:

Convenience: Working with mobile applications offers significantly greater convenience than throughmanual paperwork & even a desktop computer. With mobile access, employees can update HRinformation whenever and wherever they prefer bypassing the hassles of calling or emailing the HRteam with queries and waiting an eternity for a response.

Immediacy: The modern day business environment demands employees and managers to constantly beon the move, spending a major chunk of their productive day outside the office. In such dynamicscenarios, mobile applications facilitate real-time decision-making and swift turnaround

Productivity: With the increased convenience & speed that mobility offers, the employees would spendless time managing HR issues, and correspondingly the HR department devotes lesser time dealingwith employee queries. By permitting greater focus on value generating activities, both the HR aswell as the other business functions will enhance their productivity

Accuracy: Mobile technologies deliver automated, step-by-step processes which mitigate the scope ofhuman error. Interactive mobile HR applications including time entry and leave requests are highlyaccurate

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In 2011, ADP conducted a survey involving 400 large and mid -sized US organizations highlighting the

benefits reaped by the organizations which had deployed mobile HR apps at an early stage. While 71% ofthe companies reported improved workforce productivity owing to mobile HR solutions, 63% of themattributed improved real-time decision making to mobile solutions.

Figure 4:Benefits realized owing to deployment of Mobile Applications

Source: Mobile HR Solutions: Connecting & Empowering Your Workforce, White Paper, VDCResearch and ADP, May 2011)

The various functions that mobile HR touches are:

Recruitment:HR professionals must recognize mobile solutions as critical to competitive recruitment andretention initiatives to target the next generation "Gen Y/Millennial" employees who are tech savvy &always on the move. A prime example of this is Jobvite, a program that allows companies to manage andpost job listings over mobile and allows candidates to respond to these postings through mobile.Organizations can also leverage these mobile applications as an opportunity to provide a more personalexperience with potential candidates, during the recruitment process.

Training: Mobile technology facilitates HR professionals to offer customized training experiencesaccessible to employees on the go. They can offer learning materials delivered to smartphones via mobiletechnology. However, to optimize the effectiveness of these mobile learning solutions, companies must

develop customized learning apps to align the implementation aspects with the inherent benefits of themobile platform rather than simply offering existing online courses via smartphones

Employee Engagement: With distributed workforces, organizations also have employees who workremotely from home or smaller offices. Mobile applications can be used to offer an individualized approachfor such employees with applications that facilitate two -way feedback, team collaboration, and socialnetworking between employees working from remote locations.

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Benefits Administration: The HR function in organizations is exploring mobile benefits apps that allowemployees to submit claims and check balances on their health savings or health reimbursement accounts.The convenience to access various benefits specific information using their smartphone or tablet device, via

mobile access would lead to higher engagement

Figure 5 :Fastest-Growing Mobile HR Applications on Smartphones

Source: Mobile HR Solutions: Connecting & Empowering Your Workforce, White Paper, VDCResearch and ADP, May 2011

Challenges in Leveraging Mobile Technology:

By embracing mobile technology platforms companies risk leakage of sensitive information. Companiesshould therefore ensure adequate levels of data security are adhered to. Many a time on the go mobile appsturn into a nightmare for employees who are expected to revert to official mails at odd-hours. OptimalHuman Capital Management calls for on-ground implementation of initiatives to maintain the work-lifebalance. Sensitization of the middle management & functional heads on the ever-growing importance of

work-

life balance is a crucial enabler. Efforts towards getting buy-

in of senior members of the organizationto accept the technological advancements as part of their everyday work dynamics is something that HRteams would have to focus upon.

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Impact Social Media in the Evolving HR Paradigm:

Social media has become part and parcel of mainstream business touching every domain, more so HR. The

trend of social media in HR is not just a fad; it is indeed among the most significant developments in thelast century when it comes to HR. A recent KPMG reporton Human Resources & Social media brings forththese figures:

Estimated 250 million people access social media sites through their mobile devices

75% of Fortune 100 companies pay for ads and / or for improved search services

55% of US based companies increased their investment in staff selection through social media.

Over two million firms have profile in LinkedIn

76% of U.S. companies used LinkedIns 100 million registered users for recruiting

84% of job seekers have a Facebook profile, and 48 percent of them have done at least one job -huntingactivity on Facebook in the past year.

Social HR tools can be accessed through browsers, specialized apps on mobile devices or be bundled inholistic social business software platforms. Commonly used social media platforms include:

Networking sites:Social networking sites such as Facebook, LinkedIn can connect individuals withsimilar social or business backgrounds

Information Sharing Portals: Sharing files via email has become redundant owing to the sheervolume of information to be shared. A more methodical storage and access facility is offered by

dedicated file sharing utilities

Blogs:These are the perfect forums for informal shar ing of informat ion and opinions

Wikis: They come across as useful knowledge management alternatives for generating shareddocumentation and a central repository of knowledge

Discussion Forums: They facilitate online discussions to create a sense of community around aparticular corporate issue or project.

In 2011, Wipro Consulting Services conducted a study on the use of social media in select businessprocesses across 150 companies from five verticals. The survey showed that respondents who were in

decision making positions valued Social Media as an excellent means of internal branding. The current useof social media in organizations is moderate with only 63% of the respondents agreeing that social mediawas being used in their industry.

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Figure 6:Preferences for using Social Media in HR by various stakeholders

Source: Social Media:Impact & Relevance in Managing Human Resources in India, Report by WiproConsulting Services, Feb 2012

Social Media Talent acquisition:

Prior to the dawn of the internet age, recruiters had to rely majorly on the print media or word of mouthnetworks to post jobs and attract talent for open positions. The internet, especially the arrival of socialmedia sites like twitter, Facebook & LinkedIn., has made recruiting much more efficient & effective. Social

media allows companies to connect with potential candidates, build relationships, refer candidates anddevelop talent communities. Candidate relationship management forms a critical facet of social recruitmentinitiatives. A prospective employee pipeline can be created as well as nurtured around specific skillsets, bydeveloping relationships with candidate pools across social networks. This allows recruitment managers tonot only measure the current skill levels of the pool but also hone them further. Business executives in theIndian context still hold reservations about usage of social media for recruitment & prefer traditionalmethods like job portals, employee referrals, walk-in interviews. With recruitment budgets coming underscrutiny social media options are slated to get a shot in the arm.

Conducting interviews through Skype video calling facilities drastically reduces thetransaction costs for thecompany as well as the candidates at the interview. Social media can be leveraged to develop a connectingbridge between employee talent pools on the one hand and prospective employers on the other eliminating

geographical boundaries.

Social Media Learning:

Social networking sites can be used to build highly integrated knowledge networks. Social media learningplatforms allow employees to create a social profile that reflects their expertise and interests. Socialbookmarking is one of the most useful tools on the web that allows users to save, tag and easily re-find sitesthat they find useful. It also helps them track what others with similar interests are viewing & saving. The

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social learning setting encourages individuals to experiment, innovate, collaborate, communicate and sharetheir knowledge in engaging ways. This not only enhances engagement ratings within teams but also cutsdown learning costs significantly.

Social Media learning programs can be classified as under:

Formal Structured Learning (FSL):

Social media can be used to improve engagement in classroom or online courses through a collaborativeapproach to learning. It can encompass a wide spectrum of initiatives including collaborative onlinelibraries of course links, course/class blogs by participants, collaborative course learning spaces throughwikis and developing learning communities in social networks for knowledge sharing.

Personal Directed Learning (PDL): Individuals use social media to organize and manage theirown professional learning and connect with other professionals. Asking/ answering questions and

starting discussions on social networks are examples of PDL. HR professionals can recommendemployees to tap into these resources to enhance their professional knowledge.

Group Directed Learning (GDL): GDL is an extension of PDL wherein groups use social media toolsto share information, resources and experiences with one another and learn together. Self-managedteams of employees are using a variety of social mediatools to work collaboratively includingworking online on shared documents and creating bookmarks for the team or project work

Intra-Organizational Learning (IOL): Social media platforms allowemployees to co-ordinate withone another by sharing information and resources organization-wide. Senior managers and projectleaders often use blogs to communicate organizational policies or to disseminate information aboutcurrent initiatives around the organization.

Accidental & Serendipitous Learning (ASL): Many a times the workplace offers employeesopportunities to learn without consciously realizing it. Accidental learning occurring in professionalsettings can be disseminated via internal organization specific social media platforms for the benefitof the entire organization.

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Figure 7: Categories of learning and the amount of learning directedness

Source:Centrefor Learning & Performance Technologies

Challenges for Social Media in HR:

While social media presents a myriad of new opportunities for organizations to enhance the scope of theirHR processes, there are enough reasons to take a cautious approach. Many a times companies fail toestablish robust policies to govern social media usage. Lack of employee engagement and training alsohinders the enforcement of social media policies. Organizational polices need to clearly spell out theaccepted norms for usage of social networking platforms and develop safeguards around them.Organizations should stipulate the mandatory inclusion of disclaimers by employees along with their online

postings. Organizations risk denting their hard earned reputations when employees make inappropriatecomments about their employer on social-media forums. The excessive use of social media platformsduring work hours can drastically reduce the productivity of employees. Besides, many a time employeesinadvertently or deliberately leak privileged information that belongs to the organization. A typical casewould be boosting of clients & confidential projects on LinkedIn.

Figure 8 :Challenges for using Social Media

Source:Social Media: Impact & Relevance in Managing Human Resources in India, Report by WiproConsulting Services, Feb 2012

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Conclusion:

Since tomorrows businesses will compete on innovation, abilities and efficiency, organizational successwill increasingly hinge on the ability to leverage human resources to the optimal extent. The HRprofessionals have to be the change drivers of the metamorphosis that modern day organizations areundergoing & enable employers to gain competitive advantage in this increasingly competitive world. HRmanagers will be at the forefront of managing and understanding the impact and implications of the rapidlyevolving technologies. HR managers must comprehend the challenges and opportunities that these poses forthe effective operation of their organizations.

Bibliography

Human Resources and Social Media Report, KPMG

Pareek, A., Jindal, P. R., Muthyala, S.K. & Nair,S. (2012). Social Media: Impact & Relevance in ManagingHuman Resources in India, Report by Wipro Consulting Services

Mhenni, R., Human Resources Services and Innovation, HR Access

Mobile HR Solutions: Connecting & Empowering Your Workforce, White Paper, VDC Research and ADP,May 2011

Bulmash, J. Human Resources Management and Technology

Hart, J. Social media and its impact on workplace Learning, Centre for Learning & PerformanceTechnologies

ISG Industry Trends in Human Resources Technology and Service Delivery Survey, 2014

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Social HR and Use of Technology in HR

Adwitiya Tiwari and Anusha Mittal, XLRI

A TOKEN OF GRATITUDE

We like to devote a special vote of thanks to the faculty members at XLRI, and others who helped us look out for better andissues in HR Technology, and guide us with their insights into the HR world. We present our heartfelt gratitude for theirinvaluable guidance and constant support in our quest. Their generous commitment with their time and blessing facilitated ourbest efforts and shall carry us a long way in our pursuits to be exemplary managers. We could make the best possible use of thisgolden opportunity to present our thoughts on such a trending topic with the expertise and finest support available to us.

Special Thanks to:

Professor Srimannarayana, Professor Human Resource Management, MA (PM&IR, Andhra), Ph.D. (Utkal)

Professor Steven Richhardson, Visiting Faculty Bachelor of Arts Degree, Law Degree [Juris Doctorate]

Prof Subhashini Chandran, Visiting Faculty B.Sc. (H) Economics and International Relations LSE, LLB(H) from City UniversityU.K.

Mr. Suvro Roychoudhari, Manager, Human Resources United Breweries Ltd

SUMMARY

If 20 century was the age of industrialization and growth of man-kind like never before, then 21st century is certainly the timewhen technology comes over and replaces human involvement in processes, thus enabling a lot of efficiency in the processes andcost savings. It is now an obvious fact that with the invention of more tech-tools, systems and processes are getting automated.This is happening at a pace, which was unthinkable 20 years back but now in 2014, everyone is adept with technology and

accepts such changes as part and parcel of life.

More than the Public sector, the private sector has embraced these changes. Organization have seen technological inventions i nproduction systems, in supply chain (using tracking of goods, warehouse management), in sales and marketing (demandforecasting, online marketing), finance (market growth predictions, financial analytics). The human function of HR is not leftaloof. From recruitment to training, from performance management to exit interviews, mobile technology and computers hassprung up everywhere.

In the recent years, the fastest growing tech-trend is the use of Social media by Organizations. No organization can now exist andgain publicity without a Social networking Page on any of the popular media (Facebook, LinkedIn). HR departments across theworld quickly recognized this game changing opportunity and adapted their processes to involve social media. With the Gen-Yas new employees and also as future customers, Organizations have embraced technology to keep themselves relevant. It is nolonger the world where one company operates in silos, or dictates all the norms the market place and work place areintrinsically connected. Cloud computing, presence in social media, big data & analytics are practices which will decide the rulesof the game tomorrow.

This paper looks at how Human Resources is reinventing itself using computer, online tools, social media to prepare itself forthe battles of tomorrow. There is an attempt to discover the opportunities and challenges that lay ahead, and finally we attempt todraw the possible implications of this phenomenon on the business world of tomorrow, from an organization point as well asfrom a business perspective.

3 | P a g e

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SOCIAL HR AND HR APPLICATIONS IN TECHNOLOGY

A recent Mckinsey Study enlisted the different uses of technology in management:

Check Appendix 3 for details on the study.

The same study enlists the industries which use at least one social technology tool:

Check Appendix 4 for details on the study.

As we move ahead to explore the different aspects of social HR, it makes sense to explain once the framework we adopt tocomplete this study.

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1. RECRUITMENT:

Use of technology in recruiting is not a new trend. From attracting potential employees, resume screening and online

computerized tests and interviews, to the on-boarding technology is linked in every step.

a. Using social media: it is not the latest trend, but from sourcing to background checks to final deployment. Organizations areincreasingly using Facebook, LinkedIn and Twitter to monitor the candidate while using tools like Entelo, Gild, TalentBin andUKs thesocialCV for background check. Soft wares like Hanneman are being used for CV scanning and checking the facts inthe information on the CV.

Bright.com, gives each candidate scores relevant to a particular offered profile, so that the recruiters are also prepared and awareof the position of the candidate, his interest and thus determining the best fit for the organization.

Nestls job UK, USA job site is linked with Facebook and LinkedIn feeds where one can look for career opportunities, whereusers can search and apply for jobs. Nestle on Facebook | Twitter

b. Using big data in Recruiting: collecting data about job applicants and their profiles and matching it will characteristics of the

successful employees. Data mining is used to analyze the data created by the top performers to search for insights about theirperformance and longevity. Analyzing the background, campuses and pools from where the majority of top performers come canease the recruitment process.

Predictive analysis is being used these days, where statistical methods are used to generate forecasts about the employeesperformance. Online resume data bases, social network profiles etc. are also analyzed to figure out the right fit for theorganization (employees with excessive posts are flagged as over-involved, those involving in intolerant online behavior areflagged before recruitment).

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c. Recruiting from campuses: In a smart move to tap into the future employees from campuses, many Organizations are known topost the success stories of interns, young employees on their social media pages. They appoint campus ambassadors who keepposting latest development on their campus media pages and thus increase the applicant pool for the organization.

d. Measuring Online presence of Top Employers-Social mention: This website figures out the number of mentions of

Organization (its products, values, or any topic about its online or promotional activities) on social media, the sentimentassociated with the same in the online trends. here are the figures for some of the top recruiters in the world:

Check Appendix 1 for Social Mention Scores of Top Employers

LinkedIn highest degree of sourcing of top candidates, more so in the developed nations. Facebook: helps getting a viewon the employee liberal or personal views, but beware to source the right information without getting notified. Capture the printout of the information Google+ -most important for gathering information about organization, via partial and informalreviews.

e. KLOUT Score: KLOUT scores are increasingly becoming popular in job interviews. KLOUT calls itself the SAT for businessprofessionals and is a wonderful method of measuring the influence. SURPRIZED?

Klout is a statistical score from 1 to 1000 which ranks you on basis of our Facebook, LinkedIn or other social media profiles, andchecks your reach on the media, and your influence on others (how much they trust you, your posts, their likes and favorablecomments).

The social aspect of HR is really coming to play in recruitment sphere. The resume checks are being replaced by online checks .Companies are starting to search, your top ten Google/ Bing feeds, number of followers on Twitter, and recommendations andquality of your LinkedIn associations. In a recent example, Salesforce.com recently advertised a position that listed a Kloutscore of 35 or over as one of the key desired skills for a community manager position.

2. DEVELOPMENT:

a. E-learning: Several e-learning (umbrella term for learning enabled by electronic means) methods are available today, a few ofthem include:

1. Computer based-training: CD, DVDs, interactive videos for learning 2. Multi-media based training: using graphics, audio,video for employee learning 3. Virtual learning: online training, in a virtual environment 4. Web based training: employingcompany website, social media or online available training programs 5. Mobile learning: using mobile technologies such as MP3players, PDA (Personal Digital Assistants)

b. Use of MOOCs Wikipedia defines MOOCs or Massive Open Online Course as an online course aimed at unlimitedparticipation and open access via the web. They provide reading material, filmed lectures, regular tests and in many forums, openand virtual interaction between the students, professors and the teaching assistants.

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MOOCs are getting popular (MOOCs in 2014), both with businesses and with the learners. Here is the reason why:

Business Flexibility: MOOCs are flexible learning options that an individual can customize according to his interest and learningspeed. They include business topics and technical skills-tailored to the corporate worlds needs. Many of these courses comewith a data analytics tracker to look up their progress and offer help where necessary. Also, the flexible scheduling helps increasethe effectiveness of the course. Ex: SoundviewPro was launched by Executive Book Summaries.

Setting Goals: Some Harvards edX platform allows learners to define their learning goals, and helps study connect to theconcrete outcomes. This further can be implemented by the organization, giving the employees set their own business goals tokeep them motivated and enhance productivity.

3. ENGAGEMENT & RETENTION a. Gamification of work place The latest Gartner Report suggests that more than 50% ofthe world organization will have at least one gaming application by 2015. SAP uses games for educating employees aboutsustainability, LOreal and Hays for recruitment, Unilever for training the employees. Gamification has been specially used tobring marketers up to speed about the new products and their functionalities and improve their customer skills.

Salesforce.com provides multiple avenues and games to instruct the learners in overcoming challenges, and helps in buildingteam work. However, one has to ensure meaningful games which are engaging and skill building. A Gartner report of 2012

suggested that around 60% of all gamification attempts failed because the designers were just creating badges andleaderboards instead of creating a game which was linked to organizational strategy.

b. Online reputation leads to improvement in behavior? So it turns out in a latest Survey by Spherion services, Latest EmergingWorkforce Study Discovers New Workplace Realities and Significant Employer/Employee Disconnects! Around 76% of theemployees satisfied with their organizations online reputation are nearly four times as likely to have job satisfaction.

c. Linking gen Y-The generation Y, as we know them has specific requirements from its employers. Some want internationalroles, and cross functional movements, others have a concern of staying connected with their families need to stay connectedwith family, or work from home. Technology is helping organizations cater to these different needs enabling online trainingand assessments for the flexibility in movements, and the option to workfrom-home or flexible work hours. Gen Y has grown ina society with easy access to information, social networks and news which makes transparency and appropriate communicationan essential paradigm of their employment. Reading business news comes naturally to them, and equally important for them isstaying on social media. They are comfortable with business transactions at 4 AM, but they want to be involved in organizations

CSR policies, and family time. Organizations need to invest in internal communication platforms and develop a feeling oftransparency.

In a study done by Universum on what benefits Gen Y bring more to the workforce, than the Gen Xers and Baby Boomers,several results came out to point the success factors behind the millennials success.

Interestingly, technology plays a major role in each of these success factors, thus highlighting the importance of technology inhuman interaction.

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Check Appendix 5 for further details on the study

4. EMPLOYER BRANDING:

a. Emerging role of social media analyst / social media strategist: Social media playing a vital role in recruitment emphasizes the

role of HR (HR and Social Media ) in employer branding of the organization. However, most organizations social media pagesare still loaded with their products and other news and are largely handled by the marketing teams. However, it is time that HRgets involved in branding posting the right messages for recruitment, workplace diversity to attract the diverse candidates andmessages of work-life balance for the Gen-Xers.

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As we can see from the table, different organizations are defining their social media strategy using different channels andpractices. The importance of social Media strategist from HR becomes very clear indeed

d. Relation of social media with efficiency: According to the same survey Spherion Services, ,almost half the emerging workforce (around 47%) of them agreed to the fact that while making a decision about employment, the employers social media andonline presence is nearly as important as the job it offers.

5. DATA ANALYTICS:

Objective of HR analytics is to provide an information system to help the decision makers take better decisions, save time andhave higher return from the Human Resources, compared to the financial resources invested in their training and engagement.

HR analytics enable organizations to use their wealth of employee data to make better decisions about their workforces andimprove operational performance. From attracting top talent, to accurately forecasting future staffing needs or improvingemployee satisfaction, HR analytics tools empower organizations to align HR metrics with strategic business goals.

Commonly used are HR matrices, dashboards, benchmarking data, data mining, predictive analysis and workforce modelling.

a. SAP work force planning and risk management: With Success Factors recent acquisition, SAP has established its positionas a leader in the analytics space. Formers workforce planning software helps organization prevent a problem of talent shortagein the future, and avoids being caught unaware about aging work force, lack of succession management. SAP has come up withERP solutions for Small and medium Enterprises (SMEs) to integrate their end-to-end needs, with business intelligencecapabilities, embedded analytics powered by SAPs HANA platform. more on SAP platforms, click here (SAP WorkforcePlanning)

b. IBM HR analytics tool: IBM Analytics

Prioritize and target potential applicants for a particular position Forecast vacancies and how to fill them in bestpossible way Linking performance and utilization to financial and strategic goals Identification of factors leadingto greater employee satisfaction and enhanced performance Finding reasons for attrition and identify high-valueemployees who are at risk of leaving Implementing effective learning and career development initiatives

6. OTHER USES:

a. Evolving concept of HRM to WRM: Technology is being used for on-boarding, change management and managing well-beingfor the work force. HRM is being silently displaced by WRM with hybrid teams connect via telepresence and video-consacross different locations, and cultures working together. Machines replacing people, organization focusing on hiring the leftbrained engineers and analysts working on big-data, and the right brained marketing and communication graduates in work-force and the increased focus on diversity requires intense training, and use of technology.

b. HR portals: They are the inevitable part of any HR delivery firm. Work flow portals reduce the employee dependency onhuman interaction by providing an easy access to basic necessities like salary approvals, vacation/ leave approvals, allowmanagers to define new policies or send communication to team, rate their performances, track their progress on trainings. Mostorganizations have set up HR service centers, with operators on the other end catering to day-to-day queries.

c. HRIS: Transactions, record keeping and functional application, data keeping HRIS solves all problems. These days, HRIS isbeing supported by HR Stand Alone Applications which provide succession planning, 360 assessment and appraisal etc. -It cangenerate the cultural profiles of the different countries it does business in. -It should be able to provide cross-cultural and othertrainings online to save time and other expenses. -It should have the labor market information, average compensation, forecastshortages of the different markets the company operates in -Handle the transactions related in outsourcing, off-shoring ofemployees with minimum fuss

7. THE BENEFITS OF TECHNOLOGY & SOCIAL MEDIA Appendix 2 mentions the benefits of using technology, and theresultant savings. Apart from the same, here are the often ignored factors that technology contributes to:

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a. Increases access to knowledge

b. Increase marketing effectiveness

c.

Reduces communication and travel costs

d. Increases employee, partners and suppliers satisfaction

e. Efficiency of processes

f. Improvement in Quality and diversity in applicant pool

g. Reduction in type 1, and type 2 errors

h. Risk management

i. Ease of applying in online recruiting; ease of flexibility in training channels

8. CHALLENGES FOR HR TECH TRENDS/ HRIS :

Legal and ethical Compliance: while posting new jobs, and creating job descriptions one has to be careful to be compliantwith Equal opportunity Clauses and the legal compliances associated with it. One has to ensure no offensive, or discriminatingwords are used in any communication sent online, and certainly ensure that they are not caught asking privileged / personalinformation which can be called leading to bias in recruitment in online applications. The key global challenge: Setting up thesocial processes that integrate all this data into a unified global look and operational reality. The need for robust organizationplatforms to share the success (and sometimes failures) of these excellent tools is critical. Line manager involvement: Developfor line managers across the globe short online instructional vignettes on how all these neat techno "toys" can be powerful profitengines and business tools to power drive the organization (similar to an online library of YouTube short videos with employee,middle management, and senior leadership endorsements). Congruence of technologies with the existing ones Scalabilityand portability Effectiveness of technology by HR matrices Easy to use and navigate

9. WHAT FUTURE HAS PLANNED FOR US?

a. The number of companies with a social media strategy has increased to 45%, up from 24% in 2009. Facebook is a clear winnerin the social media enlistment, with 61% employers using it to reach out to customers and employees equally. These numbers areonly going up in the future.

b. This new found attention to technology can change the way corporates operate. An increasing reliance and focus on use oftechnology in important processes such as hiring and performance management, risk and change management bode good signsfor the long no allowed a table on the Board HR department.

c. Data analytics is already big in the work place, and clubbed with cloud computing is going to become the Essential elementfor the success of any organization.

d. As some enthusiastic analysts have started predicting, the CEO role is no longer limited to Finance and marketing leaders.

CHROs with a grip on the people resources, clear understanding implication and benefits of technology and with a hand onpeoples pulse through social media are more likely to come up, climb the organizational ladder and knock doors for the CEOroles.

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10. REFERENCES:

e. http://www.spherion.com/Documents/2013EWSQ1_FINAL.pdf

f. http://www.forbes.com/sites/jeannemeister/2014/01/06/2014-the-year-social-hr-matters/

g. http://www.shrm.org/india/hr-topics-and-strategy/hr-and-social-media/pages/default.aspx

h. http://memeburn.com/2013/10/5-big-ways-social-hr-is-changing-the-way-we-do-business/

i. http://sociallearningbootcamp.com/

j. http://futureworkplace.com/

k. http://www.employerbrandingtoday.com/no/2012/06/28/building-brands-to-capture-talent/

l. http://www.mckinsey.com/insights/high_tech_telecoms_internet/how_social_technologies_ar e_extending_the_organization

m. http://www.hrzone.com/feature/ld/time-fresh-look-moocs/143864

n. https://www.td.org/Publications/Magazines/TD/TD-Archive/2014/05/Game-on-a-Primer-onGamification-for-Managers

o. http://blog.eskill.com/hiring-social-media-managers/

p. http://www.sap.com/solution/lob/hr/software/workforce-planning-analytics/index.html

q. http://www.mckinsey.com/insights/high_tech_telecoms_internet/how_social_technologies_ar e_extending_the_organization

r. http://www.gartner.com/newsroom/id/2251015

s. http://www.gartner.com/newsroom/id/1629214

t. http://www-01.ibm.com/software/analytics/solutions/operational-analytics/hr-analytics

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HR Analytics - Trends and ImplicationsNoha Sinha, MHRM Class of 2016, XIMB

HR ANALYTICS

Workforce is the major asset of any organization. For proper functioning of the organizations then, it is inevitable to consider thefactors that negatively impact the workforce sentiments, and hence lead the organizations as a whole towards poor productivity.It is always necessary to strike a fair balance between the interests of the workforce and the organizational goal. There might betimes when one has to be weighed up more than the other, thus widening the gap between the employee and the employer. Amajor concern that stems up here is: How do we balance off this gap time and again? Enter Human Resource Management: the bridge between the employee and the employer. The HR professionals have to makesure that the gap doesnt get wide enough for the connect to break off, and hence it has got to have required elasticity to keep therelations intact.Such a responsibility for the HRs requires them to have the authority and the conviction to lead from the front and to be strategictowards how they hire and maintain the workforce. The good news is that we are in an era, where this goal of HR managementhas been significantly achieved. Over the years, the HR management has seen both qualitative and quantitative changes in theiroperational styles and resources at hand that has made them a major player in the business planning process. The same can alsobe shown to reflect in numbers by the statistics.The number of HR professionals employed with an organisation has increased from 16.2% in 1980 to 29.9% in 2010 through

20.3% in 1990 and 24.4% in 2000. This increase in the numbers of HRs has been in synchronization with the employeesatisfaction over the recent years. Where around 32% of the employees were planning to leave there employers 5 years back, th enumber has been reduced to 19% after 2012. Also after 2012 around 65% of the employees feel that their employer is soundenough, compared to around 55% more than five years ago.These changes in the perception of the workforce has been strongly co-related to the available resources with HR management,leading to better analytics of the data at hand leading to a sound perception of Industry needs and employee behaviour. Let ushave a look on the dynamics of this new facet in HR management-The HR Analytics.

Introduction:Innovation, modernisation, incessant growth and calculative agility are the order the day for businesses that have a vision andconviction to have a ceaseless growth towards excellence by keeping their shareholder values clicking.This unshaken stride is not a cakewalk for the managers of business, and it requires them to be vigilant and reactive towards allfacets of corporate structure. Be it the control of finances, decision regarding mergers and acquisitions, or formulating thestrategy of recruitment and hiring according to the foreseeable areas of operations that the firm would delve into in the years to

come; all such important aspects of management require the important teams to be alert, watchful and to base their decisions onlogical analysis of past occurrences and future computable trends.Human resource management, in such a scenario, has also been one such area where such watchfulness is inevitable. Being oneof the most important facets of the management of a firm, it s not hard to imagine that how badly a mismanaged human resourcemanagement practice could affect a firm, if its decisions are not in sync with the current market trends and the future expectedconsiderations. It then calls for no less logical analysis and rational decision making in the field of HR, than in any other strategicbusiness field.In this paper, we try to bring out this aspect of HR management, which has evolved sufficiently over the past years, andintegrated with the concept of Social HR, is making wonders happen.Why HR Analytics??Indeed the field of HR management is not behind other contemporary ones in the areas of innovation and analytical planning.There might have been an era where words like innovation & Logical approach were synonymous to finance, businessstrategy and other front end business lines; but with time as the businesses grew smarter, and sensed a need of the same approachin the areas of Human resource management, the concept of HR analytics seeped into the traditional form of HR approaches, and

has since then been an integral part of it. The realisation of the fact that to improve something, we should be able to analyse it,and to analyse it, we should be able to measure it led to the spawning of this emerging field of HR analytics.This field essentially leveraged on the huge amount of data that is maintained in the HR department, and it henceforth simplifiedthe basic HR processes of employee turnover, employee happiness, hiring process, and various HR related responsibilities anddeliverables.The HR management field has also seen the need of building a healthy social network within and outside the organisation. Thiswas result of the fact that the social media around the world has grown at an accelerated pace. Taking help of this concept, theusage of social HR has helped the HR managers to leverage on the social media to affect the bottom line of their practices. It hasalso enabled collaboration and listening within and amongst various groups across geographies, which has helped this wing

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deliver increased value to the organisations.In such a scenario, the integration of the data -driven approach of HR analytics with the collaborative field of social HR hashelped the management practitioners to work with increased efficiency, and has done justice to the famous adage which says thewhole is more than the sum of its parts.

How exactly have these new platforms revolutionised the industry? How are the daily HR activities and deliverables gettingaffected and ameliorated by these endeavours? Let us have an enumerated look on all these aspects.Uses of HR AnalyticsEmployee Lifecycle:

Figure 1.Employee Life Cycle

We shall here have a look on the basic HR responsibility within an organisation as shown in the figure below, the hiring,

On boarding, retention and growth are the area where the HRs are primarily involved. The use of analytics and social HR hasaffected all the areas and has helped the HRs to develop a systematic and logical approach towards all these.

HiringOne of the major responsibilities of the HR professionals, this activity is what drives the future growth of the organisation. The

process needs to be optimised to its best level, and hence calls for Best accuracy, lower cost, quality and timeliness. Apartfrom all these technicalities, there is a lot on the qualitative front that needs to be taken care of. There is a lot that dataanalysis can do in achieving this feat.

Diversity should be the Go To practice for all the organisations, that claim to be equal opportunity employers. A number offirms today are systematically using employee data to see the trends of diversity within their organisations, to focus on areasor groups which are less diverse. This has given expected results to the firms implementing these approaches, as they haveseen sufficient increase in their outputs with the increased diversity. Google is one such example of an organisation that hasimplemented this approach.

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Predictive analysis: Firms like Google have also used the analytics data to determine trends like which kind of employeescan have retention problems and which kind will prove to be most beneficial to the organisation. The collection and analysis ofthis kind of data has helped these firms to act before it s too late in a number of exemplary cases. Xerox is an example of another

organisation that was able to refute a number of myths around recruitments by using its online platform, Evolv, for its candidates.

On BoardingOnce the hiring has been done, it is critical to ensure that the hired employees start adding value to the firm as quick as possible.The key to this is to make them feel comfortable within the organisation, and make them aware of the new processes and thestructure of their new workplace. This whole process is collectively called on boarding. Leveraging on the analytical data greatly helps towards this, as it helps to design an efficient process for the employees.Predictive analysis from surveys can show us exactly if the new joinees feel uncomfortable and can help us direct the resourcestowards that end to make sure that issues around these are handled smartly.Social technology can also be greatly used to improve the on boarding process. The companies, intranet or any social internalnetwork like yammer can be used to announce welcome to the new employee and make them feel special. This period of onboarding process can also be leveraged by taking feedbacks from the new employees as it is the time when their minds will havea number of questions about the firm, its culture and operations. Things like simple facial recognition that help to get theemployees know each other better foster greater interactions at the workplace.

GrowthThe annual social performance, if based on actual data rather than memory, can help remove bias from the appraisal process and

ensure a more deserving feedback to all the employees in question. The corporate industry today is almost plagued with theRater-Bias problem, and ensuring that the appraisals are not based on memory but on the actual work done ensures that themanagers do not give better appraisals to the employees who were hired simply because they were liked for some reasons by themanagers. HR analytics has helped the industry to get rid of such problems to a very great extent.Employee growth in an organisation is the microcosm for the growth of the entire organisation. A happy workplace withcontended employees is the key to promote harmony and growth in the firm. It is then important to know about the processes thatcan gauge the performance of the employees to make such processes data driven and capture the employee performance. Afterall, the appraisal of the employee is something to reward them for their hard work towards the firm and is a major factor that canhelp the employees to stay motivated.

Strategic Work Force Planning Framework

Does Gap Exist?

Does Gap Exist?

Does Gap Exist?

Global

Perspective

Talent

Philosophy

Forecasted

Skill Demand

Skill

Availability

Supporting

Infrastructure

Business

Strategy

. . . . . Solut io n Channels. . . . .

Identify and

addressgap(s)

Figure 2: Showing the Strategic Predictive Analysis for Hiring

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RetentionRetention is the key to maintain a healthy work culture and work environment. A lot of employees leave an organisation forvarious possible reasons. The attrition rate is something that should be checked by the firm. Retention can be highly improved bymaintaining and analysing the data pertaining to employee resignation.

Various firms have spent huge amounts of money in getting applications ready, that show why employees are actually leaving thefirms. Some major reasons for the same are as following:

Poor relationship with their direct managersLack of opportunity for growth and developmentLack of challenging and meaningful work.

Such predictive analysis using various HR analytics platform has helped the firms to identify potential employees that are at therisk of leaving. The algorithm of such predictive analysis has become smart enough to look at past trends and to generate a riskscore to rate each employees, which can help us identify those who are risk of leaving between six to twelve months. Maintainingdata and tracking such trends can help organisations address these core issues related to retention, before they turn out to beactual problems.

Uses of HR Analytics for advanced HR Functions

Figure 3.Processes impacted by HR Analytics

Performance Management

The main essence of the HR analytics is to connect the HR initiatives to high standards of business performance bysmartly using and analysing the data at hand. It has now become a practice within the high performance organisations to use theHR data for better planning and performance. The processes, automations and standards are leveraged upon by the HighPerforming Organisations (HPOs) to ensure data accuracy. Using the data and trends the HR executives are able to clearly definethe Key Performance Indicators (KPIs) to drive the organisation towards achieving mission and vision.

A 360 degree feedback that should always be included as a part of this comprehensive performance data, helps theconcerned teams to focus more on how things have been achieved rather than just on what has been achieved.

The complete collection of performance metrics can help us identify which competencies are driving the major chunk ofperformance and which ones are creating issues. This in turn can help us strategise a consistent method for incessant high

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performance.

Performance Management done using HR Analytics Tool

Figure 4: Performance Management using HR AnalyticsSuccession Planning

The succession planning system ensures the identification and tracking of high potential employees for promotion and

advancement. Data like competencies, job profiles, talent profiles and employees records with inputs like appraisals andfeedbacks are analysed for this purpose. The output of these systems gives a report on the nominees and successor pools withdevelopment and learning plans chalked out for the same. With this platform, the time to develop the succession plans can begreatly reduced. The nominees not ready for advancement and promotion can be directed to upgrade their necessarycompetencies by taking relevant trainings for the prospective job positions. Such opportunities for the employees also improvethe employee growth, retention and engagement.

Human Capital Risk ManagementStrategic Risk: It includes the HR initiatives that affect the business strategies such as company culture and ethics,

allocation of resources, implementation of major initiatives.Operational Risk: Risk related to the resources is necessary for maintaining the day to day operational efficiency. It

addresses questions like: Is recruitment being carried out at the needed pace? How are the gaps between supply anddemand being met? Is the performance management process effective enough to retain employees?

Financial Risk: It measures the management of the workforce cost as it relates to the performance of the enterprise.It takes the data related to compensation, benefits, turnover and organisational structure and gives a detailed output

post analysis.

Compliance Risk: It encompasses the legal ramifications related to areas of compliance with focus on aspects likeunion relations, health and safety, whistle blowers, harassment, employee satisfaction and diversity.

Forecasting, Planning and predictive analysisPredictive analysis regarding the workforce management enables the HR team to analyse their data and the trends, in order tomake a prediction as to whether they will have the resources with the right skill set in the near future, and also helps them tomake projections about what kind of resources will they have in their pool a number of years down the road. This new sphere ofthe HR analytics, gives an insight to the companies on how to hire, engage and develop the employees.The increased attraction to the HR predictive analytics is fostered by the following:

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The mass of information that can be collected online ranging from social media posts to purchases.The increasing range of workforce analytics and software that are becoming more and more accessible and available.Ability of the firms to create algorithms from unemployment rate, GDP and growth, turnover rate and other workforce trends

of specific geographies to predict their future human resource needs.

Strategic Workforce Planning in Enterprises today:

Offerings from different Package Technologies for HR Analytics

Success FactorsIt is an American multinational company headquartered in South San Francisco, California, which provides cloud -based

human capital management (HCM) software solutions.Focus: The Human Capital Management solutions offered by SuccessFactors are based on Management By Objectives

principles (MBO).SAP acquired SuccessFactors in 2011 and added it to its cloud assets.SAP and SuccessFactors share a common goal to

provide an end-to-end offering of cloud and on-premise solutions for the management of Human Capital.Functionality in HR Module: The Success Factor in HR Module is focused on Business alignment and employee

performance. The performance of employees depends on applications which cover recruitment, Onboarding, learningand development, performance management, performance review, compensation management and succession planning.The Business alignment depends on applications which cover execution and management of goal and analytics andreporting. It also offers the third party integration of applications with SuccessFactors on -demand platform either at datalevel or application level via Success Cloud.

Successful Functioning: Today, SuccessFactor with mor e tha n 3,900 customers serves organizations of all sizes acrossmore than 60 industries in more than 177 countries and provide application suite in 35 languages. Below is a graphicalrepresentation of some of its major customers using the application in various business lines.

Hewlett-Packard Work Force Planning Process

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