A PROJECT REPORT

ON
STUDY OF LATEST TRENDS &
TECHNOLOGIES IN HR,

SUBJECT ( Latest Trends & Technologies in

HR )

BATCH 2013 -2017

AMITY UNIVERSITY
NOIDA U.P

MASTER OF BUSINESS & ADMINISTRATION

YEAR - 2013 – 2017

 ACKNOWLEDGEMENT

Project development is not an easy task. It requires corporation and help of various
people. It always happens that word run out when we are really thankful and
sincerely want to inspire my feeling of gratitude towards the one when helped in the
completion of the project. First my grateful thanks to my Professor Amity University,
Noida (U.P) for the golden opportunity. Today after completing my project work, I am
immensely satisfied. There were many times during the span of making the project
when the clock beats you to learn out of energy and you just want to finish at forever.
 DECLARATION

I ______________Student of “MASTER OF BUSINESS & ADMINISTRATION” 9th semester

of _______________ , Noida (U.P) hereby declare that the project Report entitled “
Recruitment and selection process with special reference to a team undertaken by
me . I Also declare that this report has not been submitted to any university /
Institute for the award of any degree or any professional diploma .

DATE: 25.10.2017 _____________

PLACE: NOIDA (U.P) 9th SEM, MASTER OF

BUSINESS & ADMINISTRATION

 CONTENT

CHAPTER NO. TOPIC PAGE NO.

Chapter 1 . Introduction of Human 1-4

Resource Management

o Concept of Human Resource

Management

Chapter 2 . Latest Trends & Technology 5-35

in HR Management

o Get smarter with big data

o Clean Up Your Office with the
Cloud
o Give Employees What They Want
With Mobile Technology
o Many Businesses Waiting to Make
the Change — for Now
o COMPARISON BETWEEN OLD & NEW
HR TRENDS & TECHNOLOGY
o Hiring Process
o Training and Development
o PAYROLLING
o HR TRENDS & TECHNOLOGIES THAT ARE
CHANGING THE FACE OF BUSINESS

Chapter 3. Few sectors using HR Trends 36-37

Chapter 4. Conclusion 38
 CHAPTER NO. 1

INTRODUCTION OF HUMAN RESOURCES MANAGEMENT

MANAGEMENT

HUMAN RESOURCE

Human resource management is a function in organizations designed to maximize employee

performance in service of their employer’s strategic objectives. HR is primarily concerned
with how people are managed within organizations, focusing on policies and systems. HR
departments and units in organizations are typically responsible for a number of activities,
including employee recruitment, training and development, performance appraisal, and
rewarding. HR is also concerned with industrial relations, that is, the balancing of
organizational practices with regulations arising from collective bargaining and
governmental laws.

1
HR is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional work,
such as payroll and benefits administration, but due to globalization, company
consolidation, technological advancement, and further research, HR now focuses on
strategic initiatives like mergers and acquisitions, talent management, succession planning,
industrial and labor relations, and diversity and inclusion.

In startup companies, HR's duties may be performed by trained professionals. In larger

companies, an entire functional group is typically dedicated to the discipline, with staff
specializing in various HR tasks and functional leadership engaging in strategic decision
making across the business. To train practitioners for the profession, institutions of higher
education, professional associations, and companies themselves have created programs of
study dedicated explicitly to the duties of the function. Academic and practitioner
organizations likewise seek to engage and further the field of HR, as evidenced by several
field-specific publications. HR is also a field of research study that is popular within the fields
of management and industrial/organizational psychology, with research articles appearing
in a number of academic journals, including those mentioned later in this article.

In the current global work environment, most companies focus on lowering employee
turnover and retaining the talent and knowledge held by their workforce. New hiring not
only entails a high cost but also increases the risk of the newcomer not being able to replace
the person who was working in that position before. HR departments also strive to offer
benefits that will appeal to workers, thus reducing the risk of losing knowledge.

2
CONCEPT OF HUMAN RESOURCE MANAGEMENT

TECHNOLOGY

SOCIAL
OUT-SOURCING
MEDIA

Human resource management is a process of bringing people and organizations together so

that the goals of each other are met. The role of HR manager is shifting from that of a
protector and screener to the role of a planner and change agent. Personnel directors are
the new corporate heroes. The name of the game today in business is personnel. Nowadays
it is not possible to show a good financial or operating report unless your personnel
relations are in order.

Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs
are decreasing. This calls for future skill mapping through proper HRM initiatives.

Indian organizations are also witnessing a change in systems, management cultures and
philosophy due to the global alignment of Indian organizations. There is a need for multi skill
development. Role of HRM is becoming all the more important.

Some of the recent trends that are being observed are as follows:

The recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on
people centric organizations. Organizations now need to prepare themselves in order to
address people centered issues with commitment from the top management, with renewed
thrust on HR issues, more particularly on training.

Charles Handy also advocated future organizational models like Shamrock, Federal and
Triple I. Such organizational models also refocus on people centric issues and call for
redefining the future role of HR professionals.

To leapfrog ahead of competition in this world of uncertainty, organizations have

introduced sixsigma practices. Six- sigma uses rigorous analytical tools with leadership from

3
the top and develops a method for sustainable improvement. These practices improve
organizational values and helps in creating defect free product or services at minimum cost.

Human resource outsourcing is a new accession that makes a traditional HR department

redundant in an organization. Exult, the international pioneer in HR BPO already roped in
Bank of America, international players BP Amoco & over the years plan to spread their
business to most of the Fortune 500 companies.

With the increase of global job mobility, recruiting competent people is also increasingly
becoming difficult, especially in India. Therefore by creating an enabling culture,
organizations are also required to work out a retention strategy for the existing skilled
manpower.

4
 CHAPTER.2

LATEST TRENDS & TECHNOLOGIES IN HR MANAGEMENT

Technology is a huge driving force in our everyday lives; including how people look for and
secure work. Wondering which tehnologies will be most impactful in connecting people to
organizations?

The topTHE
HRTOP HR TRENDS
tech trends&toTECH.
lookINfor
2017
in 2017

HR AUTOMATION

THE RISE OF VIRTUAL INTERVIEWS

INCREASED CAANDIDATE ENGAGEMENT

FOCUS ON EMPLOYMENT BRANDING

RELIANCE ON ANALYTICS& RECRUITING METRICES

POLISHED MOBILE STRATEGY

5
HR AUTOMATION

HR managers using conventional recruiting tools and techniques to manage the influx of
applicants have switched over to an applicant tracking system (ATS) to save time and effort.
Tedious and time-consuming spreadsheets and manual reports are replaced with
automated sourcing processes from posting jobs on social media and engaging candidates
to scheduling interviews and sharing candidate reviews. With more and more companies
leveraging feature-rich applicant tracking systems, HR and talent acquisition professionals
can focus on delivering targeted campaigns aimed at converting passive candidates into
active hires.

THE RISE OF VIRTUAL INTERVIEWS

Businesses are going global and technology is penetrating into the deepest corners of the
world. Several companies, even small businesses are stepping up their talent acquisition
game and are focusing on remote locations and workers by connecting with potential
employees virtually, irrespective of where they are located. Video interviewing is going
virtual with the help of technology and other low cost or free services such as Skype, Google
Hangouts and Apple Facetime. In fact, several ATS systems have integrated video
interviewing features that are candidate-friendly and low-cost.

INCREASED CANDIDATE ENGAGEMENT

Social media and other digital platforms such as job boards and CRM tools have made it
much easier to source potential candidates and find the talent that you are looking for.
Unfortunately, sourcing isn’t enough. Pre-hiring engagement is gaining importance so that
candidates get a glimpse of the company’s culture even before applying!

2017 will see the HR department take giant strides in engaging candidates in an effective
manner. Optimize the right tools and technology to help you do the same. Use algorithms to
assist your recruitment team with sourcing so that they can save time and focus on
engaging their top talent. It is important that you build a relationship with passive job-
seekers and engage them before they graduate to an active candidate and finally become
your new employee.

6
FOCUS ON EMPLOYMENT BRANDING

Social media has allowed the candidates to learn everything about your company through
your social media pages and digital presence. This has put the ball in their court where they
can browse through the company profile of several businesses, learn about job
opportunities, work culture and other necessary details, and apply accordingly. Strong
employment branding will attract candidates and those with poor branding will risk losing
out on their potential players.

In the coming year, hiring departments will focus more on employer branding. Social media
activity will improve and get more efficient with a strong emphasis on improving digital
presence through an interactive website and an engaging company blog. Employee
advocacy on social media will also play a vital role as current employees will become the
best resources to achieve powerful branding. Encourage your A players to share their stories
as it will strike a personal chord with your prospective candidates, which is a crucial aspect
of branding.

RELIANCE ON ANALYTICS & RECRUITING METRICS

Recruiters relied on factors such as body language and confidence displayed by the
candidates during the interview, in addition to trusting their instinct while hiring someone.
This is being replaced by big data and predictive analytics that help in providing valuable
insights, which will translate into a better hiring process. Using analytics, recruiters can
pinpoint existing bottlenecks, get better benchmarks and learn something they overlooked.
HR has always been a ‘people’s person job’ and so technology wasn’t crucial so far but 2017
will change all that!

POLISHED MOBILE STRATEGY

It is safe to assume that a majority of applying candidates will have a smartphone.

Companies should design strategies that allow candidates to apply through their phones.
There will be an influx of mobile tools and applications that focus on mobile hiring. This will
make it easier to keep the communication channels open and engage the candidates
through their phones.

Companies should differentiate themselves when it comes to talent acquisition. If you are in
the hiring business, 2017 is the year to expect some massive changes due to emerging
markets along with a surge in small businesses and remote workers and freelancers.

7
 HR Managers should do the following things to ensure success:

 Use workforce skills and abilities in order to exploit environmental opportunities and
neutralize threats.

 Employ innovative reward plans that recognize employee contributions and grant
enhancements. Indulge in continuous quality improvement through TQM and HR
contributions like training, development, counseling, etc.

 Utilize people with distinctive capabilities to create unsurpassed competence in an

area, e.g. Xerox in photocopiers, 3M in adhesives, Telco in trucks etc.

 Decentralize operations and rely on self-managed teams to deliver goods in difficult

times e.g. Motorola is famous for short product development cycles. It has quickly
commercialized ideas from its research labs.

 Lay off workers in a smooth way explaining facts to unions, workers and other
affected groups e.g. IBM , Kodak, Xerox, etc.

HR Managers today are focusing attention on the following:

MOTIVATI CHANGE
POLICIES RELATIONS
ON AGENT

QUALITY
CONSCIOUS
OUSNESS

8
  Policies- HR policies based on trust, openness, equity and consensus.

 Motivation- Create conditions in which people are willing to work with zeal,
initiative and enthusiasm; make people feel like winners.

 Relations- Fair treatment of people and prompt redress of grievances would pave
the way for healthy work-place relations.

 Change agent- Prepare workers to accept technological changes by clarifying doubts.

 Quality Consciousness- Commitment to quality in all aspects of personnel

administration will ensure success.

 Due to the new trends in HR, in a nutshell the HR manager should treat people as
resources, reward them equitably, and integrate their aspirations with corporate
goals through suitable HR policies.

Rapid changes in technology have affected businesses in more ways than we can count,
from globalization and organizational adjustments to a workforce clamoring for remote and
mobile job opportunities — and human resources has had to adapt swiftly. If HR wants to
continue to play a critical role in helping businesses anticipate and manage organizational
change, it must have technology at its core.

With Millennials making up more than half of the current workforce — and predicted to
make up 75 percent by 2020 — HR is going to have to embrace and build on technological
advancements to meet both employee expectations and business requirements. Talent
analytics and workplace analysis will become more commonplace, and companies using the
data available to them will be far more competitive.

9
 Now, a days HR are applying too many New trends & technology that should be a good or
positive sign for promote & business.

Like as:

Get Smarter With Big Data

Compliance and risk avoidance are essential principles for HR, underlying every function and
task. Be-cause of this, HR has earned a reputation for being mired in time-consuming duties
with significant amounts of paperwork.

But technology has changed much of that monotony, via new HR portals and platforms that
digitize much of the information HR needs to process. Today’s technology gives HR
professionals access to the power of Big Data — impacting the way businesses understand
their customers, market to new audiences, and communicate with existing and prospective
employees.

When combined with other technologies, Big Data provides a tremendous amount of insight
and allows HR professionals to make decisions backed by concrete information and more
efficient processes:

 Big Data gives HR a fact-based view of the current workforce, identifying emerging trends so
businesses can adapt.
 Predictive analytics allow for better risk-management decisions. For example, they can
identify employees who could benefit from additional training or highlight teams that may
be struggling.
 Analytics also allow recruiters to assess potential employees based on real information; by
bas-ing hiring decisions on facts instead of hunches, they can improve the quality and
placement of new hires.

Clean Up Your Office with the Cloud

The cloud is another innovation that’s changing HR in a big way. Both collection and storage
of data have always been a big part of HR’s function and, until the cloud, meant hard drive
space, piles of paper, filing cabinets, and desk drawers. Naturally, this led to inefficiencies,
security issues, data loss, and chaotic office spaces.

Today, all of this information can instead be stored in the cloud — documents and other
pertinent information can be easily accessed online while data can be collected through
simplified forms and automated processes. Employee information — like tax forms, payroll

10
data, performance reviews, and contact information — can be archived and organized in
one secure location.

Cloud-based systems and Big Data go hand in hand. All of this data can provide valuable
insight if you know how to interpret it, which has already made a tremendous impact on HR.
However, in the future, HR’s challenge will include the need for higher levels of
interpretation and broader application of the insights cloud-based systems and Big Data
provide.

Give Employees What They Want With Mobile Technology

Cloud security makes it easy to limit access to information. At the same time, cloud-based
mobile platforms allow individuals to access their information more readily than ever
before.

Imagine if you didn’t need to email HR every time you had a question about your benefits or
paycheck; instead, you’d log on to a portal where all that information was at your fingertips.
Imagine if you could use the same portal to request time off, change your mailing address,
or confirm contributions to your 401(K).

11
Mobile HR apps make it easy for employees to access this kind of information anywhere and
anytime. And that makes life easier for HR workers, too.

Many Businesses Waiting to Make the Change — for Now

Despite the potential impact, many companies still haven’t made the switch to modern HR
systems — but I think it’s only a matter of time. As we barrel into the future of technology in
the workplace, HR has a lot to look forward to; cloud computing, easier storage, better
insights, and greater transparency are only the beginning. Because of efficiencies, cost
savings, employee expectations, and the power of Big Data — for HR and organizations as a
whole — technology is just too business critical ignore.

12
 COMPARISON BETWEEN OLD & NEW HR TRENDS & TECHNOLOGY

 HR departments focus on process design and harmonization to create standard HR

practices.

 HR selects a cloud vendor & implements out-of- the-box practices to create scale.

 HR technology team focus on ERP implementation & integrated analytics, with a

focus on “ease of use”.

 HR centers of excellence focus on process design & process excellence.

 HR programs are designed for scale & consistency around the world.

 HR focuses on “self-service” as a away to scale services & support.

 HR builds an employee “self-service portal” as a technology.

 platform that makes it easy to find transactional needs & programs.

IN NOW ADAYS:

HR implements new technologies

ENGAGEMEN
OPTIMIZING
TEAMWORK T & CAREER
EMPLOYEE
GROWTH

13
  HR departments focus on optimizing employee productivity, engagement, teamwork
and career growth.

 HR builds innovative, company-specific programs,develops apps, and leverages the

platform for scale.
 HR technology team moves beyond ERP to develop digital capabilities & mobile apps
with a focus on “productivity at work”.

 HR centers of excellence leverage AI, chat, apps, and other advance technologies to
scale & empower employees.

 HR programs target employee segments, personae, and specific groups, providing

them with journey maps relevant to their jobs and careers.

 HR focuses on “enablement” to help people get work done in more effective and
productive ways.

 HR builds an integrated “employee experience platform” using digital apps, case

management, AI, and bots to support ongoing employee needs.

This graph shows the trends & technology in HR management. Day by day the new trends
occur & technology also..sometimes it down but in our coming days it increases.

14
Hiring Process

According to new trends & technology this is the most important part of HR.

The hiring process is the process of reviewing applications, selecting the right candidates to
interview, testing candidates, choosing between candidates to make the hiring decision and
performing various pre-employment tests and checks.

During the hiring process, a human resources manager will use the following steps to
determine the best possible fit for the job:

Review job applications.

Test candidates.

Interview selected candidates

Choose candidates based on pre-determined selection criteria

Perform background and reference checks

Send selected candidates for a health check

Training and Development

Training and development is one of the key HR functions. Most organisations look at
training and development as an integral part of the human resource development activity.
The turn of the century has seen increased focus on the same in organisations globally.
Many organisations have mandated training hours per year for employees keeping in
consideration the fact that technology is deskilling the employees at a very fast rate.

So what is training and development then? Is it really that important to organisational

survival or they can survive without the former? Are training and development one and the
same thing or are they different? Training may be described as an endeavour aimed to
improve or develop additional competency or skills in an employee on the job one currently
holds in order to increase the performance or productivity.

Technically training involves change in attitude, skills or knowledge of a person with the
resultant improvement in the behaviour. For training to be effective it has to be a planned
activity conducted after a thorough need analysis and target at certain competencies, most
important it is to be conducted in a learning atmosphere. While designing the training

15
program it has to be kept in mind that both the individual goals and organisational goals are
kept in mind. Although it may not be entirely possible to ensure a sync, but competencies
are chosen in a way that a win-win is created for the employee and the organisation.

Typically organisations prepare their training calendars at the beginning of the financial year
where training needs are identified for the employees. This need identification called as
‘training need analysis’ is a part of the performance appraisal process. After need analysis
the number of training hours, along with the training intervention are decided and the same
is spread strategically over the next year.

Development

Lots of time training is confused with development, both are different in certain respects yet
components of the same system. Development implies opportunities created to help
employees grow. It is more of long term or futuristic in nature as opposed to training, which
focus on the current job. It also is not limited to the job avenues in the current organisation
but may focus on other development aspects also.

At Goodyear, for example, employees are expected to mandatorily attend training program
on presentation skills however they are also free to choose a course on ‘perspectives in
leadership through literature’. Whereas the presentation skills program helps them on job,
the literature based program may or may not help them directly. Similarly many
organisations choose certain employees preferentially for programs to develop them for
future positions. This is done on the basis of existing attitude, skills and abilities, knowledge
and performance of the employee. Most of the leadership programs tend to be of this
nature with a vision of creating and nurturing leaders for tomorrow.

16
The major difference between training and development therefore is that while training
focuses often on the current employee needs or competency gaps, development concerns
itself with preparing people for future assignments and responsibilities.

PAYROLLING

Payroll management is an essential business function in the corporate world today. As

legislation becomes increasingly complex and companies expand more frequently onto the
international stage, payroll becomes increasingly sophisticated. In turn, this means that the
specialism is growing, and estimations show that there are well over 50,000 payroll
management professionals in the UK today, with more 12,000 registered with the Chartered
Institute of Payroll Professionals (CIPP).

The profession has become increasingly digitised in recent years, and at major corporations,
payroll is now factored into the profit structure of many companies.

Rather than just doling out paychecks for employees, payroll workers now perform careful
analytics to determine the ideal pay schedules, amounts, bonuses, and commissions that
will maximise profits in relation to legislation and taxation codes.

HR Payroll

Because of its ever-increasing complexity, payroll now spans multiple departments within
many companies. HR Payroll is a term used to describe the payroll functions that fall under
the umbrella of human resources. Issues arise when dealing with maternity leave,
terminations, benefit deductions, and vacation leave that must ultimately be considered
from the perspective of human resources. So close coordination between the payroll and HR
departments becomes necessary in these cases and specifically designated HR payroll staff
members are sometimes dedicated to this specialist work at big companies .

17
 5 Ways to Identify Payroll as an HR Function

LEGISLATI PAYROLL
PAYME PAY IS
ON
NT IS &
CONTROL PERSO
PRIVACY
POLICY S NAL

PAY IS AN
EQUALITY
ISSUE

1. Payment is Policy: Payment is a type of company policy, and as such it is a way in

which companies manage their workers. When it comes to raises and layoffs or pay
cuts, the prominent payroll issues all become duties of HR.

2. Legislation controls Payroll: Legislation is often designed to advocate for

workers’ rights, and so HR is required to enforce those laws within the organisation
to ensure compliance.

3. Pay is Personal: Workers take their pay personally; it impacts their attitudes,
sense of loyalty and job satisfaction. So it is an inextricably human aspect of running
the business.

4. Payroll and Privacy: Payroll involves a wide range of personal information, this
includes everything from social security numbers to child support, and it is best for
HR to protect sensitive employee information.

5. Pay is an Equality Issue: Throughout the economy, unequal pay is a major issue
for women and people of colour. To ensure that equality is being advocated for
properly, payroll should be housed with HR.

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HR TRENDS & TECHNOLOGIES THAT ARE CHANGING THE FACE OF BUSINESS

The business world is changing at bullet-train speed – technology, the global economy,
increasing regulatory scrutiny, the looming talent crisis, the recognition that mental illness is
dramatically affecting the workplace. All of these are having a huge impact on the HR
profession.

The c-level is finally starting to realize how important your role is. They want you to get out
of the day-to-day administrivia - while still making sure everything is done perfectly, mind
you. They want you to measurably contribute to the top-line and the bottom line, and help
mitigate risk.

There are ten major trends that you need to be aware of as your role evolves to meet these
challenges. Let’s start with the most obvious.

The Changing Role of the HR Professional

We need to put the “human” back into human resources. Employees are humans, not
commodities, and HR departments have to start seeing them differently. With the current
push towards strategies that engage employees, attract top talent, and contribute to the
bottom line, this change is imperative.

We need to stop whining about being at the table. These days, almost every book or article
you read about the role of HR talks about HR needing to be ‘at the table’ or to be more
strategic.

It’s my observation that in almost every respected company, HR is at the table. So for most
HR leaders, the question is not ‘how do you get to the table’. It is ‘now that you are at the
table, how do you best contribute to the success of our organization?’. ‘How can you be
taken seriously at the table?’

Clearly the first step is to make sure that the organization’s HR practices are effective. The
practices should create competitive advantage by building strong organizations, strong
leaders and managers, and strong teams and employees. But few HR departments do this in
a measurable way. CEOs are demanding that HR stop giving lip service to strategic
performance and find the metrics that prove they are contributing to the growth and
performance of the company through effective people management.

19
Increasingly, more is being expected of HR practitioners than just being good at HR. They
need to broaden their skill-sets so that they can sit at the executive table and understand as
much about the business as the other leaders.

A Finance person who only understands Finance and a financial perspective, a Sales person
who only understands Sales and the Sales perspective – these individuals will have limited
career prospects and very little chance of succeeding in a leadership role. The same holds
true for HR people. That this is the case is good news for HR. It means that HR and HR
people are too important to be set aside in the corner. It means that HR skills and
knowledge need to be brought to bear on the strategic management of the organization.

Organizations consist of people. People are real. You can see them, touch them, hear them.
And people have capabilities. And those people with their capabilities will determine
whether the organization thrives or dies. As Jim Burns, Ceridian’s president, likes to say
“people are the only company asset that increases in value.”

If HR is to be perceived as an enabler of business strategies, they need to be seen to be

making measurable contributions to the bottom line through expense reduction, or revenue
generation, talent management and risk mitigation. HR people need to be a lot more
creative in the way they do things. The “one size fits all” approach doesn’t work anymore.
HR departments of today need to be the talent departments of tomorrow.

The War for Talent

The most important corporate resource over the next 20 years will be talent: smart,
sophisticated business-people who are technologically literate, globally astute, and
operationally agile. Talent really does matter – for example “top software developers are
more productive than an average software developer not by 10x, 100x, or even 1000x … but
10,000x” (Nathan Myhrvold, former Chief Scientist, Microsoft)

According to The Conference Board of Canada, “the war for talent is fierce, and is likely to
become more so with the massive number of employees retiring in the next five years. Top
organizations are moving beyond the vanilla “employer of choice” concept to a more
rigorous strategy of attracting and retaining the right employees through branding.”

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Here are the facts:

The Conference Board of Canada predicts a shortage of 1 million skilled workers by 2020.
By 2006, for every two workers leaving the workforce, only one will enter. 2.6 new jobs are
expected to be created for every person entering the workforce. Younger workers are now
bosses of the older workers.

The key to attracting and retaining scarce skills is to be, and be seen to be, a first-tier
employer that can meet the needs of high potential/high performance employees.

Traditional workforce planning is being replaced by talent strategies and skills gap analysis.
Once they determine the gap, it becomes clear what talent they need to hire, to layoff, or to
develop or transfer internally.

Now is not the time to sit in the ivory towers thinking you know who your major
contributors are. You need to dig deep into the organization to identify the top talent, the
high performers in every aspect of your business. In all likelihood it’s not the people who
are the most politically astute or the most popular.

Traditional marketing practices are going to have to be applied to recruitment. Employer

branding and unique selling points with a strong differentiator are imperative. Look at
strategies such as changing your employer brand from the groan-inducing “we’re a big
successful company” to a company delivering on the promise of continuous learning, work-
life balance, personally-fulfilling roles and innovative reward and recognition programs.

Some recruitment effectiveness strategies include:

 Employment branding

 Ongoing recruiting, not stop-start

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  Nurturing relationships with strong candidates, even though no jobs for them are
currently available

 Referrals – this is particularly effective with Generation “Y”ers. They do everything

through leveraging their networks. They are always connected – using mobile
phones, text messaging, instant messaging, blogging or email.

 Realistic job previews

 Managers trained in interviewing (so that they will create a favourable impression of
company)

 Selection criteria – Can they do the job? (Competencies) Will they do the job?
(Motivation Can we offer) them what they are looking for? (Cultural Fit)

 Rapid response and follow up – Hard to hire skills are in high demand

 Debrief candidates as quality control monitoring for recruitment process

 Most candidates will not get jobs – but they might be current or future customers,
hence the importance of handling the rejection process effectively.

Note: Ceridian surveys rejected candidates to get their feedback on the entire recruiting and
selection process. Even though we have not hired those candidates, their feedback about
the process and their treatment during it is very favourable.

Recruitment, while strategic, involves a lot of administration. Now is the time to outsource
some of those tasks to organizations that have the people, technology and process so that
you can decrease time-to-hire, increase the quality of your candidates and reduce your
expenses…which leads into our next point.

Outsourcing of HR Functions: The Virtual HR Organization

If you are an HR professional I doubt that you got hired for your ability to process employee
information changes, sort resumes or process the payroll every other week.

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HR Outsourcing Services

CEOs’ expectations of their senior HR people have changed significantly. The HR executive is
expected to deliver value in areas like organizational effectiveness, talent management,
change management, leadership development, succession planning, merger integration,
strategic compensation. If you read job postings for senior HR positions, these items are
listed time and time again as the key expectations for HR leaders.

The primary benefit of HR outsourcing is that it will allow you to keep your job because it
will enable you to tackle these more strategic issues!

HR professionals need to embrace outsourcing. They can’t be afraid of it. Outsourcing of

HR transactions is a proven way to reduce costs and get access to a higher level of service.
There are five good reasons why companies outsource their HR services:

1. Cost reduction – economies of scale, automation and process improvement, especially for
transactional work

2. Focus – allows HR to allocate time to strategic, not transactional, concerns

3. Regulatory compliance – minimize or transfer legal risk to the outsourcer and obtain
specialized regulatory expertise.

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4. Access to best technologies – mutual benefits to ensure technology is continually
upgraded

5. No available internal resources – provides an HR capability for a company that does not
have one, cannot staff it, or cannot afford a full-time resource, but has reached a size and
complexity where expertise is required

However, all that being said, the administrative, transactional aspects of HR are key. What
you need to do is identify them now – whether it’s your payroll, your Employee Assistance
Programs, your recruitment or your HRIS systems. Then you need to go out into the
marketplace and find outsourcing partners who can help take them off your hands. It’s the
only way you are going to become more strategic.

The Diverse Workforce

Diversity goes far beyond the traditional employment equity criteria of gender, visible
minority or aboriginal status, or disability. Diversity is not employment equity. Diversity is a
business strategy.

The reality is that today’s workforce and the workforce of the future will be made up of a
diverse, complex collection of employees, all with different needs and experiences. And this
is good, because an organization with a broad variety of people with a diverse range of
perspectives is better able to do business with a variety of people, to solve a variety of
problems and to make a variety of decisions.

As companies become more global and are using more offshore services, it creates the need
for diversity strategies that go beyond our own national borders. It will take a whole new
level of education, tolerance and a willingness to embrace change. HR will need to provide
cross-cultural support and training for virtual global teams.

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But diversity is not just about race, colour and creed. Diversity is about managing the
demographic and psychographic characteristics of an evolving workforce.

Let’s look at two groups:

The Generation Y or Millenials, now entering the workforce. They’ve grown up in a world
where the use of computers and the Internet is a basic bodily function.

They’ve grown up in an inclusive world, with friends and peers from a myriad of places and
cultures. They’re the human embodiment of globalization.

They’ve grown up in a world where, through the Internet or other media, they have been
exposed to a vast amount of information, far beyond the reach of previous generations.

They’ve grown up in a world in which traditional institutions are weaker and often objects of
skepticism, and where there is no prevailing set of values, but rather conflicting views and
values on the most fundamental issues.

Organizations that will attract and retain high potential younger employees will have the
following characteristics:

 They will be relatively non-hierarchical and inclusive.

 They will provide for a balance between work and life outside work

 Their behaviour will be consistent with the values of their people

 They will provide an environment with both autonomy and support

 They will provide opportunities for learning and significant contributions at an early
stage in people’s careers

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Another group, the Traditionalists, also deserves more attention. By 2011, almost one-fifth
of baby boomers – those born between 1946 and 1964 – will be at least 61 years of age and
pushing ever closer to retirement.

Much of the discussion about mandatory retirement centres around how to deal with older
employees whose performance is slipping and who used to be carried until age 65

The challenge for managers and HR is to create an environment in which older, longer-
service employees can continue to be fully engaged in the work of the organization

 Continue to give them challenging work

 Continue to give them learning opportunities

 Give them a chance to build a legacy – mentoring, developing others, knowledge

transfer Provide more flexible work environments – part-time work, phased
retirements, retiree on call programs, contract and project-based employment

Because this group is often overlooked in the labour market, there are excellent
opportunities to get ‘the best of the best’ from them.

As a business strategy, the value of diversity is to bring to a company the broadest possible
spectrum of knowledge, experience and perspective. A diverse workforce consists not just
of people with a broad range of demographic traits, but, more importantly, a broad range of
educational backgrounds, professional and other interests, work experiences, life
experiences and cultural perspectives. Ultimately the success of a diversity strategy is
measured in how well we capitalize on the skills, intelligence, culture and experience of
every employee.

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The Impact of Technology

Resistance is futile!

Eventually technology is going to eliminate most HR jobs as they exist today. Which is
another reason for HR professionals to become more strategic. Technology, with all its self-
service and anytime-anywhere communications capabilities, coupled with outsourcing,
guarantees there will be fewer HR people in corporations.

Technology continues to impact us profoundly, both in our personal lives and in the
workplace, and it will continue to evolve. While most of its impact has been
overwhelmingly progressive and positive, there are some downsides to its effect on our
personal and work lives. Cell phones, email, messaging and Blackberry-type devices have
blurred the lines between worklife and homelife.

Now we seem to be always on call, always reachable – in our cars, in the air, at home –
virtually everywhere.

To today’s young professionals computers, PDAs, cell phones, etc. have become
appendages, keeping them constantly connected.

Weblogs or blogs are favoured by this group so companies cannot afford to ignore their use
or existence. A web-tracking site called Technorati reports tracking over 7.8 million weblogs
and 937 million links in March 2005. That’s double the number of weblogs tracked in
October last year. In fact, the blogosphere is doubling in size about once every five months.
Employers need to develop a strategy around blogging. Negative blogs will be able to
destroy a company’s reputation.

We’ve entered the century of the employee and technology has to respond. CRM or
customer relationship management is giving way to ERM – employee relationship
management. Employee self-service has become as important as customer self-service.
Customized and personalized content will be king.

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Employees can self-manage activities previously handled by human resource professionals.
This is a cost-saving and time-saving benefit to organizations and it frees the HR
practitioners to focus on more strategic issues. But more importantly, it is a fundamental
expectation of Gen Y’s and Gen X’s.

Technology that protects the privacy and security of HR data is more important than
ever…but more on that later.

It’s important that we continue to embrace technology and keep our eyes on new advances
that may bring even better communication and collaboration tools. Technology helps
people connect within the work environment.

regardless of time and place. It fuels the potential for increased productivity and creativity.
Today’s virtual workers and flexible work arrangements are made possible through
communication technology. Organizations can be physically local, yet virtually global, thanks
to technology.

Organizations are looking for cross-border and multinational HR solutions that provide a
single HR database that gives them access to real-time information on their workforce –
information that will aid in their strategic decision-making.

They are looking for solutions that provide global compliance capabilities that can be used
at the local level.

They are looking for an HR solutions framework that will enable the management of
employees from hire-to-retire.

Talent Management: Leadership Development

Leadership skills are not built through courses. Management is a function of what you do;
leadership is a function of what you are. When planning leadership development initiatives,
the tendency is to first look for courses.

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One of the scarcest capabilities, now and for the foreseeable future, is leadership. As
organizations, their customers, their employees and their environment become more
global, more complex, more competitive and more subject to rapid and radical change, the
competency requirements for successful leadership are increasing exponentially.

Most organizations would acknowledge that they currently have a shortage of leadership
talent or bench strength; how will they fare when the bar keeps on being raised?

Leadership is less definable and therefore leadership capabilities are more difficult to build
or transmit. Indeed, one could debate whether leadership skills can be taught at all, or
whether they are innate.

So how do we develop leaders?

Take a few seconds and reflect on what were the three most important contributors to
your own development – as a professional and as a leader.

If you are like most people, none of those three contributors was a course. One of our HR
consultants at Ceridian has conducted this exercise with numerous groups of managers and
executives across Canada, the U.S. and Asia. About one in ten people mention a course –
usually a very extensive and expensive 1-3 month executive development program. But over
90% of the items mentioned pertain to learning that occurred in the course of their work.
Among the most common are being given responsibility for a major project – sometimes
being thrown off the deep end, gaining experience in groups outside one’s functional
expertise, working on multi-disciplinary teams, working with customers, suppliers or
strategic partners, working for a really good boss or a really bad one.

An emerging trend in North American executive development is ‘Action Learning’ – which

has been well established in Europe for many years. It involves assigning groups of
executives, with diverse backgrounds, to work on issues of strategic interest to their
organization – with a facilitator to keep them on track and provide feedback. The advantage

29
of Action Learning is that it engages leaders and potential leaders in real work and a real
work environment rather than a simulation.

Part of fostering leadership is encouraging and rewarding risk-taking. It is also giving these
leaders, wherever they are in the organization, the opportunity to contribute to the
development of the corporate strategies and plans. Leadership comes with empowerment
– employees can’t be leaders unless they have the power to take risks, make decisions,
innovate and lead.

Talent management: Succession Planning

We now live in a world where the jobs, the job requirements and the organizations are
constantly changing – acquisitions, divestitures, downsizing, mergers, technology changes
and on and on.

Many of us are in jobs that did not exist three years ago. Three years from now, many of us
will be in jobs that do not exist today.

The challenge for HR professionals is to figure out how to look deep into the organization to
find talented, visionary people with a passion for the future. They need to anticipate the
skills they will need in the future.

There are more and more younger people going into leadership or management positions.
What kind of mentoring and coaching do they need?

Traditional succession planning identified who could fill what box in the organization chart
in how many years time, and what skills they would need to get there.

Even if we have remained, or will remain, in the same box in the org chart, the chances are
very high that the skill requirements of our position will change significantly.

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Many of us are in jobs that did not exist three years ago. Three years from now, many of us
will be in jobs that do not exist today. In this context of unceasing change, succession
planning needs to be re-engineered, to focus not on particular positions, which may or may
not exist in the future but rather on the competencies that the organization will need in the
future, regardless of how the individual positions or the organization chart changes.
Succession planning evolves into something broader – talent management.

Instead of identifying which individuals can move into which position when, talent
management identifies a pool of high potential employees who will provide the basis for the
organization’s success regardless of the changing organizational structure. Investments
must be made in these high potential employees to help them develop the competencies
that will take them and the organization to success.

Lots of companies have succession plans but very few have done the career planning and
skills gap analysis needed to acquire the best talent. I would hazard a guess that most of the
companies in this room don’t have such a plan.

Corporate Values and Culture

We are entering the third wave of public mistrust about corporations, according to Market
and social trend analyst Daniel Yankelovich. The first, set off by the Great Depression,
continued until World War II; the second, caused in part by economic stagflation and the
Vietnam War, lasted from the early 1960s until the early 1980s. In each of these periods
companies tended to be reactive, blaming a few bad apples, dismissing values as “not
central to what we do,” or ignoring opportunities to improve because “we don’t have to
make major changes.”

The current wave of disapproval began in 2001 with the bursting of the dotcom bubble, the
ensuing bear market and the financial scandals involving Enron, WorldCom, Tyco and
others. But this time, corporate response is different. Companies are going well beyond the
PR exercise of displaying values statements. They’re engaging in values-driven management
improvement efforts, training staff in values and appraising executives and staff on their
adherence to values.

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What is clearly evident these days is that more and more firms are unwilling to tolerate
unethical behaviour from their executives. They are taking drastic action as in the case of
the Boeing CEO who was ousted because of unethical activities.

Ethical behaviour should be a core component of company culture. Ethicsrelated language

in formal statements not only sets corporate expectations for employee behaviour, it also
serves as a shield for companies in an increasingly complex and regulatory environment.

But what is culture? What drives it? How do values affect corporate performance?

Culture is not a concierge serving up free fresh fruit in the cafeteria, nor is it a values chart
hanging on the wall purporting commitment to integrity, respect, honesty and customer
satisfaction. Enron had a brilliantly-crafted set of corporate values. Obviously it was just
there for decoration. .

Organizational culture is the shared assumptions, beliefs and norms of behaviour of a group.
It has a powerful influence on the way in which people behave.

An effective corporate culture is not about being a nice place to work. It is about engaging
employees at a fundamental level and translating that engagement to performance that
meets the organization’s objectives. Increasingly, companies around the world have
adopted formal statements of corporate values, and senior executives now routinely
identify ethical

behaviour, honesty, integrity, and social concerns as top issues on their companies’
agendas.

Business leaders are now recognizing that an effective corporate culture is essential to long-
term success. They are taking steps to align corporate culture to business strategy. Many
organizations are now making their values explicit and that’s a significant change from
corporate practices 10 years ago.

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Leaders and top management must be responsible for building strong, highperformance
cultures. They are the ones who construct the social reality, and shape the values of the
organization.

Edgar Schein said in 1992, “Organizational cultures are created by leaders, and one of the
most decisive functions of leadership may well be the creation, the management, and if and
when that may become necessary, the destruction of culture.” This has never been more
true.

Consider the impact on corporate culture as more and more companies become global.
How do you integrate culture when you’ve been acquired or you’ve merged with another
company. And what about the expectations of a younger workforce – the people who ask
“what’s in it for me?” Organizations need to demonstrate that they have the flexibility to
adapt to these changes while still maintaining a strong culture.

A recent study on the factors that drive performance found that corporate environments
where culture is flexible, adaptable to change and ongoing improvements will increase
performance by 22.9%

So what does an effective corporate culture offer?

BRANDING ENGAGEMENT

Branding: the alignment of the vision of the employee with the vision of the company. In
effect, it makes a promise about the values of the organization and delivers on it.

Engagement: The congruency between employees’ needs and those of the employer.
Culture is a key element in achieving this match.

Culture will translate into employer branding. Employers have to deliver on their promises
– they have to live up to the brand. They have to walk the talk. Remember that because of
technology, i.e., all those blogs, your employer brand can be damaged or praised easily.

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Impact of Legal and Compliance Issues

Today’s legislative and regulatory requirements surrounding data privacy, security, etc., are
a bureaucratic nightmare that Kafka would have been proud of.

Highly publicized instances of poor corporate governance, combined with growing

consumer concerns about security and privacy, have led us to an era of interventionist and
regulatory government involvement in many facets of our business. Regulations or laws that
we have to worry about include:

Affecting financial systems: Money laundering and support of terrorism (FINTRAC),

Sarbanes-Oxley and its upcoming Canadian equivalent and others on a sector by sector basis
National security: Anti-Terrorism Act, Public Safety Act, PATRIOT Act (for those of you that
deal with or have a corporate relationship with US based entities) Privacy: PIPEDA (Federal
private sector), Privacy Act (Federal public sector), public sector in all provinces, private
sector in three, and health information privacy in four provinces

Privacy laws are in the process of fundamentally changing the way in which the HR
department interacts with employees. This may include but is not limited to:

the creation of employee privacy policies changing and more stringent rules on HR data
'least privilege' access rules to HR data - restrictions on access to HR data restrictions on
employee references restrictions on background checks changing and more stringent
records management practices implementation of data retention and data destruction
policies employee access to their own data

If you have tried to get specific answers to these or similar questions such as ‘how much
security is enough’ or ‘what is the best practice for protecting HR data?’ from your auditors,
then you probably have the same scar tissue on your forehead as I do. On a case by case
basis, the intent of each of the regulations is grounded in a desire to make sure that we do
the right thing.

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What's the solution?

Embrace the opportunity. If you take these issues on one by one and respond, you will be
stuck in response mode until the receivers knock on your door. The silver lining to this
regulatory cloud is that by taking positive control of your assets, data as well as financial,
you end up in better control of your business or your department. If you do it yourself, you
can partner with your compliance department and your IT group and explicitly define your
objectives and requirements. If you outsource, you can do the same thing through the
service level agreement that you have with your outsourcer.

So what does all this mean to the HR professional? It means a lot of responsibility around
risk management. It means we need to be looking for different skill-sets in HR to
understand the new realities of privacy and security of employee data. And it means
developing closer relationships with IT and Finance to understand the new rules.

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 CHAPTER.3

FEW SECTORS USING HR TRENDS:

FASHION COMPANY

CASE.1

Today, many of those malls are shutting down and fashion brands are selling their products
directly to their customers. They have to engage with them on social media to make a living.

Some of the oldest fashion brands have been forced to adapt to the digital marketing era.
As department stores like Sears and J.C. Penny start to close down, they can no longer rely
on pull marketing strategies. They must instead find more aggressive and innovative ways to
promote their own products. The same applies to newer companies in an increasingly
fragmented industry.

Fashion companies of all sizes are embracing social media to reach their customers in a new
way. They have discovered that building relationships with social media thought leaders,
sponsoring content and finding creative ways to engage their customers.

5
4.5
4
3.5
3 Series 1
2.5
Series 2
2
Series 3
1.5
1
0.5
0
2013 2014 2015 2016 2017

NEW TECHNOLOGY INCREASES THE BUSINESS SCENERIO..

36
CASE 2.

ANALYSIS OF WIPRO COMPANY

Over the years, Wipro had built a strong and powerful top-management team of
professionals by applying new trends & technology like digitilisation, visualization. By and
large, Wipro filled up senior positions from within, except for some specific specialised
requirements.

Wipro Limited (“Wipro”) supports the protection and elevation of human rights and is
guided by fundamental principles of human rights, such as those enumerated in the United
Nations Universal Declaration of Human Rights and the International Labour Organization’s
Declaration on Fundamental Principles and Rights at Work (“ILO Declaration”). Wipro is a
signatory to the United Nations Global Compact. Wipro supports the United Nations Guiding
Principles on Business and Human Rights (“UN Guiding Principles”) including the corporate
responsibility to respect human rights. Our support for these fundamental principles is
reflected in our policies and actions towards our employees, suppliers, clients, communities
and the countries where we do business.

5
4.5
4
3.5
3
Series 1
2.5
Series 2
2
Series 3
1.5
1
0.5
0
2013 2014 2015 2016 2017

HERE ALSO TECHNOLOGY INCREASES..

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 CHAPTER.4

Conclusion

HR professionals need to step up to these challenges. If you don’t, your Clevel executives
will make other functional areas responsible. As a COO, my advice to you is:

Think like marketers. Establish an employer brand. Communicate the employer brand. Sell
the employer brand.

Don’t just preach the benefits of continuous learning to your employees. Be continuous
learners. Be at the forefront of the latest trends and requirements and react to them
quickly.

Acquire a broader range of business skills, in particular, think like a CFO. What are the
metrics that you can develop that prove to the business the impact you are making.

Get rid of the stigma around mental health issues. There is no workplace issue more
important to your organization, to society, and to Canada’s productivity. Anxiety and
depression in the workplace must be dealt with or it’s going to cost your organization in lost
productivity and a lot of money.

Do real talent management – know who your Stars are, nurture them, develop them, figure
out what support they need to thrive in your organization – because if you don’t another
company will.

Start working on an HR outsourcing strategy today. Otherwise, you won’t have time to do
the rest.

So…if there is a rallying cry for HR professionals, what is it? We need to be at the table?
We need to be more strategic?

No the rallying cry is – we need to change the world of work. To do so we need to change
HR departments into Talent departments, and HR professionals must become the C-levels of
tomorrow.

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