Leveraging Technology

Leveraging technology for HR

HR management as a function is responsible for deliverables like business strategy execution, administrative efficiency, employee contribution and capacity for change. All these are accomplished through what HR people do i.e., staffing, development, compensation, benefits, communicate organization design, high performing teams and so on. In majority of these areas technology is being deployed.

e-Recruitment

Recruitment is one area where all the companies worth their name leverage IT. There are two different models of e-recruitment, which are in vogue. E-recruitment has gone a long way since its start. Now these sites have gone global. Sites like jobsahead.com and monster.com have established global network, which encompasses separate sites for jobs in Australia, Denmark, Belgium, and Canada etc. Job seekers are able to search job by region or country and employers target potential employees in specific countries. For example, 3 Com recently posted a company profile on the Ireland site that highlights the contributions of 3 com’s Irish design team in its global projects. In the early days e-recruitment was plagued with flooding the employers with low-quality bio-data’s. Again technology has come as a savior. Now pre-employment testing like the one introduced by Capital One, a US based financial company, help in filtering the applicants. These tools test online, applicants for call centers. ‘Profile International’ a Texas based provider of employment assessments, has developed tools that allow instant translation of assessment tests between languages. Further developments like video- conference specialized sites, online executives recruitments and combining online and offline methods are leading to more and more companies adopting e-recruitment at least as a secondary recruitment method. Arena Knights Bridge, a US based IT company conducts video based interview of its prospective employees and only short listed employees are met in person. Even Cisco was to launch the same.

Employee Self Service

Employee self-service is perhaps one utility of IT, which has relieved HR of most of mundane tasks and helped it to improve employee satisfaction. Employee self services is a plethora of small activities, which were earlier carried out by employee through administration wing of HR. These are travel bookings, travel rules information, travel bills, leave rules, leave administration, perk administration, etc. Earlier all these rules and information were in the custody of HR. Every user employee was expected to reach out to HR and get it done. Now with deployment of ESS in most of the companies, employee can request for travel related booking online, fill his/her T.E. bills, apply for leave, log time sheet and see his perks value disbursed and due etc. E.g., in Ballarpur Industries Ltd. leave administration is completely digitized in its corporate office. It is working towards digitizing travel related activities, perks and even compensation management and performance management administration.

Communication

Communication which is most talked about management tool has always been a gray area in HR management. In large companies with vast geographical spread communicating with all employees had really posed formidable challenge to HR professionals. Technology has again come for rescue. Starting with telephones, faxes, e-mails and maturing into video conferencing, net cast, web cast etc. communication is one area of HR, which has been greatly benefited by technology. Mouse & click companies like Oracle, IBM has an intranet which caters to most of the information needs of its employees. Brick & Morter companies like BILT also have made a foray into deploying intranet for internal communication, which has corporate notice board, media coverage, and knowledge corners.

Knowledge Management

Another area of HR, which is leveraging technology, is employee development. Programmed learning (PL) i.e. learning at its own pace is one of the most effective ways of adult learning. Use of technology for this purpose can’t be over emphasized. Aptech Online University and ‘The Manage mentor’ are some of the Indian sites, which are in this business knowledge management, which is an integral part of any learning organization, which cannot become a reality without technology. Companies can harness the knowledge of its employees by cataloging and hosting it on the intranet. Talk to ‘Big-5’ or not ‘so big’ consulting companies you will find that main stay of their business is the knowledge repository. Technology has enabled them to retrieve it swiftly. In the competitive environment where speed is the name of game technology driven Knowledge Management constantly provides a strategic advantage.

If you look at HR module of ERP solutions like people soft, SAP, Oracle and Ramco they provide you with a comprehensive package which helps in man-power planning, recruitment, performance management, training and development, career planning, succession planning, separation and grievance handling. A transaction happening in all these areas are digitized and form a closed loop ensuring employee database is always updated. E.g. a joining letter of a new employee is system generated. It will be printed only when all mandatory fields of information are entered. Similarly a transfer order or a separation letter is issued from the system only if that transaction has been carried out in the system.

For career planning, success planning, skill and competencies matrix methods are used by most of these systems. They search an employee with the required skills first in the in-house database of employees. Once put in practice in letter & spirit, this system not only enhances business results by matching the right candidate for right job but also improves retention of employees.

Processing payroll, churning out time office reports, providing HR-MIS are some other routine activities of HR which have been off-loaded to technology.

Leveraging HR for Technology

All HR professionals, preaching or practicing, learning or experimenting, teaching or studying have experienced leveraging technology for HR. But most of us come across a situation where we need to leverage HR for technology. Let us understand what do we mean by this. Whenever technology is deployed afresh or upgraded it involves a change. The change may be at the activity level, applying for leave through the intranet or at the mental model level e.g., digitizing the process succession planning which have been HR professionals forte. The people have always registered adopting change. This is one area where HR professionals are to deliver i.e., become change agents and lead the process of technology and change adoption. The resistance to change is directly proportional to speed of change. Now speed of change has increased and hence resistance.

Just to take an example, most of ERP implementation in the world have not been able to deliver all the expectations. Some of these have failed to deliver at all. While analyzing the cause of failure it has been observed that 96% of failures are because of people related issues and only 4% are because of technology. It is the people who make the difference; hence HR should exploit its expertise to facilitate the adoption of technology. I would like to put together some of the thoughts on what HR should do for this. At the time of recruitment, stop hiring for skills rather hire for attitude and a learning mind. Skills of today are no longer valid tomorrow. Managing ever changing change is the only criteria for success.