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EDITOR’S NOTE Dear Readers, Thank you for all for the love and acceptance you have given to our magazine. Your interest keeps us going and here we are with the next edition. We bring to you the latest from the world of Human Resource. HR continues to be an enigma to most of us. And we come with our issue to clear the myths. So join us in this issue of HRenaissance, as we explore the topic, “Innovation in HR” and help you figure out the new steps that’s been taken in the world of HR! Our cover story will give you detailed insight of the happenings around the world which will keep you well updated with the new trends. We thank you for all for your enthusiasm and hope to hear more from you! Till then, Happy reading!
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CONTENTS COVER STORY: INNOVATION IN HR
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COMPANY IN FOCUS: CADBURY
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NEWS SNIPPET: Funding in HR Startups likely to touch $5M by the end of 2017
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HR THEN AND NOW
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NEWS SNIPPET: Pay of HR heads rises as finance sector expands
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NEWS SNIPPET: With Churn at the top, HR heads find new roles
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HR TECHNOFIED
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NEWS SNIPPET: Companies tweak HR norms for anytime work
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HR IN THE FOURTH INDUSTRIAL REVOLUTION
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Organizational behavior and human resources
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HR - THEN VS NOW - Vibhisha Rathod
It is believed that the first HR department was established by ‘The National Cash Register Company’ in 1901, following a bitter strike, which was referred to as “Personnel” - was primarily charged with keeping records; ensuring companies followed regulations and were in compliance with laws; and determining wages, compensation packages, and other benefits. More than a hundred years later, a lot of organizations are still running HR that same way - focusing on risk, focusing on compliance, focusing on the transactional side of it, but there’s this whole new era, and things like unions and pensions and transparency of the workplace have changed. HR is moving from processing paper to making sure employees feel valued in the organization. The work is much more personalized than it has March 2018 | HRenaissance
ever been before. So what has changed over the past years, and how will those trends evolve in the years to come. The past years have seen the HR function evolve dramatically under the influence of new technology. Over the years, HR tech has impacted the practice of Human Resources through six main aspects.
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1. FOCUS: Compliance to Business Back in the 80’s, HR were mostly occupied with compliance and legal issues – filling out paperwork, following anti-discrimination laws and generally avoiding being sued by employees and contractors.
Today, HR leaders are considered as strategic business partners who act as advisors to top executives and work closely with departments to achieve overall business goals
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through targeted recruiting, talent acquisition and Employee retention strategies. 2. RESEARCH: Organizational Psychology to Innovation HR was responsible in figuring out how much employees should be paid and make sure they got paid. Even if this is still the case, we’re seeing the emergence of HR specialists who focus on specific HR areas. Contemporary HRM is driven towards continuous innovations as a consequence of globalisation and advancement in technology. These changes means that HR
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professionals need to stay aware of their corporate governance and focus on their employee’s worklife balance and job satisfaction. Business leaders are beginning to envision the unique insight that comes from HR and the significance of role it plays in strategic business planning. Human resource leaders make ideal business partners because they have insight that no one else in the company has: insight into both - individual employees and the workforce as a whole. HR interacts with employees on regular basis to understand where their strengths and shortcomings lie. This enables them to provide
March 2018 | HRenaissance
valuable recommendations on things such as skills shortages, succession planning, training and development, employee performance and satisfaction. 3. RESPECT: Admin to Executive In the past, hard ‘numbers and metrics’ around personnel issues were almost impossible to calculate. It was much easier for departments dealing with numbers like Finance and Operations to prove their value, letting HR focus on tactical and administrative tasks. Now, HR is much more sophisticated in how they measure, report and justify their effectiveness. Thanks to the advances in people analytics, HR Managers now sit at the executives’ table and are responsible for advising the leadership team. Companies like Google have led the way with their HR analytics that illustrate how HR decisions affect a business’ bottom line. People management decisions at 6
Google are guided by the powerful “people analytics team.” Two key quotes from the team highlight their goals: “All people decisions at Google are based on data and analytics.” The goal is to - “bring the same level of rigor to people-decisions that we do to engineering decisions.” 4. FUNCTION: Transactional to Transformational Transactional, or traditional, HR is concerned with the dayto-day mechanics of keeping an organization running. It involves a variety of repetitive and administrative tasks. Transformational HR focuses on aligning Human Resources Management (HRM) with an
March 2018 | HRenaissance
organization’s overall business goals and objectives. This means that HR professionals need to be aware of the business context to paint a relevant HR vision and be the masters of change management. Transformational HR expands the traditional role of HR into the arena of management, so it becomes a tool to develop business interests and growth. The aim is to turn HR management into a force that can help an organization reach its business objectives and instil those objectives in employees. This enables IT professional to create value for the organization as a whole. The needs of modern businesses have changed due to factors such as rapidly advancing
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technology, more informed customers who want a broader range of choices – bringing in customizations, and more intense, global competition. It’s important to note that the Transformational and Transactional HR are not mutually exclusive. Elements of both are required for the running of a successful organization. So rather than prorating with routine administrative tasks, HR department need to integrate these cautiously with more strategic initiatives. A successful HR department shall use transactional functions to support transformational goals, which in turn should align with the strategic business objectives of the organization.  5. SKILLS: Clerical to Strategic For years, HR skills were slightly clerical in nature. As the department has evolved over that time, an HR representative must now be able to work with data, March 2018 | HRenaissance
and understand how to solve problems using data. He must also possess relationship building and consulting skills. In essence the skill set has changed from one of compliance to business-focused. HR leaders now need to be fluent with data interpretation and have the ability to leverage numbers to solve business problems. The approach to the function requires the capacity to adopt a consultative approach which in turn requires a range of soft-skills such as relationship building. 6. TECHNOLOGY: Manual vs. Automation Data was stored in excel and spreadsheets, processes were recorded on paper which was both time consuming and labour intensive. Web-based technology and advancements has enabled HR to have paperless and efficient processes, saving time to focus on strategic tasks. 8
NEWS SNIPPET FUNDING IN HR START-UPS LIKELY TO TOUCH $5M BY THE END OF 2017 Swathyr Iyer , Sep 2017 HYDERABAD: From $70K in 2015 and $229k in 2016, the total funding being pumped into start-ups working in the Human Resources (HR) tech landscape in Hyderabad is expected to hit the $5 million mark by the end of this year. HR start-ups are now redefining the hiring process with the use of cuttingedge technologies such as data analytics and artificial intelligence. These solutions help in various HR functions such as hiring, managing, engaging, training and supporting employees “Although companies use software solutions, they have a different software for each purpose, which makes it difficult. Using HR-related solutions that can be linked to the Applicant Tracking Systems (ATS) of a company, the company can automatically-generate shortlisted candidates based on the company’s preferences, be it in terms of the work experience or in terms of the skill sets required for the job,” said Ashish Kumar Sahoo, co-founder and Chief Technology Officer of Stellar Software Technologies, company that has developed an artificial intelligence-enabled candidate short listing platform Param. Srinivas Kolluri, founder of Skill Mapped, an online challenge-based hiring platform for software-related jobs, pointed to a surge in the number of software professionals turning to such HR tech platforms in order to find jobs that match their skill sets. March 2018 | HRenaissance
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COMPANY IN FOCUS
CADBURY
- Shruthi S
Tucked away in the suburbs of Birmingham, is the dreamy village of Bournville. With its neat rows of lovely cottages and shops, it holds a secret that makes it special; that it is a town built by chocolate. George Cadbury, out of his own expense, built the model village, for the workers of Cadbury Factory. Ever since then, Bournville has developed into a lively community with its own shops, schools, places March 2018 | HRenaissance
of worship, children’s playgrounds, allotments, village hall, colleges and various recreational areas. This picturesque village gives us a glimpse of the ideal lifestyle which Cadbury offers its workers. Wrapped in its glossy purple wrapper, Cadbury’s chocolate bar is a piece of every chocolate lover’s fantasy and the success of this confectionary giant lies in its generous policies for employee welfare and a thoughtful company 10
culture. The roots of this culture lie in the Quaker beliefs of John Cadbury who believed in providing a quality product to the people and exercising a social responsibility in doing so. Cadbury never fostered the them-and-us culture prevalent in many corporate hierarchies. Richard and George Cadbury, brothers and bosses in the late 19th century, would walk the floor each morning and join employees for a game of football after work. Richard had worked in the firm’s roasting room, so he would “know the smell” of chocolate before he entered the executive ranks. However, Carl Chinn, the author of The Cadbury Story notes March 2018 | HRenaissance
“there were firm rules concerning lateness, stealing, inferior work, wasting materials and the eating of chocolate.” The Cadbury Brothers were pioneers in industrial relations and employee welfare, setting standards which other enlightened employers followed. As the company prospered new work practices were implemented and additional facilities were provided for the workforce. The Cadburys were particularly concerned with the health and fitness of their workforce, incorporating park and recreation areas into the Bournville village plans and encouraging swimming, walking and indeed all forms of 11
outdoor sports. Young employees were encouraged to attend night classes, women’s and men’s swimming pools were built and every young boy and girl joining the Cadbury workforce were encouraged to become good swimmers. Work outings to the country and summer camps for the young boys were organized. Many of the facilities were simply unknown in Victorian times. The factory site had properly heated dressing rooms; kitchens for heating up food; separate gardens for women
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and men, plus extensive sports fields. Cadbury had recognized the value of pay rises in employee engagement loyalty long before organizational psychology accepted it. Cadbury’s average wage, a century ago was 11 shillings while the local norm was 10. The company has been consistently generous with holiday allowances: it offered half days on Saturdays long before they were fashionable, and adopted paid holidays before its competitors. It had a central training department as early as 1906 to help staff brush up on their
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skills. Bournville Youths Club that operated in the first half of the 20th century ran week-long trips to the seaside for younger staff that combined education with opportunities for carousing. The Cadbury family supported women’s charities in Birmingham right from the start and had a high proportion of female staff in its factories. Its stance on equality in pay and conditions was groundbreaking at that time. It set up men’s and women’s Suggestion Committees in 1902, long before employee consultation and feedback became the buzzwords, March 2018 | HRenaissance
whose first action was to put an end to 6 am shifts. The Cadbury Foundation was set up in recognition of the company founders and their investment in the welfare of their employees. The Cadbury brothers, George and Richard Cadbury, believed in creating a prosperous, enterprising and inclusive community and their passion is echoed in the work the Foundation does today. Today, Bournville Village and the Cadbury Factory thrives not just for the Cadbury workers but to enthral a huge number of wideeyed young and old chocolatiers from across the world who visit the 13
Cadbury World for a self-guided exhibition tour. Cadbury today continues to follow its legacy of putting its employee welfare and development first and this explains the remarkable loyalty displayed by its workforce. But the influence hyper-capitalist global culture with its necessary ‘greed’ to make more money has crept into Cadbury as well. Cadbury’s acquisition by Kraft in 2010 was met with resentment from its workers as they feared this would threaten the company culture and values. It was assured that employee benefits and policies would remain the same and the
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company culture will continue as it is.The question remains that how long will Cadbury be able to hold on to the ideals which John Cadbury desired? Nevertheless, the historic brand and the lively community it has fostered in Bournville remains as an inspiration for companies in shaping their employee welfare schemes. And every bar of its chocolate will remind us of its origins as a force for the social good.
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NEWS SNIPPET PAY OF HR HEADS RISES AS FINANCE SECTOR EXPANDS Rica Bhattacharyya and Sneha Shah| ET Bureau The expanding gamut of the financial services sector is leading to an increase in crorepati human resource professionals, with salaries of chief HR officers catching up with those of chief executive officers in finance and compliance functions. According to industry experts and search firms, the salaries of chief human resources officers (CHROs) and HR heads in these segments could range from Rs 80 lakh to Rs 1.5 crore, excluding 20-30% bonus and stock options. Some of the recent top-level movements in HR include Agnel Victor, who joined as head HR at Avendus Capital in April 2016; Ladwa Srinivas, who moved to Reliance Nippon Life Insurance in May 2017 as CHRO; Sharad Vishvanath, who was appointed as group head, digital banking, analytics & HR at Au FINANCIERs (India) in April this year; Debraj Sinha, who joined Magma Fincorp as chief people officer in November; and Kavita Shrivastava, who moved to Piramal Finance as head HR in November.
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COVER STORY
INNOVATION IN HR The world today is a rapidly evolving place. The way things are done, right down to the smallest of acts, has undergone massive innovation. We only have to look around ourselves to see it. Businesses are no exception to this. Every business is undergoing changes so quickly that the market has begun evolving every few months rather than decades. Organizations are evolving their business strategies just as rapidly to either match this pace or create this pace. Companies which do not evolve die. We only have to look at a former giant like Nokia to gauge how fast that can happen. Human Resource, in every organization, is present in some form or another. Traditionally, this particular function has always been treated as a support function. And if we are honest with ourselves, this is true for the most part. However, March 2018 | HRenaissance
- Anirudha Rege at the same time, we forget that if the support is weak then the entity is weak, and that will lead to a fall sooner or later. This is where HR gains its importance and this is why HR needs to be as strong as any other function in the organization for the company to thrive in the long run. A strong HR creates
a strong culture, which is exactly what is required for companies to hire, groom and retain their high performers. The point of this writeup is to see what this strong culture is and how innovation is a necessity 16
to build it. If long term sustainability and profitability is the goal of any rational business and HR as a function is one of the enablers of that goal, it follows that HR must innovate just as rapidly as the business itself. Only when this innovation happens can it hope to provide the kind of support that the business needs to thrive. The simplest example of this is the way hiring is done for businesses.Where we once relied almost entirely upon subjective interpretation and biases of interviewers and faced a high attrition rate and higher instances of wrong hires, today we use a combination of psychometric tests (SHL, MBTI etc.) along with presentations, group discussions and interviews
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to ensure that we hire the right person in the right role. This not only leads to lower attrition but also to higher productivity. What we saw above is only one of the many instances where HR has shown remarkable innovation. This innovation is invariably found in companies which recognize the importance of HR beyond the traditional roles and realize that HR can have a real business impact in the long run through correct hires, excellent retention strategies, ensuring productivity through engagement practices and a robust compensation and benefits framework along with updated training modules. These are areas, if done right, which can act as differentiators. These are areas which will set the great
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organizations apart from the good ones. However, with the amount of innovation going on today, the logical question is that which of these practices really have the power to be relatively permanent and which of them are mere gimmicks. The answer here, in my opinion, lies in whether the innovation answers a real business problem and if it does, whether the solution will give the company a sustainable advantage for a considerable period of time and be able to weather the constant evolution of the market which the company operates in. It makes sense, therefore, for the organization to first look at which March 2018 | HRenaissance
areas of HR contribute to the business objectives in the long run and then look for innovations and best practices in those areas. For most businesses, this will definitely include hiring the right people. The Talent Acquisition vertical, therefore, will be at the forefront of any innovation. What we discussed above is just one way in which companies are evolving how they hire. Companies which do not require people en masse are becoming increasingly selective about who they hire. This involves active participation of top management in the hiring of entry-level candidates. The whole idea behind this is to make absolutely certain that the right 18
person is hired and that includes someone who not only has the right functional skills but also fits into the team and the organization culturally. This leads directly into talent retention, which is another broad area where organizations are trying their best to innovate.Talent Retention is becoming increasingly important, as companies have begun to realize the importance of grooming people at the start of their career for top management roles in the future. The concepts of Succession Planning and Leadership Pipelines hinges on the organization successfully retaining the right talent and moving that talent up the hierarchy over a reasonable period of time. The difficulty arises when you are dealing with a workforce which does not really believe in staying with an organization unless the organization is adding real value to their careers. This goes beyond just having stable working hours and fancy designations along March 2018 | HRenaissance
with annual increments. When organizations realized that they cannot retain the best of their talent merely by throwing more money at them, innovation started happening here. Today, we have organizations with their own Learning Academies, striving to enhance the skills of their employees to make them ready for the next level. This becomes especially important as organizations convey that they care about their employees and want the relationship to be mutually beneficial. Organizations like Google and Facebook have leveraged their brand equity to ensure that employees get a sense of enhanced social standing by being associated with them. These are proving to be much more effective in keeping employees actively engaged than traditional activities like holding events, celebrations etc., which have become more of hygiene factors today. Differentiators like what 19
we saw above help companies in retaining the people they want and ensuring that they are fully engaged in their role because they see value addition to themselves through it. This is also leading to more and more investment into HR Analytics, because organizations want to see what their employees truly value and provide that. Organizations plan their entire Engagement Framework around the 12 questions of the Gallup Q12 Survey. Compensation and Benefits, which is perhaps the ultimate tool which companies use for retention, is using an increasing number of data points and benchmarking to gauge the best compensation structure to ensure that it benefits both employees and the organization. One common thread in all of these innovations (and many, March 2018 | HRenaissance
many more) is that they prove to be extremely profitable for the business in the long-term. Companies which value longterm goals over immediate profits are the ones which would invest in developing these practices and this sort of a people-centric culture in the organization. They are definitely not fads. There are other innovations which are more superficial in nature, such as holding weekly parties and formal Rewards and Recognition events. However, neither of these act as anything but a cost to the company ultimately, and do not add real value to either HR or the organization. They keep changing when the situation demands it, and are more often than not, reactive in nature. When the company successfully develops people-centricity in its culture, an 20
One common thread in all of these innovations (and many, many more) is that they prove to be extremely profitable for the business in the long-term. informal pat on the back acts as a more powerful retention tool than a formal certificate of recognition. Real innovation has to be proactive and give the organization that edge over the competition. In conclusion, innovation is exactly as necessary to HR as it is to the business and the organization. Without this innovation, HR would stop being important to
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the business, and would never rise above being a cost centre. However, that innovation has to be businesscentric, and help the business become people-centric. We will always take care of the people of the organization. However, we must do it by taking care of the business, and letting the business take care of the people. This must be the foundation upon which all innovation takes place. Then, and only then, it will not be a fad, but a driver for long-term change and sustainability. Ultimately, the keyword in HR is Human, and we must never lose sight of that.
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NEWS SNIPPET WITH CHURN AT THE TOP, HR HEADS FIND NEW ROLES Namrata Singh | TNN Mumbai: India Inc. has seen a churn among chief of human resources officers (CHROs) across sectors. Some significant exits have triggered internal succession planning. Ashutosh Telang, who has been leading Marico’s HR functions for over three years, has resigned and is joining True North (erstwhile India Value Fund) as ‘chief people officer’ “helping mid-sized businesses turn into admired institutions”. A few months ago, Prithvi Shergill quit HCL Technologies as CHRO to help incubate new companies. Another big exit is that of Anuranjita Kumar, who was heading HR at Citi. Kumar, however, has moved within the same sector and joined RBS as MD, HR, international hubs. The above exits define an average tenure of a CHRO as around five years. Telang has been a CHRO at Marico since June 2014. Kumar was CHRO with Citi for more than five years since February 2012. Shergill, too, has been with HCL for a similar tenure. Saugata Gupta, MD & CEO, Marico, said “In line with our philosophy of growing the NextGen leadership internally, we are grooming the next leader from within the organisation,” said Gupta.
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HR TECHNOFIED TECH AIDED HUMANS!
-Richa Chaturvedi
HR as per the traditional definition is a professional field that calls for a responsibility of fostering a positive relationship among employers and employees thereby channelizing the efforts in a direction where it becomes mutually beneficial for both the organization as well as the employees. A few of these roles and responsibilities include providing guidance, career development, employee wellness programs etc. HR as the term suggests is majorly focussed on a very crucial element i.e. Human. But, gone are those days when this world was untouched by a term called technology. Now here comes an interesting question as to how this technology and trends touch, give shape and substance to the world of HR? How do these technological innovations become an HR’s right hand? The answer to these questions lies in the following March 2018 | HRenaissance
few points which prove that every organization is progressing towards Tech Aided HR Practices and how these technological innovations are paving ways to new possibilities and expansions –
Real Time Employee Engagement Evaluation – Organizations are developing ways to measure not only customer inputs but employee’s inputs as well by making use of pulse based feedback system conducting monthly or even weekly surveys which is eventually 23
helping in understanding the employee needs, integrating them with performance management system, succession planning initiatives etc. Revolutionary Performance Management Systems– For several years where the companies have been trying to make performance management systems more data driven, team oriented and developing agile goal systems, today, there are multiple companies selling cloud based team centric performance
management applications that connect HR management or ERP systems by making goals easy to track, transparent, allowing dynamic team management, March 2018 | HRenaissance
featuring online assessment, personality assessment etc. Evolving Learning Market – Along with the legacy learning management systems like Cornerstone, SumTotal, Saba, Oracle and SuccessFactors, new solutions like Workday Learning, Fuse Universal, SAP Jam and other tools focussing on scaling video learning to the enterprise are also available. Various vendors like Pathgather, Everwise, LinkedIn Learning, EdCast provide these learning platforms which bring YouTube-like video experiences to employees and include features for curation, recommended learning and data-driven recommendations. Booming People Analytics – Right from back office HR data warehouses to advanced analytics and reporting dashboards to predictive models and more, there have been a number of strides that have taken place in the field 24
of people analytics. SAP, Oracle, ADP, Success Factors, Workday, Cornerstone and Ultimate Software have employee retention predictors that can be really helpful in identifying employee job changes that are likely to result in high-performance outcomes (as well as what job moves not to make), in recommending which training employees should have based on their roles and activities at work, predicting which workers are likely to become noncompliant or lapse in their mandatory training
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and certification. Massive Market for Talent Acquisition – Since, in today’s world talent  has no bounds and so is the market for talent acquisition. So, in this enormous market a fast growing tech company can have an edge over the others in terms of identifying, capturing and placing the right talent at the right time at the right place. This is where the role of various tech tools comes into picture which makes this entire process quite effective and efficient. This new
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breed of tech tools and platforms includes SmartRecruiters, Lever, Greenhouse, Gild and others, that handle everything, including sourcing, ad management, analytics, online interviewing, interview management, candidate scoring, ongoing candidate relationship management and onboarding. These tools are directly connected to LinkedIn and other job boards, and they can store candidates’ information so that it can be revisited year after year. In addition to managing applicants, they keep track of candidates and even alumni. Further, they focus on building tools that are easy to use for hiring managers and candidates, and not just recruiters March 2018 | HRenaissance
and HR. Team Management Tools – A variety of software tools like Workboard, Trello, BetterWorks (enterprise-class goal management platform), Asana etc. are available that facilitate collaboration by making it easier for teams to track their work with features such as real-time messaging, archiving and search. The biggest trend taking place in this sector is the steady shift away from solutions used strictly by HR to those that help employees and managers do their jobs. For example, Workday’s new learning. 26
NEWS SNIPPET COMPANIES TWEAK HR NORMS FOR ANYTIME WORK
Namrata Singh | TNN
MUMBAI: The concept of an eight-hour workday is passe. `Work-life integration’ is slowly replacing `work-life balance’. “One could be away from office or enjoying a quiet weekend, and still take in a little time with the laptop or phone to move along that critical piece of work and not keep it waiting till one gets back to the office. This flexibility works well in reverse too. While one is at work, it’s easy now to connect with a child’s care centre to be assured that everything is fine there,” says Sunita Rebecca Cherian, senior VP (HR), Wipro. Organisations aren’t concerned with the number of hours employees spend by physically being present in the office. All they measure now is the outcome. Organisations like Mondelez have people coming into office for two days and two days they work from home. Some come in early and leave by 4 pm because they have kids to attend to, while some other follow a different pattern. “I see it growing as a trend,” says Mahalakshmi. Deloitte India, which offers flexibility at the workplace to empower people to integrate work-life fit, also coaches people to be more productive. “Our study shows that although the technology curve has gone up dramatically in last 10 years, the productivity curve has not risen. How do you make sure that while people may be working long hours, it translates into a higher productivity? We have shifted our focus from hours spent at work to outcomes. And get our professionals to focus on this,” says S V Nathan, chief talent officer, Deloitte India. March 2018 | HRenaissance
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HR IN THE FOURTH INDUSTRIAL REVOLUTION It started with the steam power was followed by assembly lines and computerization and has finally led to smart factories, where machines augmented with internet connectivity will visualize the entire production chain to make decisions by themselves. Or, as some call it, the 4th Industrial Revolution. Oh and, it is expected to revolutionize most of our jobs! Professor Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, in his book The Fourth Industrial Revolution describes how the first three were mainly about advancements in technology. But
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-Sanhita Parab the 4th Revolution is about how the physical, digital and biological worlds will be integrated to birth a range of new technologies, disrupting all disciplines alike and challenging our ideas about existence. These prophesied technologies have the potential to connect billions more to the internet and radically improve the efficiency of businesses, assisting them in superior asset management, in the process, even undoing all the work of the previous industrial revolutions. But like every sci-fi prophecy, there is an ominous alternate ending to this happy one. Schwab says that business’ inability or unwillingness
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to adapt to these new technologies and government’s failure to employ and regulate these technologies properly could lead to unravelling of inequalities and the shifting power may lead to security concerns if things are not properly managed. The vibrant era of change in the world of work, which will bring with it a range of new technologies and innovations like driverless cars, smart robots, Virtual Reality (VR), the Internet of ThinWgs (IoT), connected devices, artificial intelligence (AI) and 3D printing, will also bring to our corporate doorsteps, a huge manpower dilemma. The biggest change will be in the form of the nature of work, how it March 2018 | HRenaissance
is performed, how it will be taken over by robots, who will be directed by us, the workers. We will still be dealing with human workforce, managing their corporate life cycle from hire to retire. Starting from attracting the right talent, to retaining them by offering competitive compensation and benefits. But to excel, our businesses need to think beyond traditional HR. Thus giving rise to the HRenaissance. The rebirth of HR, the start of a new age. According to the World Economic Forum’s Future of Jobs summarizes that, “By 2020, more than one-third of workers will need skills they don’t now have. While necessary talents can vary, 36% of business jobs will require “complex problem solving” as a core skill.” The workforce will require hiring fewer physical workers, retraining and new training in learning how to work with the new technologies, 29
and the challenge for senior management will be to try and keep up with the new trends while operating the business. To survive this transformation, HR managers will have to lead the way in
future proofing businesses in the following way:
is an investment that can’t easily be assessed through traditional cost-benefit analysis. Find your groove!- Identify what your workforce has and lacks in terms of skillset. Harness new technical skills amongst your existing employees and seek them while recruiting new employees. The revolution will bring with it a demand for employees with strong tech, SEO, digital content and visual designer skills. HR managers need to be aware about any sort of specific skills and roles that businesses are struggling to fill so they can prepare by training their current employees.
Go agile!- Your workforce needs to be agile. The traditional hierarchical model will not be able to deliver flexibility or empower rapid decision making and risk How tech-savvy are you?–Before taking. Accept that transformation trying to attract digital skilled
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workforce, companies should be digital focused, themselves. Organizations are dipping their feet in the innovative tech pool by trialling drones and 3D printers to stay competitive. Survey if your employees are aware of and comfortable with the use of daily workplace technology like printers, computers, and smartphones and ask employees. You will want to spend less time administering, creating, and maintaining complex rules and platforms and more time enabling success across your business units. Help the entire organization to forecast and manage based on future needs. Network!- Management should be equipped with the necessary tools to coordinate virtual teams and invest in new forms of communication to stimulate collaborations within and among internal and external teams. More and more people are choosing to work remotely. To enable high March 2018 | HRenaissance
levels of productivity and creativity, better interfacing among the HR, manager and employees needs to be facilitated. Everyone needs to feel connected and engaged. Be flexible!-Your workforce should be able to quickly adapt to change by shifting their skills as required by their business objectives. Broaden your views and think more in terms of capabilities and competencies and less in terms of jobs and positions. Recruit more on the basis of these competencies and adaptability to change than on textbook knowledge. Keep learning!- Your workforce should be in a permanent state of learning. Sustainable management of capabilities will require a stealthy training program with proper performance reviews, monitoring and measuring individual success. Attrition is not something to be wept over, but to be used as a metric in this capabilities-driven workforce. 31
Reward innovation. Seek out and won’t be around to survive it. collaborate with those within your Disruptive technological organization who challenge ideas breakthroughs are occurring more frequently than ever. The Fourth Industrial Revolution will herald a technological transformation that brings with it automation led efficiency in daily human activities. HR needs to rise to the challenge and increase the technical capabilities of the employees, and are disruptive creators. train the workforce to scale their skillset as per requirement and Keep your eyes open!-The best way train the management in creativity to prepare for tomorrow is to look and emotional intellect to fill the for trouble! We need to stay a step gaps that may be left open by the ahead of problems to not merely robots. react, but to thrive. If you can’t imagine the future, you probably
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ORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCES (OBHR) is a field of study housed in most business schools that has evolved from the overlap in offerings and objectives from courses taught in organizational behavior and human resource management.
-Prachi Shroff such as motivation, leadership behavior, task performance, problem solving and decision making, group functioning, and other classes of behavior relevant to organizational effectiveness.[2]
Human Resource Management emphasizes human resource systems, design and implementation of various personnel tests, collection and validation of employee demographic data, job classification techniques, examination of psychometric requirements in compensation programming, training impact analysis, and issues in performance appraisal systems. An Organization is made up of different kinds of people coming from varied backgrounds and society. With globalization increasing day by day the work environment needs to keep developing and growing in line with it.
Organizational Behavior studies human behavior in social settings with an emphasis on explaining, predicting, and understanding behavior in organizations. Empirical generalizations and theories emanating from the cognitive and reinforcement paradigms and models of social influence are examined as the basis for analysis and understanding of topics Organizational behavior is the March 2018 | HRenaissance
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study of the way people interact within groups. Normally this study is applied in an attempt to create more efficient business organizations. The central idea of the study of organizational behavior is that a scientific approach can be applied to the management of workers. Organizational behavior theories are used for human resource purposes to maximize the output from individual group members.
sonality traits, there is always some significant difference between the two individual. And all these individuals make up the organization. To align them in a certain manner that suits the culture and the values of the company is an important and difficult task. This is when the HR comes into picture.
Just as planning is important in our daily lives’, planning forms an integral part of an organization. An orAttitudes and personalities varies ganization’s success lies to a great from person to person. We never extent to the skill, creativity and find two people with the same per- dedication of its employees. Here March 2018 | HRenaissance
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comes the importance of Human Resource Planning. Surprisingly, many organizations tend to overlook this aspect of HR and some are even not completely aware of it. Organizations that overlook this aspect of planning, have less chances of surviving in the long run; needless to say that a proper HR planning can help in dealing with a lot many issues in an effective way.
issues. One of the most important reasons as to why HR planning should be implemented and effectively managed is the costs that are involved. Since budget forms an integral part of any business organization, proper planning can ensure provision costs related to HR.
HR planning must be taken seriously and it should involve creating a path for advancement for both the HR planning is a part of the larger organization and the employee. gamut of Human Resources, and it is defined as the systematic  analysis of HR needs that ensures that correct number of employees with the necessary skills are available when they are required. While preparing the planning programme, practitioners should bear in mind the objectives that they need to achieve. This is precisely the reason for seeking employment by most jobseekers. If these requirements are neglected by authorities it can lead to unnecessary poor performances and other industrial March 2018 | HRenaissance
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