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Human resource trends change just as frequently as technology and the global
marketplace. Because the industry is constantly evolving, regulations regularly
adapting, and employees changing as well, so business have to be flexible enough to
keep up with them. Whether you have a larger human resources department or you
are handling all of the HR work yourself, you can get a step ahead by familiarizing
yourself with these emerging human resource trends in 2015.
Here I have discussed the views of global HR leaders and research groups. At the end
of my presentation I will highlight the trends in perspective of IT-BPM industry.
Rise of the specialists: As markets get more fragmented, the need for creating niche products and services
will raise the demand for specialists. This will mean creating more specialist career tracks. With millennials as a
growing percentage of the workforce, expect to see specialists in managing millennial careers.
Grow your own talent: When firms operate in a volatile and ambiguous environment, they cannot rely on
buying out talent. No matter who is hired, the person will need to learn and reinvent himself or herself
continuously. Many millennials are products of an education system that is lagging behind the pace of the real
world. The need to make them employable will increase. Firms will need to develop a culture of mentoring. The
learning and development department will be a major source of competitive advantage.
Sunrise sectors: The early days of IT & ITeS saw innovations in talent management. They were forced to take
bets on people who were not a 100% ready, and hired people from unconventional backgrounds. History
repeats itself. In business schools and engineering colleges, the buzzword is ecommerce. As the impatient
millennials join this sector in droves, they will force employers to create agile careers that look more like a series
of projects. 2015 will be the year of the ecommerce sector to chart new practices of talent management.
Experience counts: The competitive market dynamics and a more evolved talent acquisition approach will see
a greater emphasis on experience and competence.
Cultural fit: Cultural sustenance is likely to occupy a fair share of management bandwidth in Asian markets
given the abundance of a younger workforce and the dynamics involved. An increasing focus on the cultural fit
and looking at how people find and achieve their individual purpose through working with an organisation and
aligning to the organisation's higher purpose will be very important thus building a connect, and driving
engagement for the long term.
Low-cost models: Business performance pressures will continue to challenge the status quo and constantly
demand more innovative and cost effective delivery models. This in turn will demand redefining the profile and
structure of the talent pool. We will see new hybrid, low-cost, remote based models emerge which will further
change the talent landscape.
Multigenerational workforce: The workforce is becoming multigenerational, as the average age of the workforce
is steadily decreasing. A good mix of demographically diverse employees across the organisation helps to inject fresh
thinking which is imperative in today's competitive business environment and creates a fun work environment.
Gender diversity: Gender diversity is another strong trend that is steadily being established across organisations,
and will become even more prevalent in 2015.
Social media: Social media has become an integral part of our lives, and has influenced the HR industry. It is not
only a tool for acquiring the right talent, but also effective for employee engagement.
The IT-BPM industry remains the largest private sector employer in India, directly hiring 3.1 million people in FY
2014. Playing home to a multi-faceted, young and specialized talent pool, the IT-BPM industry is expected to hire
more people in FY 15 than last year, with smaller firms boosting the trend.
According to a NASSCOM survey, going forward, the HR landscape within the IT-BPM industry will
be marked by:
Higher attrition levels that will force firms to spend more on employee retention
innovative incentive schemes
Greater use of non-traditional methods such as online job portals, social media and referrals for recruitment
Increase in need for domain knowledge and niche skills which will drive lateral hiring
Employee diversity, which will remain a growth catalyst
The research indicates that today, the priorities of HR within IT-BPM organizations are to:
Actively engage with employees to build a strong entrepreneurial culture,
Focus on the 'right job, right candidate' to fulfil the need for domain specialists and soft skill experts
Embrace multiple solutions to meet niche skills needs
Emerge as a strategic business partner that is tuned to new business imperatives, that helps develop a leadership
pipeline and is preparing the organization for a digital future
NASSCOM also points to the fact that increased use of technology by HR is leading to improved employee satisfaction
and other benefits such as clarity and transparency in HR policies and better two-way communication between the
department and staff.