Research HR

SAPPHIRE, XLRI Jamshedpur
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PREFACE AND ACKNOWLEDGEMENT

I am happy that SAPPHIRE is coming out with an open open-source book as an outcome of the 7th National HR Conference held
at XLRI during 10-11 January, 2015. The papers contained in this volume are the outcome of the research papers submitted and
presented during the conference on Social HR and Technological Applications in HR.
The conference not only brought together researchers, practitioners, academicians and students on one platform but also enabled
them to discuss and debate around the themes like Digital Competencies in the Workspace, The Coming Age of Predictive
Analytics and the like. The highlight of the conference was the presentation and discussion on the results of the 2 nd National HR
Survey, a unique initiative by XLRI. The survey, based on the data collated from over 60 organizations, analyzed how frequently
and effectively organizaitons are using the rapid advances in digital technology and social media in their internal functioning.
In addition to the thought-provoking discussions held with industry leaders, the topic of Social HR and Technological Applications in HR was also delved into through data and research-backed papers presented by students, research scholars and professionals in the industry. I would like to sincerely thank all the authors who took the time to research and present the paper during
the conference. Their contributions went a long way in making the conference a grant success.
As the reach of the Internet expands and technology continues to evolve and change our lives, the domain of HR too shall have to
adapt to the Digital Age. Through this volume and the survey report, we hope to have contributed to the intellectual capital of HR
relating to the area role of technology in HR.
Once again, I would like to thank all those who have contributed towards the success of the conference and in the publication of
this volume, especially the authors of the articles and the organizing team of SAPPHIRE.
Happy reading.
Dr. M. G. Jomon
Associate Dean, Corporate Programs &
Faculty Coordinator for the HR Conference-2015
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ABOUT XLRI
XLRI was founded in 1949 by Fr. Quinn Enright, S.J. in the Steel City of Jamshedpur. Fr. Enright visualized XLRI to be a partner in the liberation and development journey of the independent India with a vision of "renewing the face of the earth". Fr. Bill
Tome joined hands with him to bring that vision to fruition. Both, together with the other Jesuit companions, worked tirelessly
towards translating the Vision "Renewing the face of the earth" into action.
Over many years XLRI has developed its own identity. The hallmark of this identity is, not to walk on the beaten path but to
strike new routes; not to benchmark bvut to be benchmarked, to be second to none but to be the first to respond to the needs of
the people and the nation, by taking up the tasks which are bold but necessary which nobody has hitherto taken up. This enterprising and pioneering spirit can be witnessed throughout the history of XLRI.
Its vision is inspired by the Jesuit spirit of 'Magis' and aims at being a management school with a passion for academic excellence, uncompromising human values, sensitive social conscience, abiding commitment to improving the quality of life in organizations and society, and integrity.
The B-School prides offers various courses including a full-time 2-year post graduate program in Business Management and Human Resources Management, 15 months full-time General Management program (GMP), doctoral fellow programs (FPM),
Global MBA and many executive education programs.
ABOUT SAPPHIRE
Providing a strong thrust to the domain of human resources and industrial relations knowledge at XLRI is SAPPHIRE, the Students Association for the Promotion of Personnel Management, Human Resources and Industrial Relations at XLRI. SAPPHIRE
is a students body aiming to integrate the experiences of practitioners with the theoretical knowledge of academicians in the area
of human resource development.
SAPPHIRES Mission: To enable development of world class, well-rounded HR Professionals who are capable of delivering and
creating value in the emerging business environment and make meaningful contributions to the field of Human Resources.
SAPPHIRE, over the years, has acted as an interface between the industry and the academia and provided a forum for discussion
and debate on the prevalent HR concepts and best practices. Throughout its 23 years of existence, SAPPHIRE has organized a
consortium of events, which have served as platforms for debating and discussing state-of-the-art HR and Industrial Relations
practices.
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Contents
Title
Page No.
Job Scouting via Social Media and Job Seekers Perceived Usefulness of SNSs
- By Adithya Satyanarayana Rao. B. E (IS), Student of PGDM (FT), IMT, Ghaziabad ... 7
A paper on the Impact of Technology Trends in HR
- By Saurav Kumar Das and Sanjana Grover , XLRI . 15

Social HR and Use of Technology in HR
-By Adwitiya Tiwari and Anusha Mittal, XLRI . 28
HR Analytics - Trends and Implications

- By Noha Sinha, MHRM Class of 2016, XIMB. 37
Appification of the work-place

- By Krishna Chaitanya, ITC ... 46
Social HR and Technological Applications in HR
- By Mansee Singhal, Principal, Mercer Consulting, India.. 60
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Job Scouting via Social Media and Job Seekers Perceived Usefulness of SNSs
Adithya Satyanarayana Rao. B. E (IS), Student of PGDM (FT), IMT, Ghaziabad
Abstract: Social media have profound effect on the way people communicate, interact and share information. It has started influencing the communication in organizations. It has drastically changed the hiring practices also. The current study has aimed
at finding out whether employed job seekers use Social networking sites (SNSs) for job scouting, and their perceptions towards
overall usefulness of SNSs. Responses were obtained from 185 respondents through convenience sampling. Data was analysed
using t test and one way Anova. It was found that LinkedIn is the most popular site used for job search. SNSs are more useful for
seeking information relating to career and for personal branding rather than for professional networking according to the perceptions of respondents.
Key Words: Social media, Job scouting, Personal branding, Job seekers
Introduction
The growth of social networking media is dramatic and it is slowly changing the lives of the people. Social media is a primary
vehicle of communication today playing a pivotal role in networking of friends, businesses and employees. Social media are the
platforms for information sharing, social awareness and learning. People, who were static hither to, are becoming more dynamic
since these tools allow people to connect, communicate and collaborate with friends and others. Online communication channels
have made people more interactive, active and enthusiastic.
Social media are making their way into job search and hiring process too. Hiring practices have undergone a major transformation ever since the social media captured the attention of recruiters. Internet sites like Face book, Twitter, LinkedIn, and
Google+ facilitate the recruiters to collect additional information about the prospective candidates which have not been mentioned in the resume. More and more employers are tuning in to use social networking media in talent acquisition since much of
the information available on these sites is open to public. Collecting information about the prospective candidates is very important since right person should be on the right job. Job seekers also have a good opportunity to learn about companies they are
interested in. These sites allow people to connect with professionals and hear about job openings instantaneously. This is the reason why job seekers are becoming active on these sites these days and employers are also using these sites in their hiring process
as a supplement to other modes of recruitment like online job portals, advertisements about the job openings, referrals, campus
recruitments and recruitment through consultants.
Social networking sites (SNSs)
Social networking sites are the online communication channels that assist people to create
profiles, share information, views and ideas in virtual networks. They are available in many forms like blogs, forums, message
boards, social networks, wikis, data and content sharing etc. Popular social networking media include Face book, Twitter,
LinkedIn, Google + , MySpace etc.
Review of Literature
Muhammad F, Ali., W. et al in their r esear ch study investigated the impact of SNSs on or ganizational cultur e and its
usage for recruitment process in private call centres of Pakistan collecting data form 230 employees. They found that informational context in private sector has significant influence on organizational culture and recruitment process.
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Rantamaki., J in his ar ticle addr essed the per ceived value of social networ ks and motivation for people to be par t of the
online community. The negative impacts of SNSs were also discussed.
Suki N and Rammayah T in their r esear ch study explor ed the factor s of enhancing employed job seeker s intention to use
social networking sites as a job search tool by collecting data from 190 job seekers in Penang, Malaysia. The results showed that
perceived usefulness and perceived enjoyment were positively and significantly related to behavioural intention to use social networking sites as a job search tool.
Rationale for the study
Technological changes have influenced all the spheres of life. Online communication is todays mantra. Online communication is
narrowing the physical distance as well as psychological distance between the people. Online communication through SNSs has
an impact on communication between employees, friends, employers and employees and job seekers and employers. SNSs have
widened the information gates to the job seekers to become more aware of job opportunities and to network with professionals.
Many studies have been conducted to find out the role of SNSs in talent acquisition from employers perspective. The current
study is focused on finding out the opinion of job seekers with respect to the frequency of using the social networking sites, preferred and popular SNS, and to measure overall usefulness of SNSs from employed job seekers perspective.
Objectives of the study
To find out the most popular site for job search among the respondents.
To find out whether job seekers got job offers and interview calls for jobs through social networking sites.
To measure the perceived usefulness of social networking sites from job seekers perspective.
To find out the effect of gender, marital status, age, occupation and job level of job seekers on the overall usefulness of social networking sites.
Hypotheses
Following null hypotheses were formulated for the current study.
H01: There is no significant difference in perceived usefulness of social networking sites among male and female job seekers
H02: There is no significant difference in perceived usefulness of social networking sites among married and unmarried job seekers.
H03: There is no significant difference in perceived usefulness of social networking sites among job seekers belonging to different age groups.
H04: There is no significant difference in perceived usefulness of social networking sites among respondents working in different
fields.
H05: There is no significant difference in perceived usefulness of social networking sites among lower level and middle level
managers.
Research Methodology
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The current study is descriptive in nature. Online survey was conducted to collect responses from job seekers through convenience sampling. Structured questionnaires were sent to employed job seekers working in different fields like education, information technology, sales and marketing, management consultancy and financial consulting. A structured questionnaire was prepared for the survey and 185 respondents became the sample for the study.
Likert scale was used to measure overall usefulness on a rating scale of 1-5 (strongly disagree to strongly agree). 20 statements
were included in the questionnaire. Following 5 components were identified to measure overall usefulness:
Career information: Infor mation and connections that ar e vital for job sear ch
Knowledge management: It is a pr ocess of captur ing, shar ing and using knowledge.
Professional networking: It is all about setting up and maintaining r elationships with pr ofessionals.
Personal branding: It is the pr actice of people mar keting themselves and their car eer s as br ands
User friendliness: Easy to use, oper ate and under stand.
Data analysis and Findings
The data was tested for internal consistency and Cronbach alpha stood at 0.9. The results were a solid indicator of internal consistency. Profile of the respondents has been depicted in Table No. 1to 4.
Table No.1
Variables
Gender
Female
Male
Marital status
Married
Unmarried
Education level
Graduates
Post graduates
Age
25 years & less
26-35 years
36-45 years
> 45 years
Income
< 5 lakhs
5-10 lakhs
10-15 lakhs
>15 lakhs
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Frequency
Percentage
61
124
33
67
97
88
52
48
45
140
24
76
23
126
17
19
13
68
9
10
90
42
35
18
48
23
19
10
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There were 67% males and 33% females. 52% of the respondents were married and 48% were unmarried. Out of 185 respondents, 24% were graduates and 76% were post graduates. Majority of the (68%) of the respondents belonged to 26-35 years age
group and 49% of the respondents had less than 5 lakhs annual income.
Table No.2
Variables
Nature of job
Education
Finance & Accounting
IT
Management Consultancy
Sales & Marketing
Job level
Lower level
Middle level
Source of recruitment for Current Job
Online portals
Recruitment consultants
Referrals
Responding to advertisements
Campus recruitments
Job search through Social networking sites
Yes
No
Frequency
Percentage
22
52
61
12
38
12
28
33
6
21
85
100
46
54
22
47
54
11
51
12
25
29
6
28
105
80
57
43
Respondents were from different fields like Information technology ( 33%), Education (12%), Finance & Accounting( 28%),
Management Consultancy (6%) and Sales & Marketing(21%). 46% of the respondents are working at lower level management
and 54% of the respondents are working at middle level management. Respondents had got recruited through different sources
like Online portals (12%), Recruitment consultants (25%), Referrals (29%), Advertisements (6%) & and through Campus recruitment (28%). 57% of the respondents are using SNSs for job search.
Table No. 3
Variables
Frequency of usuage
Once a day
2-3 times a week
Less than once a week
Time spent while using
< 30 minutes
30 minutes 1 hour
> 1 hour
Frequency
Percentage
71
32
82
38
17
45
161
24
Nil
87
13
38% of the respondents used social networking sites once a day, 17 % used 2-3 times a week and 45% used less than once a week
since past three months. Majority of the respondents spent less than 30 minutes each time while using social networking sites.
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Table No.4
Variables
Discovery on social networking sites
Frequently
Infrequently
Social networking sites used
Face Book
Linked in
Twitter
No. of job offers through social networking site
Nil
3-5
>5
Less than 3
No. of interview calls received
1
3
Nil
Opinion about Information checks by employers
Yes
No
Frequency
Percentage
47
138
25
75
147
85
52
79
46
28
90
16
63
16
48
9
34
9
23
84
78
12
45
43
122
63
66
34
75% of the respondents opined that they were discovered infrequently on social networking sites. Majority of the respondents
used Face Book. 34 % of the respondents had more than 5 offers through social networking sites and 48 % did not get any offers.
45% of the respondents got 3 interview calls and 43% of the respondents did not get any interview call. Majority of the respondents opined that information checks are done by employers.
Descriptive statistics with respect to overall usefulness and its various components are depicted in Table No. 5. The mean overall
usefulness score for respondents stood at 60.50. The mean score was the highest on the subscale career information followed by
personal branding and the least in case of professional networking. This means that social networking sites are more useful for
obtaining information relating to career and for personal branding from job seekers point of view and less useful for professional
networking as compared to other subscales.
Table No. 5
Variables
Career information
Knowledge Management
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Min
5
4
Max
20
18
Mean
14.15
10.93
Standard deviation (SD)

3.12
3.06
Personal branding
20
13.30
3.32
User friendliness
Professional networking
5
5
20
18
12.70
9.42
3.13
2.33
Overall Usefulness
30
84
60.50
11.48
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Hypotheses testing
H01, H02 and H05
t test was used to test the hypotheses H 01, H02 and H05 at 5% significance level and the results have been tabulated in Table
No.6.
Table No.6
t test results
Variable
Gender
Male
Female
Marital Status
Married
Unmarried
Job level
Lower level
Middle level
Frequency
Mean
SD
t statistic
P value
124
61
59.81
61.88
11.52
11.35
1.16
0.248
97
88
58.11
63.12
14.27
6.35
-3.13
0.002
85
100
52.97
66.90
11.67
2.56
-9.84
0.000
H01: There is no significant difference in perceived usefulness of social networking sites among male and female job seekers
Mean score with respect to perceived usefulness was 59.81 in case of males and 61.88 in case of females. H 01 was accepted since
p value (0.248) was more than 0.05. It was concluded that gender did not have any effect on perceived usefulness of social networking media.
H02: There is no significant difference in perceived usefulness of social networking sites among married and unmarried job seekers.
Mean score with respect to perceived usefulness were 58.11 and 63.12 respectively in case of married and unmarried respondents. H02 was rejected since p value (0.002) was less than 0.05. It was concluded that unmarried job seekers found SNSs more
useful as compared to married job seekers.
H05: There is no significant difference in perceived usefulness of social networking sites among lower level and middle level
managers.
Mean score with respect to perceived usefulness were 52.97 in case of respondents working at lower level and 66.90 in case of
respondents working at middle management level. H06 was rejected and concluded that middle level managers found SNSs more
useful as compared to lower level managers.
H0 3-4
One way anova was used to test null hypotheses H0 3-4 at 5% significance level. Levenes test was also used to find out the homogeneity of variances. Wherever homogeneity test was not met, Robust test of equality of means was conducted in addition.
The results of one way anova have been depicted in Table No. 7
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Table No. 7
One way anova results
Variables
Count
Mean
SD
Levenes test
Levene
P
statistic value
Robust test
Brown
P value
Forsythe
statistic
F statistic
P
value
Age
(In years)
Up to 25
26-35
36-45
>45
23
126
17
19
64.61
57.31
69.95
68
3.62
11.97
6.75
7.46
18.69
0.000
29.11
0.000
13.10
0.000
22
52
66.32
63.60
7.09
5.82
12.89
0.000
50.28
.000
40.27
0.000
61
12
49.67
72.25
11.71
6.43
38
66.55
5.98
Nature of job
1.Education
2.Finance &
Accounting
3.IT
4.Management
Consultancy
5.Sales &
Marketing
H03: There is no significant difference in perceived usefulness of social networking sites among job seekers belonging to different age groups.
P value was 0.00 as per Anova and Levenes test for homogeneity of variances. P value as per Robust test of equality of means
was also 0.00. Hence H03 was rejected and concluded that job seekers belonging to different age groups differed significantly in
their perceptions towards overall usefulness of SNSs. Mean score was highest among the respondents in 36-45 years age group.
H04: There is no significant difference in perceived usefulness of social networking sites among job seekers working in different
fields.
P value was 0.00 as per one way Anova and Levenes test for homogeneity of variances. P value as per Robust test of equality of
means was also 0.00. Hence H04 was rejected and concluded that job seekers working in different fields differed significantly in
their perceptions towards overall usefulness of SNSs. Mean score was highest among the management consultants.
Conclusions and Suggestions
Majority of the respondents are using SNSs. Linkedin is the most popular site which is used for job search. Quite a good number
of job seekers are getting job offers and interview calls. Many job seekers felt that they are not being discovered frequently on
social networking sites by employers. The mean overall usefulness score is slightly above average. If more and more employers
start using SNSs for recruitment of employees, it will certainly help the job seekers as well as the business organizations. Majority of the job seekers agree that they get lot of information relating to career and are able to showcase their skills, expertise in their
profile. Good numbers of job seekers feel that the sites can be made more user friendly.
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Recruitment through consultants, job portals and campus recruitment still continue to be the popular sources for hiring. Most of
the people working in education sector got appointments through referrals. SNSs are still not popular in education field. Majority
of the respondents opined that information checks are done by employers using SNSs. According to the findings of the study,
nearly half of the job seekers said that they have not received any offers from employers. Using SNSs for job search is quite
popular in the age group of 26-35 years and among IT employees. Usefulness of SNSs in terms of professional networking is less
according to the perceptions of respondents. Middle level managers found SNSs more useful as compared to lower level managers. Similarly people who are in the age group 36-45 years found SNSs more useful as compared to people belonging to other age
groups. Management consultants found SNSs more useful as compared to people working in other fields.
Competition is fierce in job market and smart are those who are ever ready to capture information relating to job opportunities on
day to day basis. Social media is a vital information sharing, networking, knowledge gaining and career building tool. Those who
do not understand these job seeking trends miss opportunities and risk their career. Social networking sites help to connect job
seekers with employers. Job seekers can update their profile quite often as and when they acquire additional skills or qualification. It helps them in personal branding. Since youngsters use SNSs very often, more and more companies can think of suitably
changing their recruitment strategies in order to attract talents.
Bibliography
Muhammad.F, Ali.,W et al in their research study entitled Impact of social networking websites on perception of organizational
culture and its adoption for recruitment process Available at www.researchgate.net/...Impact_of_Social_Networking_Websites
Ranthamaki,J. perceived user value of social networking
Available at http://www.cse.hut.fi/en/publications/B/1/papers/Rantamaki_final.pdf
Suki, N. and Rammayah,.T Factors enhancing employed job seekers intention to use social networking sites as a job search
tool Availabale at http://www.researchgate.net/
publication/220672990_Factors_Enhancing_Employed_Job_Seekers_Intentions_to_Use_Social_Networking_Sites_as_a_Job_Search_T
ool
Web sites accessed
http://money.usnews.com/money/careers/slideshows/10-smart-ways-to-use-social-media-in-your-job-search
http://www.webdesignerdepot.com/2009/10/the-history-and-evolution-of-social-media/
heundercoverrecruiter.com/infographic-how-to-boost-your-personal-brand-with-social-media/
http://en.wikipedia.org/wiki/Knowledge_management
http://en.wikipedia.org/wiki/List_of_social_networking_websites
http://en.wikipedia.org/wiki/Social_media
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A paper on the Impact of Technology Trends in HR

Saurav Kumar Das and Sanjana Grover , XLRI Jamshedpur
Information technology has without a doubt revolutionized the way HR departments across the globe
perform their operational, relational and transformational functions. With organizations going through
unprecedented transformation, the HR function has been greatly influenced by a multitude of technological
trends including mobility, data analytics, cloud computing and social media. Any technology that is used to
attract, hire, retain and maintain human resources, support HR administration, and optimize HRM falls
under the ambit of HR technology. HR technology applications have resulted in enhanced workforce
productivity, increased efficiency and effectiveness and improved employee engagement. Technology has
made it easier & faster to gather, collate and deliver information. By reducing the administrative burden on
the HR department technology has enabled HR professionals to focus on more meaningful HR activities
like offering HR expertise to the line executives to make strategic decisions. The focus of paper would be to
study the holistic impact of technology- IT, mobile communications and social media- on HR practices and
how they have empowered organizations in their quest to achieve business excellence.
Human Resources Information System (HRIS):
HRIS refers to integrated systems that facilitate the gathering, storage and analysis of information regarding
an organizations human resources. HRIS technology can automate and simplify tasks to reduce
administrative burden on HR teams. A good HRIS enables the assimilation and integration of HR policies
and procedures with an organizations computer hardware and software applications. The various policies
pertaining to performance evaluation, wages, workforce forecasting can be easily programmed into the
system which in turn can flag off discrepancies & offer actionable feedback.
HRIS is generally made up of a wide spectrum of subsystems. The data can stored in these sub-systems can
create information that will serve diverse purposes for the different stakeholders
Figure 1: HRIS Subsystems

Source: Human Resources Management
and Technology by Julie Bulmash
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The key functions of an HRIS include the following:

1. Creation and maintenance of employee records
2. Compliance with legal norms
3. Forecasting and planning of future manpower requirements
4. Career and succession planning
5. Alignment of HR plans with organizations business goals
SaaS as an Enabler for Human Capital Management:
The infiltration of technology into the HR function has led to most transactional services being automated.
Increased employee participation in HR processes, augmented by better technology has led to the
outsourcing of many transaction-heavy HR jobs. With organizations going through unprecedented
transformation, the HR domain has been greatly influenced by a multitude of technological trends including
mobility, data analytics, cloud computing and social media. In this new technological era the standard 9 to 5
work hour paradigm doesnt hold good with technology offering employees the flexibility to choose their
own modes of getting their work done.
Software as a Service (SaaS) is fast emerging as the future for Human Capital Management. With the surge
of SaaS as an enterprise, many organizations are opting to replace the traditional HRMS systems by SaaS
HCM systems. The primary objectives of going for a SaaS HCM solution are:
Globally consistent user experience

Scalable & end-to-end processes offering improved functionality
Enhanced talent management
Configurable solutions offering quick deployment
Figure 2: Top Areas HR Organizations are Targeting for Improvement, 2014-2016

Source: ISG 2014 Industry Trends in Human Resources Technology and Service Delivery Survey
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Organizations striving to transform their HR service delivery are replacing their traditional ERP and point
HR solutions with unified, cloud-based human capital management (HCM) solutions. Developments in
cloud technology have resulted in substantial economies of scale and allowed customers to benefit from
SaaS HCM offerings. Organizations can now respond to rapidly shifting market conditions, emerging
markets and evolving growth objectives by investing in real-time workforce visibility and flexibility.
Usability and adoption of user interfaces has been propelled by their ability to deliver a consumer friendly
experience, including mobile and social media capabilities
According to a recent Survey by ISG, the key benefits that investments in HR technology would offer are:
Improved user and candidate experience
Access to ongoing innovation and best practices to support the business
Speed of implementation to increase the value of technology to the organization
HR technology enables flexibility in talent management, recruiting and retention aspects that are vital to an
organization as the generation of boomers retire, taking with them their much valued knowledge base and
experience. As companies look for the analytics end of the benefit spectrum they leverage cloud-based
SaaS solutions as the delivery model.
Figure 3 : Changes Planned to Current Enterprise HRMS Deployment Model, 2014-2016

Source: ISG 2014 Industry Trends in Human Resources Technology and Service Delivery Survey
Big Data & HR Analytics:
In HR, Big Data refers to utilizing multiple data sources including advanced analytic platforms, cloud based
services and visualization tools to evaluate and improve HR practices including talent acquisition,
development, retention, and performance management. This calls for the integration and analysis of not just
internal metrics but also data from external benchmarks & the social media. Big Data facilitates performing
analytics and forecasting to make smarter and accurate decisions. With the intensification of competition
between organizations, effectively leveraging the available data about people and performance has become
ever more critical. Talent analytics and big data have emerged as must-have capabilities within the HR
function. Leveraging big data and HR analytics to enhance decision-making would be a critical capability
for future HR professionals. In the dynamic business environment, HR practitioners would have to rely on
knowledge management tools to track the skills, qualifications, competencies and performance of their
workforce. The information derived from the analysis should be leveraged to establish better performance
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management systems.
Data analytics can be utilized to enhance the efficiency of the various facets of the HR function. On the
recruitment front, HR departments may choose to deploy tests and games to analyze candidates, measure
their reactions and answers to identify ideal patterns and skill sets that fit the organizational requirements.
For example, a unit of Royal Dutch Shell used two video games to analyze the though process & decision
making skills of the incoming candidates enabling them to identify the minds that were likely to generate
successful ideas. Acquire InSight, a SaaS based analytics tool carries out trend analysis based on existing
data about organizations retrieved from various sources.
It goes without saying that HR teams that have invested in big-data & analytics are more likely to be
respected by their counterparts in the business domain, for their data-driven decision-making, thereby
realizing their true potential as strategic business partners. An increasing number of companies are
acknowledging the benefits of using integrated analytics for their talent management and workforce
planning processes. As the war for data intensifies, many forward thinking companies have realized the
high returns of applying data analytics to HR. Firms that are not investing in an integrated analytics
capability within HR are bound to lag behind.
Mobility in HR-The Way Forward:
Advanced mobile devices available today, including smartphones, notebooks and tablets, have opened up
new avenues of mobile computing, literally redefining how business is done. With the mobile workforce set
to expand further, HR professionals must explore the prospects of offering mobile access to key HR
functions including payroll, employee attendance, talent management, benefits and employee engagement.
These mobile platforms would facilitate connecting the greatest number of employees as effectively as
possible to help improve the productivity and satisfaction of a mobile workforce. Benefits of leveraging
mobile technology for HR include:
Convenience: Working with mobile applications offers significantly greater convenience than through
manual paperwork & even a desktop computer. With mobile access, employees can update HR
information whenever and wherever they prefer bypassing the hassles of calling or emailing the HR
team with queries and waiting an eternity for a response.
Immediacy: The modern day business environment demands employees and managers to constantly be
on the move, spending a major chunk of their productive day outside the office. In such dynamic
scenarios, mobile applications facilitate real-time decision-making and swift turnaround
Productivity: With the increased convenience & speed that mobility offers, the employees would spend
less time managing HR issues, and correspondingly the HR department devotes lesser time dealing
with employee queries. By permitting greater focus on value generating activities, both the HR as
well as the other business functions will enhance their productivity
Accuracy: Mobile technologies deliver automated, step-by-step processes which mitigate the scope of
human error. Interactive mobile HR applications including time entry and leave requests are highly
accurate
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In 2011, ADP conducted a survey involving 400 large and mid-sized US organizations highlighting the
benefits reaped by the organizations which had deployed mobile HR apps at an early stage. While 71% of
the companies reported improved workforce productivity owing to mobile HR solutions, 63% of them
attributed improved real-time decision making to mobile solutions.
Figure 4: Benefits realized owing to deployment of Mobile Applications

Source: Mobile HR Solutions: Connecting & Empowering Your Workforce, White Paper, VDC
Research and ADP, May 2011)
The various functions that mobile HR touches are:
Recruitment: HR professionals must recognize mobile solutions as critical to competitive recruitment and
retention initiatives to target the next generation "Gen Y/Millennial" employees who are tech savvy &
always on the move. A prime example of this is Jobvite, a program that allows companies to manage and
post job listings over mobile and allows candidates to respond to these postings through mobile.
Organizations can also leverage these mobile applications as an opportunity to provide a more personal
experience with potential candidates, during the recruitment process.
Training: Mobile technology facilitates HR professionals to offer customized training experiences

accessible to employees on the go. They can offer learning materials delivered to smartphones via mobile
technology. However, to optimize the effectiveness of these mobile learning solutions, companies must
develop customized learning apps to align the implementation aspects with the inherent benefits of the
mobile platform rather than simply offering existing online courses via smartphones
Employee Engagement: With distributed workforces, organizations also have employees who work
remotely from home or smaller offices. Mobile applications can be used to offer an individualized approach
for such employees with applications that facilitate two-way feedback, team collaboration, and social
networking between employees working from remote locations.
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Benefits Administration: The HR function in organizations is exploring mobile benefits apps that allow
employees to submit claims and check balances on their health savings or health reimbursement accounts.
The convenience to access various benefits specific information using their smartphone or tablet device, via
mobile access would lead to higher engagement
Figure 5 : Fastest-Growing Mobile HR Applications on Smartphones

Source: Mobile HR Solutions: Connecting & Empowering Your Workforce, White Paper, VDC
Research and ADP, May 2011
Challenges in Leveraging Mobile Technology:
By embracing mobile technology platforms companies risk leakage of sensitive information. Companies
should therefore ensure adequate levels of data security are adhered to. Many a time on the go mobile apps
turn into a nightmare for employees who are expected to revert to official mails at odd-hours. Optimal
Human Capital Management calls for on-ground implementation of initiatives to maintain the work-life
balance. Sensitization of the middle management & functional heads on the ever-growing importance of
work-life balance is a crucial enabler. Efforts towards getting buy-in of senior members of the organization
to accept the technological advancements as part of their everyday work dynamics is something that HR
teams would have to focus upon.
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Impact Social Media in the Evolving HR Paradigm:

Social media has become part and parcel of mainstream business touching every domain, more so HR. The
trend of social media in HR is not just a fad; it is indeed among the most significant developments in the
last century when it comes to HR. A recent KPMG reporton Human Resources & Social media brings forth
these figures:
Estimated 250 million people access social media sites through their mobile devices
75% of Fortune 100 companies pay for ads and / or for improved search services
55% of US based companies increased their investment in staff selection through social media.
Over two million firms have profile in LinkedIn
76% of U.S. companies used LinkedIns 100 million registered users for recruiting
84% of job seekers have a Facebook profile, and 48 percent of them have done at least one job-hunting
activity on Facebook in the past year.
Social HR tools can be accessed through browsers, specialized apps on mobile devices or be bundled in
holistic social business software platforms. Commonly used social media platforms include:
Networking sites: Social networ king sites such as Facebook, LinkedIn can connect individuals with
similar social or business backgrounds
Information Sharing Portals: Shar ing files via email has become r edundant owing to the sheer
volume of information to be shared. A more methodical storage and access facility is offered by
dedicated file sharing utilities
Blogs: These ar e the per fect for ums for infor mal shar ing of infor mation and opinions
Wikis: They come acr oss as useful knowledge management alter natives for gener ating shar ed
documentation and a central repository of knowledge
Discussion Forums: They facilitate online discussions to cr eate a sense of community ar ound a
particular corporate issue or project.
In 2011, Wipro Consulting Services conducted a study on the use of social media in select business
processes across 150 companies from five verticals. The survey showed that respondents who were in
decision making positions valued Social Media as an excellent means of internal branding. The current use
of social media in organizations is moderate with only 63% of the respondents agreeing that social media
was being used in their industry.
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Figure 6: Preferences for using Social Media in HR by various stakeholders

Source: Social Media:Impact & Relevance in Managing Human Resources in India, Report by Wipro
Consulting Services, Feb 2012
Social Media Talent acquisition:
Prior to the dawn of the internet age, recruiters had to rely majorly on the print media or word of mouth
networks to post jobs and attract talent for open positions. The internet, especially the arrival of social
media sites like twitter, Facebook & LinkedIn., has made recruiting much more efficient & effective. Social
media allows companies to connect with potential candidates, build relationships, refer candidates and
develop talent communities. Candidate relationship management forms a critical facet of social recruitment
initiatives. A prospective employee pipeline can be created as well as nurtured around specific skillsets, by
developing relationships with candidate pools across social networks. This allows recruitment managers to
not only measure the current skill levels of the pool but also hone them further. Business executives in the
Indian context still hold reservations about usage of social media for recruitment & prefer traditional
methods like job portals, employee referrals, walk-in interviews. With recruitment budgets coming under
scrutiny social media options are slated to get a shot in the arm.
Conducting interviews through Skype video calling facilities drastically reduces the transaction costs for the
company as well as the candidates at the interview. Social media can be leveraged to develop a connecting
bridge between employee talent pools on the one hand and prospective employers on the other eliminating
geographical boundaries.
Social Media Learning:
Social networking sites can be used to build highly integrated knowledge networks. Social media learning
platforms allow employees to create a social profile that reflects their expertise and interests. Social
bookmarking is one of the most useful tools on the web that allows users to save, tag and easily re-find sites
that they find useful. It also helps them track what others with similar interests are viewing & saving. The
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social learning setting encourages individuals to experiment, innovate, collaborate, communicate and share
their knowledge in engaging ways. This not only enhances engagement ratings within teams but also cuts
down learning costs significantly.
Social Media learning programs can be classified as under:
Formal Structured Learning (FSL):
Social media can be used to improve engagement in classroom or online courses through a collaborative
approach to learning. It can encompass a wide spectrum of initiatives including collaborative online
libraries of course links, course/class blogs by participants, collaborative course learning spaces through
wikis and developing learning communities in social networks for knowledge sharing.
Personal Directed Learning (PDL): Individuals use social media to or ganize and manage their
own professional learning and connect with other professionals. Asking/ answering questions and
starting discussions on social networks are examples of PDL. HR professionals can recommend
employees to tap into these resources to enhance their professional knowledge.
Group Directed Learning (GDL): GDL is an extension of PDL wherein groups use social media tools
to share information, resources and experiences with one another and learn together. Self-managed
teams of employees are using a variety of social media tools to work collaboratively including
working online on shared documents and creating bookmarks for the team or project work
Intra-Organizational Learning (IOL): Social media platforms allow employees to co-ordinate with
one another by sharing information and resources organization-wide. Senior managers and project
leaders often use blogs to communicate organizational policies or to disseminate information about
current initiatives around the organization.
Accidental & Serendipitous Learning (ASL): Many a times the workplace offers employees
opportunities to learn without consciously realizing it. Accidental learning occurring in professional
settings can be disseminated via internal organization specific social media platforms for the benefit
of the entire organization.
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Figure 7: Categories of learning and the amount of learning directedness

Source: Centre for Learning & Performance Technologies
Challenges for Social Media in HR:
While social media presents a myriad of new opportunities for organizations to enhance the scope of their
HR processes, there are enough reasons to take a cautious approach. Many a times companies fail to
establish robust policies to govern social media usage. Lack of employee engagement and training also
hinders the enforcement of social media policies. Organizational polices need to clearly spell out the
accepted norms for usage of social networking platforms and develop safeguards around them.
Organizations should stipulate the mandatory inclusion of disclaimers by employees along with their online
postings. Organizations risk denting their hard earned reputations when employees make inappropriate
comments about their employer on social-media forums. The excessive use of social media platforms
during work hours can drastically reduce the productivity of employees. Besides, many a time employees
inadvertently or deliberately leak privileged information that belongs to the organization. A typical case
would be boosting of clients & confidential projects on LinkedIn.
Figure 8 : Challenges for using Social Media

Source: Social Media: Impact & Relevance in Managing Human Resources in India, Report by Wipro
Consulting Services, Feb 2012
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Conclusion:
Since tomorrows businesses will compete on innovation, abilities and efficiency, organizational success
will increasingly hinge on the ability to leverage human resources to the optimal extent. The HR
professionals have to be the change drivers of the metamorphosis that modern day organizations are
undergoing & enable employers to gain competitive advantage in this increasingly competitive world. HR
managers will be at the forefront of managing and understanding the impact and implications of the rapidly
evolving technologies. HR managers must comprehend the challenges and opportunities that these poses for
the effective operation of their organizations.
Bibliography
Human Resources and Social Media Report, KPMG
Pareek, A., Jindal, P. R., Muthyala, S.K. & Nair,S. (2012). Social Media: Impact & Relevance in Managing
Human Resources in India, Report by Wipro Consulting Services
Mhenni, R., Human Resources Services and Innovation, HR Access
Mobile HR Solutions: Connecting & Empowering Your Workforce, White Paper, VDC Research and ADP,
May 2011
Bulmash, J. Human Resources Management and Technology

Hart, J. Social media and its impact on workplace Learning, Centre for Learning & Performance
Technologies
ISG Industry Trends in Human Resources Technology and Service Delivery Survey, 2014
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Social HR and Use of Technology in HR

Adwitiya Tiwari and Anusha Mittal, XLRI
A TOKEN OF GRATITUDE
We like to devote a special vote of thanks to the faculty members at XLRI, and others who helped us look out for better and
issues in HR Technology, and guide us with their insights into the HR world. We present our heartfelt gratitude for their
invaluable guidance and constant support in our quest. Their generous commitment with their time and blessing facilitated our
best efforts and shall carry us a long way in our pursuits to be exemplary managers. We could make the best possible use of this
golden opportunity to present our thoughts on such a trending topic with the expertise and finest support available to us.
Special Thanks to:

Professor Srimannarayana, Professor Human Resource Management, MA (PM&IR, Andhra), Ph.D. (Utkal)
Professor Steven Richhardson, Visiting Faculty Bachelor of Arts Degree, Law Degree [Juris Doctorate]
Prof Subhashini Chandran, Visiting Faculty B.Sc. (H) Economics and International Relations LSE, LLB(H) from City University
U.K.
Mr. Suvro Roychoudhari, Manager, Human Resources United Breweries Ltd
SUMMARY
If 20 century was the age of industrialization and growth of man-kind like never before, then 21st century is certainly the time
when technology comes over and replaces human involvement in processes, thus enabling a lot of efficiency in the processes and
cost savings. It is now an obvious fact that with the invention of more tech-tools, systems and processes are getting automated.
This is happening at a pace, which was unthinkable 20 years back but now in 2014, everyone is adept with technology and
accepts such changes as part and parcel of life.
More than the Public sector, the private sector has embraced these changes. Organization have seen technological inventions in
production systems, in supply chain (using tracking of goods, warehouse management), in sales and marketing (demand
forecasting, online marketing), finance (market growth predictions, financial analytics). The human function of HR is not left
aloof. From recruitment to training, from performance management to exit interviews, mobile technology and computers has
sprung up everywhere.
In the recent years, the fastest growing tech-trend is the use of Social media by Organizations. No organization can now exist and
gain publicity without a Social networking Page on any of the popular media (Facebook, LinkedIn). HR departments across the
world quickly recognized this game changing opportunity and adapted their processes to involve social media. With the Gen-Y
as new employees and also as future customers, Organizations have embraced technology to keep themselves relevant. It is no
longer the world where one company operates in silos, or dictates all the norms the market place and work place are
intrinsically connected. Cloud computing, presence in social media, big data & analytics are practices which will decide the rules
of the game tomorrow.
This paper looks at how Human Resources is reinventing itself using computer, online tools, social media to prepare itself for
the battles of tomorrow. There is an attempt to discover the opportunities and challenges that lay ahead, and finally we attempt to
draw the possible implications of this phenomenon on the business world of tomorrow, from an organization point as well as
from a business perspective.
3|Page
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SOCIAL HR AND HR APPLICATIONS IN TECHNOLOGY

A recent Mckinsey Study enlisted the different uses of technology in management:
Check Appendix 3 for details on the study.

The same study enlists the industries which use at least one social technology tool:
Check Appendix 4 for details on the study.

As we move ahead to explore the different aspects of social HR, it makes sense to explain once the framework we adopt to
complete this study.
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1. RECRUITMENT:
Use of technology in recruiting is not a new trend. From attracting potential employees, resume screening and online
computerized tests and interviews, to the on-boarding technology is linked in every step.
a. Using social media: it is not the latest trend, but from sourcing to background checks to final deployment. Organizations are
increasingly using Facebook, LinkedIn and Twitter to monitor the candidate while using tools like Entelo, Gild, TalentBin and
UKs thesocialCV for background check. Soft wares like Hanneman are being used for CV scanning and checking the facts in
the information on the CV.
Bright.com, gives each candidate scores relevant to a particular offered profile, so that the recruiters are also prepared and aware
of the position of the candidate, his interest and thus determining the best fit for the organization.
Nestls job UK, USA job site is linked with Facebook and LinkedIn feeds where one can look for career opportunities, where
users can search and apply for jobs. Nestle on Facebook | Twitter
b. Using big data in Recruiting: collecting data about job applicants and their profiles and matching it will characteristics of the
successful employees. Data mining is used to analyze the data created by the top performers to search for insights about their
performance and longevity. Analyzing the background, campuses and pools from where the majority of top performers come can
ease the recruitment process.
Predictive analysis is being used these days, where statistical methods are used to generate forecasts about the employees
performance. Online resume data bases, social network profiles etc. are also analyzed to figure out the right fit for the
organization (employees with excessive posts are flagged as over-involved, those involving in intolerant online behavior are
flagged before recruitment).
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c. Recruiting from campuses: In a smart move to tap into the future employees from campuses, many Organizations are known to
post the success stories of interns, young employees on their social media pages. They appoint campus ambassadors who keep
posting latest development on their campus media pages and thus increase the applicant pool for the organization.
d. Measuring Online presence of Top Employers -Social mention: This website figures out the number of mentions of
Organization (its products, values, or any topic about its online or promotional activities) on social media, the sentiment
associated with the same in the online trends. here are the figures for some of the top recruiters in the world:
Check Appendix 1 for Social Mention Scores of Top Employers

LinkedIn highest degree of sourcing of top candidates, more so in the developed nations.
Facebook: helps getting a view
on the employee liberal or personal views, but beware to source the right information without getting notified. Capture the print
out of the information
Google+ - most important for gathering information about organization, via partial and informal
reviews.
e. KLOUT Score: KLOUT scores are increasingly becoming popular in job interviews. KLOUT calls itself the SAT for business
professionals and is a wonderful method of measuring the influence. SURPRIZED?
Klout is a statistical score from 1 to 1000 which ranks you on basis of our Facebook, LinkedIn or other social media profiles, and
checks your reach on the media, and your influence on others (how much they trust you, your posts, their likes and favorable
comments).
The social aspect of HR is really coming to play in recruitment sphere. The resume checks are being replaced by online checks.
Companies are starting to search, your top ten Google/ Bing feeds, number of followers on Twitter, and recommendations and
quality of your LinkedIn associations. In a recent example, Salesforce.com recently advertised a position that listed a Klout
score of 35 or over as one of the key desired skills for a community manager position.
2. DEVELOPMENT:
a. E-learning: Several e-learning (umbrella term for learning enabled by electronic means) methods are available today, a few of
them include:
1. Computer based-training: CD, DVDs, interactive videos for learning 2. Multi-media based training: using graphics, audio,
video for employee learning 3. Virtual learning: online training, in a virtual environment 4. Web based training: employing
company website, social media or online available training programs 5. Mobile learning: using mobile technologies such as MP3
players, PDA (Personal Digital Assistants)
b. Use of MOOCs Wikipedia defines MOOCs or Massive Open Online Course as an online course aimed at unlimited
participation and open access via the web. They provide reading material, filmed lectures, regular tests and in many forums, open
and virtual interaction between the students, professors and the teaching assistants.
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MOOCs are getting popular (MOOCs in 2014), both with businesses and with the learners. Here is the reason why:
Business Flexibility: MOOCs are flexible learning options that an individual can customize according to his interest and learning
speed. They include business topics and technical skills- tailored to the corporate worlds needs. Many of these courses come
with a data analytics tracker to look up their progress and offer help where necessary. Also, the flexible scheduling helps increase
the effectiveness of the course. Ex: SoundviewPro was launched by Executive Book Summaries.
Setting Goals: Some Harvards edX platform allows learners to define their learning goals, and helps study connect to the
concrete outcomes. This further can be implemented by the organization, giving the employees set their own business goals to
keep them motivated and enhance productivity.
3. ENGAGEMENT & RETENTION a. Gamification of work place The latest Gartner Report suggests that more than 50% of
the world organization will have at least one gaming application by 2015. SAP uses games for educating employees about
sustainability, LOreal and Hays for recruitment, Unilever for training the employees. Gamification has been specially used to
bring marketers up to speed about the new products and their functionalities and improve their customer skills.
Salesforce.com provides multiple avenues and games to instruct the learners in overcoming challenges, and helps in building
team work. However, one has to ensure meaningful games which are engaging and skill building. A Gartner report of 2012
suggested that around 60% of all gamification attempts failed because the designers were just creating badges and
leaderboards instead of creating a game which was linked to organizational strategy.
b. Online reputation leads to improvement in behavior? So it turns out in a latest Survey by Spherion services, Latest Emerging
Workforce Study Discovers New Workplace Realities and Significant Employer/Employee Disconnects! Around 76% of the
employees satisfied with their organizations online reputation are nearly four times as likely to have job satisfaction.
c. Linking gen Y- The generation Y, as we know them has specific requirements from its employers. Some want international
roles, and cross functional movements, others have a concern of staying connected with their families need to stay connected
with family, or work from home. Technology is helping organizations cater to these different needs enabling online training
and assessments for the flexibility in movements, and the option to workfrom-home or flexible work hours. Gen Y has grown in
a society with easy access to information, social networks and news which makes transparency and appropriate communication
an essential paradigm of their employment. Reading business news comes naturally to them, and equally important for them is
staying on social media. They are comfortable with business transactions at 4 AM, but they want to be involved in organizations
CSR policies, and family time. Organizations need to invest in internal communication platforms and develop a feeling of
transparency.
In a study done by Universum on what benefits Gen Y bring more to the workforce, than the Gen Xers and Baby Boomers,
several results came out to point the success factors behind the millennials success.
Interestingly, technology plays a major role in each of these success factors, thus highlighting the importance of technology in
human interaction.
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Check Appendix 5 for further details on the study

4. EMPLOYER BRANDING:
a. Emerging role of social media analyst / social media strategist: Social media playing a vital role in recruitment emphasizes the
role of HR (HR and Social Media ) in employer branding of the organization. However, most organizations social media pages
are still loaded with their products and other news and are largely handled by the marketing teams. However, it is time that HR
gets involved in branding posting the right messages for recruitment, workplace diversity to attract the diverse candidates and
messages of work-life balance for the Gen-Xers.
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As we can see from the table, different organizations are defining their social media strategy using different channels and
practices. The importance of social Media strategist from HR becomes very clear indeed
d. Relation of social media with efficiency: According to the same survey Spherion Services, ,almost half the emerging work
force (around 47%) of them agreed to the fact that while making a decision about employment, the employers social media and
online presence is nearly as important as the job it offers.
5. DATA ANALYTICS:
Objective of HR analytics is to provide an information system to help the decision makers take better decisions, save time and
have higher return from the Human Resources, compared to the financial resources invested in their training and engagement.
HR analytics enable organizations to use their wealth of employee data to make better decisions about their workforces and
improve operational performance. From attracting top talent, to accurately forecasting future staffing needs or improving
employee satisfaction, HR analytics tools empower organizations to align HR metrics with strategic business goals.
Commonly used are HR matrices, dashboards, benchmarking data, data mining, predictive analysis and workforce modelling.
a. SAP work force planning and risk management: With Success Factors recent acquisition, SAP has established its position
as a leader in the analytics space. Formers workforce planning software helps organization prevent a problem of talent shortage
in the future, and avoids being caught unaware about aging work force, lack of succession management. SAP has come up with
ERP solutions for Small and medium Enterprises (SMEs) to integrate their end-to-end needs, with business intelligence
capabilities, embedded analytics powered by SAPs HANA platform. more on SAP platforms, click here (SAP Workforce
Planning)
b. IBM HR analytics tool: IBM Analytics
Prioritize and target potential applicants for a particular position
Forecast vacancies and how to fill them in best
possible way
Linking performance and utilization to financial and strategic goals
Identification of factors leading
to greater employee satisfaction and enhanced performance
Finding reasons for attrition and identify high-value
employees who are at risk of leaving
Implementing effective learning and career development initiatives
6. OTHER USES:
a. Evolving concept of HRM to WRM: Technology is being used for on-boarding, change management and managing well-being
for the work force. HRM is being silently displaced by WRM with hybrid teams connect via telepresence and video-cons
across different locations, and cultures working together. Machines replacing people, organization focusing on hiring the left
brained engineers and analysts working on big-data, and the right brained marketing and communication graduates in workforce and the increased focus on diversity requires intense training, and use of technology.
b. HR portals: They are the inevitable part of any HR delivery firm. Work flow portals reduce the employee dependency on
human interaction by providing an easy access to basic necessities like salary approvals, vacation/ leave approvals, allow
managers to define new policies or send communication to team, rate their performances, track their progress on trainings. Most
organizations have set up HR service centers, with operators on the other end catering to day-to-day queries.
c. HRIS: Transactions, record keeping and functional application, data keeping HRIS solves all problems. These days, HRIS is
being supported by HR Stand Alone Applications which provide succession planning, 360 assessment and appraisal etc. - It can
generate the cultural profiles of the different countries it does business in. - It should be able to provide cross-cultural and other
trainings online to save time and other expenses. - It should have the labor market information, average compensation, forecast
shortages of the different markets the company operates in - Handle the transactions related in outsourcing, off-shoring of
employees with minimum fuss
7. THE BENEFITS OF TECHNOLOGY & SOCIAL MEDIA Appendix 2 mentions the benefits of using technology, and the
resultant savings. Apart from the same, here are the often ignored factors that technology contributes to:
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a.
Increases access to knowledge
b.
Increase marketing effectiveness
c.
Reduces communication and travel costs
d.
Increases employee, partners and suppliers satisfaction
e.
Efficiency of processes
f.
Improvement in Quality and diversity in applicant pool
g.
Reduction in type 1, and type 2 errors
h.
Risk management
i.
Ease of applying in online recruiting; ease of flexibility in training channels
8. CHALLENGES FOR HR TECH TRENDS/ HRIS :

Legal and ethical Compliance: while posting new jobs, and creating job descriptions one has to be careful to be compliant
with Equal opportunity Clauses and the legal compliances associated with it. One has to ensure no offensive, or discriminating
words are used in any communication sent online, and certainly ensure that they are not caught asking privileged / personal
information which can be called leading to bias in recruitment in online applications.
The key global challenge: Setting up the
social processes that integrate all this data into a unified global look and operational reality. The need for robust organization
platforms to share the success (and sometimes failures) of these excellent tools is critical. Line manager involvement: Develop
for line managers across the globe short online instructional vignettes on how all these neat techno "toys" can be powerful profit
engines and business tools to power drive the organization (similar to an online library of YouTube short videos with employee,
middle management, and senior leadership endorsements). Congruence of technologies with the existing ones Scalability
and portability
Effectiveness of technology by HR matrices
Easy to use and navigate
9. WHAT FUTURE HAS PLANNED FOR US?
a. The number of companies with a social media strategy has increased to 45%, up from 24% in 2009. Facebook is a clear winner
in the social media enlistment, with 61% employers using it to reach out to customers and employees equally. These numbers are
only going up in the future.
b. This new found attention to technology can change the way corporates operate. An increasing reliance and focus on use of
technology in important processes such as hiring and performance management, risk and change management bode good signs
for the long no allowed a table on the Board HR department.
c. Data analytics is already big in the work place, and clubbed with cloud computing is going to become the Essential element
for the success of any organization.
d. As some enthusiastic analysts have started predicting, the CEO role is no longer limited to Finance and marketing leaders.
CHROs with a grip on the people resources, clear understanding implication and benefits of technology and with a hand on
peoples pulse through social media are more likely to come up, climb the organizational ladder and knock doors for the CEO
roles.
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10. REFERENCES:
e. http://www.spherion.com/Documents/2013EWSQ1_FINAL.pdf
f. http://www.forbes.com/sites/jeannemeister/2014/01/06/2014-the-year-social-hr-matters/
g. http://www.shrm.org/india/hr-topics-and-strategy/hr-and-social-media/pages/default.aspx
h. http://memeburn.com/2013/10/5-big-ways-social-hr-is-changing-the-way-we-do-business/
i. http://sociallearningbootcamp.com/
j. http://futureworkplace.com/
k. http://www.employerbrandingtoday.com/no/2012/06/28/building-brands-to-capture-talent/
l. http://www.mckinsey.com/insights/high_tech_telecoms_internet/how_social_technologies_ar e_extending_the_organization
m. http://www.hrzone.com/feature/ld/time-fresh-look-moocs/143864
n. https://www.td.org/Publications/Magazines/TD/TD-Archive/2014/05/Game-on-a-Primer-onGamification-for-Managers
o. http://blog.eskill.com/hiring-social-media-managers/
p. http://www.sap.com/solution/lob/hr/software/workforce-planning-analytics/index.html
q. http://www.mckinsey.com/insights/high_tech_telecoms_internet/how_social_technologies_ar e_extending_the_organization
r. http://www.gartner.com/newsroom/id/2251015
s. http://www.gartner.com/newsroom/id/1629214
t. http://www-01.ibm.com/software/analytics/solutions/operational-analytics/hr-analytics
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HR Analytics - Trends and Implications

Noha Sinha, MHRM Class of 2016, XIMB
HR ANALYTICS
Workforce is the major asset of any organization. For proper functioning of the organizations then, it is inevitable to consider the
factors that negatively impact the workforce sentiments, and hence lead the organizations as a whole towards poor productivity.
It is always necessary to strike a fair balance between the interests of the workforce and the organizational goal. There might be
times when one has to be weighed up more than the other, thus widening the gap between the employee and the employer. A
major concern that stems up here is: How do we balance off this gap time and again?
Enter Human Resource Management: the bridge between the employee and the employer. The HR professionals have to make
sure that the gap doesnt get wide enough for the connect to break off, and hence it has got to have required elasticity to keep the
relations intact.
Such a responsibility for the HRs requires them to have the authority and the conviction to lead from the front and to be strategic
towards how they hire and maintain the workforce. The good news is that we are in an era, where this goal of HR management
has been significantly achieved. Over the years, the HR management has seen both qualitative and quantitative changes in their
operational styles and resources at hand that has made them a major player in the business planning process. The same can also
be shown to reflect in numbers by the statistics.
The number of HR professionals employed with an organisation has increased from 16.2% in 1980 to 29.9% in 2010 through
20.3% in 1990 and 24.4% in 2000. This increase in the numbers of HRs has been in synchronization with the employee
satisfaction over the recent years. Where around 32% of the employees were planning to leave there employers 5 years back, the
number has been reduced to 19% after 2012. Also after 2012 around 65% of the employees feel that their employer is sound
enough, compared to around 55% more than five years ago.
These changes in the perception of the workforce has been strongly co-related to the available resources with HR management,
leading to better analytics of the data at hand leading to a sound perception of Industry needs and employee behaviour. Let us
have a look on the dynamics of this new facet in HR management-The HR Analytics.
Introduction:
Innovation, modernisation, incessant growth and calculative agility are the order the day for businesses that have a vision and
conviction to have a ceaseless growth towards excellence by keeping their shareholder values clicking.
This unshaken stride is not a cakewalk for the managers of business, and it requires them to be vigilant and reactive towards all
facets of corporate structure. Be it the control of finances, decision regarding mergers and acquisitions, or formulating the
strategy of recruitment and hiring according to the foreseeable areas of operations that the firm would delve into in the years to
come; all such important aspects of management require the important teams to be alert, watchful and to base their decisions on
logical analysis of past occurrences and future computable trends.
Human resource management, in such a scenario, has also been one such area where such watchfulness is inevitable. Being one
of the most important facets of the management of a firm, its not hard to imagine that how badly a mismanaged human resource
management practice could affect a firm, if its decisions are not in sync with the current market trends and the future expected
considerations. It then calls for no less logical analysis and rational decision making in the field of HR, than in any other strategic
business field.
In this paper, we try to bring out this aspect of HR management, which has evolved sufficiently over the past years, and
integrated with the concept of Social HR, is making wonders happen.
Why HR Analytics??
Indeed the field of HR management is not behind other contemporary ones in the areas of innovation and analytical planning.
There might have been an era where words like innovation & Logical approach were synonymous to finance, business
strategy and other front end business lines; but with time as the businesses grew smarter, and sensed a need of the same approach
in the areas of Human resource management, the concept of HR analytics seeped into the traditional form of HR approaches, and
has since then been an integral part of it. The realisation of the fact that to improve something, we should be able to analyse it,
and to analyse it, we should be able to measure it led to the spawning of this emerging field of HR analytics.
This field essentially leveraged on the huge amount of data that is maintained in the HR department, and it henceforth simplified
the basic HR processes of employee turnover, employee happiness, hiring process, and various HR related responsibilities and
deliverables.
The HR management field has also seen the need of building a healthy social network within and outside the organisation. This
was result of the fact that the social media around the world has grown at an accelerated pace. Taking help of this concept, the
usage of social HR has helped the HR managers to leverage on the social media to affect the bottom line of their practices. It has
also enabled collaboration and listening within and amongst various groups across geographies, which has helped this wing
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deliver increased value to the organisations.

In such a scenario, the integration of the data-driven approach of HR analytics with the collaborative field of social HR has
helped the management practitioners to work with increased efficiency, and has done justice to the famous adage which says the
whole is more than the sum of its parts.
How exactly have these new platforms revolutionised the industry? How are the daily HR activities and deliverables getting
affected and ameliorated by these endeavours? Let us have an enumerated look on all these aspects.
Uses of HR Analytics
Employee Lifecycle:
Figure 1.Employee Life Cycle

We shall here have a look on the basic HR responsibility within an organisation as shown in the figure below, the hiring,
On boarding, retention and growth are the area where the HRs are primarily involved. The use of analytics and social HR has
affected all the areas and has helped the HRs to develop a systematic and logical approach towards all these.
Hiring
One of the major responsibilities of the HR professionals, this activity is what drives the future growth of the organisation. The
process needs to be optimised to its best level, and hence calls for Best accuracy, lower cost, quality and timeliness. Apart
from all these technicalities, there is a lot on the qualitative front that needs to be taken care of. There is a lot that data
analysis can do in achieving this feat.
Diversity should be the Go To practice for all the organisations, that claim to be equal opportunity employers. A number of
firms today are systematically using employee data to see the trends of diversity within their organisations, to focus on areas
or groups which are less diverse. This has given expected results to the firms implementing these approaches, as they have
seen sufficient increase in their outputs with the increased diversity. Google is one such example of an organisation that has
implemented this approach.
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Strategic Work Force Planning Framework

Global
Perspective
Business
Strategy
Does Gap Exist?
Talent
Philosophy
Identify and
address
gap(s)
Forecasted
Skill Demand
Does Gap Exist?
Skill
Availability
. . . . . Solution Channels. . . . .
Supporting
Infrastructure
Does Gap Exist?
Figure 2: Showing the Strategic Predictive Analysis for Hiring

Predictive analysis: Fir ms like Google have also used the analytics data to deter mine tr ends like which kind of employees
can have retention problems and which kind will prove to be most beneficial to the organisation. The collection and analysis of
this kind of data has helped these firms to act before its too late in a number of exemplary cases. Xerox is an example of another
organisation that was able to refute a number of myths around recruitments by using its online platform, Evolv, for its candidates.
On Boarding
Once the hiring has been done, it is critical to ensure that the hired employees start adding value to the firm as quick as possible.
The key to this is to make them feel comfortable within the organisation, and make them aware of the new processes and the
structure of their new workplace. This whole process is collectively called on boarding.
Leveraging on the analytical data greatly helps towards this, as it helps to design an efficient process for the employees.
Predictive analysis from surveys can show us exactly if the new joinees feel uncomfortable and can help us direct the resources
towards that end to make sure that issues around these are handled smartly.
Social technology can also be greatly used to improve the on boarding process. The companies, intranet or any social internal
network like yammer can be used to announce welcome to the new employee and make them feel special. This period of on
boarding process can also be leveraged by taking feedbacks from the new employees as it is the time when their minds will have
a number of questions about the firm, its culture and operations. Things like simple facial recognition that help to get the
employees know each other better foster greater interactions at the workplace.
Growth
The annual social performance, if based on actual data rather than memory, can help remove bias from the appraisal process and
ensure a more deserving feedback to all the employees in question. The corporate industry today is almost plagued with the
Rater-Bias problem, and ensuring that the appraisals are not based on memory but on the actual work done ensures that the
managers do not give better appraisals to the employees who were hired simply because they were liked for some reasons by the
managers. HR analytics has helped the industry to get rid of such problems to a very great extent.
Employee growth in an organisation is the microcosm for the growth of the entire organisation. A happy workplace with
contended employees is the key to promote harmony and growth in the firm. It is then important to know about the processes that
can gauge the performance of the employees to make such processes data driven and capture the employee performance. After
all, the appraisal of the employee is something to reward them for their hard work towards the firm and is a major factor that can
help the employees to stay motivated.
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Retention
Retention is the key to maintain a healthy work culture and work environment. A lot of employees leave an organisation for
various possible reasons. The attrition rate is something that should be checked by the firm. Retention can be highly improved by
maintaining and analysing the data pertaining to employee resignation.
Various firms have spent huge amounts of money in getting applications ready, that show why employees are actually leaving the
firms. Some major reasons for the same are as following:
Poor relationship with their direct managers
Lack of opportunity for growth and development
Lack of challenging and meaningful work.
Such predictive analysis using various HR analytics platform has helped the firms to identify potential employees that are at the
risk of leaving. The algorithm of such predictive analysis has become smart enough to look at past trends and to generate a risk
score to rate each employees, which can help us identify those who are risk of leaving between six to twelve months. Maintaining
data and tracking such trends can help organisations address these core issues related to retention, before they turn out to be
actual problems.
Uses of HR Analytics for advanced HR Functions
Figure 3.Processes impacted by HR Analytics
Performance Management
The main essence of the HR analytics is to connect the HR initiatives to high standards of business performance by
smartly using and analysing the data at hand. It has now become a practice within the high performance organisations to use the
HR data for better planning and performance. The processes, automations and standards are leveraged upon by the High
Performing Organisations (HPOs) to ensure data accuracy. Using the data and trends the HR executives are able to clearly define
the Key Performance Indicators (KPIs) to drive the organisation towards achieving mission and vision.
A 360 degree feedback that should always be included as a part of this comprehensive performance data, helps the
concerned teams to focus more on how things have been achieved rather than just on what has been achieved.
The complete collection of performance metrics can help us identify which competencies are driving the major chunk of
performance and which ones are creating issues. This in turn can help us strategise a consistent method for incessant high
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performance.
Performance Management done using HR Analytics Tool
Figure 4: Performance Management using HR Analytics

Succession Planning
The succession planning system ensures the identification and tracking of high potential employees for promotion and
advancement. Data like competencies, job profiles, talent profiles and employees records with inputs like appraisals and
feedbacks are analysed for this purpose. The output of these systems gives a report on the nominees and successor pools with
development and learning plans chalked out for the same. With this platform, the time to develop the succession plans can be
greatly reduced. The nominees not ready for advancement and promotion can be directed to upgrade their necessary
competencies by taking relevant trainings for the prospective job positions. Such opportunities for the employees also improve
the employee growth, retention and engagement.
Human Capital Risk Management
Strategic Risk: It includes the HR initiatives that affect the business str ategies such as company cultur e and ethics,
allocation of resources, implementation of major initiatives.
Operational Risk: Risk r elated to the r esour ces is necessar y for maintaining the day to day oper ational efficiency. It
addresses questions like: Is recruitment being carried out at the needed pace? How are the gaps between supply and
demand being met? Is the performance management process effective enough to retain employees?
Financial Risk: It measur es the management of the workfor ce cost as it r elates to the per for mance of the enter pr ise.
It takes the data related to compensation, benefits, turnover and organisational structure and gives a detailed output
post analysis.
Compliance Risk: It encompasses the legal r amifications r elated to ar eas of compliance with focus on aspects like
union relations, health and safety, whistle blowers, harassment, employee satisfaction and diversity.
Forecasting, Planning and predictive analysis
Predictive analysis regarding the workforce management enables the HR team to analyse their data and the trends, in order to
make a prediction as to whether they will have the resources with the right skill set in the near future, and also helps them to
make projections about what kind of resources will they have in their pool a number of years down the road. This new sphere of
the HR analytics, gives an insight to the companies on how to hire, engage and develop the employees.
The increased attraction to the HR predictive analytics is fostered by the following:
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The mass of information that can be collected online ranging from social media posts to purchases.
The increasing range of workforce analytics and software that are becoming more and more accessible and available.
Ability of the firms to create algorithms from unemployment rate, GDP and growth, turnover rate and other workforce trends
of specific geographies to predict their future human resource needs.
Strategic Workforce Planning in Enterprises today:
Hewlett-Packard Work Force Planning Process
Business/ Finance
Long Term
Strategic Plans
Near Term
Operational
Plans
Monthly
Operational
Reporting
Figure 5
3 year business strategic

plans with financial impact
Workforce Plans
Each business plans by high level job
type and location aligned with each
business strategic & financial plan
Plans out 3 years
Business Operational Plans to

execute strategy in the up
coming year
Financial projections for the
fiscal year
Operational plans created based on

near term Business & Financial Plans
as well as Long Term Workforce Plans
Used to monitor progress against plan
throughout the year
Created annually
Monthly reporting against

targets set in operational
plans
Monitors headcount & labor costs

against achievement of financial
targets, i.e. Revenue, Costs and Profit
per employee
Monitors key Human Capital metrics,
i.e. Span of Control, Attrition, Mobility,
Diversity, etc.
Showing the process flow of workforce planning
Offerings from different Package Technologies for HR Analytics

Success Factors
It is an American multinational company headquartered in South San Francisco, California, which provides cloud-based
human capital management (HCM) software solutions.
Focus: The Human Capital Management solutions offered by SuccessFactors are based on Management By Objectives
principles (MBO).
SAP acquired SuccessFactors in 2011 and added it to its cloud assets.SAP and SuccessFactors share a common goal to
provide an end-to-end offering of cloud and on-premise solutions for the management of Human Capital.
Functionality in HR Module: The Success Factor in HR Module is focused on Business alignment and employee
performance. The performance of employees depends on applications which cover recruitment, Onboarding, learning
and development, performance management, performance review, compensation management and succession planning.
The Business alignment depends on applications which cover execution and management of goal and analytics and
reporting. It also offers the third party integration of applications with SuccessFactors on-demand platform either at data
level or application level via Success Cloud.
Successful Functioning: Today, SuccessFactor with mor e than 3,900 customer s ser ves or ganizations of all sizes acr oss
more than 60 industries in more than 177 countries and provide application suite in 35 languages. Below is a graphical
representation of some of its major customers using the application in various business lines.
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------------ FMCG Companies

------------Service based Industries
------------Product Based Industries
Figure 6: The Y-Axis shows the number of companies using the SuccessFactors product in various lines of businesses, out of a
selected sample from a population of major firms in each of the mentioned business lines.
Oracle EBS
Oracle's E-Business Suite is a collection of enterprise resource planning (ERP), customer relationship management(CRM),
and supply-chain management (SCM) computer applications which are either developed or acquired by Oracle.
Focus: It allows the or ganizations to implement a global system for management of human r esour ces data and for the
improvement of business processes.
Functionality in HR Module: The suite deliver s r obust, best-in-class HR functionality to empower the people and
organizations as a whole. It works on the employee hire to retire process, People assignments set up of flexfield such as
job, position, and grade to capture the data unique to a particular organization, employee directory, time management &
OTL (Oracle time and labor) and BEE (Batch Element Entry) for payroll processing.
Successful Functioning: Or acle EBS r ecently included a featur e which enables the multi-national customers to
consolidate their ERP systems from different countries into a Single Global Oracle E-Business Suite. This feature has
helped in reduction of downtime which is required for patching maintenance window. This is a big plus point for clients
who cannot afford long downtime because their user base is spread all over the world. The cost of implementation of
EBS has been an additional attractive factor for the clients. The return on Investment for the EBS implementation is
shown by the graph below.
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Figure 7 : Showing the cost of implementation, and money saved on implementation of EBS.
Workday
Workday Inc. is an on demand software vendor for human capital management and financial management based on cloud.
Focus: It focuses on the customer s of r ivals Or acle or SAP and offer s them online ser vices at a less cost of
upgradation.
Functionality in HR Module: The pr imar y functions in HR Module ar e wor kfor ce lifecycle management,
organization management, compensation management, absence management, employee benefits and payroll.
Successful Functioning: Its success is well depicted by the annual r evenue r ate which is mor e than 70% and also by
its popularity among the customers. Following is a cut of the major customers of workday as seen Industry wise.
Figure 8: Showing the major customers of workday spread industry wise.
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PeopleSoft
It was acquired by Oracle in 2005 and since then the name and product line are marketed by Oracle. The noticing factor here
is that that PeopleSoft version 1, which was released in the late 1980s, was the first fully integrated, robust clientserver
Human Resource Management System application suite.
Focus: The pr imar y focus is to monitor the wor kfor ce demogr aphics to in line the r ecr uitment and r etention
objectives.
Functionality in HR Module: One of the functions of PeopleSoft in HR Module is that it gives the scope to analyze the
efficiency of the entire recruitment process lifecycle to understand and prevent the drivers of employee turnover. It also
offers comprehensive employee development solution with talent management followed by total reward approach.
Successful Functioning: The Company shifted its focus to the Inter net and since then ther e has been no tur ning back.
Today PeopleSoft is popular among customers because of its integrated processes which ensure data privacy and
compliance with the legislation. Following major firms, having revenues over multiple millions have implemented
PeopleSoft in recent years.
Figure 9: Showing Major US corporations that started using PeopleSoft in the last 5 years
Conclusion:
The advent of the HR analytics platform has truly been a worth welcoming event. These powerful solutions have performed
significantly well in making the traditional HR functions precisely intelligent and predictive. These deviations in the functioning
of HR management are no less than revolutionizing.
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Appification of the work-place

Krishna Chaitanya, ITC
Abstract:
A study of history of information technology related to workplace for over the last 100 years suggests that enterprise technology
is currently lacking behind the technology offered in the consumer market. Hence an average employee with the advent of
internet, growth of mobile devices is able to access, experience greater technology in personal life than what the organizations are
offering. The current paper is aimed at understanding how organizations have a potential opportunity to leverage on the latest
trends in consumerized technology (in terms of social networks and mobile applications) to create greater effectiveness in the
current jobs while enhancing the overall satisfaction levels of the employees.
The paper tries to identify 72 workplace apps that could significantly alter the effectiveness of the jobs at the work place in 5
specific domains of employee experience productivity, work collaboration, Objectives setting and tracking, employee
development and employee overall wellness.
Literature Review on Evolution of Enterprise workplace technology:
Time Frame Up to 1960s An era of Enterprise hardware development:
The first use of information technology dates back to the early eighteenth century with the inception of punched cards in France.
A punched card is a stiff piece of paper that had either presence or absence of holes in pre-defined positions, which constituted
commands and information. It was in 1725 that punched cards were used for controlling textile looms in France. Subsequently it
was Semen Korsakov, a Russian government official and a homeopath who used the punched cards for storing and searching
information. The use of the punched cards was aimed to maximize the possibility of using a machinery to enhance the
intelligence [1]. Hence, there were devices built that could read and act on the information stored in punched cards. Subsequently,
it was Herman Hollerith who invented and developed mechanical tabulators that functioned on punched cards to quickly process
and tabulate millions of data. This in other words, was the first technology of its kind, called as punched card technology which
was commercially utilized for the 1890 US Census. Herman Hollerith years later, developed the Computing Tabulating
Recording Company, which eventually was rechristened as International Business Machines (IBM).
But it was a historic judgement in a lawsuit involving Iowa State University Professor John Vincent and a graduate student in
1942 that probably changed the face of application of computers [2]. The judgement read that computer as a concept is unpatentable. This presented the opportunity to develop, improve and reinvent computers as devices which could process large
amounts of data and commercialize computers as devices for enterprise utility. Consequently, Manchester Mark I was the first
commercial computer delivered to University of Manchester in 1951 [3]. Enhancements in the form of inventing and developing
operating systems, defining and using random access memory were some steps that changed the way the industry functioned in
the 1950s. The technology was still largely aimed at serving the industry alone.
Development of main frame computers, advancements in operating systems, launching of supercomputers on the idea of Moores
law were advancements in the mid-20th Century. IBM S /360 was one of the most successful commercial projects aimed at
delivering a complete range of applications from small scale to large commercial projects including scientific works.
Enterprise Utility of information technology during this period was primarily to process repetitive, otherwise laborious
calculative tasks which include simulations, forecasting etc required for the industry and was dominated by one player: IBM.
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1960s to 1980s An era dominated by innovation in Enterprise Software:

It was in the early 1960s that a host of programming languages started developing. This was the period that witnessed the focus
on enhancements in software along with hardware. Inventions of FORTAN, COBOL, and CPL are examples of this.
It was the emergence and focus on operating systems that actually paved the way to look at computing as purely a business
functionality to that of a personal application. Development of Integrated Circuits (ICs) was another significant move towards
personalization of computer technology. ICs paved the way towards significant reduction in the size of computers, speed of
processing information thereby enabling the phase of miniaturization of computers. ICs were soon followed by Microprocessors
which were primarily extensions to the IC with much higher functionality. Given the possibility of widespread application of the
microprocessor, there was a need to develop a language that could significantly build a number of applications with relative ease.
This had led towards significant effort and innovation in developing programming languages especially towards the mid-1970s.
While the advent of miniaturization was on pace, the application of computer technology was focussed only towards the industry
rather than the consumer. Most of the software applications developed during this phase of mid to late 70s were database
management and enterprise resource planning and accounting systems. German Software vendor SAP was founded in the year
1972 by former employees of IBM. SAS, Statistical Analysis Software was founded in the year 1976 to provide statistical
analysis in the domains of higher education and other sectors which include pharmaceutical, insurance and banking. One of the
fundamental reasons for the technology to be limited to the enterprise at this stage was also the price of the product (or service).
It was in the year 1975 that the famous Altair 8800 was introduced in the market by Bill Gates and Paul Allen. This in many
ways was the first affordable computer. This was quickly followed by the innovation of Steve Woznaik and Steve Jobs to
produce APPLE, which laid the map towards one of the fastest sold and mass produced Personal Computers of the then era.
While price and innovation of these products were factors that enabled the use of these devices at home, it was the software and
the relatively comfortable user interface that allowed the spread of computer and software in both industry and the consumer
market. The collaboration of IBM and Microsoft to produce Personal Computers with IBM Machine and MS DOS operating
system in the year 1981 was the real birth of consumerization of technology. This was soon followed by Philips and Sony
introducing CD ROM devices and Apple introducing its Macintosh in the year 1984 that further strengthened the
consumerization of technology. Around the same time in 1983, Oracle Software was launched using C Language for mainframe
computers, minicomputers and PCs. A Little later SAP, a German software company was making progress in the field of ERP
solutions in the US Market.
The next big game changer in the industry was the invention of Windows as a ubiquitous operating system software by Microsoft
in 1985. While of focus on technology had been hardware development till then, Windows OS shifted the focus to application
development. For the first time, there was a reliable demand for business applications through the Windows operating system.
Microsoft launched Windows 3.1 in 1990 and by 1992, there were 5 million copies of Windows sold out. Furthermore, when
Microsoft launched Windows 95, 7 million copies of the OS were sold out in the first five weeks alone.
1990 2000: The advent of World Wide Web:
Although developments in software and hardware were making things faster, easier and more efficient within the enterprise the
introduction of the World Wide Web in 1990 turned the world upside down. The real unplugging of potential in consumerization
of Information technology started with advent of World Wide Web. Internet explorer was the top most web browser chosen by
1997. Sun Microsystems launched Java Programming language creating a platform for an entirely new range of applications.
This in fact paved the way for e-commerce. Pizza hut was the first company to start online ordering in 1994. This was soon
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followed by the launch of Amazon and eBay. The web soon became a repository of information and access to many companies.
What started with punched cards and then moved to personal computers, followed by application and language developments and
the introduction of internet the extent of innovation changed the way business carried itself. Web based emails were a common
phenomenon across industries.
Post 2000s: Software as a Service (SaaS):
While traditional software installations required buyers to have licenses, host and maintain a list of application inside the
enterprise, SaaS as an offering gave the enterprise a convenience to just buy a subscription and utilize the functionality online.
The entire experience had become web based, which included hosting the software as well as delivering the solution. Companies
like Salesforce.com were completely built on this model. From an enterprises point of view, the end users had the same benefit
with a fraction of the total cost. From a developers point of view, they enjoyed the benefit of developing and innovating on
products much faster and for a far lesser cost.
One of the key drivers of this SaaS environment is the wide scale emergence of virtualization and cloud computing. Cloud
computing is computing in which large groups of remote servers are networked to allow centralized data storage and online
access to computer services or resources. Clouds can be classified as public, private or hybrid. The cloud offered a cost-effective
platform for developers to create and move to market new applications quickly and for far less cost than traditional software.
In Summary, the enterprise IT had made significant progress from the times of punched cards to working with limited in house
hardware and software with the launch of cloud computing. While this demonstrate the evolution of Enterprise IT, the following
sections demonstrate the evolution of consumerization of technology and the impact on workplace.
Literature Review on Evolution of Consumer technology using Internet and mobile technology:
The consumerization of technology is looked at the two phases, the first being the growth of mobile and internet devices
followed by the social networking boom.
Since its inception in the year 1991, the world web had grown exponentially and is one of the foremost reasons for
consumerization of technology. In 4 years of its inception (by 1995), there were approximately 50 million internet households.
By the year 2005, the number had gone to a billion household users and the current approximate estimate of internet households
is close to 3.1billion. It would not be out of place to note that while the population of India grew at 1.22% over last year, the
households using internet have grown by 14%, indicating the extent to which the internet technology as product is fast
penetrating the consumer base.
The story of websites is also very similar. While world web happens to be the first website in August 1991, there were 17 million
websites by 2001. The number further exponentially grew to 206 million in the year 2010. Currently it is estimated that there will
be approximately a billion websites by the end of 2014.
Coming to mobile phones, it was in the month of October 2014, that the number of mobiles phones available globally just
surpassed the world population. The number of mobile devices was approximately 7.22 billion while the world population was
expected to be just about 7.20 billion by the same time. The number of mobile devices produced and being active is growing at
6.1 % on year while the world population is only growing at 1.1% annually.
In fact, another interesting aspect here is to compare the growth of computers and smart phones. While there were 2 billion
Personal computers globally, the number of smart phones are estimated to be close to 1.5 billion. With a daily increase of 1.8
million smart phones per day, the number of smart phones will very soon over take the number of personal computers. While
Altari 8800 was probably the first personal computer equivalent in the year 1975, it just took 20 years for the smartphones to
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multiply to a number that personal computers took 40 years given that IBM Simon
was the first smartphone to have been launched in the year 1992.
One of the important reasons for the splurge in the mobile usage has been the
reduction in cost of the mobile phones over the years. For example, in 2012 the
median price of a smartphone was $325. In the year 2013, it was $250 and by the
end of 2014 it is expected to be $200. The adjacent data on worldwide smartphone
shipments clearly shows that the cheaper smart phone have contributed the
maximum to the growth of mobile phone volumes. The growth of mobile phones
therefore have also led them be the preferred choices to access internet. Currently,
60% of the total internet access is through internet.
The rise of social networking sites is other side of the social networking boom over
the last 2 decades. The growth and penetration of internet, affordability of mobile
devices have created a balanced opportunity where in the software and information is available through the internet and the same
can be afforded through a smart phone (or) a mobile device. This presented the best combination for the potential growth of
social networking sites. Facebook, Myspace, Twitter, LinkedIn, Google +, Pinterest are amongst the most famous social
networking sites. Currently, Facebook is the largest social networking site with a registered user base of close to 1.35 billion
users (As of October 2014), followed by YouTube and Qzone. Five years back, Facebook just had 200 million users. It would be
interesting to note that 86% of this Facebook base is actually outside the United States. This volume of social interaction is able
to generate, share and experience content that is practically limitless.
Consumerization of the workplace technology:
In the pre 1980s and the 1990s the entry of Personal computers created a change in the industry technology at workplace from the
erstwhile mainframe computers. As computers and subsequently mobile devices became more and more affordable, people begin
to use their personal devices for work, especially while on travel or after office hours.
Given the surge in the mobile devices and internet market, there comes a situation where in employees become so comfortable
with their gadgets, devices and applications in the market that they would prefer to use the same at the work place instead of what
the organization offers them. This is defined as Consumerization of Technology at the work place. An illustration of this could be
that, while organizations continue to work in the traditional methods of communication through Emails and video conferences,
employees might actually be using newer applications like WhatsApp group to communicate the same.
There are four primary factors that have favoured the consumerization of the workplace technology an d make the employee
more effective at his/ her work : Affordability in terms of large number and variety of gadgets in the hands of vast section of the
workforce ; Mobility in terms of current generation workforce preferring to use technology that enables them work while
travelling as well as at home ; Lifestyle support in terms of possibly using an app, a device that serves their interests, suits their
style and brands them accordingly ; and most importantly Efficiency at work in terms of a device, an app, a software that enables
the employee to perform the task much quicker than using what the organization had to offer him.
While the former two are explained well enough through the earlier sections of this work, the focus henceforth, is to understand
the possibility and scale of impact consumernization can bring in terms of Lifestyle support and Effectiveness at work that
organizations.
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Hypothesis:
The common employee at workplace today has a fair chance of experiencing richer technology at home due to fast changing
mobile devices, app stores with millions of apps, fast access to internet and ever growing social networking platforms. The
workplace on the contrary will find it difficult to adapt and change as quickly as what an individual employee might ,owing to
size, scale of change, the need and return of such an investment or due to the culture of the organization.
Such a situation can actually lead towards making personal lives at homes as compared to the enterprise: much more engaging in
terms of connecting with peers, friends and professionals on social networks actively, much more rewarding by utilizing such
technology to be more productive at work and much more satisfying by allowing oneself explore the possibilities of learning and
managing new tasks through technology which are otherwise not possible.
A strong case of superior experience outside the work place can throw a contrast effect at the work place and make the work
place appear dull.
There will be an opportunity to decentralize the power to use technology, simplify and enhance the quality of existing
technologies at work place to make the work life much more satisfying, effective and more productive for the employee.
Methodology:
The study focusses on understanding and validating the growth of consumerization of technology in the first place. This is done
by contrasting and comparing the growth of enterprise workplace technology with that of consumer technology.
Subsequently, possibility consumerization of the workplace is studied with respect to employees using the outside technology to
enhance their experience at work. While it is possible to assess the workplace technology in terms of both hardware and
software, for the purpose of this study it is only software (Apps) that is considered. The premise therefore is that a number of
apps from the consumer market have a potential utility at work place with the prime motive to make the employee more
effective in the current job.
The study then identifies areas of work where the said technology can create change and add value to the employee experience at
work by making the work life more effective. Effectiveness for this purpose is identified with the following four
dimensions :
Collaboration at work place: This can be simply defined as wor king with other s to do a task and to achieve shar ed goals.
Josey Bass (2006) describes this as recursive process where two or more organizations (here employees) work together to
realize shared goals. Better collaborating could mean better planning of tasks & responsibilities, higher level of control of
work, better communication and visibility of work in progress.
Productivity at work place: This is a measur e of efficiency at the wor k place. A gr eater pr oductivity could mean,
consuming lesser time with the aid of the technology, given more value from the existing resources or utilizing fewer
resources to complete the task.
Overall Employee Wellness: This r efer s to the aspects of over all employee health (both psychological and physical),
security and safety of the employee, employee support in case of any need.
Objective Setting and tracking: This r efer s to planning and setting tasks, delegating r esour ces and timelines and ensur ing
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that the work progress is in control and is effectively completed on time.

Development & Self Help of the employee: This r efer s to dimensions of the employee that need to be concentr ated on to
make the employee a better resource for the future.
A comprehensive study of possible apps designed for organizational use , apps being used in organizations is done to explore the
possibilities improving workplace effectiveness in by pushing forth each of the above four domains.
A list of 72 apps is being presented as a reference guide towards the possibility of enhancing workplace effectiveness by
identifying the domain that each of the app addresses. This will enable the enterprise HR to look at the possibilities in the
technology available and act accordingly.
While the current study only focusses till the above, the themes and sub themes identified in the list of 72 apps are being
validated with a sample workforce to understand the extent to which organizations are able to provide what the consumer
market is otherwise offering an employee. This will in fact identify gaps where business HR partners can take initiative
towards utilizing the available technology to improve overall effectiveness.
Results Appification of the workplace:
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Summary of Findings:
The study of the above 72 apps in the market have given 5 key dimensions in which the apps can be classified. They are as given
below. Subsequently each of the apps was also mapped to the area of implementation inside the enterprise.
Collaboration at workplace: This domain of wor kplace management was found to have maximum potential for
establishing and utilizing apps. Collaboration in this context could range from ensuring quick and correct resourcing to all
team members, enabling them to communicate faster, better and in a way visible to all to improve the pace of work. The
Apps could also let a great amount of ideation, engagement and networking amongst the employees.
Employee Development at workplace: The pr esence of apps in this domain have depicted a ver y fr esh per spective of
employee development. There were apps that were built on concept of employee self-development through positive
psychology, to those that enable the employee to be resourceful and efficient over a period of time. In fact, there were apps
that actually suggest the content the employee has to read, which otherwise he would not be having a chance to read among
the social networking sites. Such perspectives are often
different from the traditional employee training and
development programs otherwise present in the
organizations.
Objective Planning & tracking: This pr esented a facet of
work life, where the apps would assist the employee not to
miss out on target deadlines and be in complete control of
his/her work. There were apps just beyond the scope of
work towards planning to maintain networks, engagement in
pre-planned manner with members on the social networking
sites, plan and allocate resources to learn for the future etc.
Productivity Enhancement: These apps looked to be the most
promising amongst those studied. The application varied
from improving efficiency for each job, task and subtask at
workplace by maintaining and reminding oneself with target
timelines, blocking uncontrollable behaviours at workplace,
creating an ambience to be more productive, enhancing skills like reading and high quality writing to finish the tasks on
time. In summary, these apps looked to cut down the otherwise down time that would go into many operational areas of
work at the enterprise.
Employee Wellness: This came out as an ar ea wher e is tr emendous scope to offer the employee guidance in the domains
of health, employee safety, financial security and security.
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Conclusion:
The review of statistics & literature clearly suggest a vast gap between the pace at which the enterprise IT history has grown to
that of the pace at which the consumer IT market is growing. Such consumerization of technology while it could pose a
challenge, also offers an opportunity to define areas of work in the organization where significant improvements can be
made.
The existing app market offers significant opportunity to utilize the apps in the fields of productivity enhancement, greater
collaboration of employees, employee development, objectives planning and tracking as well as overall employee wellness.
Way Forward:
A Sample survey amongst various organizations / employees identified is being conducted to understand the extent of gap
between what the organizational infrastructure has to offer and what the consumer market is offering. The gap will
specifically weigh, assess and further validate the possibilities for organizations to look at some of the stated app
technologies and implement them in the work place to make the jobs more effective and enriching to the employee.
References:
Cortada, James W. (1993) Before The Computer: IBM, NCR, Burroughs, & Remington Rand & The Industry They Created, 1865
- 1965, Princeton
Inventing the Computer, A Benchmark Digital Computer". Electronic Design 58 (16): 5859. 2010.
Lavington, Simon (1998), A History of Manchester Computers (2 ed.), The British Computer Society, ISBN 1-902505-01-8
Internet Live Stats (elaboration of data by International Telecommunication Union (ITU) and United Nations Population
Division) dt 16th December 2014
Net Craft and Internet Live Stats (elaboration of data by Matthew Gray of MIT and Hobbes' Internet Timeline and Pingdom dt
16th December 2014
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Social HR and Technological Applications in HR

Mansee Singhal, Principal, Mercer Consulting, India
Disruptive technologies like big data having moved from descriptive to predictive to prescriptive analytics are defining
the way businesses are run. This paper examines how application of analytics in HR, through the spectrum of descriptive
to prescriptive, can shape the future of the function. The paper also examines HR response to partner the growth of this
area through strategies in talent attraction, learning investments and careers and rewards.
Business reality: 1Global Big Data Market is estimated to grow at 45% CAGR from USD 8 billion in 2011 to USD 25 billion by
2015. Indian Big Data industry is estimated to grow at 85% CAGR from USD 200 million in 2012 to USD 1 billion by 2015.
Analytics is being looked at as the Next Big Wave, which has the potential of changing the business landscape across
industries.
Analytics also finds its application in HR with some astounding results. Let us see how:
Section 1: Application of analytics to HR Workforce Metrics

HR function deals with high quantum of data throughout the employee lifecycle. If we look at any HR subfunction; recruitment,
rewards, learning, performance management and engagement; interesting data can is managed be it around hiring sources,
channels, offer acceptances and losses; compensation fitments and exceptions, internal parity and external competitiveness,
learning courses and their uptake, technical and behavioral certifications and their results and the entire data set on performance
ratings and their inter linkages to career advancements and rewards.
Data however in itself has limited value. Mercer runs extensive analysis on the workforce data that it sources from its clients to
draw meaningful conclusion. Below is an illustration of one research conducted by Mercer on headcount ratios and span for two
different sets of organizations in the BPO Industry.
1 source: NASSCOM
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This analysis was aimed to look at the headcount allocation at different career streams viz. executives, management,
professionals and agents in two different groups - third party BPO providers and shared services /captives. While the primary
driver of the case for outsourcing is cost arbitrage, the focus of the third party providers has typically been on improving margins
through deskilling while the captives really engage high end skill sets available at economical costs as compared to the parent
country.
For the former, the strength lies in establishing repeatable processes, which over a period of time can be deskilled and the new
hiring can be done at fresh hires levels to keep the costs down. The mid management group contributes to about 7 - 10% and
primarily engages in operations delivery and client management. The experienced professions however are in the roles of
transition, pre-sales, solution design and domain experts or subject matter experts; therefore, together with management this
group is ~20%. So, the pyramid really is an indication of the business focus and the pricing imperatives thereof.
Come to Global In-house captives and we experience the experienced professional and middle management group to be 35% +
and let us examine, why would that be. A deeper understanding of the business profile reveals that while the key parameter for
offshoring here is also cost arbitrage, the mid management level is required for internal stakeholder management, escalation
management and for the technical expertise which is critical for some of the roles like financial modelling, treasury management,
fund management, IT infrastructure management and the criticality of the same to the parent company.
So what does the above analysis and its application help us with? It is self examination for an organization to check:
1. Are you optimally staffed across levels
2. Has that resulted in improved productivity ~ calculated as Revenue per Full Time Equivalent
3. Are wider spans resulting in some of the people issues like attrition and lack of knowledge / capability building, which in turn
impacts business continuity management?
So broadly the application of workforce metrics can be across multiple inter related disciplines, each yielding a different
insight into organization structure, focus areas and the impact it has on all quadrants of the scorecard like financials, clients,
processes and people.
2: Analytics of a higher order Attrition analysis
This is a case in point of higher order analytics from descriptive to predictive to prescriptive analytics techniques in the realm
of attrition analysis and exploring nuances of engagement to retention.
Most analysis conducted post attrition, falls in the category of descriptive analytics. This particular analysis offers insights
into trends concerning a business unit, level / function, critical experience groups, location, manager and /or any other
commonality which ties different disparate pieces of data.
Attrition analysis conducted as a combination of profiling of attrites and exit interviews conducted is often used for
reporting purposes only. If conducted in detail, it could also offer insights into why those events could have happened. For
e.g. Exit analysis could indicate (assumption is the feedback expressed is largely true) broad reasons like insufficient career
opportunities, leadership disconnect, restrictive culture, lack of sensitization to generational differences and perceived
disparity in rewards or not in commensurate with effort.
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A more interesting advent of the analytics is predictive analytics
Once sufficient analytics is conducted on attrites over a period of time and recurring factors are identified, it can help
establishing a predictive index. Coefficient correlation analysis applied on the factors can help arrive at the predictive index,
which when applied to a newer set of employees can help predict the attrition possibility. Some of these could be tenure with
the organization, kind of process /project, tenure in the process /project, manager tenure in the role, specific qualification,
performance ratings, last promotion time frame and similar parameters which impact the state of engagement of an employee
with the organization thereby impacting attrition. This analysis when used well can help identify the employees in high
attrition probability and preventive measures can be taken accordingly.
Take a step forward and we can experience prescriptive analysis.

Prescriptive analytics is used in retail, where typical past behaviors help analyse likely consumption patterns and retailers
accordingly present their consumers opportunities to spend. Likewise imagine the application of prescriptive analytics where past
education, work profile, employee experiences help the employer to carefully craft engagement plans. It is an extension to
attrition prediction but a more proactive approach, to use it for deepening the employee connect with the current organization.
Once the attrition prediction model helps identify the employees in red zone, the prescriptive analytics could indicate the
possible solutions. Typically, in specific industries which run on white collar masses and low cost replacements are available
in plenty, some attrition is welcome; the business continuity however is managed by the retention of the critical mass.
Predictive analysis helps understand whats in the employee mind, what employees at different tenure levels and /or different
work groups value, what do they aspire for and then intelligently piecing it all together to arrive at action agenda to improve
engagement. Clearly, the application of predictive analysis is not just limited to improved retention but in a more engaged
workforce and (if we were to extend the concept of vacancy cost then) huge financial savings as well.
The first two sections helped articulate the uses of HR Analytics for a full spectrum view of data and its applications, so, there is
no denying the fact that analytics and analytical ability is of great importance to organizations. It is no wonder, then, most
organizations are focusing in building this capability in house or taking the buying route.
Mercer conducted primary research to gain insights into the Analytics business line and the following section outlines the key
trends basis our research.
Section 3: How can HR enable the growth of Analytics discipline trends in sourcing, training and career management.
The quality of talent in any stream defines the growth that it can experience and shapes the outcomes acheieved. Hence, it is
natural that organizations and HR managers identify Talent as one of the key investment area of an emerging area like Analytics.
The players look at an integrated approach to meet the business expectation of talent management through the cycle of
acquisition, training, rewarding and engaging for differential business result. Our research shows that the extensive growth
experienced in the sector may result in organizations facing the following challenges in the years to come and the possible HR
responses
Demand Supply Gap: 50 to 60 % expected gap within the next 5 years.

a) What is the HR response to the demand - supply gap? Are there innovative sourcing practices being followed
across the organizations?
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Limited availability of Ready to hire talent.

b) Is HR function responding by innovative skill building practices/ how is the build vs. buy balance being
maintained?
Talent Retention
c) Talent market being hot in Big Data Analytics space, what kind of differentiated career management practices is the
segment witnessing?
Mercer conducted primary research to understand the Human Resource function response to support and partner the growth in
this area by taking views from players across pure play analytics, niche areas as well as emerging companies.
# 1 Finding: Key findings in sourcing:
Campus hiring:
B. Tech/M. Tech are the top most disciplines being hired
Institutions like IIT and NIT are preferred choice of the organizations among other engineering colleges.
Organizations are hiring management graduates in this field for their domain knowledge, industry and business
acumen.
Companies are hiring incumbents with expertise in Statistics and Ph.D. holders with relevant, quality exposure.
Campus hiring from Foreign colleges:
While currently, hiring from foreign colleges is limited to only 22% of the organizations studied, organizations are
looking to steadily explore this opportunity in the near future.
Foreign colleges which featured in our study were Cornell University, University of California, Singapore
Management University, National University of Singapore (the disciplines being hired from such universities vary)
# 2 Finding: Key trends in skill building

A limited pool of ready to hire talent in the wake of dynamic business needs, increases the organizations focus to train
their employees. It is critical for organizations to invest in training and build an expert workforce. Key trends seen are:
Internship Programs:
Organizations are partnering with educational institutes to provide two months training programs before rolling out
offers to deserving candidates.
Organizations offer about 6 months internship program to candidates from overseas and Indian colleges. They
provide candidates exposure to latest global technologies like Clojure or Scala which help create culture of
innovation and staying ahead of the curve.
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Key Technical skills on which talent is being trained in-house are:
Future trends in Skill Building:
Partnership with universities & private institutes to train employees.
Frequent training on more advanced technologies like Predictive Modelling, SAS, R Competency, SQL to future
proof employees from the widening skill gap.
# 3 Finding: Key trends in Talent Management

Mercer research shows that Talent Management for this segment is practiced through career development and
differentiated rewards. Some of the key practices seen are:
Career Enhancement programs In order to build specialization, some organizations have Specific Career Tracks
for their Analytics & Big Data teams.
Innovation open forum: Some or ganizations or ganize innovation for ums at local and global level. These
forums invite participation from employees to come up with innovative ideas to solve real time business issues. The
employees are also encouraged to implement the idea and if done successfully, employees are rewarded
handsomely.
Faster career development path: To enable a faster car eer development, or ganizations also identify high
potential employees who are assessed over a period of 6. Based on their performance on a specific project that
requires technical and people management skills, their careers are fast tracked.
Reward for patent filing: To build a cultur e of innovation, or ganizations encour age employees to file patents.
Once an employee files the patent they are rewarded for the same.
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Based on our research, Mercer believes that organizations could offer a structured career path in the field of analytics. The
possible career ladder, as illustrated in the picture below will help articulate a strong employee value proposition to new
joinees and prospective talent.
It is safe to conclude that analytics in HR results in a balanced approach to review data and information available, draw
meaningful insights and use it to take proactive actions towards creation of a robust organization.
The extent to which Analytics will thrive and contribute to business success will largely depend on HR response of how the
talent gets attracted and invested into for furtherance of analytics.
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SAPPHIRE, XLRI Jamshedpur

SAPPHIRE, XLRI Jamshedpur

SAPPHIRE, XLRI Jamshedpur

PREFACE AND ACKNOWLEDGEMENT

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

HR Analytics - Trends and Implications

Appification of the work-place

Standard deviation (SD)

A paper on the Impact of Technology Trends in HR

Figure 1: HRIS Subsystems

The key functions of an HRIS include the following:

Globally consistent user experience

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

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

Figure 4: Benefits realized owing to deployment of Mobile Applications

Training: Mobile technology facilitates HR professionals to offer customized training experiences

Figure 5 : Fastest-Growing Mobile HR Applications on Smartphones

Impact Social Media in the Evolving HR Paradigm:

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

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

Figure 8 : Challenges for using Social Media

Bulmash, J. Human Resources Management and Technology

Social HR and Use of Technology in HR

Special Thanks to:

SOCIAL HR AND HR APPLICATIONS IN TECHNOLOGY

Check Appendix 3 for details on the study.

Check Appendix 4 for details on the study.

Check Appendix 1 for Social Mention Scores of Top Employers

Check Appendix 5 for further details on the study

Increases access to knowledge

Increase marketing effectiveness

Reduces communication and travel costs

Increases employee, partners and suppliers satisfaction

Improvement in Quality and diversity in applicant pool

Reduction in type 1, and type 2 errors

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

8. CHALLENGES FOR HR TECH TRENDS/ HRIS :

HR Analytics - Trends and Implications

deliver increased value to the organisations.

Figure 1.Employee Life Cycle

Strategic Work Force Planning Framework

Figure 2: Showing the Strategic Predictive Analysis for Hiring

Figure 3.Processes impacted by HR Analytics

Figure 4: Performance Management using HR Analytics

3 year business strategic

Business Operational Plans to

Operational plans created based on

Monthly reporting against

Monitors headcount & labor costs

Showing the process flow of workforce planning

Offerings from different Package Technologies for HR Analytics

------------ FMCG Companies

Figure 8: Showing the major customers of workday spread industry wise.

Appification of the work-place

1960s to 1980s An era dominated by innovation in Enterprise Software:

that the work progress is in control and is effectively completed on time.

Results Appification of the workplace:

Social HR and Technological Applications in HR

Section 1: Application of analytics to HR Workforce Metrics

A more interesting advent of the analytics is predictive analytics

Take a step forward and we can experience prescriptive analysis.

Demand Supply Gap: 50 to 60 % expected gap within the next 5 years.

Limited availability of Ready to hire talent.