The Power of Technology to Transform Organizations

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October 19, 2022 Business

Integration of the two would mean not only harmonious co-existence but also leveraging one for the other. Leveraging technology for HR would mean digitising the mundane HR activities and automating the back office and transactional activities related to recruitment, performance management, career planning, and succession planning, training, and knowledge management. Leveraging HR for technology would mean digitising the mundane HR activities and automating the back office and transactional activities related to recruitment, performance management, career planning, and succession planning, as well as training and knowledge management.

One thing that technology and human resources (HR) have in common is that they are both facilitators of business.

In recent years, the term “technology” has come to be synonymous with “information technology.” This is due to the fact that almost no other technical advancement in the past would have had the same kind of influence across the board in terms of business as information technology has. It does not matter what sort of company you run—whether it be one that sells goods or services, generic or branded products, engages in trade or manufactures things—the utilisation of information technology, either in its modern or more conventional guise, will be necessary in some shape or another. Knowledge workers are necessary for all corporate organisations since they are required to effectively manage and implement various forms of technology. The Human Resources (HR) function is responsible for the management of these knowledge employees. Therefore, the combination of human resources and technology is a vital necessity.

After gaining an understanding of technology and HR in the current environment, the next step is to get an understanding of integration in the current context. Integration would not only mean harmonious co-existing, but would also mean one enhancing and complementing the other. For example, technology is used to enhance the effectiveness of HR functions, and HR functions help in adopting and managing change that is brought about by technology deployment. This is an example of integration. Integration would not only mean harmonious co-existing, but would also mean one enhancing and complementing the other.

Utilizing technology for human resources

As a function, human resource management is responsible for deliverables such as the implementation of corporate strategies, the efficiency of administrative processes, the contributions of employees, and the capacity for change. All of these goals may be met thanks to the work that HR professionals conduct, which includes staffing, development, compensation, benefits, communicating organisational design, creating high-performing teams, and many other tasks. The bulk of these domains is now undergoing the implementation of technology. Human resources software is enabling much better workflow within these duties.

Moreover, the use of technology in HR functions has enabled a shift from traditional HR activities to more strategic ones. For example, the use of a Vendor Management System (VMS) for staffing processes can automate and streamline sourcing, screening, and hiring processes, saving time and resources for HR professionals. With staffing VMS handling these tasks, HR teams can focus on developing talent strategies, improving company culture, and implementing effective employee engagement initiatives. The VMS also provides valuable data and analytics to help HR professionals make data-driven decisions for improved recruitment processes.

e-Recruitment

One area in which every company that is worth its name uses information technology is recruitment. E-recruitment may be broken down into two distinct models, each of which is now popular. The first method is recruiting through the company’s own websites, and the second method is hosting your demand on other websites, such as monster.com, jobsdb.com, jobsahead.com, naukri.com, and jobstreet.com, amongst many others. The first approach is more common with larger firms that have a brand pull for potential workers, such as General Electric, IBM, Oracle, Microsoft, HCL, ICICI, Reliance, and Mindtree consultancy, amongst others. This includes organisations like GE, IBM, Oracle, and Microsoft. Other businesses favour travelling to the many construction sites. Some people are doing both of them.

Since its inception, electronic recruiting has come a long way. These sites are now accessible all around the world. Sites such as jobsahead.com and monster.com have built a worldwide network that includes distinct sites for jobs in many countries across the world, such as Australia, Denmark, Belgium, Canada, and so on. Job searchers may search for positions based on the region or country they are interested in working in, and companies can target potential workers in certain nations. For instance, 3C has not too long ago published a corporate profile on the website for Ireland. This profile describes the role that 3Com’s Irish design team plays in the firm’s global initiatives.

In its infancy, e-recruitment was beset by problems associated with an excessive quantity of poor-quality biodata being sent to potential employers. Once more, technology has proven to be a saving grace. Pre-employment screenings, such as the one that was pioneered by Capital One, a financial institution located in the United States, are being used to assist in the selection process. Candidates for contact centre jobs, for example, are put through an online examination using these techniques. The job testing company, “Profile International,” with headquarters in Texas, has created systems that enable immediate translation of assessment exams between languages. E-recruitment is becoming increasingly popular among businesses as a result of ongoing innovations such as video-conference specialised websites, online executive recruitment, and the combination of online and offline methods of recruitment, which is leading to an increase in the number of businesses that use e-recruitment at least as a secondary recruitment method. The potential workers of Arena Knights Bridge, an information technology firm based in the United States, are interviewed by video, and only those employees who make the cut are brought in for a face-to-face meeting. Even Cisco had planned to do the same thing.

Employees Serving Themselves

Employee self-service is arguably one benefit of information technology that has helped boost employee happiness by relieving human resources of the majority of its monotonous chores. The term “employee self services” refers to a variety of different tasks that, in the past, were completed by employees with the assistance of the administration department of human resources. These include travel reservations; information on travel rules; travel expenses; rules of leave; administration of leave; administration of perks; etc. In the past, Human Resources was in charge of safeguarding all of these regulations and pieces of information. It was expected of each and every user employee to get in touch with HR and get it done. Since the majority of organisations have begun using ESS, employees may now make travel-related booking requests online as well as fill out their travel expense reports (TE). bills, request time off, fill out a time sheet, track the value of his perks as they are paid out and accrued, and so on.For instance, the leave administration of Ballarpur Industries Ltd.’s corporate office is entirely handled through the use of digital tools. It is working toward the goal of digitising travel-related activities, benefits, and even the administration of compensation management and performance monitoring. Vineet Chhabra, Vice President, said, “Digitize or outsource all of the monotonous and repetitive tasks, and focus exclusively on core and value-added activities.” –PDC BILT.

Communication

Communication, which is the management tool that gets the most attention, has traditionally been a murky subject in HR management. Communication with all workers was historically a significant obstacle for HR practitioners working in large firms with widespread geographic locations. Once more, we can thank technology for coming to our aid. Communication is one aspect of HR that has benefited tremendously from technological advancements, beginning with telephones, faxes, and emails and progressing to video conferencing, netcast, webcast, and other similar platforms. The majority of mouse-and-click corporations, such as Oracle and IBM, provide their workers with access to an intranet that meets the majority of their informational requirements. Brick and mortar businesses such as BILT have also begun to explore the deployment of an intranet for the purpose of internal communication. This intranet has a corporate notice board, media coverage, and knowledge centres.

Knowledge Management

Employee development is yet another aspect of human resources (HR) that makes use of technology. One of the most successful approaches to teaching adults is called “programmed learning,” which simply means learning at one’s own speed. The importance of utilising technology for this reason cannot be stressed enough. Some of the Indian sites that are involved in this business knowledge management include Aptech Online University and The Manage Mentor. Knowledge management is an essential component of any learning organisation, and it is impossible for it to become a reality without the assistance of technology. By documenting and storing employees’ knowledge on the company intranet, businesses may capitalise on the expertise of their workforce. When you speak with any consulting firm, whether it be one of the “large 5” or one that is not “so big,” you will discover that the knowledge repository is the primary driver of their company. Because of technological advancements, they were able to quickly extract it. Knowledge management that is driven by technology consistently offers a competitive advantage in environments where speed is the name of the game.

If you examine the Human Resources (HR) module of enterprise resource planning (ERP) solutions such as PeopleSoft, SAP, Oracle, and Ramco, you will see that these companies offer a comprehensive package that assists with manpower planning, recruitment, performance management, training and development, career planning, succession planning, handling grievances, and handling separations. Every transaction that takes place in any of these areas is captured digitally, creating a self-sustaining cycle that ensures the employee database is kept current at all times. An example of this would be a system-generated welcome letter for a new employee. It won’t be printed until all of the required fields have their corresponding information input. A transfer order or a separation letter are both examples of documents that can only be made by the system after the corresponding transaction has been completed using that system.

The majority of these systems make use of skill and competency matrix approaches for career planning and success planning respectively. They begin by searching the internal database of employees for a member of staff who possesses the necessary competencies. This technique, when put into practise in word and spirit, not only improves business outcomes by matching the appropriate applicant to the right position, but it also promotes employee retention. This is accomplished by matching the right candidate for the right job.

In the past few years, technology has taken over other repetitive human resources management tasks, like processing payroll, making time office reports, and delivering HR-MIS.