E HRM - HR & TECHNOLOGY

HR executives are looking to technology and the information it provides to help them drive decisions that will lead to success of the organization as a whole (Wilcox, 1997). Snell, Stueber, and Lepak (2002) observe that HR can meet the challenge of simultaneously becoming more strategic, flexible, cost-efficient, and customer-oriented by leveraging information technology (IT). They point out that IT has the potential to lower administrative costs, increase productivity, speed response times, improve decision-making, and enhance customer service all at the same time. The need for cost reduction, higher quality services, and cultural change are the three main forces that drive firms to seek IT-driven HR solutions. The rapid development of the Internet during the last decade has boosted the implementation and application of electronic human resource management (e-HRM) (Strohmeier, 2007).  Virtual HR is emerging due to the growing sophistication of IT and increased external structural options (Lepak & Snell, 1998). Surveys of HR consultants suggest that both the number of organizations adopting e-HRM and the depth of applications within the organizations are continually increasing  IT is beginning to enable organizations to deliver state-ofthe-art HR services.


In e-business, the implications for the HR function are not yet fully visible, but it is certain that e-HR will revolutionize the HR function within the three next years. The main challenge in e-HR is the alignment of processes in the HR function according to the future e-business challenge (Svoboda & Schröder, 2001); similarly observed by Caudron (2003) that IT can automate other routine tasks such as payroll processing, benefits administration and transactional activities so that HR professionals are free to focus on more strategic matters, such as boosting productivity. Increased use of human resource information systems (HRIS) allows professionals to achieve improved performance and thus facilitate participation in internal consultancy activities . In latest research, Hussain, Wallace, and Cornelius (2007) observed that for senior HR professionals, strategic use of HRIS is increasingly the norm, irrespective of company size and this had led to the HR profession providing a value-add for the company. According to them strategic use of HRIS enhances the perceived standing of HR professionals within their organizations, a view however, not shared by their more senior non-HR executives.


E-HR is not a just technology issue and in fact it must enable HR professionals to improve and manage the organization’s human processes more effectively in relation to business planning, along with managing employee information. The main advantage of e-HR is to find out appropriate person from all over the world. Ralph Tribe of Getty Images summarizes the following benefits from e-Hr as (Anonymous, 2002):

• Enabling employee self-service, mainly through third parties;
 • Removing basic, time-consuming HR tasks and information handling;
• Dynamic, real-time HR reporting and enhanced decision making as a result; 
• Opportunities to rethink and improve core HR processes;
• Optimizing HR performance by outsourcing noncore activities to external experts.



References :

Wilcox, J. (1997, June). The evolution of human resources technology. Management Accounting,

Snell, S. A., Stueber, D., & Lepak, D. P. (2002). Virtual HR departments: Getting out of the middle. In R. L. Heneman & D. B. Greenberger (Eds.), Human resource management in virtual organizations (pp 81-101). Greenwich, CT: Information Age Publishing.

Strohmeier, S. (2007). Research in e-HRM: Review ad implications. Human Resource Management Review, 17(2007)

Svoboda, M., & Schröder, S. (2001). Transforming human resources in the new economy: Developing the next generation of global HR managers at Deutsche Bank AG. Human Resource Management,

Caudron, C. (2003, February). Counting heads and hiring, firing, and managing them too. PROFIT Oracle’s e-business magazine,

Global HR Challenges : Work Force Diversity

INTRODUCTION to Work Force Diversity

The concept of diversity was initially originated from U.S in the late 1980’s (Shen et al., 2009; Meena & Vanka, 2013). However, last two decades has witnessed the development of diversity as a business strategy across the globe.  There are several reasons why diversity has become such a pressing concern now-a-days such as globalization, changing labor markets, teamwork strategies, shift from manufacturing to service economies, mergers and alliances, etc. (Cascio, 1998). Diversity initiatives enhance creativity, innovation, global understanding, flexibility and productivity in the organization and produces competitive advantage (Kundu, 2003. Procter & Gamble, Avon, Xerox, FedEx, etc. are the few examples of corporate who embrace diversity as an asset  to enhance their organizational effectiveness and performance (Henry & Evans, 2007).

Work Force Diversity and Strategic HRM


Social transformations in the last two decades have substantially increased workforce diversity and cross-culturality . Nevertheless, as Benschop (2001) argued, the majority of strategic human resource management (SHRM)models have implicitly assumed that work force sare“generic and homogeneous categories”, without considering cultural differences between employees. In this sense, the need to incorporate diversity in the SHRM debate has been considered one of the main challenges to be addressed in future research on the field (Curtis and Dreachslin, 2008.


Diversity Management :

In today’s world diversity management is an evolving concept. Managing diversity refers to a proactive approach intended to manage a heterogeneous workforce
(Cascio, 1998) in such a way so that the potential advantages of diversity are maximized while its potential disadvantages are minimized (Cox, 1993). It means enabling a diverse workforce to perform to its full potential in an equitable work environment (Kundu, 2004) where their individual differences are deeply valued to build a more effective and profitable organization (Bateman &Snell, 2008). Thus, to manage diversity effectively and efficiently, we should not just accept and accommodate individual differences, but also support, nurture and utilize these differences for organizations. A shared understanding between top management and HR managers is vital to learn and recognize these differences

Valuing diversity and developing a culture to support diversity initiatives are the key drivers for an effective diversity management (Shen et al., 2009)


REFERENCES :
Kundu S, Bansal J (2015)) Managing Workforce Diversity through HR Practices: A Review. https://www.researchgate.net/publication/273064900_Managing_Workforce_Diversity_through_HR_Practices_A_Review accessed 19.10 , 2018.6.27  .

Shen, J., Chanda, A., D’Netto, B. & Monga, M. (2009). Managing diversity through human resource management:
An international perspective and conceptual framework. The International Journal of Human Resource
Management,

Cascio, W.F. (1998). Managing human resources-Productivity, quality of work life, profits. Boston: McGraw Hill.


Kundu, S. C. (2004). HR diversity: A study of employees’ perceptions in Indian organizations. Asia Pacific Management Review, 9(1)

Henry, O. & Evans, A.J. (2007). Critical review of literature on workforce diversity. African Journal of Business Management, 72-76


Curtis, E.F. and Dreachslin, J.L. (2008), “Diversity management interventions and organizational performance: a synthesis of current literature”, Human Resource Development Review, Vol. 7 No. 1, pp. 107-34

Cox, T. Jr. (1993). Cultural diversity in organizations: Theory, research & practice. San Francisco, SF: Berrett Koehler

Bateman, T.S. & Snell, S.A. (8th ed.) (2009). Management: Leading & collaborating in a competitive. New Delhi, ND: McGraw-Hill

GLOBAL HR | GREEN HRM

 Green HR is the use of HRM policies to promote the sustainable use of resources within business organizations and, more generally, promotes the cause of environmental sustainability.

 Green HR involves two essential elements: 

1. Environmentally-friendly HR practices
2. The preservation of knowledge capital.

Green HR is one which involves two essential elements: environmentally friendly HR practices and the preservation of knowledge capital.Green HR involves reducing your carbon footprint via less printing of paper, video conferencing and interviews, etc. (RANA V, Et al 2014)

The kinds of action taken within green HRM initiatives include educating employees about climate change and other environmental issues, training in working methods that reduce the use of energy and other resources, promoting and incentivizing more sustainable means of travel to work (e.g. car sharing, cycling, public transport), and auditing employee benefits to eliminate those that are environmentally damaging (e.g. unnecessary provision of a high powered company car)

Impact of Green HRM 

• Gaining perception, reputation and good will.
• Economically useful, hence direct impact on profit and enhances the return on investments.
• Better Power Utility
• Better Utilization of Resources
• Cost Effective
• Smarter Performance translated into Cheaper Products.



Companies who Have adopted GREEN HRM 

General Electrics
Uses six sigma technique for optimizing their operations to improve environmental and social outcomes in a manner that increases overall performance.

Google
Uses green recruiting technique- Believes that most talented people get attracted because of it.

Infosys
 eRecruiting Staffing Solutions

Hewlett Packard
Product take-Back programs, green packaging and integrating desgins.

Overall, being a green employer may help to increase : 

1. Employee motivation and engagement (through a shared set of values).
2. Create competitive advantage from the opportunities presented by changing markets.
3. Reduce labor turnover (because the organization is one in which people want to work)
4. Improve the health of the workforce (for example, by encouraging cycling to work, car sharing, public transport).



REFERENCES :

HRMI.ORG (2018) , http://hrmi.org/green-hrm/ , Accessed time time 00.32 , 2018.04.27

Saba Jafri (2011) , Green HR practices: an empirical study of certain automobile organizations of India , JK Business School , India.

Vishal R, Sonam J (2014) , Green HR Practices: An Empirical Study of Cargill, Jalgao , SSBT College, India.

Global HR Strategic Management Issues and Challenges

On Another chapter I would love to write on another issues affect and challenges HR Startegic Management issues in global context.

These factors relates to the development of new technologies as well.

With the technology development companies are connecting worldwide and sharing their data within not only countries but continents.

The Data security has been a major concern here. These HR data are valuable and a leak or a data breach would be disastrous for global corporate. This insecurity is worrying the Employers as well as Employees.

To avoid these insecurities companies are investing a large amount of funds to reduce the risk. 

Global political and economical environments and its rapid changes are directly affecting the operations of any global institution. It is bringing insecurity to Global HRM.

Political changes in any country creates insecurity among public and Work force.

Impact of the economy is another major challenge affecting Global HRM.

While economic indicators have improved in countries around the world, many organizations continue to feel a strain on their budgets. This will influence hiring strategies and other HR decisions. In addition, increased globalization and political unrest in some regions will continue to make economic uncertainty the “new normal.” (Schramm, 2016)

Population changes will have a mounting impact on many aspects of employment and HR practices. These changes include the aging workforce, different generations working together, the nature of family and parental roles, and increased cultural diversity. (Schramm, 2016)

Another Major challenge for Strategic HRM is growing new trends and practices.

The growing importance of “big data” presents human resource practitioners with an opportunity—and puts them under pressure. Business leaders are increasingly demanding that HR professionals, like their colleagues in other functional areas, use metrics and in-depth analysis to both make good decisions and demonstrate the return on investment of key expenditures. (Schramm, 2016)

References : 

Jen Schramm (2016) The Big Issues Facing HR , https://www.shrm.org/hr-today/news/hr-magazine/0316/pages/the-big-issues-facing-hr.aspx  , Accessed time 13.10 , 2018.06.10

Sherman F. (2018) How Does Technology Impact HR Practices, http://smallbusiness.chron.com/technology-impact-hr-practices-37912.html , Accessed time 12.30 2018.06.05

Jen Schramm (2014) The Big Issues Facing HR , https://www.shrm.org/hr-today/news/hr-magazine/pages/0314-global-economic-outlook.aspx  , Accessed time 12.30 , 2018.06.10

Global HR Strategic Management Issues and Challenges : New Developments in Technology.

Lets discuss about one of the most trending and impactful factor affecting Human Resource Management in this century.

That is New Development of Technology and how it has affected the way Human Resource Management happens around the globe.

Technology changes the way HR departments contact employees, store files and analyze employee performance. Used well, technology makes HR practices more efficient. When used poorly, it can get in the way of managing the company's human resources. Good HR practices maximize the benefits and minimize the problems. (Sherman, 2018)

"In organizations, despite increasing needs for Corporate strategy IT strategy HR Strategy (Emphasis on IT) Long term strategies Short and Middle term strategies  technological advancement, human and cultural factors play a more important role than before. However, technology is often seen by management as essential means to compete in the global market. To that technology, including information technology, brings the desired results, the most important issue for an organization is how to manage the technology with respect to human organizational aspects, how to analyze and understand human factors guided by the norms, shared beliefs, and assumptions of the organization, as well as by individuals’ unique values-all together known as“ culture.” (Zakaria and Yusuf, 2001)

• Recruiting has been transformed to Digital & Online

Earlier days recruitment happened via newspapers, Letters ,Telephones. Now the entire process has gone online, Job posting sites dominate the process over traditional methods. 

This has made process fast, Convenient and also it reaches wider channel of job seekers.  

A good system can save lot of time and money for the firm as they will not have to deal with papers and resumes. But errors in system may well confuse the applicants and may result in losing the candidate.

• Ease of Communication

With email, text and messaging apps it's easier than ever for HR staff to stay in touch with the rest of the company. If a manager wants to share a new schedule with a project team, one email with an attachment or a conversation on Slack can share the word with a dozen people at once. There's a risk of relying too much on tech as a time-saver though. Information in a two-page email may be better off delivered to the group face to face. That way everyone can ask questions and hear the answers. (Sherman, 2018)

• Data Analysis

Analyzing employee performance used to depend on personal assessments and obvious standards: Did the employee finish the task on time? Does their boss trust them? Technology makes it easier to gather and break down data on employees to get an overall picture. Which tasks do they perform best? Do they meet all the goals from last year's performance appraisal? If they fell short, was it by 12 percent, 50 percent or 75 percent? Software programs can even take over much of the work in evaluating employees. ( Sherman, 2018)

• Too much data

As HR makes more use of data collection and analysis, employees might feel their privacy shrinking. If, say, a company has security cameras that monitor employees every second, it can be easier to find the facts behind a harassment charge or someone drinking on the job. However, being constantly monitored can alienate employees as well. Good HR practices involve not only knowing how much data can be gathered but also how much should be gathered.

Another risk is that the HR department can end up getting more data than it can manage. After a certain point, wading through data to pick out the relevant material becomes an impossible task. It's also possible that HR will misread data or make assumptions that a face-to-face conversation could clear up.

• Security Practices

Earlier days security practices meant locking employee files in a cabinet or a safe. But in 21st century when all data gathered on online platforms or computers , security is a major concern. All these information is confidential and need to be secured with the best encryption and updated security system available. With the change of technologies security systems has to be changed frequently to ensure all information is secure. 

REFERENCES: 



Jen Schramm (2016) The Big Issues Facing HR , https://www.shrm.org/hr-today/news/hr-magazine/0316/pages/the-big-issues-facing-hr.aspx  , Accessed time 12.10 , 2018.05.03

Sherman F. (2018) How Does Technology Impact HR Practices, http://smallbusiness.chron.com/technology-impact-hr-practices-37912.html , Accessed time 12.30 2018.05.03

Mamoudou. S & Joshi G (2014), Impact of Information Technology in Human Resource Management , Research India Publications, India.

Zakariya & Usoof (2001) The role of human and organizational culture in the context of technological change. School of Information Studies, Syracuse University, Syracuse, USA.

Global HR Strategic Management Issues and Challenges

As to begin my blog seeking out the global challenges I would start my series of articles with some definitions given by different Authors. The definitions related will indicate us HRM is a global subject that has been evolving with the change of generations.


An Introduction

Human resource management (HRM) is a strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations. (Armstrong 2009)

Human resource management involves all management decisions and action that affect the nature of the relationship between the organization and its employees – its human resources. (Beer et al, 1984)

The purpose of HRM is to ensure that the employees of an organization are used in such a way that the employer obtains the greatest possible benefit from their abilities and the employees obtain both material and psychological rewards from their work (Graham, 1978).


Goals of Human Resource Management

 Armstrong (2014) has identified goals of HR as follows:

● support the organization in achieving its objectives by developing and implementing human resource (HR) strategies that are integrated with the business strategy (strategic HRM)
● contribute to the development of  a high-performance culture
● ensure that the organization has the talented, skilled and engaged people it needs
● create a positive employment relationship between management and employees and  a climate of mutual trust
 ● encourage the application of an ethical approach to people management.



Global HR Management & Challenges

With the evolution of Technology, Communication, Transportation the world is now becoming closer and closer . Global HRM / IHRM is playing a huge role in current HR scenario.

Over the last two decades there are unprecedented amount of organization internationalized their operations. with such expansion of international business has meant that issues associated with the management of human resources across International borders are increasingly important to international human resource managers and academics.  This poses a lot of challenges to HR managers.

As per  Prachi Juneja's (2018) article at www.managementstudyguide.com  objectives of global HRM as follows:

1.    Create a local appeal without compromising upon the global identity.

2.    Generating awareness of cross cultural sensitivities among managers globally and hiring of staff across geographic boundaries.         

3.    Training upon cultures and sensitivities of the host country.

Following are Some of the challenges ahead of HR Managers in global context.

• Stepped-up competition for talent.
• New developments in technology.
• A rising sense of insecurity.
• The impact of the economy.
• Demographic changes.
• Data-driven HR practices.                                      (Jen Schramm ,2016)

Let's discuss about all the factored mentioned above with examples and case studies in my next Posts.







REFERENCES :



Armstrong M (2014) Armstrong's Handbook of Human Resource Management practice, 13 ED, Korgan Page , London, UK

Armstrong  M(2009) Armstrong's Handbook of Human Resource Management practice 11 ED, Korgan Page , London, UK

Graham, H.T. (1978) Human Resource Management, 2 ED. MacDonald & Evans,  Plymouth

Prachi Juneja (2018) Global Human Resource Management - Meaning and Objectives,
https://www.managementstudyguide.com/global-hrm.htm Accessed time time 10.32 , 2018.04.17

Jen Schramm (2016) The Big Issues Facing HR , https://www.shrm.org/hr-today/news/hr-magazine/0316/pages/the-big-issues-facing-hr.aspx  , Accessed 12.10 , 2018.04.17

Williams Olalekan (2016) Challenges facing 21st century HR managers , https://www.linkedin.com/pulse/challenges-facing-21st-century-hr-managers-williams-olalekan/  Accessed time 11.45 ,17.04.2018.