Human Resource Case Study

Levenson, A. (2014). The Promise of Big Data for HR. People & Strategy, 36(4), 22-26.

Information Technology has grown in popularity and has advanced over the years. Information Technology is used in a wide number of different fields, one of which includes Human Resource Management. As of 2017, all the information we’ve ever needed or wanted to know can be searched and found online. With all of this information at our fingertips, we as a society have become more advanced. However, Information Technology has its opportunities and challenges. The opportunities of Information Technology include: having the access to various jobs portals and job boards, communication is made easier, and decision making is made easier. The challenges of Information

Technology is evolving more and more every day, making it nearly impossible to be employed without at least some knowledge of technology such as cell phones, computers, and the internet. As a result of the consistent increase in technology, human resource management (HRM) is evolving into a technology based function in many organizations. Several HRM services have been made available through the use of technology, changing the face of HR from a person to a portal. The practice of human resource management has drastically changed as companies provide universal access to HR services through technology and web based applications. The term E-HR refers to the use of web-based technology for human resource service delivery (Johnson, 2011).

The 2017 global trends report by Deloitte reveals how there is a pivoting to new organizational models; innovation-based HR platforms; employee experience strategies & learning and career programs (driven by social and cognitive technologies). It points out that as technology advances, so does the gap between technological sophistication and work actually performed; putting human capital strategies as the front-runner in the pursuit to reduce the same.

These rapid changes call for rapid, revision and overhaul of HR strategies. The HR executives have a big challenge in ensuring that the HR strategies are tailored in such a way as to embrace these technological advances. The types of opportunities pursued by an organization and the technology employed strongly influence the approach taken to developing, operating and managing IT especially in formulating and implementing HR strategies. As IT infrastructure becomes more standardized, modular and scalable, a shift in IT investment priorities and decisions from a cost-avoidance, project centered approach to an asset- based strategic option approach and these impacts on HR strategies.

Technology can also help with developing a systemic job analysis tool which can be resourceful to help with useful information for HRM practices. A systemic job analysis will provide useful plans for coordination, for example, determining job qualifications for recruitment purposes, developing training programs, developing performance appraisals rating forms, determining pay rate factors, and performance standards for productivity improvement to name a few. All in all, technology can only get better with time by utilizing these tools within the workforce by complying with compliances and avoid lawsuits and

Technology is taking over our lives and how we live it. Many things change as technology evolves, for example the requirements to be hired for a job have now changed because of technology and other factors like financial and legal global conditions shift. Financial and legal conditions as well as technology are important when it comes to hiring, training, and evaluating employees. In order to bring out the best in their employees Human Resources professionals and managers need to work together to create business approaches. Positive and constructive feedback to enables employees to enhance their job performance.

The introduction to technology changed the speed as to which organizations became successful. As organizations began using this new technology within their organizations, they were able to not only benefit their employees, but their customers as well. It is stated in an online article titled, “Net Gains: HR Technology in the ‘90s, Today” that, “By the

One of the DHS’s key strategic priorities is to improve customer experience through end-to-end digital service delivery (APSC, 2012). The Welfare Payments Infrastructure Transformation Program (WPIT) has dramatically changed the way DHS perform business, particularly routine entitlements are now settled through online self-service; as a result, the new skills required will need to be defined and the traditional skills will need to be realigned with its business processes that will be reformed. Thus, more diverse and proactive strategies around training and career development opportunities are of great significance to achieve sustainable competitive advantage. HR professionals must be able to re-engineer HR practices through the use of technology

There are two purposes that HR technology serves in an organization. The first is to improve the efficiency of employee data and HR activities collection. At Xerox, the use of HR technology has been instrumental in making HR services more accessible to their workforce. The second purpose of HR technology is to capture a greater degree of informational data that enables HR planning and managerial decision making. Again, Xerox made use of this aspect by supplying intranet employee surveys and tracking employee views on the company and HR. The

The second pillar, enterprise-wide analytics, is what I believe to be our greatest challenge within the four pillars. It is one thing to have analytical capabilities but transforming those into an organization wide mindset is a totally different story. Over the last five years I have witnessed an enhancement in the tools that we have available but I still feel that many are used for a tool to manage versus a tool to leverage for increased performance and efficiencies on an individual level. An example of this can be found in the recruitment sector of our business. There exist a number of ways to determine the effectiveness of an individual recruiter but these tools have yet to permeate into the daily use of the recruiters themselves. Management can quickly pinpoint areas of concern and develop targeted training and development opportunities through inquiry trackers, productivity reports, predictive start maps, and behavioral analytics. My belief is that we can utilize these tools from the bottom up to allow our recruiting team more timely insight into their own successes and areas of

The final selection would be improved on Human Resource Management; technology in the workplace can change the way human resource conduct business. It improves on the cognitive operation of screening, recruiting and employing new employees of the Human Resources Department. The human resource managers are using the internet to advertise job openings. Targeted candidates will be in a position to apply for these positions online by submitting their resumes to the human resource site. This process saves time and it makes the human resource department work more efficient. Technology is also being used to track performance and productivity of each employee. Once employees are mindful that they are being monitored, their productivity will increase.

Human resource management’s (HRM) role is changing in business. In the past, HR was a nothing but an administrative support function, now it is a key player in a business’s strategic planning. Today HR must have the ability to manage employees in way that contributes directly to a organization’s strategic goals. This sudden paradigm shift in purpose now feeds HR manager’s need for integrated systems that also include business intelligence. As companies look for more responsive and effective systems, outdated HR systems fall to the wayside as new modern and agile systems evolve.

Rapid development and expansion of the internet has boosted the realization and application of e-HRM. Technological optimist assume, that from a technical perspective, the IT possibilities for e-HRM are endless: in principal all HR processes can be supported by IT. This paper aims at giving a clear definition of what HRM and e-HRM actually is, as well as the current uses and technologies utilizing the e-HRM concept. This paper will

TCS has adopted predictive analytics to guide their decision-making and strategy development processes. The new opportunities offered by predictive analytics are applicable to all core HR processes such as talent acquisition, attrition risk management, employee sentiment analysis, and capacity planning.