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HR PULSE Vol. 01/18

A HRuday, IMT Ghaziabad Publication


From The Desk Of The Editor Greetings from Team HRuday to all of you. Winter has already dawned upon us and keeping the tradition alive, we present to you the annual edition of our magazine HR Pulse. The world is changing and so is the pace of life. Times are changing and so are the dreams. Aspirations are changing and so is the identity and in this super globalized world of minute changing technology, the most herculean task is to be able to manage the human capital effectively. Science claims that machine will soon replace humans, but will they? Really? Can robots manage emotions? Can they address unique problems? Can they satisfy the need of a good relationship management system at workplace? This magazine is an endeavor on the part of Team HRuday to keep you informed about the major happenings in the world of Human Resources. They say a pen is mightier than a sword and mankind has been a witness to it. In the form of articles written by some of the most enlightened brains of the country, we hope to update you about the latest development and changing trends in the field of HR. We appreciate their efforts and whole heartedly thank them for their valuable contribution. We also present to you the useful insights that we have gathered from one of the eminent professors at IMT Ghaziabad, Prof. Asit. K. Barma coupled with an interview from an industry expert Mrs. Shilpa Kamath. To spice things up and give you a dose of laughter, we have incorporated a new section which we would like to call “HR Humor”. We hope this magazine continues to carry its legacy of enriching, entertaining and delighting the entire B-school fraternity. Happy Reading!


Contents Changing Dynamics in HR

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Soumya Singhai Symbiosis Institute of International Business, Pune

Pg 6 Impact of Maternity Leave

Humanizing Leadership in the AI World Nimisha Jain IMT Ghaziabad

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Shivangi Arya IIM Calcutta

Automation in HR

Pg 9 Humanizing Leadership in the AI World Sriram S Kamath IMT Ghaziabad

Arushi Garg SCMHRD, PUNE

Pg 13 Changing Dynamics in HR

Pg 1 MATERNITY LEAVE: Boon or Bane? Shreya Ganguly Indian Institute of Management, Lucknow

Manomi Nair TISS, Mumbai

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Automation in HR Bhalerao Kunal IIM Raipur

Tête-à-Tête with Asit K Barma Pg 16 Pg 18

Changing Trends in HR An interview with Shilpa Kamath


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Changing Dynamics in HR Manage “Tomorrow” Today: The Power of Predictive Analytics

“By definition, Predictive Analytics is a technology which predicts the future actions of people based on previous experience or data so as to aid in making better decisions. The magic of prediction can only be appreciated when one considers the uncertainty of future. Accurately predicting future is nearly impossible but a little prediction goes a long way.

Manomi Nair TISS, Mumbai Prediction is power, said Mr. Eric Siegal in his book titled Predictive Analytics. Enabled by this power, companies, according to him, gained a competitive stronghold in the market. But to make the right predictions one is required to accurately put together the multiple factors that affect an event scientifically. One should learn to predict. By definition, Predictive Analytics is a technology which predicts the future actions of people based on previous experience or data so as to aid in making better decisions. The magic of prediction can only be appreciated when one considers the uncertainty of future. Accurately predicting future is nearly impossible but “a little prediction goes a long way”. Predictive analytics has grown in popularity with many new terms like Big Data, analytics, and business intelligence entering into organization lexicon. All point to a big shift in the drivers of decision making, going from guts towards empirical data. Predictive analytics could also be seen as a collective learning initiative by the organisations to learn from the previous experiences or data. Harnessing Big Data The world creates a humongous amount of data. With the market getting fiercer every day, clever use this data is quintessential. As McGuire, Chui and Manyika (2012) explain, companies, big, small, new entrant, or established, hope to leverage data-driven strategies to capture value through innovation and competition. A quick look at history would suggest that use of data is nothing new for many sectors. With Big Data come opportunities for growth and it requires companies to invest in building up their analytical capabilities. The transparency of data which Big Data offers adds substantial value to organizations. It eliminates the long and tiring search and sorting which non-digital data demands, thereby improving efficiency. Bringing in sensors, communication systems, and analytic software, Big Data has transformed management practices to a large extent. Companies gladly invest to create customized products for each segment of customers discovered using Big Data. And these have ushered in new avenues of profit generation and maximization for the retailing industry (McGuire et al, 2012). Predictive Analytics for Human Resource Management As market evolves, the demand and supply of labour, the skills required, leadership and retention issues constantly change making it imperative to predict the change, and design your best possible moves. And to effectively harness the potential of these constant changes, analytics becomes the perfect tool. As Fitz-


2 Enz and Mattox II (2014) put it, analytics help companies to “manage 'tomorrow' today”. With a long history of not dealing with data, standard definitions, or regular monitoring, when they make the leap onto analytics, HR departments face the big challenge of converting human capital data into useful information which could guide strategic actions (Fitz-Enz & Mattox II, 2014).

Value Creation Using Predictive Analytics Profiling and segmentation, attrition, forecasting demand and supply of labour are some of the key areas where predictive analytics can add value. Another crucial area is recruitment for recruiting the right talent is a puzzle HR leaders around the globe grapple with on an everyday basis. Extracting value from the employees is the net big hurdle. And an even bigger challenge would be retaining and engaging the high performers. Predictive hiring analytics has grown tremendously popular over the years. Given the potential loss involved in a failed selection, the offers put forth by predictive hiring algorithms are too hard to resist. Ri in (2014) asserts, quoting a survey conducted by Corporate Executive Board that new hires leave their company in a year's time. This is driven by the shift in young workers' perception of their jobs. A job is no longer a commitment for life, it is just a springboard to the next best opportunity. In such a scenario, an effective hiring mechanism is inevitable. Conclusion In the immediate future, analytics would turn more sophisticated, leading to leaders looking at why things happen the way they do, and attempt to answer these questions using analytic. But future should not just be a mad run behind numbers. Focus should instead shift to understanding the numbers and their behaviour (Charles & Gherman, 2013). And this is the challenge organizations face in this era of Big Data. There is little doubt as to the future of analytics. In a world which produces more data than almost anything else, analytics is here to stay. While there is no assurance about HR leading analytics, it is certain that it needs to incorporate analytics into its ways of working. It should make the transition from reporting to prediction, aiding the organization in its strategic planning. References: 1. Charles, V., & Gherman, T. (2013). Achieving Competitive Advantage Through Big Data. Strategic Implications. Middle-East Journal of Scientifi Researcg. doi:10.5829/idosi.mejsr.2013.16.08.11811 2. Fitz-enz, J., & Mattox, J. (2014). Predictive analytics for human resources. 3. McGuire, T., Manyika, J., & Chui, M. (2012). Why Big Data is the New Competitive 4. Advantage. Ivey Business Journal. Retrieved from http://iveybusinessjournal.com/publication/why-bigdata-is-the-new-competitive-advantage/ 5. Ri in, G. (2014, May 12). Big Data, Predictive Analytics and Hiring. Briefings Magazine. Retrieved from http://www.kornferry.com/institute/big-data-predictive-analytics-and-hiring


CHANG NG DYNAM CS N

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HUMAN RESOURCES “Human Resources isn't a thing we do. It's the thing that runs our business.” – Steve Wynn, Wynn Las Vegas As we enter the era characterized by VUCA environment, Human Resources as a whole has become boundary less and specialization agnostic. It resonates with platforms connecting diverse and multifaceted fields, in order to create a compelling human resource value proposition. It clearly sinks in with the fact that, while looking at the complete employee life cycle, starting with the Recruitment Phase and ending at the Transition Phase, human capital is rapidly evolving and growing. Human Resources can be summarized as a cocktail of KSAs. These are those bunch of emotionally intelligent people who bring out the best in the talent existing in the organization. This VUCA world is continuously hunting for such Business Managers who understand HR and not the other way around. The talent which initially was considered as “Hired Guns” or “Commodities”, by companies like Lehman Brothers, is now treated as “Cult”, by companies like Google, due to the significant balance attained between companies paying heed to Relational Focus as well as Transactional Focus. Human Resources is driving a significant shift in the, values and climate together, or culture of the organizations, from an Autocratic or Bureaucratic style towards a Technocratic or Entrepreneurial style. Be it the unsteady economy, the job cuts or the long working hours, all of them had their own share in keeping the HRs on their toes, scrambling to keep pace. “The only way to have a competitive advantage will be to keep reinventing the fundamentals of HR”, says Bhuvaneswar Naik, global head of Talent Management at SAP, a German software corporation.


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Soumya Singhai Symbiosis Institute of International Business, Pune

Here are some of the trends that have gravitated to gear the 2017 disarray:

The Acceleration of Performance Management

Growth in People Analytics

Changes to the Talent Acquisition

The Evolving Market of Learning

Digitization is the Buzz Word

1. The Acceleration of Performance Management According to Victor H. Vroom's Expectancy Theory, performance and job satisfaction go hand in hand. So does creating capabilities and leveraging opportunities. It is very important for organizations to promote and encourage creativity and innovation in their employees. HR managers have started looking beyond traditional performance assessment approaches such as Forced Distribution and 360-degree feedback. They have started relying on transformational and strategic approaches such as Balanced Score Card (BSC). HR used their knowledge to develop a system which would cater to individual talent's growth and give a regular and continuous feedback about their performance and achievement at all subsequent levels.

2. Growth in People Analytics People analytics is the latest reverberation in the ďŹ eld of HR management. It encompasses the 3 levels of


analytics namely Descriptive, Predictive and Prescriptive Analytics. People Analytics helps HR to churn out little analytics on the basis of the data, in order to improve decision making and hence predict the future of the talent. HR Analytics Value Pyramid Model is yet another tool which contributes extensively in the favor of the existing talent. Nowadays, HR managers focus on two major things: To understand the existing resources better, and utilize them optimally for formulating strategies and to evaluate practices prevalent today and work on their enhancement.

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3. The Evolving Market of Learning The nippy-zippy technological development has enabled the talent to learn and flourish not only within the organization but outside as well. This in turn has led hypers and hypos absorbing and implementing business strategies and placing them parallel to their schedules, working styles and responsibilities. A paradigm shift has been seen in the learning styles of the talent. The major reason hooked to this shift points out to the differences in the value and belief systems of the Millennial and Baby Boomers.

4. Changes to the Talent Acquisition Process An HR is the person who gives birth to the talent in the organization, at the same time bringing logs for the funeral of that talent. The new-fangled technology has led to substantial increase in access to company information, salary figures, employee rankings etc. This has led to rarefying the recruitment process and gaining an advantage. Organizations have started tapping talent by setting tie ups with educational institutes which supports them in alleviating the pain of huge hiring and training costs, calculated by HR metrices such as Cost per Hire, Training Investment Factor, HR Expense Factor and HCVA.

5. Digitization is the Buzz Word HR professionals today have diversified from manual to workflow driven HRsoftware. This has led to better analysis and broadening horizons concerned with employment and job transition. A large number of alternatives have popped up in the form of mobile-friendly platforms for communication, performance management, continuous feedback and pulse surveys to act as a catalyst for HR managers. Artificial Intelligence, E-Learning modules, Gamification are set as the next wave of technological advancement with the tools that can mimic human performance. The HR trends we have explored are certainly promising and will ameliorate the economic perturbation created. However, at the same time we should be seasoned enough to implement them optimally to reap the best for the organization. Works Cited 1. Admin, 2016. FundzPark. [Online] Available at: https://www.fundzpark.com/general/demonetization-impact-on-digitization-of-the-indianeconomy 2. Hicks, S., 2015. people matters. [Online] Available at: https://www.peoplematters.in/article/strategic-hr/have-you-hit-talent-acquisition-wall-12191 3. Lessem, D., 2017. anthill. [Online] Available at: http://anthillonline.com/people-analytics-will-drive-strategic-decisions-hr-2017/ 4. Mishra, S., n.d. YOURSTORY. [Online] Available at: https://yourstory.com/2016/07/learning-makes-better-individuals/ 5. Morgan, S., 2013. THE BUZZ ON HR. [Online] Available at: http://www.thebuzzonhr.com/2013/05/08/guestpost-julie-waddell/


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Humanizing Leadership in the AI World

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magine a world where right kind of employee is chosen for the job at a fraction of cost what we currently incur to hire someone. Imagine a workplace where employees are able to Nimisha Jain Institute of Management Technology work to their maximum potential and any problem which they Ghaziabad face can be addressed in real time and the solutions be guided with volumes of data. Imagine a world where employees won't have to face the dreaded year-end ritual of getting appraised by their seniors or peers. All this and much more is possible now with the power of AI. Leadership roles usually involve the set of activities which ensures that the performance of employees, organizational department are in sync with the organizational goals. AI makes itself profoundly useful in an unbiased and uniform recruitment process. We all remember John Sculley, the CEO who was hired by Apple in 1983 and who upon joining fired Steve Jobs. It proved to be a very costly hiring mistake by Apple as the decisions taken by Mr. Sculley caused Apple to lose its stock value by 2/3rd and Apple had to downsize its operations and fire many employees to stay afloat. According to United States Department of Labour, the cost of bad hiring could be as much as 30% of the salary of the hired employee. Use of Artificial Intelligence is known to reduce the unconscious human bias since Artificial Intelligence can be tuned to ignore demographic related information about candidate's age, sex, and race. A hiring manager can enhance his efficiency by automating redundant and time taking processes using AI such as CV screening, interview scheduling, and communication with candidates. AI will give us insights that can open up entirely new candidate pools by identifying a diverse set of experiences, abilities, and mindsets that are better predictors of success. But can we fully trust a machine to close deals, solve tough employee issues, build relationships and negotiate in board meetings on the basis of the data it analyses? The answer to this can be understood by the example of Northpointe. It built an AI system designed to predict the chances of an alleged offender to commit a crime again. The algorithm, called "Minority Report-esque” was accused of engaging in racial bias, as black offenders were more likely to be marked as at a higher risk of committing a future crime than those of other races. Nintendo's Pokemon Go has faced similar allegations of racial bias. That's why human knowledge and intervention will remain essential to the high-trust aspects of HR and organization strategy. Also, the recruitment process efficiency will be diluted if AI is making decisions from a low quality or obsolete pool of data. Other considerations include a possible event of failure, product liability,


7 perpetual obsolescence, and malicious use. BetterWorks is an AI solution provider to problems such as performance reviews and goal setting with the advantage of providing performance review in real time. So, if an employee is doing something really good and is achieving goals then he can be rewarded instantaneously which acts as a positive reinforcement. And in another case where an employee is not able to achieve goals then intervention too can be provided in real time so that it doesn't get too late before the problem goes out of hand. AI maybe fairing well at doing the initial steps of the performance management, but in progressive roles of counselor and stress manager in high-pressure jobs, it cannot be programmed real time to handle complex human emotions. World experts in human resources in organizations are questioning whether sensitive data about work can be exposed to the software of Artificial Intelligence, with the risk of possible breach of data privacy which needs to be safeguarded. Because so much data is being collected for each employee, it brings upon the greater responsibility to ensure that this data is used only for the purpose it was intended to and be kept confidential at all times. An incident where a so-called "crime-fighting robot," created by the platform Knightscope, crashed into a 16-month old child, injuring him, poses serious questions on the stand-alone reliability of AIdriven software. Even the technology giant has faced an incident where a Tesla vehicle in Autopilot mode collided with a tractor-trailer on a Florida highway and resulted in causality, since then Elon Musk has learnt the important lesson of humanising the AI software and included relevant upgrades in the technology and he suggested that we must ensure AI retains the standards and keeps the “human” in human resource instead of competing against it. Human Resources can use AI based cognitive applications to analyze big chunks of data, narrow down options and make recommendations for us and then humans can make more informed and reliable decisions.

References: 1.https://www.betterworks.com/ 2.Six Stories of Successful Performance Management - HR.com 3.https://www.forbes.com/sites/bernardmarr/2017/01/17/the-future-of-performance-managementhow-ai-and-big-data-combat-workplace-bias/2/ 4.https://medium.com/@itsquiz15/how-ai-helps-to-improve-performance-management-2a7ef816d49b 5.https://www.entrepreneur.com/article/244730 6.https://www.peoplestreme.com/what-is-performance-management 7.https://recruiterbox.com/blog/first-in-hr-know-your-numbers-in-hiring/ 8.https://insidebigdata.com/2017/11/15/5-innovative-ways-improve-human-resources-artificialintelligence/


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Impact of Maternity Leave

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t's a huge undertaking when one becomes a mother for the first time and those who unwillingly have to take an unpaid maternity leave, there is much greater burden over them. What infuriates one even more is the fact that the abundant research in this field often gets ignored. This illustrates the significance that paid maternal leave can have not just for the mothers, but also for the family, children, societies and Shivangi Arya companies, too. IIM Calcutta The concept of Maternity leave has been designed to provide a compensated and jobprotected time-off from work which allows mothers to prepare for and recover from childbirth. It also gives way to both the parents to stay home and take care of their infants. According to the Maternity Benefit Act, passed by the Indian government in 2016, female workers are entitled to a maximum of 12 weeks (84 days) of maternity leave. In several ways and through multiple channels can the paid maternity leave affect the infant birth outcomes. The availability of paid time-off may contribute in reducing the physical and mental stress during pregnancy. It's a well-known fact that stress has shown to have adverse effects on infant endowments of human capital. This is substantiated and measured by the birth outcomes such as birth weight and gestational age. One of the positives of paid maternity leaves is that higher female labor force participation can be stimulated. When more women are employed, more pay income tax and government revenues rise. The other benefits, which are harder to quantify and monetize per se, are the positive consequences for those employees who try hard to manage between family and work life. It's perhaps interesting to know that originally the driving force towards deciding a postchildbirth leave was not the needs of children but the needs of mothers. Also, these policies for mothers and parents have not affected the organizations in any negative ways when it comes to short-term and intermediate leaves. However, there have been some downfalls when women employees took extended leaves (e.g., 3 years), particularly in the case of sequentially multiple leaves. If we think about the single or low-educated mothers, an access to paid ante-natal leave is of much importance for them as they are not highly likely able to afford an unpaid time-off. Also, they may have more physically demanding jobs like the ones involving standing, lifting, long hours, shift work, or noisy environments. These all can be associated with the negative environments for child birth. Additionally, the income related with paid leave aids in reducing mental stress. As Barack Obama rightly put it in one of his interviews- “Family leave, childcare, flexibility these aren't frills. They're basic needs. They shouldn't be bonuses - they should be the bottom line.” This needs to be kept in mind whenever there arises a need to change or modify the Maternity (and paternity leaves) that parents' time and care for the child are the building blocks for his/her life and hence, for a country. So, employers and organizations do need to take care of the new parents and join hands towards a better nation and world. References: 1. http://www.child-encyclopedia.com/parental-leave/according-experts/maternity-paternity-andparental-leave-policies-potential-impacts 2. https://www.businessinsider.in/The-science-behind-why-paid-parental-leave-is-good-foreveryone/articleshow/48368153.cms 3. http://www.sciencedirect.com/science/article/pii/S0167629615000533 4. https://paycheck.in/main/labour-law-india/maternity-and-work


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Automation in HR

Arushi Garg SCMHRD, PUNE

Source: HR Technologist- How to Leverage AI for Talent Management by R. Kulkarni

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ith the advent of automation, HR has expanded its horizon of predicting and eased out the decision making process. It can point out to areas which previously went unnoticed like productivity, employee engagement, talent evaluation and many more trends. Managers can customize any tool or platform according to company business needs. Confidence and trust with AI is at ever increasing rate, according to IBM survey 46% of employees feel AI will transform talent acquisition process and 49% believe that AI will transform payroll. AI is helping managers to find out the best learning and motivation method for each employee. HR can make out the training process according to the suggestions given by software. During training it helps in analyzing employee interaction and effectiveness of training. Workflow automation which includes scheduling and rescheduling interviews, employees' performance reviews. Recruitment process is undergoing a major shift with tools like 'Arya' helping in gauging candidates' interest levels, quality and places to find the best candidate and industries offerings to attract talent. Prediction has become easy for

everything from project completion problems to internal employee interaction hindrances. In the HR Tech Conference 2017, AI, SaaS, Cloud, gamification were the talk of the town. The hall was filled with companies promoting their new products like chat bots: Ultimate Software made AI technology, Xander. It uses NLP(Natural learning Processing), sentiment analysis, employee feedback analysis. It helps in prediction and suggests actions that will be beneficial for managers and employees. HireVue created a video scoring product that can assess candidate for job in video interview. It takes in account the eye contact, facial expressions, smile and gestures to assess if candidate is the right fit. Entelo Envoy created a screening database system which uses machine learning to perform unbiased searches to identify candidates who are likely to be interested and also qualify for the job role. Annual performance is most important and difficult part of any organization for keeping employees satisfied and talent flowing. This process is cumbersome, employees need to fill large forms, questionnaires and surveys, it can take weeks or even months. Organization's


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productivity can decrease by upto 40% as whole workforce is busy in filling trivial forms. GE, Accenture, Adobe, Google are doing away with annual performance reviews. Accenture spent $32 million in 2014 for performance review process. Automation is helping in performance management by removing biasness and comparing employees in a fair manner. Errors like recency bias, halo and horn effect now do not come into picture while promoting an employee. Showing workers what are the expectations and clearly define roles is crucial, for this, software gives them real time feedbacks. Continuous evaluation helps in early detection of any potential problem that can hinder the team performance. Employees can now instead of filling forms can chat regularly with bots which in turn use NLP and sentiment analysis to improve workforce management. For example, BetterWorks a software company uses AI for creating maps with connections within a workforce like shared purpose and targets. Engazify bot collects positive feedback and motivate workers to express and share their experiences, suggestions, concerns and insights on how to improve team's efficiency. This initiative can increase the company's efficiency by 200%. Telstra designed a 90 day induction program, with the use of prototyping, visual data, focus questions, it is able to help managers to understand and resolve new employee challenges within that frame of time. This helps in preparing new joiners with relevant guidance and support. Automation has a promising future in any industry but there are some limitations which can get in way for its growth. Cost, it is expensive, complex and needs regular updates and repairs. There's a continuous risk of breakdown and hence losing all crucial and private data. It violates Privacy, since it includes scanning employees' emails and chats and gauging if the employee is unhappy or planning to switch the company. Reluctance of HR managers to introduce technology to the organization because they see automation as a threat to their jobs. In conclusion, automation can help corporate to prepare HR managers better for the new roles and taking decisions and placing the right person at the right job. The expense will be offset by the better performance and placement helping both the individual and organization to accrue benefits with the help of software and machines. At the end of the day the success depends on the quality of manager and employees, they are irreplaceable by technology. It's the responsibility for HR manager to offer and integrate best technology with best people and write a success story.

Source: HR Tech Conference 2017: What's next in AI for HR- CompareHRIS.com References: 1. https://yourstory.com/2016/12/bots-artificial-intelligence-hr/ 2.https://medium.com/@itsquiz15/how-ai-helps-to-improve-performance-management2a7ef816d49b 3. https://www.comparehris.com/blog/whats-next-ai-human-resources-2017/ 4.https://www.hrtechnologist.com/articles/productivity-analysis-hr-analytics-tools/how-to-leverageai-for-talent-management/


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Automation in HR T

he last tide of innovation change included a huge number of social, mobile and cloud capacities that modified various HR forms. Mobile innovations caused all behavior of recruiting, interviewing, travel cost calculating, time tracking and more to change. Personnel and employment searchers never again needed to be fastened to outdated desktop PCs. Cell phones and tablets were presently the favored strategies for contact. Social disruption activated huge changes, as well. LinkedIn, individual website pages and Facebook progressed toward becoming go-to areas for employers to discover passive employment searchers. Web spiders and huge inmemory database technology could now do in m i l l i s e c o n d s w h a t o u t- d a t e d s e l e c t i o n authorities required a long time to finish. The tech savvy individuals made with cloud, mobile and social advances has been the feedstock for a great part of the HR innovation changes the most recent ten years. Cloud was the vehicle instrument for the majority of this information and a great part of the information ended up in big data stores. Currently the innovation is jumping forward. The Big Move The period of crimes is currently upon us: New advancements can find out whether certain corruption, forgery or other potential impropriety is going to be embraced by an employee. New big data and in-memory technology enable organizations to check vast amount of non-organized information (e.g., messages, writings, examined solicitations, and so on.) and scan for basic pieces of information to undesirable and conceivably illicit exercises (e.g., search for solicitations referencing "facilitation fee"). Don't think this is impossible? Big Five firm EY as of now has such a tool. Artificial Intelligence will trigger a radical overhaul of Recruiting: AI devices, when utilized as a part of conjunction with video interviewing, will enable HR to deal with right prospects and place the best options at the highest priority on the rundown. Although, this time, AI will inspect 25,000 data points focuses recording in as meager as five minutes of video talk with time. This intelligent assessment of applicants can

spot things like the individual's utilization of their inventive parts of the mind, regardless of whether they truly know the topic, the knowledge of the individual (by means of Bhalerao Kunal their vocabulary), and so IIM Raipur on. On the off chance that you don't think this is possible, look at HireVue.

The routine is gone: Robotic Process Automation (RPA) is a savvy AI/Machine Learning technology that figures out how a laborer does a repetitive activities. In one Accounts Payable shared service center, RPA has removed 482 out of 500 workforce. Administrative jobs are being affected however so too will different exercises in short request. In the event that the workers vanish, will HR deal with the RPA logic or IT? Job seekers have more power now: Job searchers approach huge online information stores. They know your company's interview questions (even the awful ones!) and they share incredible answers with each other. They can see surveys of a business, its pioneers, and its career progression rates. The greater part of this information that can be served to cell phones brings a ton of straightforwardness. It implies employers should assertively deal with their product, corporate and employment brand. Keep in mind that the data job seekers utilize isn't in your ATS, ERP or recruiting software – it's in social media and other EXTERNAL online forums. Does your HR department have somebody checking your always evolving recruiting brand and the referral content others see? With great information/power comes great responsibility: The chance to utilize machine learning, programming language, algorithms, and so on is alluring. Be that as it may, an excessive number of HR associates are still staffed and work as they did 10 years or all the more prior. Does your HR association have work force with the profound comprehension of statistics, social sciences, psychology and different disciplines that will allow the right (and lawful) arrangement of new innovations? What now?


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HR managers will require new abilities: that is guaranteed. Yet, what else should HR do? Here's a starter list: Get cosmopolitan: The most ideal approach to manage what's to come is to get before it. Exposure to new innovations must be a central competency of HR pioneers. HR leaders ought to go to particular HR innovation events where cutting edge, new solutions are illustrated. Look for first to comprehend the future before arranging it. Build up a team(s) tasked with a RADICAL reinvention of HR and different procedures: Don't sit tight for innovation sellers to appear with a pre-constructed new set of processes and work systems. In the event that you do, it will put your organization way behind your competitor. Opportunist firms are taking a dig on how they can get early bird advantage from these new disruptions. In the event that you snooze, you lose. Create sunset plans for all your old HR methodologies, skills, and processes: Everything and everybody has a "best when utilized by date" however a few firms appear to cherish old business strategies, technologies, and so on. When you know the lapse date of all things HR, individuals can get concentrated on what should happen. Nostalgia and idleness are not methodologies. Get an implementable plan and plan to exploit the future (before competitors exploit you).


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Humanizing Leadership in the

M

AI

Sriram S Kamath IMT Ghaziabad

World

ankind has taken about 5 billion years to become what it is today. Languages, cultures, art and sciences have evolved over these many years across civilisations to attain its present state. Change is imminent, and is the only thing that remains constant across this world. This change is usually brought forth by few individuals who can be said as the change bringers. Technology together with these change bringers, has been an enabler in this world even since the early 19th century, with organisations taking control to lead the way to the future. This present is the just the beginning of an era that is called as the “Golden Age of Automation” and despite the productivity, has paved to arising doubts about what it really means to the people. Technology firms globally are at race with the clock to be the pioneer in development of a fullyfledged artificial intelligence (AI) System. Robots are in which can be employed to take over redundant human jobs and in rapid development. Kismet, a robot designed by M.I.T's Artificial Intelligence Lab, recognizes human body language and voice inflection and is even capable of responding appropriately. Sofia, a robot which is the first to be granted citizenship is another that's changing the dynamics of how future workforces will shape out. Mankind constantly seems to be pushing to play God. Incorporating a human element in a machine for the time being however, seems a distant reality, and this is where human resource continues to harbour its unique charm. Still the question is how future leaders will manage this change while ensuring that the human element continues to be the very essence of the work. This will shape into the core of what humanizing leadership means. Knowing how to build a human element is what will form the crux of successful HR manager in the future. 1. Building on your core competencies: We play on strengths and guard our weaknesses, but moving forward it becomes imperative to rely more on these strengths and the ensuing passion to lead microsteps that fuel your confidence and enhance your experience. Organisations will such an approach will tend to have greater growth over the long run. 2. Health consciousness is a hygiene: Fatigue due to stressful work environment is the primary reason why even technical experts make mistakes on job. On the other-hand there are AI computers that never make mistakes unless its an error in their programming. Hence building good health habits as well as periodic rest to ensure recovery is key to the success of an organisation. 3. Build relationships: Relationships form the connection that helps organisations grow and move forward as partners. Focussing on online and offline interactions with clients and partners with equal gusto will pave the way for both present and future growth. 4. Raise involvement through absorption: Involvement is not merely defined by presence. Promote a work culture where employees are engrossed in the job at hand while at the same time active during the decision-making process contributing towards building positive insights that can help change existing systems to offer better efficiency. 5. Create purpose moving forward: Incentivise work by adding meaning to what is being done and not just rely on monetary rewards. With increasing AI environment, the focus will be to assess the necessary skillset and employ them in the best possible way to meet organisation and employee goals in tandem. Eventually it comes to an individual or a group of individuals on how they want to go ahead with this. But as its goes the most important thing is to start. Start small, scale and succeed. Humanity through leadership will continue to inspire and form backbones of top organisations through the present, as well as all the way through to the future.


MATERNITY LEAVE

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A BOON OR A BANE? -Shreya Ganguly Indian Institute of Management, Lucknow.

Maternity leave, in layman's terms, refers to the period when the mother takes a leave from her regular job after giving birth or adopting a baby. Historically, maternity policies were introduced to safeguard the health of working women and their babies. In the recent, job-protected leaves following childbirth and adoption have become the policy norms in most industrialised countries. The ancient motive behind post childbirth leave-policy was the need of the mothers and not the children. However, in the recent years, improvised parental leave policies have been introduced, which take care of both the child well-being and gender equality support. Various primary and secondary researches have been conducted all over the world to comprehend and analyse the impact of maternity leaves both on the women and the employers. Renowned literature suggests that, although severe consequences have not been found out in case of short or medium term leaves, negative impacts have been detected in extended leaves, particularly in multiple and subsequent leaves. However, there are several positive effects of maternity leave as well, which in a way, outdo the cons. Leaves encourage gender equality and motivate women to participate in the labour force. As more and more women step out of their homes and contribute towards the e c o n o m y, t h e e n t i r e economy prospers due to increased GDP and employment rate. Moreover, higher labour force indicates a larger share of the income tax payment which rises the revenues for the government. Positive effects of the maternity leave include not only the m o n e t a r y compensations but also those factors which are difficult to quantify: the impact on the mental and physical health of both the mothers and the children, workers trying to balance work and family life etc. The most important impact of maternity leave is on the health of the children as well as the new mothers. A renowned study by Ruhm had found out that paid parental leave policies help in improving the child health, the parameters of measurement being weight at the time of birth and infant or child mortality rate. The study further went on to explain that the paid leaves for the new mothers whether after childbirth or adoption, has significantly positive and fortunately, optimum and cost effective impacts on child health and physical and mental well-being. The logical most reason for this inference stems from the fact that these leaves provide the parents with quality time to invest in nurturing and taking care of the infants as well as the young children. Statistical studies and research work has shown that there is a very strong and credible negative relationship between the durations of the leaves taken by the working mothers and the post neonatal fatalities between the first and the fifth birthday. Parental leaves provide a cost effective solution to rearing the children simply because they reduce the need for out-of-the-home infant and toddler care, since the demand for such services is linked to the duration as well as the linked benefits of the leave policies. Further research suggests that the children whose mothers return to the jobs before twelve weeks after childbirth are less likely to have the regular medical check-ups and vaccinations required, less likely to


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be breast-fed which is a priority for the strong health of the children., less likely to have immunisations by the age of 18 months. If the mothers worked full time, the children were most exposed to developing mental problems by the age of four. Maternity leave policies can impact child outcomes through several other mechanisms as well. For example, a legal job leave policy that restricts the employers from firing the pregnant women has a favourable effect on the stress levels of the women during the pregnancy. The foetal origins literature sheds ample amount of light on the importance and necessity of the prenatal environment on the development of the child mentally and physically in the future. Again, research by Aizer finds negative correlation between the maternal cortisol levels during the pregnancy and the educational attainment of the children. Larger cortisol levels show lower vocabulary scores of children at the age of 5, lesser motor and social skill developments, emotional disorders, aggression and overall ill-health at the age of 2-3 years. Thus, maternity leaves are extremely essential for an economy to grow and prosper but lack of consistence globally on maternity leave lengths and workplace policies makes it ineffective and unsustainable. As President Barack Obama summarised it rightly in one of his weekly addresses, “Family leave, childcare, flexibility- these aren't frills. They are basic needs. They shouldn't be bonuses-they should be the bottom line.” Thus maternity leaves must be supported with adequate additional facilities like paychecks, compensation for the employers, relevant durations etc. and then only they can help the economy thrive and prosper.

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Here’s a collection of the funniest bits of HR Humour we found on the internet. Let your funny bones tickle you with these little snippets

Source: The Daily Star


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Tête-à-Tête

with

Asit K. Barma

Asit K. Barma is a professor in the area of Marketing at IMT Ghaziabad. An industry veteran, with over 30 years of experience in the industry, Mr. Barma talks about the changing trends in HR and how it will affect the industry as a whole

Q How can we change the recruitment process to improve performance management and employee engagement? A. Like what it used to be maybe 10-15 years ago, today the product life cycle or career life cycle is getting shortened. It means the job you undertook you may not be retiring in that. So it gets shortened. It means the nature of work outside is changing very rapidly. As a consequence, you need to look into many other attributes in a candidate which was not the case earlier in recruitment processes. Today, it is not just capability alone, but your ability to interact, show the right attitude is important. You cannot evaluate that in 30 minutes of interaction. Today's recruitment process is a holistic assessment. Apart from the profile and the resume that is shared, they also look at the different references that you submit along with the social profile. There are different recruiters who do not recruit candidates who are extremely active and vice versa. Many recruiters even look at your LinkedIn profile and see the kind of recommendation that you have received. It could also be the rating which you receive from Uber cab drivers! It could be one of the parameters for assessment. They try for a 360 degree assessment. One of the pre requisites is that the candidates need to be fast learners. This needs to be evaluated in the assessment. So, your ability to do critical thinking, design thinking and ability to innovate. The recruiters have their methods to evaluate those. These business processes are also changing with a lot of disruptions such as in the automotive industry so that the drive is on electric vehicles and driverless cars. Airbnb and Uber are also examples of such disruptions. All companies and academic institutes need to respond to these disruptions. What essential it means is that the people of the company need to respond to these disruptions. The person needs to have an innovative bent of mind. They should be open to learning. Today it is easy to get over 8 percentile but what is difficult is if you can crack something new. You need to keep enriching the career lifecycle. A specialization is not final; you need to build on those. Say from HR to analytics. Secondly, we need to ensure that the people have the ability to learn new things and they are fast learners. Thus career life cycle is shortening but you need to keep learning and riding the technology curve to improve your position. Today's workplace is like running on a treadmill, the only way not to fall is to constantly run on it. Employees need to bring out innovation in their job, add new skills. Many companies are not having the appraisal system as it was only annual appraisals. Now, performance management is becoming more real time and continuous. Feedback has to be given continuously to the employees. For performance management, there are some criteria's – quantitative and qualitative. Qualitative is the kind of improvements brought about, the innovations and they have a say in today's disruptive era. It acts as a differentiator. Employee engagement: The fun quotient means not just partying but the employees must be happy coming to work. They like the work environment. An employee spends as much time at home as in the office as with the family(apart from sleep). We need to create the omni presence experience at workplace. The HR takes care right from the parking spaces to crèche at offices. Employee needs to feel that their personal needs are taken care of. We also need to look into the policies like social media policy - to prevent social


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media abuse. With use of technology, we can allow the use of social media and prevent abuse as well. You need to see that the new workforce that we have receive are technology friendly and active on social media and they love 'Digital Smacking' – the need to check social media once in a while. Q How has artificial intelligence and big data affected the job of an HR professional? HR has been a very generic profession and considered to be an easy subject. In MBA's if you need to lift your CGPA, then you take up these subjects. What is to be traditionally known to be an easy course, is no longer so. This is because of the artificial intelligence and big data coming into the picture. Today if you look at HR analytics, it plays a very important role to look at different aspects of employee distribution in the organization. Different aspects of how the impact the processes at the workplace can be managed. Can you predict the possible attrition at workplace? Can you sense and respond to employee behavioural outcome? This will help prevent some of the adverse employee reactions. Data visualization is coming in a big way to make useful interpretations in HR. As a professional, knowledge of these makes a strong differentiator for the employee. Q What are the ways by which HR professional can secure his/her job in future? A. You can secure his/her job in future only by creating a differentiator. The CTC for an employee to the company goes up over time and there may be a junior staff that can complete the same job with lesser pay. The kind of differentiator is important. There are a huge number of MBA graduates but only those with quick learning ability, sensing new trends in HR, will be here for a very long time. Ability to network is important and interaction with high profile people is important. As a young professional, if you show excellent articulation skill, it acts as a differentiator. Q Do you think HR professional can be replaced by a robot? A. Especially in India, it's a high touch market. Here they cannot be replaced by robots due to the unique requirements and demands of the people. What a robot can do is complement the HR professional – in screening the profile, administering the payroll. HR professionals are not on an assembly line, they deal with people's life. Q. What is your opinion about e-HR? A. E-HR is a function of HR that is concerned with the use, management, and regulation of electronic information and processes within an organization. It is a function of human resources that requires crossfunctional knowledge and collaboration between multiple departments, most notably human resources and information technology. Today everything is electronic. I would think we have different ERP software platform where HR is one process. SAPS, Oracle, Microsoft (Microsoft Dynamics) each have HR processes. We can bring lot of transparency with these. It is similar to e-procurement which has great transparency. E-HR will bring a lot of equality in the system, less prone to errors.


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Changing Trends in HR

Team HRuday, interviewed Mrs. Shilpa Kamath, Practice Head- learning & development Consultant & OD practitioner at i-POINT Consulting Services Pvt Ltd, Bengaluru. She talks about how technology is changing the HR world.

Q. Please give your views and observations on 'How is technology changing the recruitment process, performance management and employee engagement activities'? A. Technology plays a major role in today's HR processes. With time our dependency on technology has increased and there is no looking back. Gone are the days of conventional recruitment processes using job portals. Recruiters need to be affluent with the use of Web 2.0 to target the right candidate. Almost every organisation has its own Applicant Tracking System to streamline the recruitment process, a Performance Management System to document and ensure transparency in the performance management and development of employees. People prefer Gamification and Web based trainings to the traditional classroom trainings. Many companies invest in external vendors to create a repository of free online trainings and articles. This helps people invest time on up-skilling themselves at their convenience and comfort. Q What are the ways in which a HR professional secure his/her jobs in future? (Scope and Sustainability) A. The industry is changing and so is the HR function. AI and Robotics is the future, however, these machines still give you the data and the facts but strategic decision

making and the human touch would always be necessary. For sure we wouldn't need so many manual workforce and that is where the need for up-skilling oneself to remain in this race comes. It has become necessary for one to know the various arrays of HR in detail and not just be a specialist because some decisions would need one to have a holistic knowledge and approach. People will have access to the general data and information via machines but an HR should know how to customise it and make it relevant for the individual.

Q. Please comment your opinions on the Impact of Maternity leave on the organisation. Is there any discrimination/difficulty that women are facing regarding the sanction of Maternity leave? If yes, what is your say on that.? A. Most established companies have modified various policies making it very women friendly. It surely moves them up the list of 'Desired companies to work'. Since they have to follow the stringent rules of the Labour laws, most organisations have to follow some of these mandatory rules like maternity leave. Does a 6 month maternity leave policy impact a business? Yes, it does have a big impact to the bottom line especially if the company is a start–up or mid-sized one. For bigger companies it would just be a drop in the ocean but it surely affects the functioning and deliverables of the project. Here is when a good leadership and planning comes into action.


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umou

Here is some more of the HR Humour that’ll make you go ROFL

Source: Pintreset

Source:Twitter

Source: Pintreset


Team HRUDAY Nymisha Medicharla

Ujjwal Sarangi

Vishnuvardhan Thati

Adnan Nauman

Ishani Mazumdar

Gurleen Singh Kochhar

Shubham Singh

Shruti Mittal

Shyam Rathi Aravindh R

Sumit Kajal Vishwas Ahuja

Narendra Singh Danu


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DISCLAIMER: THE CONTENTS ARE ONLY INFORMATORY AND THE COMMITTEE CLAIMS NO RESPONSIBILITY FOR ITS LEGAL AUTHENTICITY

HR Pulse - January 2018  

HR and OB committee of IMT Ghaziabad present the latest edition of HR Pulse. The theme for this edition is 'Changing trends in HR'.

HR Pulse - January 2018  

HR and OB committee of IMT Ghaziabad present the latest edition of HR Pulse. The theme for this edition is 'Changing trends in HR'.

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