Role of tech­nol­ogy in hu­man re­source in­dus­try

The DQWeek (Mumbai) - - CHANNEL BONANZA - Con­trib­uted by: DIGVI­JAY SINGH PONIA, Prod­uct Man­ager, Hall­waze Inc

The HR in­dus­try has wit­nessed enor­mous progress in the way it has func­tioned, from its Ne­an­derthal be­gin­nings to the em­ploy­ee­cen­tric com­mu­nity that it has be­come to­day. Tech­nol­ogy has had a huge role to play in it, be­ing piv­otal in en­abling HR or­ga­ni­za­tions to move from per­son­nel man­age­ment to busi­ness ex­e­cu­tion. Here is a snap­shot of how HR has evolved, with the par­tic­i­pa­tion of tech­nol­ogy, to its present form: Pre -90’s: The Gen­er­a­tion of “Per­son­nel Ad­min­is­tra­tion.”

Prior to 1990, HR or­ga­ni­za­tions were en­tirely fo­cused on the di­rec­tion of per­son­nel ad­min­is­tra­tion, ow­ing to the sheer amount of time in­volved in to man­ag­ing ad­min­is­tra­tive HR pro­cesses be­fore au­to­ma­tion of tech­nol­ogy had even taken place. In fact, or­ga­ni­za­tions had earned their name post the 90’s. They had ti­tles such as Of­fice of Per­son­nel Ad­min­is­tra­tion or Per­son­nel Depart­ment, with fo­cus on how to ef­fi­ciently process em­ployee pa­per­work. 1990 to 2000: The birth of “Hu­man Re­sources.”

90s saw a flurry of things, in­clud­ing the two fol­low­ing- ex­e­cu­tion of ERP tech­nol­ogy, sig­nif­i­cantly re­duc­ing the time needed to un­der­take ad­min­is­tra­tive HR tasks and wide­spread adop­tion of per­sonal com­put­ers. Sig­nif­i­cant ad­vances took place in the pre­dict­ing and chang­ing em­ployee be­hav­iour, sim­pli­fy­ing the older pro­cesses. A slew of tal­ent man­age­ment tech­niques presently used were taken from the 90’s tem­plate. Hence, the fo­cus of HR grad­u­ally shifted be­yond per­son­nel man­age­ment to in­clude pro­cesses de­signed to im­prove the qual­ity of work­force de­ci­sions, ush­er­ing in a new per­spec­tive to­wards em­ployee man­age­ment. 2001 to 2010: The era of “Tal­ent Man­age­ment.”

The in­ter­net boom was lapped up by the HR in­dus­try al­low­ing or­ga­ni­za­tions to more ef­fi­ciently share data across the sys­tem. Au­to­mat­i­cally im­port­ing data col­lected dur­ing the hir­ing process, to sup­port em­ployee de­vel­op­ment and man­age­ment, was pos­si­ble through the power of in­ter­net. This greater access led to tal­ent man­age­ment-cen­tric shift where a col­lec­tive per­spec­tive of build­ing teams was pro­moted. No longer was HR lim­ited to fo­cus­ing on staffing, train­ing, com­pen­sa­tion and suc­ces­sion as added roles such as in­te­grated tal­ent man­age­ment was added to give a mul­ti­fac­eted out­look. 2011 to present age: Gen­er­a­tion “Busi­ness Ex­e­cu­tion.”

The present era is mov­ing at the speed of light as or­gan­i­sa­tions are in­creas­ingly adopt­ing cloud-cen­tric ap­pli­ca­tions, aug­ment­ing the role of HR to strato­spheric lev­els. Or­ga­ni­za­tions in­creas­ingly are con­cen­trat­ing their time on how to most ef­fec­tively use the var­ied tools to in­crease work­force pro­duc­tiv­ity. The shift to the cloud has en­abled tech­nol­ogy ven­dors to in­vest more on HR cen­tric prod­ucts, cre­at­ing highly scal­able, user friendly ap­pli­ca­tions that en­hance the func­tion­ing of tal­ent uti­liza­tion. This has al­lowed HR pro­fes­sion­als to shift their en­ergy into reval­u­at­ing and re­shap­ing busi­ness ex­e­cu­tion, align­ing the myr­iad of ex­per­tise to take for­ward or­ga­ni­za­tional goals. Con­clu­sion

A brac­ing amount of progress has taken up the in­dus­try by its col­lar; with re­sult ly­ing in an in­creas­ing num­ber of HR or­ga­ni­za­tions that are fun­da­men­tally and pro­foundly im­prov­ing how man­agers run their busi­nesses. As tech­nol­ogy ad­vances, so would its func­tionar­ies leave an im­pact on the al­ready dy­namic frame­work.

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