This is a presentation that contains the latest trends in Human Resource and how technology is used by HR department of a company.

1. CURRENT TRENDS IN HUMAN RESOURCE
Section – C
Group – 6
SIMONI PARMAR (14153)
SOHAM CHAKRABORTY (14157)
SREERAKSHA B.N (14160)
SRISTI ROY (14162)
SUSHMITHA S (14166)
SWETHATHALIYIL (14169)
TONY SEBASTIAN (14171)
VENKATESH KAMATH (14175)
VISHAL GUPTA (14178)
VISHWANATH NAYANAR (14180) SUBMITTED TO-Dr.
Nilanjan Sengupta

2. What challenges HR
today?
Managing
Change
Managing Diversity
Retention ChallEnge

3. THE STRATEGIC ROLE OF HR
 HR outsourcing is on the rise
-The downsizing of in-house transactional HR activities and the increase of
HR outsourcing continues to be a hot topic.
• HRM Asia: “HR outsourcing is no longer reserved for big multinationals. SMEs
are placing a greater importance on business HR which allows regional HR
leaders to focus on critical challenges including talent retention and leadership
development.”
Globalization – continued
-As the world becomes more globalized, understanding all aspects of the
‘globalization’ of functions has become essential, particularly in HR.

4. THE EVER EVOLVING GLOBAL
WORKFORCE
Focus on employee retention – the ongoing war for talent
-In 2014, the need for HR to focus on employee retention has become a top
priority.
Redefining employee engagement
• -With employee retention becoming a top priority for organizations,
• HR needs to redefine staff engagement and focus on employee recognition.

5. The rise of flexible working environments
-Flexible working environments and work schedules are increasingly
impacting employees, managers and HR departments.
 Continuous learning and development
-Annual employee development programs will be replaced by more continuous
actions aimed at developing, engaging and motivating employees.

6. HUMAN CAPITAL MANAGEMENT
• “Human Capital Management can be defined as the process of acquiring, training,
managing, retaining employees for them to contribute effectively in the processes of
the organization”
• “Human Capital management refers to managing an organization’s employees for
them to contribute significantly in the overall productivity of organization. In a
layman’s language managing workforce of an organization refers to human capital
management”
 Employee staffing approach
 Integrating people and business strategy
 Focuses on long stretch objectives
 Focuses on creating value
 Includes several practices

8. TALENT MANAGEMENT
Talent Management is a set of integrated organizational HR processes designed to
attract, develop, motivate, and retain productive, engaged employees. The goal of
talent management is to create a high-performance, sustainable organization that meets
its strategic and operational goals and objectives.
Current Application of Talent Management :
• Optimizing the performance of each employee and the organization.
• Offers ROI, job analysis and also the assessment validation will help enhance the
predictive power of selection tools.

9. CURRENT TRENDS IN TALENT
MANAGEMENT
• Talent war
• Technology and Talent Management
• Promoting Talent Internally
• Talent Management to Rescue HR
• Increase in Employer of Choice Initiatives

10. TALENT MANAGEMENT IN
ORGANIZATIONS
• Samsung : Offers postings at the headquarters in Korea for six months
to one year. Also gives out global scholarships.
• Dabur : Sends its employees to top institutes. Has sent executives to
Kellogg school of management and Indian School of Business
• Intel : Provides formal individual or group recognition at departmental
or organizational levels.
• FedEx : Pay exception is a procedure at FedEx, which allows
managers
to recommend and give exceptional pay increases to their highly
performing employees when it is not covered by normal policy .

11. HRM TECHNOLOGIES

12. BIG DATA IN HR
• New recruitment process
Big data systems can help you find great candidates who might
otherwise be overlooked.
• Data Verification
Helps in verifying the profile of the employees in an improved
manner.
• Helps in understanding employees better

13. SOCIAL MEDIA & HR
• Communication
• Promotional events
• Background checks
• Employee Actions
• Research
• Branding and company recognition
• Websites and blogs

14. CLOUD COMPUTING AND
SaaS IN HR

15. CLOUD COMPUTING IN HUMAN
RESOURCES
• Allows departments to ‘talk to each other’ more easily - serves to
increase the quality of communication in a company. Example: Shift
iQ.
• Track applications, search résumés, generate reports, calculate payroll,
track performance appraisals and maintain data on employees.
• Putting the HR department ‘on the cloud’ facilitates a mobile
workforce and should also allow flexibility.
• Easy to access.
• Cost-effective solutions for HR departments.
• Ensures that companies have instant and continual access to the latest
advances and legal issues as they may affect human resources issues.

16. SaaS FOR HUMAN RESOURCES
MANAGEMENT
• Provide a comprehensive tool set for managing all aspects of human
resources activity. Example: applicant tracking, time and attendance
management.
• Highly customizable without the hefty price tag typically associated
with custom development.
• Adds cutting edge features such as: workforce analytics, process
design control and HR compliance management tools.
• Benefits of a SaaS HRMS is the ability to significantly productivity of
human resources staff.
• Cost savings over the majority of on-premise HR software
applications.
• Able to avoid the towering capital outlays associated with the
acquisition, deployment, maintenance and replacement.

17. GAMIFICATION
• Gamification is the use of game thinking and game mechanics in non-game
contexts to engage users in solving problems and increase users'
self-contributions.
• Some advantages of the trend are:
Use recruiting games to assess soft skills and personality.
Personal wellness games can engage employees to become healthier
Peer recognition games engage employees, and foster team work and
competition.

18. MOBILITY IN HR
• Mobile Technology Makes Mobile HR Solutions A Game-Changer
• Mobile HR Solutions Have Strong Support For Inclusion In Next-
Generation Systems
• Security Concerns Are Declining With New Mobile HR Solutions
• Mobile HR Solutions Enable Interaction Not Just Communication
With Employees

19. ANALYTICS IN HR
• DESCRIPTIVE ANALYSIS
• DIAGONISTIC ANALYSIS
• PREDICTIVE ANALYSIS
• PRESCRIPTIVE ANALYSIS

20. EVOLUTION

21. PREDICTIVE ANALYSIS
“Predictive analytics, the use of big data to predict future trends and help make
decisions”
• Objective -effectively deploy resources and drive higher quality and greater
longevity of new hires.
• Accurately forecasting what any individual employee will do in the future is at
the bleeding edge of the market
• includes gathering historical data, with techniques that combine data mining,
statistical modeling and machine learning to identify patterns to make predictions
about the outcome of a particular decision.
• Discovering of risks and opportunities and modelling how several courses of
action might play out, before implementing it in a real situation.

22. • Recognize the strengths and vulnerabilities of the workforce and predict vacancies
and leadership needs.
• Track and analyze critical skills, and predict which skills will be lost and when by
predicting turnover.
• Measure turnover, understand its causes and design programs to control it to reduce
vacancy costs –(both financial and productivity).
• Assess risk on an organization-wide level by integrating workforce and relevant
business and third-party data for comprehensive risk analysis.
• Understand and mitigate risk linked to seasonal absences, resignation trends or
length of employment to prevent being blindsided by loss of critical workers, skills or
leadership.
• Measure, monitor and predict the effect of risk factors over time and prevent
organizational risk by devising contingency plans based on insight and foresight.

23. A DIFFERENT ANGLE TO PREDICTIVE ANALYSIS
• Predictive analytics on an individual level brings up several legal and ethical questions,
too.
• Where do we draw the line between the greater good of the company and the privacy of the
individual?
• Employees might have a real problem feeling that they’re being tracked.
• Can predictive analytics help you know your employees as well as you know your
customers? Should it?
• We have to be sure to develop a number of safeguards regarding what types of employee
data it will and will not collect, and assess the impact, both positive and negative, of any
analytics project before proceeding

24. BENEFITS OF ORACLE’S CLOUD-BASED HRMS
SOLUTION & HUMAN CAPITAL MANAGEMENT CLOUD.
The 2013-2014 HR Systems Survey concludes that HR leaders are moving to a
cloud-based HRMS because:
• 69% see improved user experiences for employees, managers, and HR
• 58% see best practices functionality
• 55% experienced easier upgrades.
Reference – www.oracle.com

25. CONCLUSION
“ HR is getting more mobile, social and in
the cloud, as big data will demonstrate to the
business that companies must recruit and
develop talent.
And while new technology are being
introduced,
don’t forget to reskill the HR department.”
---- BY ANITA LETTINK (Leads NGA HR)