Improvements in human resources (HR) practices and technology are a key reason for the continuous rise of India's technology sector. However, the growth of the tech sector is having its own impact on HR as well.
Around the world, the science and tech industry scenario is a rapidly changing—it has become critical for Indian tech organisations, and their workforce, to adopt and inculcate the values of speed and continuous learning. As a result, in order to support this, there is a greater focus on HR than ever before to 'hire right' as well as 'continuously upgrading skills' of the present workforce on a real-time basis.
The HR sector itself has been experiencing noteworthy changes, all thanks to the evolution of information technology systems over the last two decades. While organisations realize that to prepare for the future is to invest in both technology and its people, HR will have to partner with technology and use it as a key enabler in talent management. One of the challenges being faced by HR today is evaluating and implementing the right technology platform which caters to all HR functions. Along with choosing the right platform, another critical factor in driving and sustaining change is the mindset—it is important for people managers to be mindful of the need to continuously learn and grow, and support the L&D (learning and development) initiatives. Resistance to change at all levels is often one of the core challenges faced by HR. Top management can play a critical role in helping HR overcome this by personally endorsing the use of technology and automation in HR practices.
Human resource technology is undergoing one of the most disruptive periods it has seen in a decade. Everything is changing, and rapidly—including the types of technology HR professionals use, the experiences those systems deliver, and the underlying software designs—making many of the traditional HR systems from only a decade ago seem out-of-date. Today, there are various organisations that are offering automatic tools to analyse performance management, real-time engagement evaluation, growth of contingent workforce management, finding the right job candidates, performing background screening and psychological testing, managing the entire complex process from end to end via applicant tracking and recruitment management systems, etc. The key to success is choosing a platform that is most relevant to the user and is user-friendly. The motto should be “Keep it simple, keep it straight”, in order for the workforce to readily adopt the change without feeling hassled by too much complexity and jargon.
The success of any function or initiative is directly linked to its alignment with the overall business objective. Thus, in order for any practice to become a best practice will depend on its relevance to the vision and big picture of the organisation. At the end of the day, it is all about business performance, and HR must work directly towards the success of the business.