HRM Endterm

Q1 The digital transformation at post pandemic period
 The pace of change in technology and the desire to automate is outpacing

HR's ability to upskill or recruit personnel, making it harder to perform
vital HR functions.t wreaked havoc on HR functions, with substantial
ramifications likely in the post-COVID era, highlighting the importance
of being prepared and resilient for long-term survival for both businesses
and people.
 Employees in the IT sector have greeted the WFH(work from home)
model with open arms; the new method of working has encouraged
homemakers to return to the workforce, allowing them to manage work
and family life.As a result of WFH, I expect to see an increase in
women's contribution to national growth following COVID.WFH has
also shed the geo-location barriers, now small town aspirants have equal
job opportunities in big metro cities.
 Due to the disruption of operations, businesses have become increasingly
reliant on technology for a variety of day-to-day responsibilities,
including tools that ensure employee productivity and continuity of work,
as well as solutions that make crucial HR, IT, and finance operations
more efficient.Virtual onboarding, workforce hiring, upskilling
employees, analysing performance, gauging employee attitude, and
making remote working pleasurable are all examples of unique HR
advances.
 HR executives and talent acquisition chiefs must learn how to use low-
code solutions to quickly implement the digital tools required for digital
transformation in their own jobs.
 Virtual hiring and recruitment: Virtual interviewing software has been
used by businesses to hire people.
Many organisations that had already implemented teleconferencing
technologies were already ahead of the curve when it came to properly
managing their operations during disruptions.
 Traditional onboarding procedures have been replaced with virtual
onboarding robust software to function in an increasingly digital
workplace after recruiting.
 Traditional development centres have been replaced by virtual
development centres to provide training to newly hired candidates and
existing employees in order to execute succession planning and put
skilling and reskilling on the fast track.
1. L&T have to reset to navigate through the current crisis while also
planning for the future, companies must re-imagine their personnel
environment, particularly their talent recruitment strategy.
2. Examining current JDs (Job Descriptions) and Role & Responsibilities to
determine where new digital procedures can be adjusted.
3. Assist our clients in navigating post-lockdown situations with newfound
vigour to continue our nation-building goal
4. Launched consistent communication campaigns, such as #L&TCares
#SafewithL&T #YourChoice, to ensure that employees and workforce
adhere to Covid-approved behavior and participate in vaccination drives.
5. The post pandemic time, ensured that our employees receive proactive
medical care, by setting up our own quarantine centres, hospital tie-ups,
doctors on call, availability of nursing and care, supply of healthy and
nutritious food etc.
6. Preparing the employees for ‘Future-jobs’ by skill enhancement through
proper training and development.
7. Employees with certain skills are reassessed and realigned to other parts
of the company where job standards are met.
8. Mindset: In a digital environment, how can leadership, strategy, and culture be
aligned with company goals so that employees' mindsets may be shaped
accordingly.Clear communication about transformation goals, visible engagement of
senior leadership, and the usage of internal media channels can all help to shift
employees' mindsets.
9. Skillset: Identifying the skillset requirements of Digital Natives and Digital Immigrants
and providing personalised training programmes to match those needs.
The post-pandemic era will be remembered as a time of new beginnings, with organisations
that survive the crisis benefiting from retooled and rejuvenated human resources.
Employees' whole lifecycles will be restructured and transformed, opening the way for more
agile and efficient HR solutions that will help organisations succeed in the future.
 Ryan, a multinational tax services organisation, is one such example.

Employees can work from anywhere at any time as long as the task is completed
using their MyRyan software.
There are no time limits, no location restrictions, and no set schedules. Flexibility is
valued by Ryan employees, and it has helped us become a "talent magnet" and cut
attrition.Client happiness and revenue, two other important measures for any CEO,
have risen dramatically.
 Amazon has run its Mechanical Turk as a marketplace for work that allows requesters
to pose “Human Intelligence Tasks” and pay people to perform them. These are
typically simple repetitive tasks, such as searching for information on the Web, paid a
few cents for each successful result. At the other end of the scale is Innocentive where
cash awards of up to a million dollars are given for successful solutions to research
problems. It’s a very attractive model for businesses able to allocate work across the
internet as they can choose suppliers who will perform tasks for a fraction of the cost
of employees.
Amazon has run its Mechanical Turk as a marketplace for work that allows requesters to pose
“Human Intelligence Tasks” and pay people to perform them. These are typically simple repetitive
tasks, such as searching for information on the Web, paid a few cents for each successful result. At
the other end of the scale is Innocentive where cash awards of up to a million dollars are given for
successful solutions to research problems. It’s a very attractive model for businesses able to allocate
work across the internet as they can choose suppliers who will perform tasks for a fraction of the
cost of employees. In fact it is quite possible to get the work done at no cost if there are enthusiastic
contributors willing to donate their effort for free.
 Netflix expects their staff to be great performers and trusts them to determine their own
work schedules. They don't care about effort; they only care about producing excellent
results. This is illustrated by their “no policy” arrangement for vacations. Since they are
not tracking the hours that people are working, it makes no sense to count the days that
people are on leave. their team are up to date on every project and that their absence will
not in any way damage the business
 The most essential aspect of culture is that it is an organization's only long-term point of
differentiation.
 Nobody can duplicate your strategy, but no one can copy your culture. The most
successful businesses are those with a culture that has grown to be larger and stronger
than any single person.
 If your employees are invested in the company, the strategy is more likely to be
embraced and implemented.

HRM Endterm

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Q1 The digital transformation at post pandemic period

 The pace of change in technology and the desire to automate is outpacing

 Ryan, a multinational tax services organisation, is one such example.

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