HR Management Analysis Trends

Many businesses have undergone a digital transition during the past 10 years, in part because of their reliance on technology to function. Numerous parts of business have changed as a result of the use of cloud and mobile computing, higher levels of automation, and artificial intelligence. Because of this, the human resources divisions of these businesses have also changed to provide their staff with a more mobile, social, and consumer-style experience (Markos, & Sridevi, 2010, p. 92). Currently, human resource departments are working to offer employees a work environment that is specialized, based on the newest technology, and most importantly, human-centered. The last ten years have seen forward-looking companies like IBM, and General Electric provide a flexible, consumer-oriented experience and work environment for their employees. General Electric, for example, have created a Head of Employee Experience, aimed at creating an employee experience, which considers the employee’ physical working environment, new technologies and tools to boost their productivity, and training to achieve optimum success. Through transforming the workplace into an experience, such companies ensure that their values and philosophies stick in the workplace.

The last decade has also seen the big data trend adopted by Human Resources Departments of many companies. According to a survey conducted by SAS, more than 6000 companies with a staff of 100 or more are poised to implement big data analytics by 2018 (Khera, & Gulati, 2012, p. 9). Another survey by Towers Watson of more than 1000 companies last year, found HR data and analytics to be among the areas for huge HR technology spending. Big data enables employers to track, analyze, and share employee performance-related data, thereby allowing them to gain more insight on their employees, and also boost employee’s individual motivation and overall engagement. One advantage of using big data in a workplace is the employer’s opportunity to learn about the reasons behind employees’ turnovers, or why they opt to stay. Companies utilize tools like satisfaction surveys, social media, team assessments, and exit and stay interviews, to help them predict and prevent employee turnover (Khera, & Gulati, 2012, p. 12). Employers can also use performance and talent data, employee and business data to determine the rate of performance, and their high performing employees. Through the use of technology such as retinal scans, employers can now store and track data to help countercheck employee attendance throughout the year.

We have also witnessed a shift in the manner companies evaluate employee performance in the last ten years. Many companies have since ditched the forced ranking approach which defines employee’s performance by a single number (Saridakis, Lai, & Cooper, 2017, 89). Companies have realized that numerical performance management systems do not consider new working trends of employees. The change in the nature of work, which now involves more of team work, has made performance reviews, normally delivered once a year, irrelevant to the ways employees conduct their activities in the workplace. Instead, companies have shifted to a more social approach in enhancing employee performance. By utilizing regular conversations about performances and developments, companies can focus more on building the workforce for years to come. Regular conversations, in a more social context, eliminates employee guilt, mountains of paperwork, and instead enhance individual creativity and collaboration.

Due to the recent surge in digital technology, many companies have increased their need for data and analytics tools to enhance the sufficiency of their operations. Big data enables employers to access different sources of employees’ information, thereby enabling the Human Resource Department to identify issues that may lead to employee turnover accurately, and lower employee engagement. Big data enables employers to gain more insight on their employees, mainly by tracking, sharing, and analyzing employee performance-related data (Khera, & Gulati, 2012, p. 7). Data related to training participation and outcome enables employers to offer better training options for their workforce. Big data also offers companies a better opportunity to be more analytical and strategic when hiring employees.

The HR departments of many companies have had to make significant transformations to accommodate the millennial generation of the workforce. In the last decade, we have seen a rise in the millennial’s population in the workplace. Therefore, there is a need for employers to understand their behaviors, needs, and motivation, with the aim of enhancing engagement, retention, and productivity of this generation of employees (Markos, & Sridevi, 2010, p. 92). The millennial generation needs the right workplace environment and attitude as compared to baby boomers if the employers want to realize their potential fully. Human Resource Departments adopted a more liberal approach to dealing with the millennial generation of employees. For example, HRs are shifting from command-and-control style of management to a style of management committed to developing and maximizing employees’ skills and strengths. Management has also abandoned annual reviews and instead adopted an ongoing conversation approach to deal with the millennial generation of employees.

From the discussion, it is evident that the HR of many companies have gone through tremendous policy changes to cope with the rise in digital and technological advancements. For companies to realize the full potential of their workforce, the HR departments have changed how they manage the workforce. The employee experience is much better than it used to be a decade ago. Companies employ data to analyze employee turnover and performance more than ever, with more emphasis put on ensuring that the HR is satisfied with the working conditions adopted by the companies.

References

Khera, S., & Gulati, K. (2012). Human resource information system and its impact on human

resource planning: A perceptual analysis of information technology companies. Journal of Business and Management, 3(6), 6-13.

Markos, S., & Sridevi, M. (2010). Employee engagement: The key to improving performance.

International Journal of Business and Management, 5(12), 89-96.

Saridakis, G., Lai, Y., & Cooper, C. (2017). Exploring the relationship between HRM and firm

performance: a meta-analysis of longitudinal studies. Human Resource Management Review, 27(1), 87-96.