HUMAN RESOURCE MANAGEMENT IN DIGITAL AGE- an Emphasis.

ABSTRACT

We, INDIA at the 70th year of Republic, experiencing the tremens of

“MAKE IN INDIA” give significance to, and narrate more on how Human

Resources are managed, exploited fewer and secured in this DIGITAL AGE!!

FOR MORE FEATURING OF TRANSPARENCY AND TRACEABILITY OF

THE HUMAN RESOURCES, IT BECOMES A CHALLENGE OF THE HUMAN

RESOURCES DEPARTMENTS BY DIGITILIZING ITS WORKS!!

The challenge for HRM therefore is to identify actual digitally induced changes in

attitudes, qualifications, behaviours and expectation of younger employees,

while yet avoiding any stereotyping and considering heterogeneity of actual

changes. Based on this, the strategic and operative adaptation of HRM to a

changing workforce constitutes a step necessary to support organizations further

on. In this way, “digital employees” constitute a first notable area of digital

changes and challenges of the HR profession and thus HRM should react to such

changes and align its strategies and activities to this new labour market cohort,

and search for adequate ways to recruit, develop, compensate, etc. such “digital

employees” and moreover to integrate them with previous generations of

employees.
Development of Human Resource Strategies in Digital Age:
1) To create an exceptional work culture/ environment –trending
atmosphere in Corporate.
2) Develop a long term employment development strategy-
Management concepts to fundamental ideas.
3) Look for talented employees within the organization- Intra and
Inter policy to ascertain.
4) Broaden the talent search programme outside the
organization- To deploy an organised teams
5) Build a brand value and advertise it- FOR LONG STANDING.

The shift from technological diffusion to digital revolution has seen

effects on human resources. It is through the development of human
resources that technology becomes better used. Thinking that
technology alone is the sole provider of solutions for economic
progress does not clearly explain the current picture. Digital
revolution has an important role to play and must have impacts on
human resources. Such effects are, in turn, bound to affect the
performance and quality of human resources.

If digital transformation impacts positively on human resources, there

is likely to affect visible changes in performance, output, service
quality, talent development, among others.

This is where the problem lies. It is all too easy to assume that digital
revolution will positively impact on human resource factors since this
has not been correctly identified and tested in many companies.
Hence, it becomes useful for the researcher to identify organisations
that use information technology and how there is some acceptable
correlation between digital transformation and human resource
management.

In Digital age, of late it is noticed that revolution impacts positively

on human resource development, on the talent management and
influences performance at work. The rise of these knowledge
economy is accompanied by transformation of bureaucratic
organization into one of then worked types.

This transformation also becomes visible in the relationship

between the individual employees and the organization as in
TRANSPERANT AND TRACEABLE situations.

THE KEY FINDINGS:

I. Redefining Human Resources:-

The so called Human work-force, deems to be fulfilling dream

of “MAKE IN INDIA”, though it yet to take its fine shape as
mentioned, and an increasingly greater role for technology and
particularly data has the potential to radically shift in HR practice
and processes. This brings new challenges in the need for HR
professionals to improve digital literacy and skills in order to
maximise the possibilities created by new technologies and adapt
to the rapidly shifting organisational context that surrounds them.

II. Customer Experience and Digital Transformation:-

Both acts as key drivers for shifting HR practice as many

organisations reorient resourcing, focus and culture around
customer-centric strategies. As businesses transform to become
‘fit-for-purpose’ for a rapidly changing digital world, the HR
function is playing a critical role in supporting change through a
heightened focus on culture, learning and employee.
 III. Talent

The FULCRUM to run the business by the Management, shifts all

priorities are creating high demand for talent in particular fields
and creating challenges for HR to recruit scarce but high-demand
talent. As a result, recruitment processes and relationships are
being reinvented.

IV. Performance Management

Rapid changing contexts impacts the performance management

processes, as organisations seek to be more adaptive and rely on more
regular, informal feedback rather than rigid annual performance
reviews and ratings. “OUTCOME” of each and every employee is
based on this peg which in turn is a SHIELD AND SWORD
factor .

IV. Empowerment

As businesses seek to move faster, employee and team autonomy and

empowerment have taken on a new level of importance. The HR
function is playing a key role in encouraging employee ownership and
empowerment.

VI. Leadership and Culture

Our research shows that in the context of the increasingly agile,

digitally-empowered operating environment, the qualities that define
great leadership are changing. HR and learning professionals are
refocusing leadership development programmes on enhancing not
only traditional leadership skills, but ‘softer’ skills that can enable
greater collaboration, entrepreneurialism and the ability for the
business to move fast. A key part of this is focusing not only on
KNOWLEDGE, but on the BEHAVIOURS that can establish
organisational norms and support the right culture for agility.

The new digital age in HRM therefore enhances the field by

strengthening our knowledge on the factors affecting the use and
outcomes of e-HRM and e-recruitment as well as considering the
nature of the digital native workforce. Thus we feel these
theoretical perspectives and methodological approaches reflect the
diversity that exists in this trending era.

Analysis and Conclusion:

There's no area of Human Resource Management that remains
untouched. HR has become strategic through "people analytics" as
“Old habits die hard”
We expect trend to CHANGE in coming years with more digital
workforce strategies and start to shape new Human Resource work
environments and cultures in, “MAKE IN INDIA” strategic and
policy.
Things like:
Employee wellness apps, Artificial intelligence apps, and New
feedback tools could change the way HR interacts with employees at
workplace including employee sentiments to increase the push on
digital HR factors
New Technologies for HR may also be leveraged to assist in hiring
practices. New digital tools will allow companies to find better
candidates more quickly and easily, further streamlining the hiring
process for new employees.

==-===============-===============-====