Question

Q1. Answer the following questions in detail with examples as applicable:
a) What is different HR Structural Alternatives and how effectiveness and
optimization in People Management relates to core activities of HR?
b) Discuss the complexity of outsourcing process and how to manage it for
organizational efficiency.
c) Describe the latest trends in Human Resource information systems and technology
considerations.
d) Outline how HR can assure that communication can be used as an effective tool
towards delivering messages and exchanging organizational information

Answer 1

Q1- A) What is different HR Structural Alternatives and how effectiveness and optimization in People Management relates to core activities of HR?

The organizational structure harmonizes and links parts of an enterprise, so that its maximum efficiency can be achieved. The selected structure affects the success of an organization in its strategy and goals. In order to contribute to this strategic alignment, HR experts should understand the characteristics, benefits and restrictions of different organizational structures.

The following issues related to the organizational structure are addressed in this article:

• The case for alignment of the structure with the business strategy of the company.

• Role of HR in organizational structure evaluation and execution.

• Key organizational structural elements.

• type and the potential benefits and limitations of each of the organizational structures.

• The effect of the growth process on the framework of an organization.

• Communications, infrastructure, metrics, regional and legal issues.

The structure of the organization is the way an organization works. It enables communities to work together to execute activities across their different functions. Traditional organizational structures tend to be more formalized – with employees grouped by function, area or product line, for example finance or operations. The loosening and flexibility of the less traditional structures can react swiftly to changing business environments.

Since the 1800s, organizational structures have shifted. Individuals were organized in the Industrial Revolution to add parts to the production of the product that moved down the assembly line. The science management theory of Frederick Taylor optimized the way in which tasks were done, and only one task was performed most efficiently by the workers. General Motors pioneered a revolutionary organizational design in the 20th century, where every major department built its own cars.

Today the structures of the organizations change quickly — from virtual to flexible organizations. The future will possibly carry organizational structures of functional, product and matrix. Nevertheless, future companies can embody a fluid, free-forming organization, membership and business approach among all their members as their global presence continues to evolve and increase.

Case of business

The ability of an aligned organization to adjust and reorganize as necessary is a hallmark. An organization must adapt its structure to new economic realities to ensure its long-term viability without decreasing core capacity and competitive distinguish. Organizational reform involves the closing of the systemic differences that hinder the success of organizations.

Problems created by a misaligned structure

Rapid reorganization of corporate units, divisions or functions can result in inefficient, misaligned business organization. Poorly thought-out reorganizations can create significant problems, including:

•Roles, work procedures, accountability and critical information flows can result in structural gaps when companies eliminate intermediate management levels without eliminating employment and compel employees to assume further responsibilities.

• Reduced capacity, capacity and agility issues can occur if a) low levels of employees who are not fully equipped to carry out the required tasks in middle management, and b) when senior managers have to take on more tactical responsibilities, reducing the value of management skills.

• Disorganization and unsuitable personnel could influence the cost structure, cash flow and the capacity of a company to supply goods or services. Agile companies can deploy people quickly to respond to changing business needs. The tools cut to bone however, leave little time, energy or the ability to work beyond their present framework for concentrating on their immediate responsibilities. In the end, the ability of an organization to remain competitive implies decreased capability and lagging response times.

• Reduced employment involvement can reduce customer loyalty, reduce corporate performance and reduce the value of stakeholders.

the importance of harmonizing the business strategy with the structure

Keeping four business components in alignment is key to profitable performance:

Leadership. The people who develop and implement the strategy and monitor results.

Organization. Organization. The strategy deploys its structure, processes and operations.

Employments. The roles and responsibilities required.

To be competitive within a performance organization, it is important to recognize the interdependences between these business elements and the need for them to adapt quickly and strategically to change. The outstanding result is more probable, when these four elements are in tandem.

The organizational design process is a pivotal link between the organization's business (senior leadership and corporate strategy and goals) and forms of HR support (design, selection, development and compensation of workflow processes). Strategy must continuously drive decision-making and structure, design, and effective leadership must be reflected and enabled.

Alignment and sustainability of organizational capacity demand time and critical thinking. Organizations need to identify the results to be produced by the new structure or process. This usually calls for the following recalibration:

• What work is critical to a mission, can be scaled back or removed.

• Existing role requirements, identification of new or modified roles required.

• Important metrics and reporting.

• Flows of vital data.

• Organization-level decision-making authority.

Function of HR

The right leadership and engagement of senior management is crucial for all company design processes and is important in unifying the organization behind strategic guidelines and business goals. In the organizational design process, HR can be a helpful collaborator.

The majority of Hres organizational design work takes place as changes to the competitive landscape call for the organization to be revamped and its goals or the strategic plan of the company to be retained or modified.

In organizational design the roles and responsibilities of HR should include:

• Behavioral analysis leaders by defining the underlying causes for organizational performance issues.

• Assisting leaders to assess a range of clear design options.

• To ensure members are consistent with short- and longer-term strategic priorities by defining key actions, strengths and weaknesses.

• Assisting members in achieving the correct execution of the framework.

The structure to align with the company's business strategy is continuously monitored.

Increased HR contributions to the organizational design and implementation process through the fulfillment of these responsibilities:

• To provide tools to assess the overall internal and external and organizational environment and structure.

Proving knowledge of the advantages and disadvantages of different organizational structures.

• Encouraging members to consider policy in architecture and institutional decisions as a pillar.

• Build, after deciding an organizational structure, appropriate and correct work designs. This role includes determining the requisite knowledge, skills and abilities and discussing the level of autonomy, identification and sense of the job, variety of skills versus specialization of work and the pace of work.

• To help managers effectively perform through training on appropriate leadership and management skills (dealing with ambiguity or performance evaluation with another matrix manager).

• To help workers understand the link between the nature of their company and donations, where they need them and how the company is aligned with the corporate strategy.

Organizational institutional main elements

The organizational structure is structured by five elements: job design, department, delegation, control space and command chain. These elements include a business diagram and create the structure of the organization. 'Department' refers to the structuring of an organization's workforce. 'Command spectrum' refers to the number of people reporting to a manager. The "command chain" refers to a power line.

The management centralization or decentralization policy of the business often affects organizational structures. The degree to which decision-making powers are delegated to higher management levels typically results in a pyramid structure. "Centralization." In general, centralization is recommended if inconsistent priorities and strategies between operating units generate the need for coherent policies. "Decentralization" is typically a slimmer and flatter organization in the extent to which the lenders of the hierarchy have the decision-making authorities. When conflicting strategies, uncertainty or complexity requires local flexibility and decision-making decentralization shall be recommended.

Organizational structure forms

Structures have evolved from stiff, vertically integrated, hierarchical, autocratic to relatively unlimited, empowered, networked organizations to quickly address customers ' needs through customized products and services.

The companies today typically have lateral, vertical and horizontal structures or have transparent borders. For each of these groups, the following are different types of structures:

• Functional and divisional vertical.

• Horizontal and vertical – diagram.

• Boundary-less – modular, virtual and cellular (also known as open boundary).

Vertical (functional and divided) structures:

Includes the following advantages of a cohesive structure:

• In its respective domains, the organization develops experts.

• Individuals only perform the most proficient tasks.

• Logical and understandable form.

Coordination or lack of key disadvantages:

• People are in specialized silo departments and are frequently unable to coordinate or communicate.

• It is harder to promote cross-functional activity.

• The structure is resistant to modifications.

This structure is ideally suited to centralized organizations (most of the decision-making takes place at high organizational levels), because few similar goals exist (e.g. marketing, manufacturing, procurement and IT) across functional fields. Given centralized decision-making, the company can benefit from economies of scale because central buying functions are likely to occur.

It is essential that the departments are coordinated with an appropriate management system. A special boss, like a Vice President, a computer program or a particular type, could be the management structure.

A subdivision structure divides employment and employees by production, also by a vertical arrangement, although a dividing structure may be divided by a different variable like a market or region. For example, a company in the North, South-East and South-West with a division structure that sells clothing from men , women and children through retail, e-company and catalog sales may employ a three-fold approach:

• Product — wear for men, wear of women, and clothing for the children.

• Market — commerce shop, e-commerce and catalogue.

• North-East, South-East, South-West region.

It could look like this sort of organizational structure.:

The benefits of such a structure are as follows:

• It provides greater concentration and flexibility on the core competences of each division.

• It enables divisions to focus on the manufacture of products with specialized knowledge gained from related divisions.

• It allows more teamwork than the system functional.

• Decisions moved to the organization's lower levels for quicker, more personalized decisions.

This system has the following disadvantages:

• Efficiency loss and a doubling of effort may result because every division should gain the same resources.

• Each department often has its own R&D, Marketing and other units, which can help each other else.

• Less interaction is possible with employees with similar technical career paths.

• Divisions for the same customers may compete.

• Each branch often purchases similar goods in small amounts and can pay more for each item.

This kind of structure is helpful when the quantity or complexity of the product base expands. But if the rivalry between the divisions is significant, the organization will not adapt quickly enough, or the organization will need a more complex matrix structure if economies of scale are missing.

Organizational structures of matrix

A structure of the matrix combines the functional and division structures to create a dual control situation. An employee reports to two management in the matrix system, collectively responsible for the success of the employee. Typically, one manager operates in a business unit that relates to a product, service, client or geography, such as finance, human resources , information technology, sales and marketing.

This may look like a typical organizational matrix structure:

Includes the following benefits of the matrix structure:

• It builds a functional and divisional partnership and focuses more on work than on the individuals.

• Reduces costs by sharing key individuals.

• A better balance is created between completion time and costs.

• It offers a better overview of a product manufactured in various areas or sold in different markets by various subsidiaries.

Matrix organizations' disadvantages include:

• Responsibilities may be unclear, making governance and control more difficult.

• It can be confusing for the employee and supervisors to report to more than one executive.

• The dual chain of management calls for cooperation between two direct control agencies in order to determine the work priorities, tasks and performance standards of an employee.

• If the function leader and product leader demand the employee for conflict, the stress level of the employee increases and performance decreases.

• Staff spend more time in meetings and coordinate with other staff.

The disadvantages can be exacerbated by going beyond two-dimensional (e.g. two managers’ report employees) and multi-dimensional (three or more managers’ report employees).

In highly project-driven organizations, such as construction companies, matrix structures are common. These structures have been developed from project structures in which staff from various functions formed teams until they completed a project and then returned to their own duties. Each project manager reports directly to the vice president and to the general manager in a matrix organization. Each project is essentially a mini-profit center, and general managers therefore generally take business decisions.

More visibility, stronger governance and more control in large, complex companies are also provided by matrices-structured organization. It is also ideal for business areas production and management of highly based, complex processes.

For HR professionals who ensure equity and fairness throughout the company, matrix structures pose difficult challenges. Professionals working in structures should be prepared, if the structure compromises these goals, to intervene in communication and training. In addition, HR should monitor managers that share direct reports in their relationships. These links between managers of an employee are crucial to the success of a matrix structure.

Matrix Management

5 different ways of influencing

Workforce planning is still the biggest challenge for business strategy

Open borders (hollow, modular and virtual)

Recent structural trends have removed a company's traditional limits. The removal of typical intern and external barriers and organization’s boxes and the effective and flexible connection of all organizational units. Teams replace divisions, and as part of one business, organizations and suppliers collaborate as near as possible. The rank and status are minimal. The hierarchy is low. In the process of decision-making everyone participates – including top management, managers and employees. It is also common to use 360-degree feedback evaluations. See the 360-Degree Performance Assessment Pro and Con. See assessment.

The benefits of borderless organizations include:

• Capacity to use the talents of all staff.

• Faster market change response.

• Improved communication and exchange of knowledge between departments, branches and employees.

The following are the disadvantages:

• Difficulty in the organization overcoming silos.

• The absence of strong leadership and shared vision.

• Systems that absorb energy.

• The ability for productivity efforts to adversely impact workers.

Opportunity for organizations to abandon change if restructuring does not rapidly improve efficiency.

Boundary structures, including hollow, modular, and virtual organizations, may be generated in a number of ways.

Empty organizations. Empty organizations. Hollow structures divide work and staff by core and non-core skills. The hollow structures are an external model, in which the organization internally maintains the core procedures, but non-core procedures are outsourced. When the industry competitive in price and options to outsource exist, hollow structures are most successful. An example of a hollow structure is a sport organization that operates outside organizations with its HR functions (e.g. wages and benefits).

The benefits of this type of structure include:

• Overhead reduction.

• Allows an company to focus on its core commodity and to eliminate the need to acquire non-core skills.

Benefits include: The following.

• Loss of control over features that regularly affect employees.

• Restrictions on the extent of outsourcing by some industries ( healthcare).

• The absence of competitive options for outsourcing.

Organizations of modular structure. In that the commodity elements are outsourced; modular systems are special to hollow organizations. In-house and outsource non-core parts of a product can be handled by modular structures. As needs change, networks Are introduced or removed. The component has to be split into chunks in order for a modular structure to be an option. Dell buys parts from various providers and assembles them at a central location, for example. Computer manufacturer Providers on one end and customers on the other join the company; the company shares information and innovations with all. The flexibility, creativity, teamwork and responsiveness result in product and service personalization. Corporate, divisional, project and individual team members take business decisions.

The following are the advantages:

• Reduce the required skills and specialists.

• Overhead reduction.

• Allow the Company to outsource the supply of parts and coordinate quality assembly.

Disadvantages include concerns over suppliers' actions outside the core management company's control. There is a risk that a partner organization, or the outsourced organization, uses a second outsourced organization to perform a quality check on its final product. The following are examples of supplier concerns:

• Subcontractors or suppliers shall access and safeguard, if not all, the most important data and trade secrets of their core businesses.

• Suppliers may suddenly increase prices or discontinue key component production.

• It can is difficult to know where one company ends and another starts.

Virtual organizations. Virtual organizations. A virtual organization is cooperation between companies, institutions or people who offer a product or service under the common understanding of the company. Organizations form alliances that complement each other, often competitors. The collaborating units are a unified organization.

The virtual structure 's advantages include:

• Every part of the unit 's contributions.

• physical restriction withdrawal.

• Duty to an world increasingly evolving.

• The organizational overheads are less or non-existent.

The automated organizations' drawbacks include:

• Possible organizational lack of confidence.

• Potential lack of identification of employees in organization.

• Increased communication requirement.

To meet an outstanding and often temporary marketing opportunity, virtual structures are collaborative and created. An example of a virtual structure is an environmental conservation in which several organizations, for example, provide a historic site to a virtual organization to save its staff, perhaps in order to benefit economically from the partners.

Impact stage on the organizational structure and HR strategies

Typically, companies grow gradually and predictably. As they pass through different stages of growth, different problems must be addressed. This process demands various structures, management skills and priorities.

The four development stages in the life cycle of an organization include:

Booting

An inconsistent growth rate, simple structure and informal systems characterize the initial stage of development. The organization is usually very centralized at this stage. Companies from "Dotcom" are a good instance of startups.

Technology

A rapid, positive growth and the emergence of formal systems are proof of the stage of expansion. At this stage, organizations typically concentrate on centralization with small delegations.

Construction

Smaller growth, departmentalization, formalized systems and moderate centralization characterize the consolidation phase.

Diversifying

The stage of diversification is in the process of rapid growth, bureaucracy and decentralization in smaller, larger organizations.

As an organization expands or transitions from one stage to the next, carefully designed and well-thought-out improvements in human resources strategies and policies that be required to optimize effectiveness. It is not guaranteed to be done by an organization from stage to stage. Indeed, an important opportunity for HR professionals is to recognize indicators suggesting a business in a dangerous or unhealthy phase and to support the management of companies in their structures and in the corresponding alignment of HR strategies and practices.

Practices

The art of organizational design examines the basic elements of the environment and their importance for the future of the organization. It is critical to translate those features into the right structure to increase efficiency and control costs. The company leaders and HR team should review and evaluate the current k when they select the best structure

Q1 B) Discuss the complexity of outsourcing process and how to manage it for organizational efficiency.

What is externalization?

Outsourcing is a business practice in which

a third party receives services or jobs.

A technology provider outsourcing program may entail a variety of operations from the whole of IT to separate, easily specified components such as disaster recovery, network infrastructure, software creation or QA testing.

Companies may opt-out onshore (inside their countries), onshore (nearshore), or

offshore (in a country nearby or within the same time zone).

Traditionally, close-shore and off-shore outsourcing

is used to cut costs.

Externalization of costs and benefits

The business argument for outsourcing depends on the

situation, but sometimes one or more outsourcing benefits include:

Reduced costs (due to scale

economies or lower rates of labor)

Performance boost

Capacities feature Enhanced strategic / core skills emphasis

Links to competences or services

Enhanced versatility to meet changing demands for industry and company

Speed up business time
Less continuous domestic infrastructure investment

Innovation access, intellectual

property and leadership thinking

Possible cash flow from asset transition to the new provider

Outsourcing risks

include: Some

Time to slow down

lack of knowledge of company or subject

Cultural differences and language

Differences in time zone

Missing power

Services for externalization

The outsourcing of business processes (BPO) is an overall term for

the externalization of a specific business process task, such as payroll.

BPO is often divided into two categories: Back-Office BPO, which includes internal business operations, including billing

and buying, and BPO Building, comprising services related to customers, such as marketing and technology services.

Consequently, ITO is a subset

of the outsourcing of business processes.

While the most outsourcing of business processes involves the performance of standardized business processes, outsourcing process knowledge involves

processes requiring advanced research and analysis, technical and decision-making skills, such as pharmaceutical research and development or patent research.

It is obvious that IT

outsourcing falls within the CIO domain.

CIOs are often asked to participate — or even supervise

— in non-ITO business and the efforts to outsource knowledge processes.

CIOs are taped, not only because they have often developed their expertise in outsourcing, but also because

the work carried out by business and knowledge processes is often accompanied by IT systems and support.

Functions Outsourcing IT

Outsourced IT functions traditionally come under two categories:

the outsourcing of infrastructure and the outsourcing of apps.

Outsourcing infrastructure may include service desk capabilities, outsourcing of the

data centers, network services, security management or overall management of infrastructure.

Application outsourcing may cover the implementation and management of

new applications, legacy systems maintenance, testing and QA-services and software.

However, IT outsourcing can still involve relationships with applications,

technology and platform-as-a-service providers in todayâ s cloud-enabled world.

Indeed, cloud services represent up to one third

of the outsourcing market, an increase in share.

The services are offered by not only traditional outsourcing suppliers but also

global software suppliers and niche providers and even industrial enterprises providing technology-enabled services.

Models and pricing for IT

Typically, a model is determined according to the type of service provided for an IT service

Most outsourcing contracts have traditionally been billed

on a fixed price and material basis.

But since services outsourcing mature from simple basic needs and services to

more complex, innovative partnerships, management services and more results-based arrangements have evolved.

The most common ways

to organize an externalization, involve:

Time and materials: Customers will pay the provider based on the time and material useto perform the work, as the name suggests.

In the long-term application development and maintenance

contracts, this approach has traditionally been used.

In circumstances where ranges and requirements are difficult to

estimate or needs evolve rapidly, this model can be sufficient.

Pricing on unit / on demand: The seller sets a fixed

rate for a given service level, and the consumer pays accordingly.

For example, the customer can pay a fixed amount

per supported number of desktop users if you outsourced Desktop maintenance.

Pay per use pricing will bring efficiency gains from

day one, making cost analysis and adaptation of components easy.

However, the demand volume and commitment to

a certain minimum transaction volume is accurately estimated.

Fixed pricing: the initial deal price is fixed.

It can function well if requirements,

objectives and scope are stable and clear. It can be appealing to pay a fixed

price for external services, because it predicts costs.

It could be good, but a fixed price is still fixed when price tags fall over time (as often happens).

Fixed pricing is often challenging for the seller, who must reach service rates

at a certain price, irrespective of how much resources the services are needed.

Variable pricing: at the lower end of a supplier's service, the customer

pays fixed prices but this method permits some price variance based on higher services

Cost plus: The contract is written to the customer, plus a

predefined profit percentage, to pay the provider for the actual costs.

This price plan does not allow flexibility when business goals or

technology changes and provides a supplier with little incentive to perform effectively.

Preising based on performance: The buyer provides financial

incentives to promote the optimal performance of the supplier.

In comparison, a price schedule of this sort allows

suppliers to pay a premium for unsatisfactory rates of service.

Leistungsbased pricing is often used alongside a traditional method

of pricing, such as time and materials and fixed price.

This approach can be advantageous if clients are able to

identify specific investments to achieve higher performance by the vendor.

But the key is to make sure the result achieved creates incremental commercial

value for the customer, otherwise they will eventually reward their suppliers for their work.

Gain-shares: Pricing is based on the value the vendor has generated,

but is based on its experience and contribution beyond its typical responsibilities.

For instance, a car manufacturer may pay a service

provider based on the number of cars it manufactures.

The customer and the supplier have skin

in the game with this type of arrangement.

Every individual is in danger of money and everyone will benefit if the output of the supplier is optimal and the buyer fulfills his goals.

Shared risk / rewards: The provider and the customer share rewards for

a defined period of time to fund new products, solutions and services.

This model allows the provider to create ideas for

business development and spreads financial risk between the two parties.

It also reduces certain risks

by sharing them with the seller.

But more governance is

needed to do good.

Increasingly, IT organizations are looking for partners to work

with when they adopt agile development and develop approaches.

"Organizations quickly become agile businesses that require rapid development cycles and tight collaboration between the technology, engineering and

business sectors," said Steve Hall, a partner with the Information Services Group (ISG) in the field of sourcing consultancy.

"Global delivery requires an agile global process to

balance the requirement for speed and current cost pressures."

Externalization and employment

The term "outsourcing," usually in heated debates, is

used interchangeably — and wrongly — with offshoring.

But the offshoring (or, in more exact terms, offshore externalization) is a subset of outsourcing where

a third-party company provides services to a non-customer country, typically to benefit from lower labor costs.

This subject is still politically motivated, given that offshore outsourcing is more likely to

lead to layoffs, unlike

domestic outsourcing in which workers often have the chance to retain their jobs and transfer to the outsourcer.

Displaced or offshoring employment estimates tend to vary widely because of lack of

reliable statistics that makes it difficult to assess the net impact on IT jobs.

In some cases, multinational corporations set up their own proprietary IT services centers overseas in order to minimize

costs or access expertise which may not result in net job losses but may move jobs to abroad.

Some functions typically onshore include software development, support and management of applications,

maintenance, testing, desk support, database creation or management , and support for infrastructure.

In recent years, IT service providers in the United States

have started increasing investments in IT centers

Q1 C) Describe the latest trends in Human Resource information systems and technology considerations.

Big data, mobile apps, social media, cloud technology and SaaS business model are among the latest trends in HR redefinition. Such digital disruptors are transforming human resources industries greatly, as they affect how businesses handle workers, hire new staff, comply with regulations and deal with HR data.

The management of uman resource (HR) revolves around people; no doubt. But HR 's principles find a new foundation in the modern era embodied in the technological revolution and transformative development. Technology has uniquely influenced the management of employee life cycles, the improvement of human processes and employee capabilities. Today, the tools of technology influence every part of HR, from attracted, hired and qualified candidates to the retention of leading talent. Therefore, it is important for forward-looking enterprises to keep up with the key motions in the human resources technology sector.

1. Organizations of big data power

In this article we have reduced the main technological trends that change the way HR is run. We will speak about how changes in HR technology impact the company and employee management in particular. Above all, we will present a list of leading software solutions for HR you can use to boost productivity, exact pay and business growth in general.

The two main aspects that underlie each function and task are compliance and risk reduction. The technology has transformed the monotony of human resource needs by means of HR platforms. One such technological trend is Big Data which helps HR professionals understand their clients, market them in their target audience and Communicate with potential clients. Incorporated with other technologies, Big Data provides profound insights and makes decision-making by vital information available to human resources professionals.

Big Data provides HR executives with an in-depth view of current workers and allows them to recognize trends. In addition, analytics lets recruiters assess future hires and make smarter choices about risk management.

2. The future of smartphone devices

The smartphone can dominate the HR scenery. As workers across various operations seek access to applications through mobile devices, businesses expect to implement HR systems. Providing such a feature ensures that companies take HR applications into account with the mobilization process and the system that workers are searching for. Moreover, the pattern of application development continues to shift, rationalizing the simple HR features. For any application a company creates, mobile devices are now essential.

3. Social media – a strong instrument

Social media play an active part in HR today, particularly in the recruitment field. A quarter of employers are recruiting people through social media channels such as Facebook and LinkedIn. In addition to recruiting social media, the HR departments may use social media to engage employees. This is a key source for businesses to meet their HR goals. Enterprises can enter social media platforms with work posts and other company-specific information to the target market. Few organizations, through photos, blog posts, Tumblr pages and Pinterest, use social media to tell the successful story of their organization. And job seekers can learn more about the company by using these social networks. It is an excellent way to find out what the business is doing now and what future workers think.

Social media provides HR professionals with countless benefits and allows them to keep up with news, technology and trends. Through sharing industry information, you will build relationships. All these reasons have made it an ideal platform for involving people, building relationships and strengthening workplace communications. Instead of designing potential business applications, more businesses should consider combining apps with LinkedIn or Facebook.

4. SaaS & Cloud Technology

SaaS apps play a key role in any industry, including HR, whether it's a web application or native application. In today's business environment, cloud-based applications are unavoidable. Until cloud developments, data collection and storage were so difficult. All information, such as documents and other relevant data, is easily accessible online through the advent of cloud technologies. Information from employees can be archived and organized in a safe place.

However, it is important to understand whether the technology meets your current requirements before using cloud-based technologies and whether it can add real value to your company. You have to face potential challenges to understand if the cloud can overcome business risks. It is also important to consider whether business procedures with cloud applications can migrate. The workflow and operations across the company can be simplified with the centralization of the data. Cloud solutions may have a positive effect on different business streams, from product development, employee management to business integration. For this reason, most companies switch to cloud-based applications.

5. Bring the technology of your own (BYOT)

Most businesses like creativity that makes their products function more intelligently. Today BYOT has become a new trend and companies have begun to embrace it because of its advantages. This provides savings on behalf of the company as workers do not need equipment on the side of the employees and comfort. Employees have been found to be more balanced by using their own devices to complete tasks in their personal and professional lives.

Many businesses now permit the BYOT activity, since protection is still a top priority. Companies are, however, making sure that they have a BYOT system and comply with their privacy policies or if a computer is lost or stolen.

6. Technology for wearables

Prominent companies such as Google, Apple and Microsoft have introduced wearable technology into all their apps. These portable devices can attach and enhance time management for your employees. Wearable technologies offer a wealth of employee engagement opportunities, including increased productivity, benefits and security. Not only do wearable devices enhance connectivity, they also increase operational performance. And some businesses are exploring new ways of transforming a wearable system into a powerful weapon. Any human resources department who considers wearable devices should have an idea of what kind of information the devices can monitor and how compliance functions.

Cloud-hosted examples of HR-related applications

1. HR bamboo

BambooHR is a cloud-based HR platform that helps HR professionals monitor candidates, develop a central employee knowledge database and create new hires on-board. In addition, it has tools to control the entire life cycle of the workers and to create a self-service system where employees can access their information anytime they need it.

2. HR Taste

Gusto HR is a comprehensive, modern, user-friendly solution. The platform streamlines all central aspects of human resources management, from recruitment and embarking to remuneration and performance management. Moreover, it will optimize the calculation and reporting of payrolls so that these boring workers don't have to waste working hours.

3. Monday.com Monday.com

Monday.com is primarily software for teamwork but provides a broad variety of tools to perform HR functions. It includes recruitment monitoring tools and time-tracking devices, for instance. You can thus recruit the right staff, track project time, track participation, leave and evaluate performance.

4. OnPayOnPay

OnPay is a complete management platform for payrolls designed to help small and medium-sized companies. It is equipped for automating all payroll, payment and tax filing processes. Furthermore, they have self-in boarding tools to make review their pay details simple for the workers without having to ask their managers for it.

5. Paycor: Paycor

Paycor is a built-in HCM tool for companies of all sizes. The HRIS program assists businesses in handling recruiting, onboarding, monitoring, timekeeping, payroll control and tax compliance. In addition, the monitoring and analytical features provide you with a comprehensive insight into your HR processes.

https://financesonline.com/6-technological-trends-redefine-human-resource-management/

Q1 D) Outline how HR can assure that communication can be used as an effective tool towards delivering messages and exchanging organizational information

1. Simple but profoundly mean, keep the message

Most organizations are more profound in their understanding of why they exist. This tends to influence management strategy, decision-making and behaviour, but is often not clearly articulated in relation to employees. It doesn't matter what you call it, your goal, your reason, your core faith, your centre. What is crucial is to ensure its importance to the workers, so that they are more informed about the company and the work they do. A simple and inspiring message to which you can relate and understand should be at the core of all your communications. Strategic communications connected with your goal are instruments to assist employees in linking their everyday work with the client aspiration.

2. Develop business and customer insight-based behavior

To fully understand your strategy, employees need to be in touch with market truths better than the competition. The challenge is how to transmit these realities effectively in order to enable your people to act. Through internal market and customer insights campaigns, this important objective helps you to revive your strategy for your employees. Pack your content so that it can be shared broadly, but functionally, with all departments in your business. Promptly, exhibit managers provide them with easy-to-work formats to bring their teams together, with all the toolkits they need. The aim is to encourage your teams to develop departmental responses and to develop new ideas and conduct based on what they have learned.

3. Use a framework's discipline

Not every message is the same. They must be given priority and sequenced according to their aims. I plan to draw and distribute messages on an annual basis using an inspire / educate / reinforce process.

Inspire. Inspire. Messages that inspire are especially relevant when you share an significant achievement or launch a new strategy initiative. The contents should show progress against goals, demonstrate customer benefit and showcase the importance of attention. The medium is less important than the feeling that you want to leave the company with your employees. Whether you want to build optimism, change focus, instill curiosity and prepare for decisions in future, you will have more impact if you emotionalize and create a lasting memory.

Educate. Educate yourself. Once you have inspired your team, it should carry more weight on your company's explanations of strategic decisions and plans for implementation. Make sure you send your staff comprehensive data that can be adjusted and carried out in your day-to-day activities in order to inform them more effectively on the relevance of your plan and its role in successful management. In smaller group workshops, where staff can build their own conclusions and feel ownership in how to implement these messages, it is most important that these messages are sent through dialogues instead from monologs.

Strengthening. It's not enough to explain once the connection between the purpose and strategy of your company and between it and its implementation. To increase awareness, instill confidence and result in true changing overtime you will have to repeat the post. These enhancement messages have to be contained in several tactics, channels, and experiences. In the end, they are used to immerse employees in important content and provide them with the knowledge to connect with the strategy confidently. Such messages should also be incorporated into the training and human resources programs so that they are linked to employee growth and performance assessments. Recognize and encourage individuals and organizations who create insightful ideas and meaningful improvements.