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People Matters I june 2013 I 63
SPECIAL
ResourceHuman
64 I People Matters I june 2013
Successful implementation of HR technology does not depend
on the robustness of the platform,
but on employee engagement during the process
G
lobally, organisations are look-
ing to implement a unified or
integrated talent management
strategy wherein every employee
across the world encounters a standard
interface of HR. Obviously, companies
won’t be able to implement the HR strategy
without the support of technology. It enables
the organisation to capture data about the
complete lifecycle of an employee, ranging
from induction to performance manage-
ment. Thanks to technology, an organisation
is able to create robust future plans based
on rich data gathered from diverse business
and talent constituencies.
Technology has become the backbone of
an organisation’s HR strategy and plays a
pivotal role. But, a May 2013 People Matters
survey among 168 companies across indus-
tries revealed that in a majority of organ-
isations (65 per cent) it is HR and not IT
that managed HR technology budgets. This
finding was revealing as HR managers are
often ignorant about technology and do not
do rigorous testing that results in technol-
ogy implementations going awry.
If HR technology is implemented in a bad
way, then it can have adverse effects on the
Adoption is the key to execute
HR Technology
in brief
As companies go
global, HR technol-
ogy helps them to
maintain a standard
interface for all
employees. If it is
implemented in a
bad way, it can have
adverse effects
on the morale
and motivation of
employees
By vikram choudhury
morale and motivation of employees. In fact,
organisations that aim to present a personal
and more human face of HR to employees
manage to achieve exactly the opposite
through a bad technology implementation.
Says Sujaya Banerjee, Chief Talent Officer
and Senior VP-HR, Essar Group, “At Essar,
we initially made the mistake of using the
already-existing back-end HRM system for
the front-end. While we were able to stan-
dardise the organisation’s interface with HR
across all locations, the system was tacky
and highly unreliable. This made us realise
that what we needed was a fully integrated
Human Capital Management system that
had an interactive friendly user interface.
We bought a world-class performance and
talent management suite and drove it as a
A key challenge for all
HR organisations is
how to choose the right
technology in line with
the budget and imple-
ment it correctly
HR
Technology
Special
Before rolling out an HR technology, an enterprise should have
answered all the following questions as “Yes”
change management program rather than a
HR technology project and managed to drive
award-winning adoption during the very
first year of implementation.”
Implementation linked with business
results
A key challenge for all HR organisations,
therefore, continues to remain how to
choose the right technology and implement
it correctly. For choosing the right technol-
ogy, an HR manager needs to have an idea
about the budget. But often HR managers
find it difficult to secure budgets even if
the business leadership is keen to drive HR
technology within the enterprise as they link
its implementation with business results.
The People Matters survey found that
in 64 per cent of the organisations CEOs
are serious about buying decisions on HR
technology and they have the final word on
an HR technology decision.
HR, however, is unable to create a
substantially convincing business case for
a technology budget. Anand Pillai, Senior
Executive Vice President and Chief Learning
Officer of Reliance Industries says, “While
implementing a technology may be great,
an organisation is productivity-driven and
business-driven. The business wants to
know how a technology implementation
is linked to talent metrics, like employee
engagement, or attrition, or productivity, or
even the direct and measurable results of
succession planning.”
Losing touch with employees?
As technology goes wider and deeper within
an organisation, HR faces the risk of losing
all forms of personal connection with talent,
No is not an answer
Technology interface
1. Were employee dipsticks or focus-group
sessions conducted to understand the
design needs?
2. Is the design based on inputs and analysis
from the employee needs assessment?
3. Do employee testing results reveal that
the interface is pleasing and exciting?
4. Is there a plan to fill the present gaps in
the interface with subsequent upgrades?
Reliability
5. Has the system been tested to check for
lags and crashes?
6. Are there safeguards in place to protect
against loss of organisational data?
Processes
7. Are there defined escalation, support, and
inquiry processes in place for employees
to interact with HR when needed?
8. Has every member of the HR func-
tion been certified to act as a support
resource when needed?
9. Does every activity of the employee life-
cycle comprising a technology interven-
tion have an assigned owner?
Change management
10. Was the change and transition manage-
ment plan implemented before the
technology rollout?
11. Have the roles for team leaders, functional
heads, and employees been defined?
12. Has the organisation communicated the
relevance of the technology in the every-
day responsibilities of an employee?
Leadership involvement
13.Has the technology proposal been
discussed at the board?
14.Has the organisation secured the buy-in
from a majority of the leadership on the
implementation of the technology?
15.Have the expected HR outcomes such
as productivity and engagement been
defined in terms of business-facing and
shareholder metrics?
People Matters I june 2013 I 65
66 I People Matters I june 2013
both within and outside. Indian organisa-
tions still view technology as a tool for
process efficiency rather than an opportu-
nity to increase their number of touch points
with employees.
In fact, the survey reveals that the three
most-mature HR technologies in India are
the purely transactional platforms pertain-
ing to time and attendance, payroll and
benefits, and compensation. Social technol-
ogies, resource analytics, and enterprise
workforce management are the three least
mature. Gautam Chainani, Chief People
Officer, Aditya Birla Financial Services
Group, says, “While we have gone deeper
and wider with the organisation, we are
beginning to see the challenge of manag-
ing processes and people. While technology
has become an integral part of our talent
Indian organisations still view tech-
nology as a tool for process efficiency
rather than an opportunity to increase
their touch points with employees
management strategy, it has also become
important for us to be sure that we do not
lose the people-touch.”
Vikram Bector, Chief Learning Offi-
cer at Tata Motors, concurs. “Managing
the scale of a geographically dispersed
workforce from Korea to Spain, we realize
that it is extremely important for HR to be
technologically present, without losing the
people-touch. Though technology promises
‘anytime anywhere’ presence, it is impor-
tant to ensure that HR is never more than a
phone-call away,” he says.
Implementation depends on
engagement
The HR technology implementation does not
depend on the type or size of the organisa-
tion but on how to engage the workforce
during the process. With the proliferation
of GenY and Millennials in the workforce,
the importance of social tools and resource
efficiency platforms have become increas-
ingly important.
Both internal and external talent now
want everything on a social platform. They
also prefer to optimise their contributions
by maintaining a balance between work and
personal priorities.
An important factor that decides a tech-
nology platform’s success is the organisa-
tion’s effort in helping employees adopt it.
Whether an organisation plans to imple-
ment technology incrementally or wants to
go all ‘big bang,’ the most critical aspect of
success or failure of a technology imple-
mentation depends on how the enterprise
makes it relevant for everyone in the organ-
isation. The technology implementation
needs to comprise the plan of how every
employee is engaged in the implementation.
While there are lots of ways to implement
technology, the proof of the pudding ulti-
mately lies in its adoption.
Change management is the key challenge
during technology implementation. While
a technology might display great promise,
many enterprises fail to derive its benefits
because change management initiatives are
either very casual or start post-implemen-
tation. To say that a technology implemen-
tation is successfully adopted means that
employees understand its relevance to their
everyday jobs and business leaders drive it
within their functions. To connect a tech-
nology’s relevance to business outcomes,
progressive organisations link an employ-
ee’s competencies to performance.
Lastly, to make a technology implemen-
tation work effectively, designing efficient
employee-centric processes is crucial.
Ramkumar V., Head of HR for Media 
Information Services ISU at TCS, mentions
the relation between processes and
technology through an experience at an
Apple store. Ramkumar says, “When we
walk into an Apple store, we see a sales
executive holding a hand-held device
capable of taking the customer’s order and
processing payment within seconds. The
ability to process employee needs within
an arm’s length is the aspiration that HR
should have with technology.”
– vikram.choudhury@peoplematters.in
The roundtable organised by Cornerstone OnDemand
and People Matters was the source for this article
People Matters I june 2013 I 67
HR
Technology
Special
68 I People Matters I june 2013
F
rom our experience across the globe
we have seen that talent manage-
ment, competency, assessment and
performance management frame-
works are the hottest developments in the
HR technology space. Using technology for
employee development is an area seeing an
upsurge in demand.
Here in India, organisations are looking
for intelligent recruitment applications that
can streamline and make the recruitment
process faster and efficient. For example,
recruitment technology has made the
process of filtering from thousands of appli-
cations and selecting relevant candidates
considerably more efficient. Technology
service providers are devising applications
that cut across the complete lifecycle of
hiring, from recruitment to onboarding.
Traditional HR technology architectures
in most organisations have administrative
processing and management information
processing components. Organisations
are now asking to gain insights from the
information generated from these systems
through dashboards and analytics.
The trend is driven by the need for
businesses to create a decision-support
environment where an HR manager is
capable of analysing the data from other
systems and HR data sources to make the
right decisions. The need for data analyt-
ics is driven by the fact that HR metrics
are now compared against other business-
facing metrics such as organisational
development, financial data, and production
information. Technology service providers
are, therefore, building human resource
management applications capable of
managing this level of analysis.
Analytics and big data management plays
a crucial role in managing huge amounts of
data especially in large-sized companies.
Accordingly, companies are looking to gain
intelligent insights about talent market and
customer market trends by integrating their
HR information systems with social media.
For example, in the area of recruitment, it
has become common practice for compa-
nies to integrate their recruitment strategy
with social media tools such as LinkedIn.
Social and mobile technology trends are
being driven by external customers, the
talent pool, and business stakeholders. In
terms of organisational demands, compa-
nies with smaller HR budgets typically
choose cloud-based technologies while
companies with larger budgets prefer
on-premise implementations. Whatever
is the basis for selecting a technology, the
most important aspect while choosing a
technology service is whether the provider
has a product roadmap.
Progressive technology services provid-
ers are responding to these trends by
developing products and services that
ecompass three dimensions of HR tech-
nology— administrative HR, strategic HR,
and business intelligence. Administra-
tive HR systems include payroll, leave and
attendance, compensation, and benefits
management. Strategic HR systems support
several HR processes such as training
and development, performance, talent and
competency management. While selecting
a technology service a company should look
out for service provider that has a focus on
constantly evolving HR functions and has
capability to bring new features relevant to
modern organisations.
Driving intelligence
from myriad HR data
Leveraging business-intelligent HR applications has
become an integral part of contemporary HR strategy
Sampath
Jayasundara
Director and General Manager,
hSenid Business Solutions
People Matters I june 2013 I 69
Analytics will help in
decision making
The use of analytics will be more widespread and
will no longer be restricted to the top management
W
hen we talk about HR technol-
ogy in the Indian market, three
primary trends are driving the
buying decisions for most organ-
isations. The topmost trend for HR organisa-
tions in the coming times is the reliance on
technology for talent acquisition and reten-
tion. Progressive recruiters have started
using consumer and social technologies such
as LinkedIn to acquire and retain talent.
Secondly, the use of data to make
informed hiring decisions is gaining more
prominence. Organisations would go well
beyond tools such as assessments and
talent management processes are set to
become more scientific. Thirdly, the trend
of mapping skills against jobs based on data
is changing the way organisations manage
their workforce.
In addition to technological advance-
ments in India, the HR function has matured
to deliver strategic value to the business.
The heightened need to deliver business
value is leading to the development of not
just new technology products in the market,
but also how organisations are evaluating
their technology needs and requirements.
From the demand side, the key ques-
tion that Chief People Officers ask is how
to accelerate the value of HR’s contribution
to the business. Therefore, their need to
look at technology to provide measurable
and actionable results has become more
important.
On the other hand, from the supply side,
a number of cloud-based HR technologies
are getting introduced in the market. This
is especially true for organisations in the
western economies, which are pioneering
the adoption of cloud-based HR technolo-
gies. Emerging economies like India are
also fast catching up with the trend and a
majority of HR technologies in the coming
times will be hosted in the cloud.
While CEOs / CIOs make technology
buying decisions in most organisations, the
catalyst is the Chief People Officer. Although
the board understands the importance of
HR technology, it is HR’s job to evaluate and
create a compelling case for a technology
investment that they can own and operate.
Analytics has touched an inflexion point
and is driving business transformation
Although the board understands the
importance of HR technology, it is HR’s
job to evaluate and create a compelling
case for a technology investment
Arun Prabhu
Managing Director  Chief
Executive Officer, inTouch
Analytics
in firms. There is a great need for highly
functional and highly operational ‘everyday
analytics’ that goes beyond just strategy.
‘Everyday analytics’ helps HR to become
agile by helping them make incremental
value contributions to the business that
quickly add up to big gains. In a dynamic
business environment, ‘everyday analytics’
practice helps HR and the business make
quick management decisions by mining
either small or large amounts of data based
on specific requirements.
In the future, the use of analytics will
no longer be restricted to the CEO and the
senior management of an organisation.
Three years from now analytics will become
more widespread in the operational levels
and much more closely linked to everyday
business delivery.
HR
Technology
Special
70 I People Matters I june 2013
Technology adding life
to assessments
Key technology based developments have spurred
greater possibilities in streamlining recruitment
T
he hiring landscape has been trans-
forming in the last few years and
technology has played a major role in
this transformation. The need to make
hiring process agile, flexible and quick has
fostered this transformation.
From modernising pen and paper exami-
nations to computer based / online exami-
nations to using game-based simulated
assessments to assess ability, knowledge
and personality, technology is adding a new
dimension. This leverage of technology has
resulted in improvements in quality of assess-
ments at larger scale. Some of these devel-
opments have also resulted in huge savings
in cost and time. A few valuable technology
advancements we have noticed in the recent
past are captured below.
Online assessments: With the objective of
improving the quality, speed and consistency
of recruitment, corporates are using online
assessments. Results are generated faster
and more accurately – important criteria in
any assessment.
Simulation-based assessments: Games are
transforming the recruitment landscape by
assessing candidates on simulated work-like
situations. Candidates are assessed while
they perform prescribed tasks. These assess-
ments are believed to be better predictors of
candidates’ job success as it is assessed while
the candidate is performing a task.
Automated spoken English assessments:
The voice-based BPO industry in India
needed large-scale spoken English evalua-
tions. Automation of this assessment is the
response to challenges of standardization
of these assessment at large volumes. To
make it meaningful to Indian corporates, it
is important that the tool is tuned to assess
non-native English speech.
Analytics: Big data-based solutions are the
next generation of technology. Organiza-
tions are analysing recruitment data and
making strategic and tactical recruitment
decisions. Dynamic analytical solutions are
changing the landscape and corporates are
moving away from static data.
Video interview: In the global economy
where geographies do not limit people and
firms, the video interview is transforming
candidate screening process. This technol-
ogy has helped firms drastically reduce cost
of interviews while offering great conve-
nience to candidates and interviewers.
Tenets of assessment: While numerous
developments have taken place with refer-
ence to technology in assessments, it is
important that we appreciate the relevance
of core tenets of assessment:
1. Science of testing: Assessment frame-
works have to be created from first princi-
ples and adhere to internationally accepted
signatures of validity  reliability
2. Process of testing: Processes followed
in creating  administering assessments
as well as results processing should with-
hold the sanctity that a test deserves. This
includes ensuring every test is proctored
by non-interested parties, ensuring that
the question bank is sufficiently large,
encrypted and accessible only by the test
player in a live test
3. Principle of testing: Testing agency
should not be involved in conflicting busi-
nesses like sourcing or sale of databases,
failure of which could lead to assessment/
candidate data being compromised marring
the sanctity of assessment.
Rajeev Menon
General Manager, Innovations
and New Products
Development, MeritTrac
People Matters I june 2013 I 71
T
echnology has become an important
and integral part of life today. An
organisation aims to use technology
whenever and wherever possible as
it makes things simpler and better. Over the
last few decades, Indian companies have not
only championed the cause of building better
technologies, but also have been proactive in
its adoption to optimise benefits.
Organisations are the first to adopt stan-
dard technologies in the market and use
their prerogative in asking tech providers
to build, modify technologies for better use
and adoption. The synergy between technol-
ogy providers and organisations has seen
game-changing products and solutions that
intelligently and innovatively blend the best
of experience and technology.
These days, companies are looking at
automating or deploying technology to its
truest sense – in running assessments and
surveys. The key drivers for assessments
are security, scalability and ease of use. An
assessment technology should be able to
deliver high quality, reliable and validated
content on a secure platform with stan-
dardised evaluation metrics. That should
in turn provide in-depth analytics which
not only help recruit/train talent but also
help users optimise the benefits of online
assessment.
Surveys are driven by actionable outputs,
which can only be achieved with the help of a
technology that uses innovative data collec-
tion techniques and provides intelligent
analytics.
The global and Indian market have an
exciting mix of assessment and survey tech-
nology providers who offer standard and
customised solutions. Interestingly, though
on basic premise each of the providers offer
similar solutions, each of them have a niche
USP. Most of these solutions provide a great
tool which not only improves the processes
in organisations but also delivers a great
Return on Investment. Some of the technol-
ogies also help in bringing down costs that
are traditionally associated with assess-
ment and survey processes.
Assessment technologies today not only
provide traditional assessments systems
that help evaluate aptitude, skills and intel-
ligence, but also replicate life and work situ-
ations through simulations. It provides an
in-depth overview of the candidate’s overall
potential to a mapped role. Survey technolo-
gies provide critical outputs that helps an
organisation refine its processes and poli-
cies for the better. Surveys are also impor-
tant in capturing the pulse of the human
capital in organisations and it is well known
the difference between the best organisa-
tions and good organisations are directly
proportional to the human capital.
While assessments help identify the best
hires and help in properly training them to
performing resources, surveys are the ulti-
mate tool to analyse comfort and satisfac-
tion of these resources in their given roles.
This goes a long way in defining whether
they are performing in accordance with
their true potential.
The growing number of adopters of such
solutions reinforces the belief that innova-
tive work is being done in the driving tech-
nology solutions in assessment and survey
processes. More importantly, technology
has made processes simpler and better
for all users For once, assessments and
surveys are easy.
Deploying technology
in its truest sense
Organisations seek the help of technology service
providers for conducting assessments and surveys
Navjit Singh
Business Head,
EXON Solutions
HR
Technology
Special
72 I People Matters I june 2013
Social media is potent as it generates
hundreds of resumes on a daily basis,
though it cannot consistently evaluate
and process the same
C
loud and social media technologies
have the capabilities of catalys-
ing a variety of functions in an HR
ecosystem, making them more
efficient and effective. It is the next evolution
to talent acquisition and management. Time
and again, technology was deployed without
keeping in mind the basic ethos of the build-
ing blocks of the HR functions.
But while solutions on the cloud are
cheaper and hence abundant, one must
understand that they haven’t gone through
the rigour required. For example, moving
assessments to the cloud does not mean
that competency models and competency-
based interviews are no longer important.
Social media is potent as it generates
hundreds of resumes on a daily basis,
though it cannot consistently evaluate and
process the same and there is no one to
analyse the quantum of data being gener-
ated.
This ‘Big Data’ when analysed right can
lead to fundamental findings, empirical
endorsements of long-lasting beliefs. For
example, analyzing the ‘Big Data’ of appli-
cant demographics, evaluations, selections
and performance being generated by our
near automated recruitment processes can
be used to predict performance of individu-
als at the time of recruitment itself.
Similarly, the problem of plenty --
hundreds of resumes pouring in can be
effectively streamlined with reliable and
automated evaluation and a streamlined
process.
Progressive companies benchmark
talent performance and build performance
prediction models for recruitment.They also
utilize statistical tools to do the analysis and
process data to build performance predic-
tion models based on our assessments.
In a recent study, involving the use of data
on various parameters like demographics,
assessment, and performance, we were
able to effectively predict the performance
of relationship managers in the banking
sector.
With the help of multi-parameter opti-
mization and regressions we were able to
normalize performance across regions, to
create regional and role-based models.The
post rollout performance is expected to be
higher by around 50 per cent. Such sophis-
ticated analysis is only possible through
intelligent use of talent optimisation tools,
such as particle swarm optimisers.
Another example of a sophisticated use
of technology involves automated spoken
English assessment tools. Through such
tools, extensive process engineering with
inputs from various statistics delivered
from selected and rejected candidates is
plausible. A tight rope balance between
false accepts and false rejects can actually
become effective and efficient.
Numerous studies have led us to strongly
believe that the effectiveness of automation
can be achieved with a scientific approach
to understanding and analysing data and
drawing the right inferences.
An analytical approach
to acquiring talent
Assessing ‘big data’ can be used to predict
performance of a potential recruit
Himanshu
Aggarwal
Chief Executive Officer,
Aspiring Minds
People Matters I june 2013 I 73
Technology helps in
transformation of HR
Service providers are designing solutions that enable
HR to play a transformational role more effectively
T
he trend of using data to support
organisational decisions has become
more relevant today for the HR func-
tion since HR has a direct stake in
solving business problems. Organisational
decisions on what kind of talent to hire and
promote in a particular space is mainly driven
by data that they are able to track and report.
We see this because people have become
more receptive to technology compared to
how HR used to function 10 years ago.
With the help of technology, organisa-
tions now keep track of various decision-
inflecting aspects of talent. For example,
background of talent, critical aptitudes and
skills having direct correlation with their
job performance, and their behavioural and
leadership fitment to the organisational
processes and goals. Technology allows
companies to keep a repository of skills,
resources, criticality of projects and match
them to their requirements.
Technology is also driving talent manage-
ment by allowing the organisation to
understand the correlation between various
parameters of performance. Thanks to
technology and data-driven approach, we
now know with greater confidence that by
focusing on identifying and developing criti-
cal thinkers, companies can groom their
managers and leaders to become even more
efficient. Assessment tools help individuals
to become great managers and effective
leaders in a measurable timeframe. With
these advancements of technology, service
providers are designing solutions that
enable HR to play this transformational role
more effectively.
In the assessment space, service provid-
ers are designing solutions and products
that organisations can rely upon to make
informed decisions about the talent pool.
For example, organisations can predict the
correlation between a prospective talent’s
current performance with the ability to
perform in a future role with assessment
technology. Automated assessment tools
can accurately evaluate a person’s spoken
and written skills. They include essential
skills, such as use of grammar, compre-
hension and the ability to understand and
interpret business English communication.
This gives organisations a practical view
of a candidate’s fitment for a job and the
organisation’s global outlook. It also helps
Organisations rely heavily on technology to
track the background of existing talent, their
aptitude of skills, and fitment to the organ-
isational values, processes and culture
Saurabh Singh
National Head,
Pearson TalentLens
create a standardised and reliable approach
to benchmarking such skills and create a
consistent workforce which can represent
a brand.
Service providers and organisations view
the mobile technology space as the most
promising thanks to its deep penetration in
the Indian market. Soon, enterprise learn-
ing on the mobile platform will likely see
a boom. The ability to map an individual’s
talent profile against enterprise require-
ments and then create on-the-go and
measurable learning solutions to cater to
that approach will define the future of HR
services in the coming times.
HR
Technology
Special
74 I People Matters I june 2013
Demand for social,
cloud technologies rises
Changing demographics drive adoption of social,
cloud and mobile technologies among HR firms
G
lobalisation, people mobility,
multi-generational workforce
and a renewed focus on company
cultureare creating many new chal-
lenges for HR leaders. These challenges
demand a need for policy homogeneity so
that employees, no matter where they are
located, have the same experience.
Besides learning to communicate to such
a diverse workforce, one of the core areas
that HR Leaders are relying on is Employee
Recognition to overcome some of these new
challenges.
There has been a sudden spurt of service
providers catering to the rise in demand for
outsourcing employee rewards and recog-
nition (RR) programmes. Until recently,
employee recognition as a strategic compo-
nent under total rewards was an under-
invested area.
Now, there is a greater realisation
among the HR leaders to have an evolved
system that gives employee recognition a
more structured, uniform and centralised
approach whilst addressing challenges
posed by the developments mentioned here
earlier.
Globally, HR leaders are increasingly
seeking service providers who combine
technology with domain expertise and the
ability to implement such initiatives seam-
lessly across the globe. Indian service
companies are catching up to the trends in
the technology features but have a long way
to go in building global capabilities and the
required thought leadership.
The following trends are driving technol-
ogy enhancements leading to development
of new features:
Social recognition: Social apps like Face-
book, Twitter, Linkedin etc. have become
an integral part of our personal lives and
employees are looking for social recognition
and familiarity of such platforms in their
work lives too. Hence, organisations are
seeking platforms with Facebook/Twitter
like functionalities.
Gamification: It is the new and exciting way
that corporates are engaging employees to
drive people and business strategy.
Health  Wellness: Technologies that allow
organisations to give incentives to employ-
ees for keeping fit and healthy (and reduce
healthcare costs of the company) are rapidly
picking up.
Cloud Computing and SaaS: Many HRMS,
CRM/ERP etc. have already moved to a
SaaS model. For example, in the employee
recognition space, the default expectation is
a cloud-based solution. Very few companies
are still stuck on the on-premise model but
will find very few service providers catering
to those requirements.
Mobile: For organisations with large field
forces, it is important that a collaboration
platform is available across all devices,
especially mobile.
Cost savings, scalability and continuity
are the common benefits of technology and
outsourcing.
To stay abreast with latest trends,
companies are employing service providers
that are capable of embracing the cloud and
building scalable systems coupled with a
strong domain expertise.
HR leaders are seeking service
providers who combine technology and
domain expertise seamlessly
Rupak Ray
CRM, Loyalty and Head
Recognition, BI WORLDWIDE
HR
Technology
Special
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and decision-making to create results-driven
employee engagement programs.
We can help you make a world of difference in your
organization. Discover how at:
www.biworldwide.com/in/employee-engagement.
Contact our team at sales.in@biworldwide.com
Named as #1 Employee Recognition Provider in the industry by
HRO Today.
©BI WORLDWIDE 2013
Across the hall.
Around the world.
And everywhere in between.
Australia | Canada | China | India | Latin America | United Kingdom | United States
People Matters HR Technology Supplement
People Matters HR Technology Supplement
People Matters HR Technology Supplement
People Matters HR Technology Supplement
People Matters HR Technology Supplement
People Matters HR Technology Supplement
People Matters HR Technology Supplement
People Matters HR Technology Supplement
People Matters HR Technology Supplement
86 I People Matters I june 2013
Profile of client
Pearson TalentLens is a world leader in
developing assessments for recruitment,
selection and development of the 21st cen-
tury workplace. Powered by 8 decades of
science, TalentLens assessments are scien-
tifically proven to enhance an organizations’
selection and development decisions and
identify talent ready for the next economy.
Buyers’ profile
HR heads, recruitment heads, operation
heads/training and development, heads/
placement team in institutes.
Service locations
Head office: Bangalore
Regional offices:
West: Mumbai
North and East: Delhi
South: Hyderabad
Free telephone/in-person consultation any-
where in the country, on request.
Web and telephone enabled assessments
are accessible from any part of the coun-
try; single-point online platform to manage
TalentLens assessments.
Overview of services
1. Critical thinking abilities assessment (by
identifying problem solving and decision
making skills) for selection, development
and promotion of high potential employees
and leadership development.
2. Automated communication skills as-
sessment for recruitment, training needs
analysis, measuring training effectiveness
and resourcing.
3. Corporate learning service: Online,
coach supported training for developing
Business English, in the context of real
business situations.
4. Personality assessments to measure job-
fit, culture-fit, motivational-fit of a potential
recruit, engage employees and behavioral
development of existing employees.
5. Assessment and development center.
Other solutions
Training and certification on PearsonTal-
entLens assessments such as Golden
Personality Type Profiler, SOSIE personal-
ity test and Watson-Glaser Critical Thinking
Appraisal.
Key differentiators
1) A global leader in assessments and the
world’s largest assessment service provider
in terms of volume of assessment.
2) Niche expertise in leadership develop-
ment, using an objective, scientific and one
of the few assessments in the world to mea-
sure critical thinking - the Watson-Glaser
Critical Thinking Appraisal.
3) Owners of India’s most widely used
automated tests of communication skills –
Versant Tests.
4) Highly standardized and scientific as-
sessments with a high assessment score
– job performance correlation.
5) A focused range of fundamental, scientif-
ic and research-based assessmentsacross
the entire gamut of workplace competen-
cies - communication skills, ability and per-
sonality–across entry, mid and senior level
of management and across all industries.
Pricing
Volume-based per license pricing, custom
built based on requirements of the assign-
ment.
Clients
Some of our clients include Deloitte,
Amazon, Accenture, HCL, ISB, DuPont,
Genpact, IOCL, AON Hewitt, Capita, Reli-
ance, Mphasis, Aditya Birla Minacs, Volvo
and 24/7.
Future Learning, the talent development
arm of Future Group, the leader in modern
retail in India, has joined hands with Pear-
son TalentLens to provide assessment and
development solutions in the retail space.
Pearson TalentLens
Contact details
Saurabh Singh,National
Head,Pearson TalentLens
Email:
saurabh.singh@pearson.com
www.talentlens.in
info@talentlens.in
080 4215 3439
Pearson TalentLens
86 I People Matters I june 2013
People Matters HR Technology Supplement

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People Matters HR Technology Supplement

  • 1. People Matters I june 2013 I 63 SPECIAL ResourceHuman
  • 2. 64 I People Matters I june 2013 Successful implementation of HR technology does not depend on the robustness of the platform, but on employee engagement during the process G lobally, organisations are look- ing to implement a unified or integrated talent management strategy wherein every employee across the world encounters a standard interface of HR. Obviously, companies won’t be able to implement the HR strategy without the support of technology. It enables the organisation to capture data about the complete lifecycle of an employee, ranging from induction to performance manage- ment. Thanks to technology, an organisation is able to create robust future plans based on rich data gathered from diverse business and talent constituencies. Technology has become the backbone of an organisation’s HR strategy and plays a pivotal role. But, a May 2013 People Matters survey among 168 companies across indus- tries revealed that in a majority of organ- isations (65 per cent) it is HR and not IT that managed HR technology budgets. This finding was revealing as HR managers are often ignorant about technology and do not do rigorous testing that results in technol- ogy implementations going awry. If HR technology is implemented in a bad way, then it can have adverse effects on the Adoption is the key to execute HR Technology in brief As companies go global, HR technol- ogy helps them to maintain a standard interface for all employees. If it is implemented in a bad way, it can have adverse effects on the morale and motivation of employees By vikram choudhury morale and motivation of employees. In fact, organisations that aim to present a personal and more human face of HR to employees manage to achieve exactly the opposite through a bad technology implementation. Says Sujaya Banerjee, Chief Talent Officer and Senior VP-HR, Essar Group, “At Essar, we initially made the mistake of using the already-existing back-end HRM system for the front-end. While we were able to stan- dardise the organisation’s interface with HR across all locations, the system was tacky and highly unreliable. This made us realise that what we needed was a fully integrated Human Capital Management system that had an interactive friendly user interface. We bought a world-class performance and talent management suite and drove it as a A key challenge for all HR organisations is how to choose the right technology in line with the budget and imple- ment it correctly
  • 3. HR Technology Special Before rolling out an HR technology, an enterprise should have answered all the following questions as “Yes” change management program rather than a HR technology project and managed to drive award-winning adoption during the very first year of implementation.” Implementation linked with business results A key challenge for all HR organisations, therefore, continues to remain how to choose the right technology and implement it correctly. For choosing the right technol- ogy, an HR manager needs to have an idea about the budget. But often HR managers find it difficult to secure budgets even if the business leadership is keen to drive HR technology within the enterprise as they link its implementation with business results. The People Matters survey found that in 64 per cent of the organisations CEOs are serious about buying decisions on HR technology and they have the final word on an HR technology decision. HR, however, is unable to create a substantially convincing business case for a technology budget. Anand Pillai, Senior Executive Vice President and Chief Learning Officer of Reliance Industries says, “While implementing a technology may be great, an organisation is productivity-driven and business-driven. The business wants to know how a technology implementation is linked to talent metrics, like employee engagement, or attrition, or productivity, or even the direct and measurable results of succession planning.” Losing touch with employees? As technology goes wider and deeper within an organisation, HR faces the risk of losing all forms of personal connection with talent, No is not an answer Technology interface 1. Were employee dipsticks or focus-group sessions conducted to understand the design needs? 2. Is the design based on inputs and analysis from the employee needs assessment? 3. Do employee testing results reveal that the interface is pleasing and exciting? 4. Is there a plan to fill the present gaps in the interface with subsequent upgrades? Reliability 5. Has the system been tested to check for lags and crashes? 6. Are there safeguards in place to protect against loss of organisational data? Processes 7. Are there defined escalation, support, and inquiry processes in place for employees to interact with HR when needed? 8. Has every member of the HR func- tion been certified to act as a support resource when needed? 9. Does every activity of the employee life- cycle comprising a technology interven- tion have an assigned owner? Change management 10. Was the change and transition manage- ment plan implemented before the technology rollout? 11. Have the roles for team leaders, functional heads, and employees been defined? 12. Has the organisation communicated the relevance of the technology in the every- day responsibilities of an employee? Leadership involvement 13.Has the technology proposal been discussed at the board? 14.Has the organisation secured the buy-in from a majority of the leadership on the implementation of the technology? 15.Have the expected HR outcomes such as productivity and engagement been defined in terms of business-facing and shareholder metrics? People Matters I june 2013 I 65
  • 4. 66 I People Matters I june 2013 both within and outside. Indian organisa- tions still view technology as a tool for process efficiency rather than an opportu- nity to increase their number of touch points with employees. In fact, the survey reveals that the three most-mature HR technologies in India are the purely transactional platforms pertain- ing to time and attendance, payroll and benefits, and compensation. Social technol- ogies, resource analytics, and enterprise workforce management are the three least mature. Gautam Chainani, Chief People Officer, Aditya Birla Financial Services Group, says, “While we have gone deeper and wider with the organisation, we are beginning to see the challenge of manag- ing processes and people. While technology has become an integral part of our talent Indian organisations still view tech- nology as a tool for process efficiency rather than an opportunity to increase their touch points with employees management strategy, it has also become important for us to be sure that we do not lose the people-touch.” Vikram Bector, Chief Learning Offi- cer at Tata Motors, concurs. “Managing the scale of a geographically dispersed workforce from Korea to Spain, we realize that it is extremely important for HR to be technologically present, without losing the people-touch. Though technology promises ‘anytime anywhere’ presence, it is impor- tant to ensure that HR is never more than a phone-call away,” he says. Implementation depends on engagement The HR technology implementation does not depend on the type or size of the organisa- tion but on how to engage the workforce during the process. With the proliferation of GenY and Millennials in the workforce, the importance of social tools and resource efficiency platforms have become increas- ingly important. Both internal and external talent now want everything on a social platform. They also prefer to optimise their contributions by maintaining a balance between work and personal priorities. An important factor that decides a tech- nology platform’s success is the organisa- tion’s effort in helping employees adopt it. Whether an organisation plans to imple- ment technology incrementally or wants to go all ‘big bang,’ the most critical aspect of success or failure of a technology imple- mentation depends on how the enterprise makes it relevant for everyone in the organ- isation. The technology implementation needs to comprise the plan of how every employee is engaged in the implementation. While there are lots of ways to implement technology, the proof of the pudding ulti- mately lies in its adoption. Change management is the key challenge during technology implementation. While a technology might display great promise, many enterprises fail to derive its benefits because change management initiatives are either very casual or start post-implemen- tation. To say that a technology implemen- tation is successfully adopted means that employees understand its relevance to their everyday jobs and business leaders drive it within their functions. To connect a tech- nology’s relevance to business outcomes, progressive organisations link an employ- ee’s competencies to performance. Lastly, to make a technology implemen- tation work effectively, designing efficient employee-centric processes is crucial. Ramkumar V., Head of HR for Media Information Services ISU at TCS, mentions the relation between processes and technology through an experience at an Apple store. Ramkumar says, “When we walk into an Apple store, we see a sales executive holding a hand-held device capable of taking the customer’s order and processing payment within seconds. The ability to process employee needs within an arm’s length is the aspiration that HR should have with technology.” – vikram.choudhury@peoplematters.in The roundtable organised by Cornerstone OnDemand and People Matters was the source for this article
  • 5. People Matters I june 2013 I 67 HR Technology Special
  • 6. 68 I People Matters I june 2013 F rom our experience across the globe we have seen that talent manage- ment, competency, assessment and performance management frame- works are the hottest developments in the HR technology space. Using technology for employee development is an area seeing an upsurge in demand. Here in India, organisations are looking for intelligent recruitment applications that can streamline and make the recruitment process faster and efficient. For example, recruitment technology has made the process of filtering from thousands of appli- cations and selecting relevant candidates considerably more efficient. Technology service providers are devising applications that cut across the complete lifecycle of hiring, from recruitment to onboarding. Traditional HR technology architectures in most organisations have administrative processing and management information processing components. Organisations are now asking to gain insights from the information generated from these systems through dashboards and analytics. The trend is driven by the need for businesses to create a decision-support environment where an HR manager is capable of analysing the data from other systems and HR data sources to make the right decisions. The need for data analyt- ics is driven by the fact that HR metrics are now compared against other business- facing metrics such as organisational development, financial data, and production information. Technology service providers are, therefore, building human resource management applications capable of managing this level of analysis. Analytics and big data management plays a crucial role in managing huge amounts of data especially in large-sized companies. Accordingly, companies are looking to gain intelligent insights about talent market and customer market trends by integrating their HR information systems with social media. For example, in the area of recruitment, it has become common practice for compa- nies to integrate their recruitment strategy with social media tools such as LinkedIn. Social and mobile technology trends are being driven by external customers, the talent pool, and business stakeholders. In terms of organisational demands, compa- nies with smaller HR budgets typically choose cloud-based technologies while companies with larger budgets prefer on-premise implementations. Whatever is the basis for selecting a technology, the most important aspect while choosing a technology service is whether the provider has a product roadmap. Progressive technology services provid- ers are responding to these trends by developing products and services that ecompass three dimensions of HR tech- nology— administrative HR, strategic HR, and business intelligence. Administra- tive HR systems include payroll, leave and attendance, compensation, and benefits management. Strategic HR systems support several HR processes such as training and development, performance, talent and competency management. While selecting a technology service a company should look out for service provider that has a focus on constantly evolving HR functions and has capability to bring new features relevant to modern organisations. Driving intelligence from myriad HR data Leveraging business-intelligent HR applications has become an integral part of contemporary HR strategy Sampath Jayasundara Director and General Manager, hSenid Business Solutions
  • 7. People Matters I june 2013 I 69 Analytics will help in decision making The use of analytics will be more widespread and will no longer be restricted to the top management W hen we talk about HR technol- ogy in the Indian market, three primary trends are driving the buying decisions for most organ- isations. The topmost trend for HR organisa- tions in the coming times is the reliance on technology for talent acquisition and reten- tion. Progressive recruiters have started using consumer and social technologies such as LinkedIn to acquire and retain talent. Secondly, the use of data to make informed hiring decisions is gaining more prominence. Organisations would go well beyond tools such as assessments and talent management processes are set to become more scientific. Thirdly, the trend of mapping skills against jobs based on data is changing the way organisations manage their workforce. In addition to technological advance- ments in India, the HR function has matured to deliver strategic value to the business. The heightened need to deliver business value is leading to the development of not just new technology products in the market, but also how organisations are evaluating their technology needs and requirements. From the demand side, the key ques- tion that Chief People Officers ask is how to accelerate the value of HR’s contribution to the business. Therefore, their need to look at technology to provide measurable and actionable results has become more important. On the other hand, from the supply side, a number of cloud-based HR technologies are getting introduced in the market. This is especially true for organisations in the western economies, which are pioneering the adoption of cloud-based HR technolo- gies. Emerging economies like India are also fast catching up with the trend and a majority of HR technologies in the coming times will be hosted in the cloud. While CEOs / CIOs make technology buying decisions in most organisations, the catalyst is the Chief People Officer. Although the board understands the importance of HR technology, it is HR’s job to evaluate and create a compelling case for a technology investment that they can own and operate. Analytics has touched an inflexion point and is driving business transformation Although the board understands the importance of HR technology, it is HR’s job to evaluate and create a compelling case for a technology investment Arun Prabhu Managing Director Chief Executive Officer, inTouch Analytics in firms. There is a great need for highly functional and highly operational ‘everyday analytics’ that goes beyond just strategy. ‘Everyday analytics’ helps HR to become agile by helping them make incremental value contributions to the business that quickly add up to big gains. In a dynamic business environment, ‘everyday analytics’ practice helps HR and the business make quick management decisions by mining either small or large amounts of data based on specific requirements. In the future, the use of analytics will no longer be restricted to the CEO and the senior management of an organisation. Three years from now analytics will become more widespread in the operational levels and much more closely linked to everyday business delivery. HR Technology Special
  • 8. 70 I People Matters I june 2013 Technology adding life to assessments Key technology based developments have spurred greater possibilities in streamlining recruitment T he hiring landscape has been trans- forming in the last few years and technology has played a major role in this transformation. The need to make hiring process agile, flexible and quick has fostered this transformation. From modernising pen and paper exami- nations to computer based / online exami- nations to using game-based simulated assessments to assess ability, knowledge and personality, technology is adding a new dimension. This leverage of technology has resulted in improvements in quality of assess- ments at larger scale. Some of these devel- opments have also resulted in huge savings in cost and time. A few valuable technology advancements we have noticed in the recent past are captured below. Online assessments: With the objective of improving the quality, speed and consistency of recruitment, corporates are using online assessments. Results are generated faster and more accurately – important criteria in any assessment. Simulation-based assessments: Games are transforming the recruitment landscape by assessing candidates on simulated work-like situations. Candidates are assessed while they perform prescribed tasks. These assess- ments are believed to be better predictors of candidates’ job success as it is assessed while the candidate is performing a task. Automated spoken English assessments: The voice-based BPO industry in India needed large-scale spoken English evalua- tions. Automation of this assessment is the response to challenges of standardization of these assessment at large volumes. To make it meaningful to Indian corporates, it is important that the tool is tuned to assess non-native English speech. Analytics: Big data-based solutions are the next generation of technology. Organiza- tions are analysing recruitment data and making strategic and tactical recruitment decisions. Dynamic analytical solutions are changing the landscape and corporates are moving away from static data. Video interview: In the global economy where geographies do not limit people and firms, the video interview is transforming candidate screening process. This technol- ogy has helped firms drastically reduce cost of interviews while offering great conve- nience to candidates and interviewers. Tenets of assessment: While numerous developments have taken place with refer- ence to technology in assessments, it is important that we appreciate the relevance of core tenets of assessment: 1. Science of testing: Assessment frame- works have to be created from first princi- ples and adhere to internationally accepted signatures of validity reliability 2. Process of testing: Processes followed in creating administering assessments as well as results processing should with- hold the sanctity that a test deserves. This includes ensuring every test is proctored by non-interested parties, ensuring that the question bank is sufficiently large, encrypted and accessible only by the test player in a live test 3. Principle of testing: Testing agency should not be involved in conflicting busi- nesses like sourcing or sale of databases, failure of which could lead to assessment/ candidate data being compromised marring the sanctity of assessment. Rajeev Menon General Manager, Innovations and New Products Development, MeritTrac
  • 9. People Matters I june 2013 I 71 T echnology has become an important and integral part of life today. An organisation aims to use technology whenever and wherever possible as it makes things simpler and better. Over the last few decades, Indian companies have not only championed the cause of building better technologies, but also have been proactive in its adoption to optimise benefits. Organisations are the first to adopt stan- dard technologies in the market and use their prerogative in asking tech providers to build, modify technologies for better use and adoption. The synergy between technol- ogy providers and organisations has seen game-changing products and solutions that intelligently and innovatively blend the best of experience and technology. These days, companies are looking at automating or deploying technology to its truest sense – in running assessments and surveys. The key drivers for assessments are security, scalability and ease of use. An assessment technology should be able to deliver high quality, reliable and validated content on a secure platform with stan- dardised evaluation metrics. That should in turn provide in-depth analytics which not only help recruit/train talent but also help users optimise the benefits of online assessment. Surveys are driven by actionable outputs, which can only be achieved with the help of a technology that uses innovative data collec- tion techniques and provides intelligent analytics. The global and Indian market have an exciting mix of assessment and survey tech- nology providers who offer standard and customised solutions. Interestingly, though on basic premise each of the providers offer similar solutions, each of them have a niche USP. Most of these solutions provide a great tool which not only improves the processes in organisations but also delivers a great Return on Investment. Some of the technol- ogies also help in bringing down costs that are traditionally associated with assess- ment and survey processes. Assessment technologies today not only provide traditional assessments systems that help evaluate aptitude, skills and intel- ligence, but also replicate life and work situ- ations through simulations. It provides an in-depth overview of the candidate’s overall potential to a mapped role. Survey technolo- gies provide critical outputs that helps an organisation refine its processes and poli- cies for the better. Surveys are also impor- tant in capturing the pulse of the human capital in organisations and it is well known the difference between the best organisa- tions and good organisations are directly proportional to the human capital. While assessments help identify the best hires and help in properly training them to performing resources, surveys are the ulti- mate tool to analyse comfort and satisfac- tion of these resources in their given roles. This goes a long way in defining whether they are performing in accordance with their true potential. The growing number of adopters of such solutions reinforces the belief that innova- tive work is being done in the driving tech- nology solutions in assessment and survey processes. More importantly, technology has made processes simpler and better for all users For once, assessments and surveys are easy. Deploying technology in its truest sense Organisations seek the help of technology service providers for conducting assessments and surveys Navjit Singh Business Head, EXON Solutions HR Technology Special
  • 10. 72 I People Matters I june 2013 Social media is potent as it generates hundreds of resumes on a daily basis, though it cannot consistently evaluate and process the same C loud and social media technologies have the capabilities of catalys- ing a variety of functions in an HR ecosystem, making them more efficient and effective. It is the next evolution to talent acquisition and management. Time and again, technology was deployed without keeping in mind the basic ethos of the build- ing blocks of the HR functions. But while solutions on the cloud are cheaper and hence abundant, one must understand that they haven’t gone through the rigour required. For example, moving assessments to the cloud does not mean that competency models and competency- based interviews are no longer important. Social media is potent as it generates hundreds of resumes on a daily basis, though it cannot consistently evaluate and process the same and there is no one to analyse the quantum of data being gener- ated. This ‘Big Data’ when analysed right can lead to fundamental findings, empirical endorsements of long-lasting beliefs. For example, analyzing the ‘Big Data’ of appli- cant demographics, evaluations, selections and performance being generated by our near automated recruitment processes can be used to predict performance of individu- als at the time of recruitment itself. Similarly, the problem of plenty -- hundreds of resumes pouring in can be effectively streamlined with reliable and automated evaluation and a streamlined process. Progressive companies benchmark talent performance and build performance prediction models for recruitment.They also utilize statistical tools to do the analysis and process data to build performance predic- tion models based on our assessments. In a recent study, involving the use of data on various parameters like demographics, assessment, and performance, we were able to effectively predict the performance of relationship managers in the banking sector. With the help of multi-parameter opti- mization and regressions we were able to normalize performance across regions, to create regional and role-based models.The post rollout performance is expected to be higher by around 50 per cent. Such sophis- ticated analysis is only possible through intelligent use of talent optimisation tools, such as particle swarm optimisers. Another example of a sophisticated use of technology involves automated spoken English assessment tools. Through such tools, extensive process engineering with inputs from various statistics delivered from selected and rejected candidates is plausible. A tight rope balance between false accepts and false rejects can actually become effective and efficient. Numerous studies have led us to strongly believe that the effectiveness of automation can be achieved with a scientific approach to understanding and analysing data and drawing the right inferences. An analytical approach to acquiring talent Assessing ‘big data’ can be used to predict performance of a potential recruit Himanshu Aggarwal Chief Executive Officer, Aspiring Minds
  • 11. People Matters I june 2013 I 73 Technology helps in transformation of HR Service providers are designing solutions that enable HR to play a transformational role more effectively T he trend of using data to support organisational decisions has become more relevant today for the HR func- tion since HR has a direct stake in solving business problems. Organisational decisions on what kind of talent to hire and promote in a particular space is mainly driven by data that they are able to track and report. We see this because people have become more receptive to technology compared to how HR used to function 10 years ago. With the help of technology, organisa- tions now keep track of various decision- inflecting aspects of talent. For example, background of talent, critical aptitudes and skills having direct correlation with their job performance, and their behavioural and leadership fitment to the organisational processes and goals. Technology allows companies to keep a repository of skills, resources, criticality of projects and match them to their requirements. Technology is also driving talent manage- ment by allowing the organisation to understand the correlation between various parameters of performance. Thanks to technology and data-driven approach, we now know with greater confidence that by focusing on identifying and developing criti- cal thinkers, companies can groom their managers and leaders to become even more efficient. Assessment tools help individuals to become great managers and effective leaders in a measurable timeframe. With these advancements of technology, service providers are designing solutions that enable HR to play this transformational role more effectively. In the assessment space, service provid- ers are designing solutions and products that organisations can rely upon to make informed decisions about the talent pool. For example, organisations can predict the correlation between a prospective talent’s current performance with the ability to perform in a future role with assessment technology. Automated assessment tools can accurately evaluate a person’s spoken and written skills. They include essential skills, such as use of grammar, compre- hension and the ability to understand and interpret business English communication. This gives organisations a practical view of a candidate’s fitment for a job and the organisation’s global outlook. It also helps Organisations rely heavily on technology to track the background of existing talent, their aptitude of skills, and fitment to the organ- isational values, processes and culture Saurabh Singh National Head, Pearson TalentLens create a standardised and reliable approach to benchmarking such skills and create a consistent workforce which can represent a brand. Service providers and organisations view the mobile technology space as the most promising thanks to its deep penetration in the Indian market. Soon, enterprise learn- ing on the mobile platform will likely see a boom. The ability to map an individual’s talent profile against enterprise require- ments and then create on-the-go and measurable learning solutions to cater to that approach will define the future of HR services in the coming times. HR Technology Special
  • 12. 74 I People Matters I june 2013 Demand for social, cloud technologies rises Changing demographics drive adoption of social, cloud and mobile technologies among HR firms G lobalisation, people mobility, multi-generational workforce and a renewed focus on company cultureare creating many new chal- lenges for HR leaders. These challenges demand a need for policy homogeneity so that employees, no matter where they are located, have the same experience. Besides learning to communicate to such a diverse workforce, one of the core areas that HR Leaders are relying on is Employee Recognition to overcome some of these new challenges. There has been a sudden spurt of service providers catering to the rise in demand for outsourcing employee rewards and recog- nition (RR) programmes. Until recently, employee recognition as a strategic compo- nent under total rewards was an under- invested area. Now, there is a greater realisation among the HR leaders to have an evolved system that gives employee recognition a more structured, uniform and centralised approach whilst addressing challenges posed by the developments mentioned here earlier. Globally, HR leaders are increasingly seeking service providers who combine technology with domain expertise and the ability to implement such initiatives seam- lessly across the globe. Indian service companies are catching up to the trends in the technology features but have a long way to go in building global capabilities and the required thought leadership. The following trends are driving technol- ogy enhancements leading to development of new features: Social recognition: Social apps like Face- book, Twitter, Linkedin etc. have become an integral part of our personal lives and employees are looking for social recognition and familiarity of such platforms in their work lives too. Hence, organisations are seeking platforms with Facebook/Twitter like functionalities. Gamification: It is the new and exciting way that corporates are engaging employees to drive people and business strategy. Health Wellness: Technologies that allow organisations to give incentives to employ- ees for keeping fit and healthy (and reduce healthcare costs of the company) are rapidly picking up. Cloud Computing and SaaS: Many HRMS, CRM/ERP etc. have already moved to a SaaS model. For example, in the employee recognition space, the default expectation is a cloud-based solution. Very few companies are still stuck on the on-premise model but will find very few service providers catering to those requirements. Mobile: For organisations with large field forces, it is important that a collaboration platform is available across all devices, especially mobile. Cost savings, scalability and continuity are the common benefits of technology and outsourcing. To stay abreast with latest trends, companies are employing service providers that are capable of embracing the cloud and building scalable systems coupled with a strong domain expertise. HR leaders are seeking service providers who combine technology and domain expertise seamlessly Rupak Ray CRM, Loyalty and Head Recognition, BI WORLDWIDE HR Technology Special
  • 13. Engage your employees. Inspire, motivate and energise your workforce with BI WORLDWIDE. We draw upon the latest academic research on human behavior, motivation and decision-making to create results-driven employee engagement programs. We can help you make a world of difference in your organization. Discover how at: www.biworldwide.com/in/employee-engagement. Contact our team at sales.in@biworldwide.com Named as #1 Employee Recognition Provider in the industry by HRO Today. ©BI WORLDWIDE 2013 Across the hall. Around the world. And everywhere in between. Australia | Canada | China | India | Latin America | United Kingdom | United States
  • 23. 86 I People Matters I june 2013 Profile of client Pearson TalentLens is a world leader in developing assessments for recruitment, selection and development of the 21st cen- tury workplace. Powered by 8 decades of science, TalentLens assessments are scien- tifically proven to enhance an organizations’ selection and development decisions and identify talent ready for the next economy. Buyers’ profile HR heads, recruitment heads, operation heads/training and development, heads/ placement team in institutes. Service locations Head office: Bangalore Regional offices: West: Mumbai North and East: Delhi South: Hyderabad Free telephone/in-person consultation any- where in the country, on request. Web and telephone enabled assessments are accessible from any part of the coun- try; single-point online platform to manage TalentLens assessments. Overview of services 1. Critical thinking abilities assessment (by identifying problem solving and decision making skills) for selection, development and promotion of high potential employees and leadership development. 2. Automated communication skills as- sessment for recruitment, training needs analysis, measuring training effectiveness and resourcing. 3. Corporate learning service: Online, coach supported training for developing Business English, in the context of real business situations. 4. Personality assessments to measure job- fit, culture-fit, motivational-fit of a potential recruit, engage employees and behavioral development of existing employees. 5. Assessment and development center. Other solutions Training and certification on PearsonTal- entLens assessments such as Golden Personality Type Profiler, SOSIE personal- ity test and Watson-Glaser Critical Thinking Appraisal. Key differentiators 1) A global leader in assessments and the world’s largest assessment service provider in terms of volume of assessment. 2) Niche expertise in leadership develop- ment, using an objective, scientific and one of the few assessments in the world to mea- sure critical thinking - the Watson-Glaser Critical Thinking Appraisal. 3) Owners of India’s most widely used automated tests of communication skills – Versant Tests. 4) Highly standardized and scientific as- sessments with a high assessment score – job performance correlation. 5) A focused range of fundamental, scientif- ic and research-based assessmentsacross the entire gamut of workplace competen- cies - communication skills, ability and per- sonality–across entry, mid and senior level of management and across all industries. Pricing Volume-based per license pricing, custom built based on requirements of the assign- ment. Clients Some of our clients include Deloitte, Amazon, Accenture, HCL, ISB, DuPont, Genpact, IOCL, AON Hewitt, Capita, Reli- ance, Mphasis, Aditya Birla Minacs, Volvo and 24/7. Future Learning, the talent development arm of Future Group, the leader in modern retail in India, has joined hands with Pear- son TalentLens to provide assessment and development solutions in the retail space. Pearson TalentLens Contact details Saurabh Singh,National Head,Pearson TalentLens Email: saurabh.singh@pearson.com www.talentlens.in info@talentlens.in 080 4215 3439 Pearson TalentLens 86 I People Matters I june 2013