Where HR and data converge

Data recording of the entire life cycle of an employee has become a mandatory activity for the HR fraternity. The key terms in this entire process of data recording are 'productivity' and 'cost measurement' and the need of data analytics pertaining to employee life cycle is much needed to address these terms.

In fact, it has become like a lifeline, and if done well, it can fetch accolades and appraisals, as the data is linked with multiple departments in terms of productivity and cost measurement. The extent of data available with the HR team will go beyond the date of joining and remuneration increase. The top ways in which digitisation can impact the HR sector in a huge way are:

Mapping productivity: Adoption, implementation and usage of tools to map the factors like leave, attendance, etc., is available, and organisations are also adapting to various tools, giving them the complete analytics in terms of the productivity – like sales for a period, target v/s achievement, stock update, variable pay, average time spent with the customer, etc.

Most interestingly, there is a derivative from this data as well, for instance, if data shows that an employee is taking longer at the negotiation stage or agreement closure stage, the need for training assessment is available and training sessions can be built around the same. There is no assumption at all, it is all data driven. Data analytics will also enable HR to correlate reasons for attrition in terms of resources and even clients. Needless to say, data analytics will help in shaping people insights and predictive analytics for proactive, cost saving and better-quality decisions from HRBPs (HR Business Partner) desks

Better employee-employer connect: As tech-savvy incumbents join the organised workforce, the need of analytics arises to understand the requirements and needs of people in a more customised, individual-specific way, furthermore, to also provide solutions through the use of mobile technology and newer platforms. Mobile-friendly platforms for communications with the cross-functional teams, performance management, continuous feedback, would lead to reduction of time and effort in redundant processes. Thus, the time made available through automation can be utilised for better employer-employee engagement through a series of connectivity programmes driven by the HRBPs.

HR digitisation has also provided the platform to connect employees with one another in forms of sales groups, operations groups, etc., within same HR app. Even rewards and recognition to an employee is flashed as notification in the app, and other employees can congratulate them in the same app. This has helped in direct employee connect with the organisation.

Increase in jobs: HR digitisation is also contributing to an increase in jobs. There is a high demand of techies, who can work on advancement of the tools, new features, and also non-technical areas like data entry operations, data validation executives, MIS executives, etc., and this increase in close to 20% higher than last few years. Many of the organisations have strategically adapted to work with vendor partners, who can extend blend of services in terms of manpower outsourcing, tech-enabled HR processes and also productivity suite. 

n One click solution: A fast pace of life has created the urge for one click solution for all needs. This run for life and career is balanced by one click options for groceries and virtual shopping with different marketing aspects like express delivery, 24 hours delivery, etc. When we put the same human race in an organisation, we can’t expect them to carry on functions with manual ways. Today, when we havea  mix of employees ranging from baby boomers to generation X/ generation Y, we face challenges in hiring, developing, training and retaining them, and there comes the need for HR digitisation.

The various HR apps initiated in organisations have minimised the time taken for grievance handling, payout query resolution, access to HR policies and access to online training modules. Employees on the other hand feel valued, understand the career path and development measures taken by the organisation, and most importantly, they get quick response on an individual basis rather than waiting for response through the traditional hierarchy mode of reporting.

(The author is Assistant Vice President, TeamLease Services Limited)