Human Resource Management -22MBA21

Module-6
Future trends in Human Resource Management
Hybrid work model, Employee skill development, Internal mobility, Diversity and
inclusion in workforce, People analytics, Employee well-being, Multi-generational
workforces and All-in-One HR tools.

INTRODUCTION
The trends in human resources management are laser-focused on leveraging technology to
accommodate new ways of working, boosting retention, and making a better employee experience
for every type of worker.

HR is now managing employee experience strategies and the employee lifecycle for employees both
near and far. That means much of this work is virtual. This has become a top priority in the age of
an unprecedented labor shortage and an all-out war for talent: according to Forbes, there were two
open positions for every unemployed person in 2022.

HR teams are upping their reliance on digital tools for managing people and using data for a more
human-centric approach, especially for frontline workers who have long been left out of the
thinking behind employee engagement and retention strategies. In all areas, digital tools help
improve business outcomes.

Hybrid work model

A hybrid work model provides employees with greater flexibility and the option to work from home
or anywhere they can be productive. With hybrid work, the workplace is no longer inside the four
walls of the corporate office—it's an ecosystem of employees working from home, in coworking
spaces, and the office.

For example, your hybrid work model may consist of a hybrid at-will policy where employees
choose which day(s) they come into the office. Or, you might choose a hybrid manager-scheduling
policy where managers control schedules and select which day(s) their folks come into the office

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TYPES OF HYBRID WORK MODELS

I. Work environment
1. At-will / Remote-first
2. Office-first
II. Scheduling
1. Split-week model
2. Week-by-week model
III. Division of employees
Designated Teams Hybrid Work Model

I. Work environment
1. At-Will and Remote-First Models: They both allow employees to prioritize working
remotely. However, with this work setup, employees can still perform on-site work. Physical co
working spaces and offices will remain available to the company‘s workers.
Pros:
 Improves efficiency
 Streamlines meetings
 Provides convenient spaces for collaboration and meet ups
 Instills trust in employees
Cons
 Can be unpredictable
 Can lead to overcrowding
 Underutilized office spaces

2. Office-First Model:
Similar to the at-will and remote-first models, all employees can either work from home or work at
the office in an office-first model. However, the office-first model requires employees to be more
present in the office.
Pros:
 Encourages teamwork and collaboration
 Doesn‘t require many new adjustments
 Allows flexibility

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Cons:
 Not applicable for dispersed set of employees
 Not the most practical for companies needing individual output

II. Scheduling
1. Split-Week Model:
The first of two schedule-based hybrid work options is the split-week model. This setup works by
assigning days specifically for on-site work and remote work.
For example, one department can work at the office during the first half of the week. Then, you can
assign other teams to physically report for the remaining days of the week. This way, your office
won‘t be overcrowded, and teams still get the chance to regroup and collaborate regularly.
Pros
 Allows efficient face-to-face meetings
 Avoids overcrowding
 Maintains team dynamics
 Gives room for experimentation
Cons
 Increases operational costs
 Lacks inter-team interactions

2. Week-By-Week Model: If you don‘t think the split-week model is right for your company, you
can try the week-by-week model. In this work setup, you‘ll be assigning work weeks when specific
employee groups need to be physically present at the office. Then, they can spend the following
weeks working at home.

For the scheduling, you can have select team members working fully at the office for a week. Then,
for the next week, other team members can switch with them to physically report for work.
Pros
 Good for large companies
 Implementation can be gradual
Cons
 Not useful for unprecedented events or meetings

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III. Division of employees

1. Designated Teams Hybrid Work Model: Another way to carry out the hybrid work model is to
assign which teams should work at the office or home. This setup is best for organizations that
require specific employees to work on-site.
For example, companies in need of safety checks like power plants and factories need on-site
workers. However, administrative staff, IT experts, and sales representatives don‘t necessarily have
to be physically present to do their jobs.
Pros
 Improves efficiency
 Reduces operational costs
 Applicable even for industries with labor-reliant output
Cons
 Can create a disconnect between on-site and remote workers
 Increases reliance on digital communications and technologies

Employee Skill Development: Employee skill development helps workers meet organizational
standards, cuts down replacement costs and improves workplace performance. That‘s why more
leaders focus on up skilling their team with tools like a learning management system.
Companies that don‘t provide enough growth opportunities risk lower engagement, higher difficulty
maintaining a talented staff and the possibility of losing top performers. To shed light on this issue,
let‘s look at why skills are important, how to determine the information workers need and how
organizations can cultivate a culture of improvement.

METHODS OF EMPLOYEE SKILL DEVELOPMENT

Create a roadmap of domains you need to address and navigate areas of improvement. It‘s
important to focus on the developmental strategies needed to maximize production and reach full
organizational potential. It‘s essential to outline short-term and long-term requirements, organize
training resources, collect feedback on initiative performance and welcome employee
recommendations to improve existing practices.

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1. Training
This method includes developing employee skills through a combination of lectures, hands-on-
exercises, videos, podcasts, simulations, and individual/group-based assignments.
It includes both formal (classroom-based, instructor-led, eLearning courses) and informal (watching
YouTube videos, reviewing educational blogs and posts on peer-group forums like LinkedIn or chat
rooms, self-study) approaches to skills development.

Definition and Meaning Training is the act of increasing the knowledge and skills of an employee for
performing the job assigned to him. Different scholars of management have defined training. Some
important definitions of training are as under.
According to Garry Dessler, “Training is the process of teaching new employees the basic skills they
need to perform their jobs.‖
According to Jack Halloran, ―Training is the process of transmitting and receiving information related
to problem-solving.‖
Edwin B. Flippo Said, ―Training is the act of increasing the knowledge and skills of an employee for
doing a particular job.‖

OBJECTIVES OF TRAINING PROGRAM

The chief aim of formal education for the manager is to increase his ability to learn from experience.
The second aim is to increase his ability to help his subordinates to learn from experience.
According to McGregor, there are three different purposes for training.
1. Acquiring Intellectual Knowledge.
2. Acquiring Manual Skills.
3. Acquiring Problem Solving Skills.

1. Acquiring Intellectual Knowledge: An electrical engineer may need more knowledge than he now
possesses about circuit design. A new employee may require knowledge about company policies.
A supervisor may require information about the new provisions in the labor agreement. The acquisition
of knowledge is a fairly straightforward process, provided the individual wants the new knowledge. It
can be made available to him in several ways.
However, if he does not want the knowledge, there is considerable difficulty getting him to learn it. In
industry, attempts should be made to create a ‗felt need‘ for new knowledge.

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2. Acquiring Manual Skills: The acquisition of a manual skill requires practice or experience
accompanied is feedback. Pure trial and error method learning can be speeded up by guidance, but the
individual cannot learn unless he performs and receives cues that tell him about the success of his
efforts. The necessary effort will be expended only if there is a felt need on the part of the learner.
3. Acquiring Problem Solving Skills: Much of the manager‘s work is solving problems. These include
organizing his own and his subordinate‘s activities, planning, and a wide- range of other decision-
making activities.
These are skills involved in diagnosing problems, interpreting relevant data, assessing alternative
solutions, and getting feedback concerning the solution‘s effectiveness. These skills can be improved,
and classroom education is one method utilized for this purpose.

STEPS IN TRAINING PROCESS/PHASES OF TRAINING

1. Needs assessment: The first step in the training process is to assess the need for training the
employees. The need for training could be identified through a diagnosis of present and future
challenges and through a gap between the employee‘s actual performance and the standard performance.
The needs assessment can be studied from two perspectives: Individual and group. The individual
training is designed to enhance the individual‘s efficiency when not performing adequately. And
whereas the group training is intended to inculcate the new changes in the employees due to a change in
the organization‘s strategy.
2. Deriving Instructional Objectives: Once the needs are identified, the objectives for which the
training is to be conducted are established. The objectives could be based on the gaps seen in the
training programmes conducted earlier and the skill sets developed by the employees.
3. Designing Training Programme: The next step is to design the training programme in line with
the set objectives. Every training programme encompasses certain issues such as: Who are the
trainees? Who are the trainers? What methods are to be used for the training? What will be the level
of training? etc. Also, the comprehensive action plan is designed that includes the training content,
material, learning theories, instructional design, and the other training requisites.
4. Implementation of the Training Programme: Once the designing of the training programme is
completed, the next step is to put it into the action. The foremost decision that needs to be made is
where the training will be conducted either in-house or outside the organization. Once it is decided,
the time for the training is set along with the trainer who will be conducting the training session.
Also, the trainees are monitored continuously throughout the training programme to see if it‘s
effective and is able to retain the employee‘s interest.

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5. Evaluation of the Training Programme: After the training is done, the employees are asked to
give their feedback on the training session and whether they felt useful or not. Through feedback, an
organization can determine the weak spots if any, and can rectify it in the next session.The
evaluation of the training programme is a must because companies invest huge amounts in these
sessions and must know it‘s effectiveness in terms of money. Thus, every firm follows the series of
steps to design an effective training programme that serves the purpose for which it was intended.

METHODS OF TRAINING
I. Traditional Training Methods
Traditional types of training methods are commonly used in ample amount of companies. They are
simple to implement and requires less tools. Here are three primary types of traditional training
methods:
1. Off the Job Training Methods
2. On the Job Training Methods
3. Interactive Training Methods

II. Modern Training Methods

After globalization now technology is key to every process. Thus, the modern types training
methods include online and computer based training. Another need of training is on the social front,
as in the company now people from different backgrounds, cultures work together it is important to
develop the social skills and team work among the employees.
4. Social Learning Methods
5. Online Training Methods
6. Outdoor Training Methods

I. Traditional Training Methods

1. Off the Job Training Methods: Off-the-job training is sometimes necessary to get people away
from the work environment to a place where the frustrations and buzz of work are eliminated.
Classroom learning is a way of off-the-job training. Here groups of employees go through different
presentations, activities, case study assessments to learn more about their job. The information
about vision and mission of the company and the company policy is also conveyed to the employees
during off-the-job training.

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Some of the Off the Job Training Methods is as follows:

1. Case study method: To impart critical and analytic thinking among employees a business
problem is assigned to the employees. The employees can analyze the entire case and provide
various possible solutions on the given situation.
2. Incident method: A real situation is created in the term of incident and the group of employees is
asked to make a decision on the given issue. The group discussion is a way to take a decision on the
real-life situation.
3. Role play: In a simulated situation the employees are asked to assume that they are playing role
of an individual present in a problem. According to the assigned role the different participants
interacts and try to resolve the problem.
4. In-basket method: An imaginary company is created and all the information about the activities,
products and employees is provided to the trainee. Now trainee has to delegate tasks and prepare
schedules for this imaginary company. This task helps to develop situational judgments among
employees.
5. Business games: Here group of employees are asked to discuss the activities and functions of an
imaginary organization. It helps to improve decision making and team work among employees.
6. Grid training: It is a kind of phased training program which last for 6 years. It includes
development, implementation and evaluation of various training aspects.
7. Lectures: For large number of employees attending the training, lecture method is very useful.
An expert explains various job related concepts and principles to the employees through face to face
lectures.
8. Simulation: An imaginary situation act as a simulator to the employee and they have to take
immediate action on the situation. It helps in development of strategic way of thinking on different
aspect of organization.
9. Management education: Companies collaborate with various bachelors and postgraduate
institutes which provide high education to the employees.
10. Conferences: A conference acts as a place where people working in the same field meet up and
shares their unique ideas with each other. It is a best way to know about the latest updates in the
industry

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Advantages of Off-the-Job Training
 The normal operation of organization remains undisturbed
 Trainers who provide training are well qualified and experienced.
 The training program is properly drafted and well organized.
Disadvantages of Off-the-Job Training
 The training is artificial in nature and not directly in context to the work.
 It is quite expensive to implement
 The work hours of the employees is lost which can lead to lost productivity of the organization.

2 .On the Job Training Methods: During on-the-job training the employees are involved in the
real work activities and learn through experience. It provides rapid learning experience and
improves bonding among team members.

Some of the On the Job Training Methods is as follows:

1. Job rotation: Job rotation involves regular movement of employee from one job profile to
another in order to gain experience and knowledge. This method is useful to improve employees
skill set and provide them overview of overall organizational working pattern. It also improves the
relationship between employees working in different departments of the organization.
2. Coaching: This method includes assignment of mentor or supervisor to each employee who will
train the employee, resolve their work related issues and provide feedback on their performance.
3. Job instructions: It is a systematic training in which the instructor explains each step of doing
job to the employee, let them perform and correct them in the case of mistake.
4. Committee assignments: A group of employees are given a work related issue which they
should solve by healthy discussion with each other. It is also a way to improve team work among
employees.
5. Internship training: Generally theoretical and practical training is provided to the students of
various colleges before they actually start their actual career in corporate world. Most of the time
after completions of internship the company offers the student to join them as a employee.
Advantages of On-the-Job Training
• It is a flexible way to train the employees.
• It is less expensive as compared to other training methods.
• It motivates and encourages the employee to learn and perform at work.
• Not much additional arrangement required to conduct the training of the employee.

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Disadvantages of On-the-Job Training

 The on-the-job training is not properly structured and the training environment is not
created.
 It is difficult for employees to learn when the managers providing on-the-job training lack in
training skills.
 As training and work both is going on hand in hand the performance criteria is not clearly
defined.
3. Interactive Training Methods: The interactive training ensures that employees are actively
involved in the learning process. The training includes simulation, scenarios, games and quizzes.
Practice a new skill the employee get a realistic work scenarios and thus employee can apply their
knowledge before actually working on the real job.
The success of interactive training comes from being practical rather than theoretical. So,
employees learn by applying knowledge in a realistic setting.
Here are three examples of interactive training:
 Game-based training. Using rewards like points increases motivation levels, and this type of
training can make learning fun.
 Roleplaying. A facilitator manages the process of acting out different work scenarios with
the learners. It‘s especially effective for client or customer interaction training as it explores
difficult situations in a controlled environment.
 Simulations. These can be appropriate for learning specialized, complex skills, like for
medicine or aviation training. Simulations set up real work scenarios for the learners, so
augmented or virtual reality can be great simulation tools.

Modern Training Methods

1. Social Learning: Methods are a process in which employees learn through observation, imitation
and modeling their behavior. It is a effective training method for overall development of the
employee, it enhance the problem solving skills and employees acquire empathy about their team
members.
2. Online Training: If you want to training large number of employees in an effective manner, then
online training is an answer for you. Online workplace training includes eLearning courses, videos,
webinars which present information in front of employees and also test their acquired skills.

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3. Outdoor Training: Large companies are now using outdoor training as a tool to improve
teamwork skills among their employees. It is termed as a break from work and classroom learning.
Training includes adventure like group of employees can live outdoors and engage in activities such
as mountain climbing or whitewater rafting.
4. Mentorship Programs: Pairs employees with a more experienced mentor who provides
guidance, career advice, and support.
By investing in extensive training for mentors and mentees, they can elevate the effectiveness of
mentoring program to unprecedented levels. Prepare the organisation by providing the necessary
training to empower the employees in establishing impactful mentoring relationships. The training
program focuses on delivering valuable learning and development outcomes, enabling the team to
engage with confidence and cultivate meaningful mentoring connections.
5. Group Coaching: A coaching approach that addresses specific team issues, promotes
collaboration, and improves overall team performance in the organisation.
6. Peer-to-Peer Coaching: Peer-to-Peer Coaching allows employees to learn from each other by
providing constructive feedback, discussing best practices, and sharing expertise.

INTERNAL MOBILITY
Internal Mobility is the movement of talent within an organization, that is to say, the opportunity for
an employee to change position or move within their company. Either the employer or the employee
can initiate internal mobility and its implementation is the result of a collaborative conversation
between the two parties.

There are three types of mobility:

1. Lateral: The employee changes roles but keeps their status and hierarchical level.
2. Vertical: The employee moves up the hierarchy and into a position with greater responsibilities.
This is a promotion.
3. Geographical: The employee moves nationally or internationally, this mobility can be combined
with the two other motilities: lateral or vertical.

What does internal mobility change for the employee?

1. Internal mobility and salary: For many, promotion goes hand in hand with a pay rise. Since this
is a new position, with new responsibilities or skills to master, employees often expect their salary
to be revalued.

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2. Internal mobility and training:
*Job Enhancement
*Upskilling
* Role Change
* Career Change
3. Internal mobility and employee responsibilities:
*Grade change
* Managerial functions

Why to promote a culture of internal mobility?

1. A culture of internal mobility attracts talent
2. A culture of internal mobility shows employees more possibilities
3. A culture of internal mobility offers easier onboarding
4. A culture on internal mobility is a culture of employee support
5. A culture of internal mobility saves time and money
It also promotes the
 Attracting retaining talent
 Showing employees the world of possibilities
 Providing support during times of crisis
 Saving time & money

DIVERSITY AND INCLUSION IN WORKFORCE

The Society for Human Resource Management (SHRM) defines diversity as ―the collective mixture
of differences and similarities that include, for example, individual and organizational
characteristics, values, beliefs, experiences, backgrounds, preferences, and behaviors.‖

Types of Diversities
1. Visible diversity traits: race, gender, physical abilities, age,
2. Invisible diversity traits: religion, socio-economic status, education, and parental status among
other things

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PEOPLE ANALYTICS: People Analytics involves the use of data and analytics techniques to
better understand and manage people in organizations.
People Analytics is about using a data-driven approach to inform your people practices, programs
and processes. Analytical techniques, ranging from reporting and metrics to predictive analytics to
experimental research can help you uncover new insights, solve people problems and direct your
HR actions. At Google, we use people analytics as a foundational building block that informs
everything we do to find, grow and keep Googlers.
Eg: Companies like Deloitte, Cisco, Google, etc. are actively implementing people analytics to
improve their HR functions and gain a competitive edge in the market by making data-driven
decisions about their workforce.
The potential for predictive people analytics to revolutionize HR decision-making:
HR teams can use historical data to identify patterns and predict future outcomes, such as which
employees are likely to leave the organization or which areas of the business are likely to
experience a skills gap.
Predictive analytics can assist in predicting the workforce‘s needs and help organizations prepare
for future staffing requirements, allowing them to make well-informed decisions concerning
recruitment, training, and development.

EMPLOYEE WELL-BEING
Wellbeing is not just the absence of disease or illness. It‘s a complex combination of a person's
physical, mental, emotional and social health factors. Wellbeing is strongly linked to happiness and
life satisfaction. In short, wellbeing could be described as how you feel about yourself and your life.
How to achieve wellbeing
1. Develop and maintain strong relationships with family and friends.
2. Make regular time available for social contact.
3. Try to find work that you find enjoyable and rewarding, rather than just working for the best pay.
4. Eat wholesome, nutritious foods.
5. Do regular physical activity.
6. Become involved in activities that interest you.
7. Join local organisations or clubs that appeal to you.
8. Set yourself achievable goals and work towards them.
9. Try to be optimistic and enjoy each day.

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MULTI-GENERATIONAL WORKFORCES AND ALL-IN-ONE HR TOOLS
A multigenerational workforce is personnel comprised of people from several generations. The
average lifespan for humans has been increasing, so more individuals are choosing to work well
past the typical retirement age.
The age diversity in the current workforce is the widest ever. It is now common for organizations to
have employees working side-by-side who represent four to five generations.
Silent Generation (Traditionalists) – born 1928-1945
Baby Boomers – born 1946-1964
Generation X – born 1965-1976
Generation Y (Millennials) – born 1977-1994
Generation Z – born 1995 onwards
Benefits of a multigenerational workforce
1. Multiple perspectives – Different generations can have distinctive ways of viewing job
responsibilities. Sharing perspectives within and across teams brings a broad range of knowledge
and abilities to support innovation.
2. Problem-solving abilities – Combining multiple perspectives and diverse skills drives creative
solutions to problems. Life experience influences how we relate to and interact with others to
address challenges and conflict. As a result, teams with age diversity can offer a variety of ways to
address problems.
3. Learning/mentoring opportunities – The more diverse a team is, the more ways people have to
interact and learn from each other‘s insights. This includes mutually beneficial mentoring
opportunities. Those with more years of experience can advise younger employees on career
development. What‘s more, the recent trend of reverse/cross-generational mentoring allows more
junior employees to educate mature workers with their familiarity with current trends and
technology.
4. Knowledge transfer and retention – The awareness and strengths that each generation offers
better prepare the business to meet its future leadership needs. Tacit knowledge stays within the
company in a robust internal talent pipeline. Focus is more on in-house promotion and less on
recruiting from the outside.
5. Unique relationships – Meaningful relationships with co-workers can help meet employees‘
emotional needs and contribute to job satisfaction. A variety of age groups within the organization
mirrors a family structure to offer opportunities for personal connections with those outside of one‘s
own generation.

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Here are nine management practices for leading a multigenerational workforce:

1. Work on your Employee Value Proposition (EVP): Policies and programs for wellness,
work/life balance, and paid time-off are attractive to all generations. However, providing
professional development, career advancement, community service opportunities, financial
investment programs, and social events can target other desires to offer a wider appeal to different
ages.

2. Fine-tune your inclusive hiring process: From sourcing to offer, you should strive to eliminate
age bias when recruiting. Start with educating hiring personnel, then expand your recruiting
channels to use as many as possible. (College job fairs shouldn‘t be the only place you look to fill
entry-level positions.)

Dates, names, and other resume details can infer demographic information. If you are able to
implement computer programs that use AI to screen, it can help you avoid these biases. Having a
mix of younger and older hiring managers filter applicants and conduct interviews can also help
level the field.

3. Cater to different communication styles: Harmony and productivity are dependent on effective
communication. The aim is to ensure that the same information is accessible to everyone.

Language gaps have always existed between generations, but younger workers used to assimilate
into their employer‘s communication norms. Now that digital communication is changing culture so
rapidly, younger generations have much more influence. Workplace communication has become
more about meeting in the middle to find common ground and blend the varied styles.

4. Clarify and reiterate expectations: A common purpose unites people and minimizes their
differences. Regardless of their age, employees want to be clear on the business goals and the
specific role they are required to play in these endeavors.

Managers must establish avenues for spreading the word about expectations on an ongoing basis.
They should also provide assurance about what employees can anticipate from the company as a
whole and within their team.

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5. Collect feedback : Not everyone is comfortable giving unsolicited opinions, so you need ways to
encourage honest feedback that reveals the pulse of your multigenerational workforce. You should
offer these opportunities through surveys, performance appraisals, and one-on-ones, or other
creative methods.

6. Accommodate diverse working styles and needs: There is no one-size-fits-all way to address
how workers of any generation can perform best. Organizations that are able to adjust to their
employees‘ needs are more apt to attract and retain the finest of the available talent pool.

7. Create learning opportunities: People are generally eager to expand their skills and advance
their careers, and it is not limited to just younger workers. Providing a wide array of knowledge-
building opportunities benefits employees‘ growth and enlarges their contribution to your business.
An environment where asking questions is encouraged facilitates a learning atmosphere and allows
everyone to be heard.

Upskilling and reskilling aren‘t only accomplished through formal trainings. It can happen through
knowledge sharing between generations through peer mentoring and learning, sponsorship, or
assembling cross-functional teams.

8. Combat bias and stereotypes: Generational bias and stereotypes do exist. It‘s far better to
reframe them than pretend they aren‘t there. Although it is a mistake to assume that people are
―entitled,‖ ―stubborn,‖ ―idealistic,‖ or ―a workaholic‖ just because of their age, the context of
different life experiences does shape people in certain ways.

Acknowledging and contemplating differences allows you to harness the strengths of each
generation. It might be necessary to conduct training to confront age-based stereotypes, such as
role-playing exercises. Bringing inaccurate perceptions to the forefront makes people more aware of
their assumptions and can lead to more harmonized multigenerational teamwork.

9. Nurture an inclusive environment at work: Employers are certainly making a strong effort to
create work environments that are inclusive to everyone, but age diversity may be the most
overlooked concept. You must take ageism and perceived generation gaps into account when
designing your diversity & inclusion policy. Employees should feel respected and free to voice their
opinions, regardless of their stage in life.

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All-in-One HR tools as follows:

1. Recruitment Software
2. Staff Leave Management Tool
3. Training Management Tools
4. Talent Management Tools
5. Time Attendance Management Tool
6. Expense Reimbursement Tool
7. Employee Termination Tool
8. Employee Appraisal Tool
9. Staff Feedback Tool
10. HR Analytics

Benefits of Having HR Tools

1. Improved Recruiting
2. Better Tracking of Applicant Flow
3. More Accurate and Efficient Reporting
4. Improve Employee Training Efficiency
5. Track Employee Progress and Performance
6. Track Your HR Costs More Effectively

Here are some top HR workflow management tools and systems in 2023 that companies use:

1. Cflow: Cflow is another workflow management software best suited for human resource
management, where it can help you take care of all HR core responsibilities. With Cflow, you can
create multiple workflows for managing scheduling, employee onboarding, leave application
process, recruitment and training process, team activity planner, timesheet, expense tracking, and
much more. This is an all-in-one intuitive tool that will enhance your HR processes.

2. Monday.Com: This is a meta app that provides you with multiple options for employee
management, and you can easily manage multiple tasks. This app provides a unified view of all
your existing tasks and adds more than 40 services, and integrates with third-party apps quite
efficiently. This app is best suited for experienced HR managers.

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3. Harver: This recruitment software enables automation in managing different HR processes such
as hiring, engaging and onboarding, etc. It provides interview assessments, scheduling, reference
checking, and much more.

4. SkillRobo: This is an online pre-employment assessment tool that will come in handy to HR
professionals while screening new candidates for specific company positions. It has predictive
analytics, predefined questionnaire templates, reports, cheating prevention, and many more
proctoring features that will help candidates have a seamless hiring experience.

5. Spark Hire: This is an online video interviewing platform that helps recruiters to conduct online
one-on-one and live interviews. Each video session is recorded, which hiring managers can use later
for review. With this tool, you can efficiently schedule and conduct video interviews.

6. Culture Amp: This is an employee engagement tool that helps in establishing connections,
involvement, alignment, company confidence, innovation, and more by implementing machine
learning algorithms to provide helpful insight to HR professionals to set up new metrics.

7. Bob: This is a human resource information system (HRIS) with a strong backbone for managing
and establishing a balance between all HR processes with the help of its fixed frameworks and
customization. Said to be a good tool for managing core HR responsibilities.

8. Kazoo HR: This is a flexible employee recognition tool that helps HR professionals to connect
with employees across the globe, even with 100+ employees. It is best suited for building team
culture and has a user-friendly interface.

9. Clear Company: This is another all-in-one HR management tool that you can use to eliminate
barriers and have seamless hiring, onboarding, and training. It has an inbuilt ATS, which helps with
talent acquisition and management.

10 Bambee HR: This is an HR platform that comes in handy when you need to create labor policies
and compliance laws, recruit, hire, onboard, train, establish labor codes, maintain employee records,
and much more.

HR professionals have a lot on their plates, from recruiting to managing employee relations. But
with the right tools in place, they can simplify their tasks and make them more efficient. These tools
will help you track your costs effectively and reduce hiring mistakes.

Prof. Rakshitha J S, Assistant Professor, East West Institute of Technology Page 18