HUMAN RESOURCE MANAGEMENTIN DIGITAL AGE- A STUDY Dr.T. Yadagiri Rao1Katkoori. Sushmitha21.professorand BOS of Public Administration and Human Resource Management, kakatiyaUniversity2.Research  Scholar, Human ResourceManagement, Kakatiya UniversityABSTRACTDigitalhas been a driving force of everything inthe present age. Human ResourceManagement is achieving its goals in coordinating with Information Technologyin every step with corporate goals and objectives in achieving significant long-term impact on the success of keeping an organizationhealthy, which are linked with core business operations. E-HRM is becoming anecessity for every organization whichwill help in improving quality, efficiencyand accurate services, at a faster pace to the customers and employees.

E-HRMguarantees the security and confidentiality of inputdata which is always an important issue in every organization. Recruiters, in the process of screening jobapplicants, are mostly dependent on information practices especially digitalresume databases.  HRIS is to collect,differentiate, process, personneladministration, salary administration,leave/absence record, skill inventory, medical history, performance appraisal,manpower planning and collective bargaining which are required for effective management of human resources in the organization.

EnterpriseResource Planning software (ERP) and Customer Relationship Management a vitalrole in the digital age. Software (CRM) isthe software which makes strong and effective in smoothfunctioning of an organization. Digital transformation is a great thing whichcan be borne by everyone to possess a digitallife in leaders, sectors and mainly Human Resource Management.OBJECTIVES·        Tocompete with the current digital technology and pace in keeping the track ofseveral years of customer or employee data without disrupting.·        Toknow the importance and applications of the Information Technology in shapingthe future of the Human Resource Management.

·        Tochange the role of Human Resource Management in today’s digital age.·        EnablingHR to play e-Recruitment through Skype, e-Training and e-Appraisal.KEYWORDS                                                                                         Digital Transformation, digital society, e-recruitment andselection, e-training, I  INTRODUCTION            Inan article for the Society for Human Resource Management(SHRM), John Sullivan, industrythought leader and professor at San Francisco State University, said 2017 is”the year of the algorithm.” Sullivansaid that the recruiting function willfinally begin to shift away from a decision model based on past practices andintuition and toward data-driven decisions. This article enlightens the e-HRMactivity which thrives on the strength of the Information Technology which playsa vital role in the digital age. E-Recruitment and selection is the process ofpersonnel recruitment and selection using electronic resources, in particular, the internet. People are the directfactors of productivity of its services and digital transformed practices areits sole HR employees for any prospective organization.It enables tranquilized interactionsbetween employers and employees.

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Itaccumulates information regardingemployee personal data, training, performance management, payroll, recruitment and strategic orientation. It uses intranet orother web technology channels. It can also beused for fulfillment of differentHR plan of action. Every organization desiresto excel and innovate for theirsubsistence. Information Technology advancement is one of the powerful dynamic forces.

 The technology and the changed focus of theHRM function as an additional value to the organization’s product or serviceled to the need of the HR department as a strategic partner in manyorganizations. It has upgraded the way we converse, live, work and also the waya business is administered. According toJovanovich (2004) recruitment and selection referto the process of attracting, screening, selecting, and onboarding a qualified person for a job.  The change in Information Technology is rapidly escalating than any other skills inorganizing the HR functions. II   BACKGROUND OF THE STUDY     Hiringthe employees is the first step to be done by any organization, as it is the forefront of every business. In keeping trackof digital transformation, focusing on recruitment and selection using newtechnology in understanding the current trends in the emergence of finding andidentifying the potential candidates within no time. Digitaltransformation has simplified the task of analyzing vast amounts of data andthey can be invaluable aids in HR management, from payroll processing to recordretention.

E-HRM is the relatively new term for this IT supported HRM,especially through the use of web technology. III   RECRUITMENT AND SELECTION IN THE DIGITAL AGEE-RecruitmentThisstatement shows how digital preservation, initially perceived as essentially atechnological challenge, is now much more conceived of as a practice that needsto take into account the norms and values of society. We would argue even morespecifically, the norms and values of digital society – a space that has becomea major part of the world we live in today and that we are shaping by the waywe live our lives as digital consumers, citizens, workers and individuals.

In the digital environment,societal norms and values around access to information, privacy and ownershipare shifting; the logic of economics is changing. Balancing the forces at playin the digital environment is an evolving and continuous process and we areonly beginning to understand digital society. One of the most significant roles that digital marketing and online technology now play in helping identify and attract potentialcandidates for executive and senior management roles. It has been replaced witha digital version, in the form of company databases and websites such asLinkedIn. For those that want to get into such networks, and stand out from anever-increasing pool, it is vital in creatinga profile that promotes your experience and abilities in a compelling manner.

     Once the requirement for a certain job or openingin an organization is clear, it allocates the task of sourcing profiles ofeligible and interested candidates to the Internal Sourcing Team. The internalsourcing team makes the task of corresponding with the candidates who haveapplied through an online and scheduling interview for them during the plannedweekend recruitment drives. On the day of the walk-in,the candidates are first screened during the registration process at the venue.

Scheduled candidates or those referred byPlacement Vendors are usually informed to create their online profile in theonline portal. These candidates also undergo the initial screening process atthe registration. Informationabout a person’s professional qualifications and experience can be obtainedfrom their Curriculum-Vitae (CV) and their written applications. Thisinformation needs to be verified as far as possible before the person is hired.

The First Step is to affirm the candidates meet the basic eligibility criteria.During the review of CV and written application certain clarifications areasked for such as:  •Unexplained gaps in employment history •Unanswered or partly answered question    • PastEmployers · Inconsistent informationAfterthe registration Process, eligiblecandidates are put through the Interview Process. The interview process mayhave three stages: •Technical Interview •Management Review • HR interview  END POSITION IDENTIFIED APPLICANT SCREENING TEST CONDUCTING INTERVIEWS TO ELIGIBLE CANDIDATES COMMENCE JOB PLACEMENT INDUCTION FOLLOW-UP MEETING START NOTIFYING CANDIDATE TECHNICAL INTERVIEW MANAGEMENT REVIEW HR INTERVIEW            Regardinge-recruitment, the manager makes a clear division between attracting candidatesand selecting them. Firstly, in order to attract candidates, the main source ofadvertising job openings on the company’swebpage. All the information posted and the tools displayed to make it easy for a candidate to apply for anyposition. Once a candidate fills out an application, the request is sent toanother platform where the recruiters, can see the profile and skills of eachapplicant. At this point, the selection process begins. After reviewing theinformation of the candidates and the job positions available, managersidentify possible candidates and select a group of applicants that might matchthe requirements.

The selected people are contacted by phone calls or e-mailsin order to set up personal meetings. According to the interview, the mainoutcome of e-recruitment can be considered the increased speed in therecruitment and selection process. In addition, e-recruitment tools can archivecandidates’ information in case there are future job openings. This means theydo not have to go through the whole process from the beginning. E-TrainingAccordingto the HRM leader, the in-person trainingis still considered as an importantelement for the learning process of employees through Skype. This allows themto have a closer connection with the employee, give feedback, ask a question and make sure that he or sheunderstands the teaching material. However, the implementation of e-training or in-persontraining depends on the complexity of the knowledge that the employee needs toacquire. For example, if a new process has to be adopted in a local office, themanager might sit down and explain the employees the steps needed to fulfil thenew task.

On the other hand, if the new process is a sophisticated system whichinvolves practice, special skills or has to be implemented all over theorganization, a tutorial software is usually given to the employees so they canstudy the system more thoroughly.  E-learningis also used to teach some personal skills without the need for an instructor or a physical session. Forinstance, Skype uses audio books and self-learningsoftware commonly in order to teach employees presentations skills or how toapproach audiences if they have to give speeches. The interviewee mentionedthat the outcomes of using e-training or e-learning are the flexibility and thespeed of the learning process. IV.   REVIEW OF LITERATUREThe literature review examinesrecent research studies, company data, or industry reports that act as a basisfor the proposed study. According to Biswanath Ghosh 2002, in an organization, the most valuable input is thehuman element.

The success or failure of an organization depends to a largeextent on the peoples who manage and run the organization. In business, the greatest asset is the humanresource of the enterprise and not the plant, equipment or the big buildings itowns. There was a time when manpower was considered as a cost factor but not itis recognized as an investment. The e-HRM can range from basic personnel records tosophisticated networks of sub-systems with definite purposes. Today most ofthese will be computer systems.

With most databasesystems, there are facilities to pull out any of the data and present themin the required form. ´These may be core employee database and payrollsystems but can be extended to include such systems as recruitment,e-learning, performance management and reward. The information provided bythe e-HR process can communicate acrossorganizations through different electronic devices. If posts static data suchas information on HR policies and communications about employer facilities suchas learning opportunities and flexible benefits. V.   RESEARCH   METHODOLOGY  The data was collected from secondary sources. Thesecondary data was collected from related articles, journals, books andwebsites.

  VI.   CONCLUSIONSo,from my experience, the message is clear – being proactive and strategic in ourapproach to using digital media can helpboth individuals and organizations. After gaining knowledge about HRM intechnology, it can be concluded that technology for sure has simplified,automated and sophisticated, almost all the functions that are performed by HR staff.

Technology has beenan absolute blessing to HRM and has benefitted HRM and organisation as a wholeby significantly reducing the paper clutter of employee data, has simplifiedthe process of recruitment by E-recruitment tools which allows to attracttalent from a vast pool of talented candidate, training and development has upits game by E-learning tools also effective knowledge management has beenpossible through e-learning. All the functions from operational, relational andtransformational have been simplified and automated by technology. VII.   REFERENCESwww.edupediapubliations.orgwww.academia.edu                                                                                               www2.deloitte.comwww.onlinelibrary.wiley.comwww.managementsite.com                                          www.emaraldgrouppublishing.com