BATCH -2020-2022

SEMESTER-II

ASSIGNMENT – III
SUBJECT- HUMAN RESOURCE MANAGMENT

SUBMITTED TO- DR. DINESH RAO SIR

MHR
SUBMITTED BY –
ERAGAM JEEVANA SOWJANYA
20MBAR0527
1. HR Professionals to move from offline to online during this covid
times. List and discuss any 3 ways on how virtual platform has
facilitated the work of
ANSWER:
No one saw it coming including human resource professionals. In just a matter of
months, COVID-19 has completely altered the workplace dynamic. Faced with
shutdowns, furloughs, changes in demand and even the possibility of becoming
irrelevant, companies quickly had to make adjustments in how they conducted
business and managed their employees.
While there is now a great deal of discussion concerning the impact of Covid-19 on
and implications for working practices and human resource management (HRM),
much of the content and comment on these topics tends to be of a general nature,
offering observations and/or guidance that seek to define what a ‘new normal’ might
be. For example, that remote working will become the norm, or that working practices
will become more flexible. While this may be indeed what happens, because Covid-
19 is a global pandemic, we need to understand its impact on working practices, well-
being and HRM in specific contexts. It is likely many changes will be common across
country contexts, but we should also expect, given institutional differences, that there
will be localised nuances.

1. Make the Most of Working Remotely:

While some companies were able to make the adjustment to having employees work
from home, others struggled through the transition. Innovative and forward-thinking
companies were able to adjust rather quickly, minimizing downtime and maximizing
productivity. The pandemic demonstrated just how volatile the workplace, markets
and supply chains can be, with even the smallest of snags potentially unraveling years
of building market share.

Companies who are still uncomfortable or unprepared for remote operations should
take steps toward that direction. Establishing policies and employee task lists during
emergency remote mandates will help companies prepare for similar situations in the
future. Here are some critical considerations:

 What tasks and positions are best suited for working remotely?
 Will employees be allowed to use their own devices or only company
provided devices?
 What security concerns for working remotely should be explored?
 What’s top-level management’s input for expectations and policies for team
members working remotely?
1. Be Flexible in Employee Performance Reviews:
Human resource professionals can take the lead in encouraging flexibility in
performance reviews during periods when a large amount of employees may be
working remotely. This can be a stressful time when employee morale could use a
boost and communications from the “office” are more important than ever.This is also
an excellent opportunity for HR departments to reach out to employees proactively
looking for issues that may need to be addressed. And it’s a superb time to build
bonds and improve trust between employees and the Human Resources department,
even as we begin to think about what the new normal will look like for businesses in
the future. "It is now time to place even more emphasis on virtual teams as we re-
think the physical office."

2. Establish a Safe Plan to Return to the Office :

While some companies will choose to make remote working a part of their permanent
workplace environment, others will return all or a significant amount of workers back
to the office. Human resource professionals can play a significant role in making sure
this transition is conducted safely and efficiently.Plans should be in place to ensure
returning workers are in good health. HR professionals should play a role in making
sure there is appropriate signage regarding social distancing, hand sanitizing and the
wearing of masks. They should be prepared to update employees on their use of
personal and/or sick days through the pandemic and what personal time may remain.

In instances where working remotely was intended to be a temporary solution but will
actually transition into a permanent solution, policies and expectations should reflect
those changes. Perhaps most importantly, employees should know they have access to
HR for their questions and concerns.

COVID-19 has provided speed bumps and roadblocks in all areas of life, particularly
in the workplace. It has presented challenges and has created opportunities. It has
prompted creativity and promoted innovation. For HR professionals, it is an
opportunity to shine.
B. Select any ONE HRM function or practice (HRP/
Recruitment/selection/on-boarding, /training /development/
performance management, etc.) and discuss any TWO challenges
faced by the HR professional in the online delivery of the function
chosen by you.

ANSWER:

I choose the recruitment/ selection and these are the challenges faced

HR, talent and learning and development leaders must act - but not impulsively. The
impact on talent strategy must be minimized, risks to the hiring plans mitigated and
business continuity demonstrated.

Graduate and apprentice recruiting programs are ongoing and, for some countries,
seasonal hiring is well underway. Any disruption to the process will influence the
capability to hire those people needed to fulfill business plans.
We also need stability beyond hiring. If internal selection events for promotion and
development programs are postponed, there will likely be business repercussions.

Challenges being faced:

The health situation is evolving daily. Travel restrictions, changing guidelines and
organizations’ policies are being scrutinized and, because of these, there are three
major influencers on HR leaders’ decisions.The impact of decisions will be far
reaching. Candidates may not be able to attend assessment days or in-person
interviews. Internal applicants may not be able to attend development centers or
training events. And, even if these events are able to run, the HR team cannot
guarantee resource accessibility or availability due to illness or self-isolation.

1. Remote interviewing :
Perhaps you are thinking of conducting resource-intensive and hard-to-manage
telephone interviews. Now is a great time to consider not just video interviews, but
also video assessments. During video assessments, the recorded responses to your
questions are first scored via an expert AI application. The scoring is entirely
transparent, wholly defensible and fully explainable to candidates who require further
information. Recruiters also have the option to verify and adjust scoring as needed.

2. Go online:
Online talent assessment is not new. Indeed, in recent years, it has hugely developed.
High-quality and scientifically-sound online assessments offer a great candidate
experience, are speedier than ever, are available in a multitude of languages and,
thanks to expert design, are able to be seamlessly completed on a smartphone. Choose
from a range of ability tests for the particular areas you need assessed for the specific
role and build them into an assessment process alongside behavioral and competency
assessment. Together these assessments offer candidates feedback and hiring
managers a guide to help structure the interview conversation.

Four essentials discussed with the clients :

1. Designing clear candidate communications: Rearranging of events and shifting

plans, they could potentially overlook the need for a thorough candidate
communication plan. A poor candidate experience has ramifications from sharing
stories with friends and family to negative comments left on employer review sites.
This is the opportunity to demonstrate how your employer brand values are put into
action.  

2. Building confidence in equivalence: Switching from offline to online

assessments will raise a justifiable question concerning the comparability of those
candidates assessed in-person with those assessed remotely.
They can work with them to ensure the equivalence of these situations.

3. Ensuring a human touch: Moving to remote assessment does not mean they need
to lose the connection and engagement with candidates or employees. Plan touch
points, develop an empathy map to understand key needs and build in regular contact.

4. Embracing a more agile way of working: The rapidly-changing global situation

with regard to COVID-19 is the immediate challenge. It has highlighted the need for
all organizations – and their people – to be agile and swift to adjust to changing
circumstances. Right now, the focus is, quite rightly, on the health and well-being of
employees, staff and applicants.
However, there will come a time when we will look back and see the impact of
reduced travel and time costs from not bringing people together. We will understand
that the data obtained and the insights derived from remote assessment has freed up
resources and offered a leaner operating model that can be scaled when needed.

In the more virtual workplace, we will see the core digital readiness competencies,
agility, curiosity and learnability, will increasingly be the foundation for a new way of
working. There is no doubt that business is being disrupted. The challenge now to HR
leaders is to offer reassurance and clarity to employees and maintain engagement and
communication with candidates, thereby mitigating business risk.