Project Report on

Virtual Human Resource Development

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS OF

MASTER OF BUSINESS ADMININSTERATION (MBA)

DEENBANDHU CHHOTU RAM UNIVERSITY OF SCIENCE AND TECHNOLOGY, MURTHAL

SUBMITTED TO: SUBMITTED BY:

DEPARTMENT OF MANAGEMENT STUDIES Preeti

ROLL NO. 17001433042

MBA (Dual Degree Program)

10th Semester
 Declaration

I Preeti (17001433042) of Department of Management Studies, Deen bandhu Chhotu Ram University of
Science and Technology hereby submit this report in partial fulfillment of the requirements for the
award of degree of "Masters of Business Administration". I declare that the work presented in this
report is my original and is not submitted anywhere else for the award of any other degree/diploma by
any other university. To the best of my knowledge and belief, this report contains no material previously
published or written by any other person, except where due reference is made.

Date: 10-06-2022

Preeti

Countersigned: Dr.Pankaj Kumar

Assistant professor
 ACKNOWLEDGEMENT

I express my sincere thanks to my project guide DR.Pankaj Kumar, Assistant Professor, Department of
Management Studies, DCRUST, for guiding me right for the inception till the successful completion of
the project. I sincerely acknowledge him for extending their valuable guidance, critical review of the
project report and the above all the moral support he had provided for me with all the stage of this
project report.

I would also like to thank my family and friends for supporting me and providing me the good
environment for preparing this project.

Place: DCRUST,Murthal Preeti

Date :
 Index

S.no. Particular Page No.

INTRODUCTION TO THE TOPIC:

Virtual HRD is a new area of inquiry examining how sophisticated technologies are affecting the way we
do business.

Three definitions for Virtual HRD have been offered:

1. MeWhorter, Mancuso & Hurt (2008):

"A process for developing and/or unleashing human expertise through training and development (T&D)
and organization development (OD) by utilizing technology-enabled environments for the purpose of
improving performance"

2. Bennett (2009)

"A media-rich and culturally relevant web environment that strategically improves expertise,
performance, innovation, and community building through formal and informal learning"

3. McWhorter (2011):

"The process of utilizing technologically integrative environments for increasing learning

capacity and optimizing individual, group, community, work process, and organizational system

performance"

Exploring the Emergence of Virtual Human Resource Development (VHRD)

Consider the impact of contemporary technology on your personal and professional life by reflecting on
these questions: How often do you communicate with colleagues through information and
communication technologies (ICT) such as email, texting, chat, video, and audio conference calls? Do
you engage in meetings or "meet ups" that occur through social networking platforms such as
Facebook™M, LinkedIn, or possibly through a meeting of avatars in a 3D virtual world such as Second
Life? Do you search online or through your organization's intranet for your calendar appointments? Do
you use Google to search for terms, to seek expert advice, or access MapQuest or Yahoo to obtain
directions, documents, or travel itineraries? What ways have you engaged to connect with colleagues
that are in a different location, country, or time zone from you? Are you blogging, wikiing, twittering, or
following web discussion forums? How much are modern technologies permeating your personal and
professional life? Technology is embedded in our everyday lives. Advanced technologies have enabled
the field of human resource development (HRD) to engage in virtual activities that were unimaginable
15 years ago, moving the field into a new realm. Global interconnectivity impacts individuals, groups,
and organizations to a degree unprecedented in the history of civilization, Emailing, faxing, telephony,
and virtual chatting have now surpassed traditional postal mailings for written communication; and
technology-enabled environments are replacing many face-to-face interactions in educational and
organizational settings.

VHRD as an emerging construct:

VHRD has emerged as a new area of inquiry in the field of HRD, based on a growing interest for
integrating technology into HRD practice and research. Built on a growing body of literature in HRD,
parallel tracks have converged to offer initial conceptualizations for formalizing VHRD. The term VHRD
was presented by McWhorter, Mancuso, and Hurt (2008) in an innovative session at the 2008 Academy
of Human Resource Development Conference in the Americas. In the context of adult learning, they
reviewed enabling technologies for developing human expertise within technology-enabled
environments. In 2007, Bennett reported results of an empirical study of organizational culture and
intranet technology. She concluded that a culturally relevant intranet enables virtual human resources,
both human resource management (HRM) and development (HRD). The study formed the basis for
Bennett's (2009) definition of VHRD as "a media-rich and culturally relevant web environment that
strategically improves expertise, performance. innovation, and community building through formal and
informal learning" which emphasized the new virtual environment created by VHRD. The parallel tracks
have converged to provide initial structure and support for VHRD as a construct, however, the field has
been adopting virtual technologies for some time. The emergence of VHRD would not be possible
without many scholars in the field integrating and studying cutting-edge technology.
 REVIEW OF LITERATURE:

MOHAN THITE (2020): The purpose behind his study is that is to trace the evolution of HR Technology
interface leading up to the incorporation of the digital world in Human Resource Development's design
thinking, strategizing and execution. Drawing from related empirical studies, the paper critically analyzes
Digital HR in terms of where it is now (degree of alignment between external demands and internal
capabilities), where it should be (future-focused HR technology strategy), and how it can reach there
(implementation road map). The paper presents a comprehensive framework that encompasses
external demands, internal capabilities and key recommendations for a fit-for-purpose, future-focused
Digital HR Strategy. In the process, the paper adopts a holistic perspective of virtual HRD (VHRD) and
draws implications for technology led developments in the HRD field.

ROBERT YOWSON (2020): In this paper the governments, intergovernmental organizations, non-profits,
corporations are all aware that disruptions through pandemics and other natural bio disasters like the
COVID-19 pandemic can happen, barely are we proactive about them. Instead, we are always reactive.
In a virtual Town Hall meeting of the Academy of Human Resource Development (AHRD) held on 9 April
2020, on the theme 'How is the pandemic a game-changer for HRD," the President of AHRD, Laura
Bierema, challenged HRD scholars to determine the possible futures of HRD scholarship post-COVID-19
Pandemic. This article proposes the use of the Strategic Flexibility Framework (SFF) to determine the
possible futures of HRD post-COVID 19. These scenarios include the Meaning of work," "Leadership.
Contactless Commerce & Education, and Volunteerism. I conclude by discussing the important
opportunities that can serve as intervention points for post-COVID-19.

KHALIL M. DIRANI (2020): The aim of this paper is to investigate the roles of domestic and global leaders
and organizations to COVID-19 and to consider the new role(s) of Human Resource Development (HRD)
based on the ramifications of pandemics in general, and COVID-19 in particular. The research questions
guiding this work are: What are the leadership competencies required during and post times of crisis?
And What roles do human resource development practitioners envision to support their organizations
during and post times of crisis? In this manuscript, we provide several themes, based on the literature
and case studies from international and domestic contexts, that we see as essential competencies for
leadership practices in respons to a global crisis. We explored leadership competencies required in the
time of crises, followed by exploring cases of best practices of leadership in different contexts, followed
by reflections on new roles for HRD researchers and practitioners post a global crisis.

KEITH JACKSON (2019): This study examines the organizational aspects of industrial development in
Laos, with a focus on how human resources interact with production. and innovation activities at the
firm level. Relative to that seen in other industries, for handicraft firms, human capital plays a more
important role in new-product development and in various interaction processes. Therefore, this study
leverages both theory and data from face-to-face interviews, while considering three selected handicraft
firms from various study perspectives. Both parts of the analysis shed light on the informal and formal
paths that firms take to generate innovation and achieve new-product development and changes. The
study looks at the impact of other factors on firm-level innovation by examining both the internal and
external factors that lead firms to diversify their product offerings, upgrade their processes, transfer
knowledge and access global production networks. Finally, the study provides in-depth analysis of the
nature of product development ideas, and offers both concrete conclusions and general
recommendations.

KOMAL KHANDELWAL (2019): This paper critically reviews the recent developments in the application of
virtual reality in the area of human resource development. A VR program mimics the real world and aids
virtual interactions and cooperation thus offering immersive, near to real life, value-added experiences
to the recruits and existing employees. VR enabled training and development benefits in overcoming the
challenges of time and distance, thus making learning and development current, efficient and effective.
This review paper offers exciting insights into the VR interventions in HRD practice and links these
interventions to the theories related to VR design. The ideas speed up the learning of HRD professionals
as they gain access to pertinent and concise information.

10 KENNETH KING & PRAVINA KING (2019): The article reviews several of the main modalities of India's
human resources involvement with other developing economies, and especially those in Africa. These
involve the provision of long-term scholarships and short-term professional training awards. Comparison
is made, in the case of international students, between the scholarship and privately funded categories,
and also between those from Commonwealth and non-Commonwealth countries. Comparable data on
such assisted foreign student flows are also offered in respect of South Africa. Other modalities of India's
HRD engagement with Africa are analysed, including those associated with the India-African Forum
Summits (AFS). India also does capacity building through non-state actors, notably nongovernment
organisations and the private sector. Although attention is paid to the Commonwealth dimension in
these comparisons. it is acknowledged that the classification of students and countries as
Commonwealth.

DARREN C. SHORT (2018): Metaphors can be viewed as central to the task of accounting for how we
think about things, make sense of reality, and set the problems we try to solve. How then can we learn
about the HRD view of the world from our use of metaphor? How do we in HRD limit our thinking by
using certain metaphors? What alternative metaphors might suggest new ways of approaching HRD?
This article contains an argument for completing an analysis of HRD metaphor, a fourstep framework for
that analysis, and the findings of a partial application of those steps based on recent HRD literature.
Issues for HRD are raised and discussed.

K.WATANUKI (2018): This paper proposes a new virtual reality based job training and human resource
development for foundry skilled workers. In the author's proposed system, the education content is
displayed in the immersive virtual environment, whereby a trainee may experience work in the virtual
site operation. The system consists of two major systems for the user to acquire theoretical knowledge
and practical skills. The most notable advantages are, the worker can virtually experience the foundry
workflow before actually performing the works at the worksite in the foundry, one can learn about the
work procedures beforehand, as well as the risks and danger throughout the work process, and train
beginner/intermediate level workers that have not yet reached the veteran level, so they can smoothly
perform their tasks at the worksite.

L PETER IVANS (2018):This article presents exploration of how human resource development (HRD)
practices are talked in to being in discussion events held in an open online environment. The discursive
strategies of actors in such open virtual spaces are examined as a means to analyse how HRD
practitioners collectively discuss and define what they do. Reflecting much of the research literature,
this exploration found that a common definition of HRD remains elusive and that HRD as a practical
concept is fluid and expansive. The analysis of the specific discussion events found that the discourses of
practitioners have moved away from the common binary structuring between the US and European
Schools' of HRD. The findings presented here suggest that HRD practices are elastic, contested and
unstable and that the discursive strategies of practitioners seek to negotiate points of consensus and
stability drawing on components of both the Schools. Furthermore, the discussion event clearly
positions HRD practice as being in a largely self-created crisis that emphasizes a failure to meet the
expectations of management.

LORI BUSSLER & ELAINE DAVIS (2018): Information systems and the Internet are revolutionizing Human
Resource Management (HRM) in organizations, creating innovations for traditional HR functions and
allowing operational efficiency that was incomprehensible only five years ago. Workflow processes such
as payroll are highly automated, performance appraisals are simplified with software that tracks core
competencies, training and development is done more cost effectively online with distance learning, and
salary surveys are online and timely. In addition. application service providers (ASPs) allow small and
medium firms access to previously unaffordable HRISS such as Peoplesoft and SAP, e-recruiting has
exploded in popularity, online pre-employment testing offers cost savings and reduced turnover, and
employees deal with benefits questions online through self-service centers. virtual conference rooms aid
HR in dealing with global employees and HR knowledge bases put HR in league with professionals in
medicine and law. There is not a function in HR today that i happening in the HRM field. not applying
software.

8 JEFF GOLD &VIKKI SMITH (2017): This paper seeks to explore the validity of HRD as a profession in the
UK both now and into the future. The source of professional status is explored and Freidson's (2001)
ideal type of professionalism is used to assess the status of the HRD.professional. It is suggested that the
constitutive aspects of disciplinary knowledge and activity for the HRD professional field remain in flux,
with inherent instability and lack of permanence in the foundations of professional expertise. The key
forces for change in HRD work in the future are explored, leading to the development of four scenarios
for the future of the HRD profession. It is concluded that, for the future of the HRD profession to be
sustained and grow, the profession's expertise and practice must concern the values and interests of
others who face uncertainty and difficulty in relation to others.

JILL ZARESTAKY (2017): While globalization is often framed as a positive force for change and
development, particularly in the field of Human Resource Development (HRD), some argue that
globalization has created an environment in which many have been left behind by the elimination or
evolution of certain types of work and economic inequality. Such attitudes, we argue, have given way to
the recent rise of populism globally, evidenced by both 'Brexit' and the election of Donald Trump as
President of the United States. The purpose of this essay is to recentre the future of international HRD
research and practice around the critical global challenges of poverty, conflict, and human rights. The
consequences of failing to address these challenges, we argue, outweigh the forces of the current era of
opposition rooted in populism and antiglobalization.

NGAN COLLINS (2017): There has been considerable research into the technical aspects of virtual teams.
By contrast, few studies have focused on their 'human factors, such as the way team members
cooperate within the context of cross-national boundaries. This study applies a "mixed method"
approach to research virtual teams in three Asian economies: Indonesia, Taiwan and Vietnam. We find
that critical human factors, including individual cultural intelligence. cultural openness and self-efficacy,
significantly influence team member knowledge sharing willingness in cross-national virtual teams.
However, a positive relationship between team member knowledge sharing willingness and knowledge
sharing behaviour is not supported because other elements, such as interpersonal trust, leadership,
team interaction and member language ability, can significantly affect the effect of the above mentioned
factors on virtual team knowledge sharing. Our study offers a new model to improve the study of virtual
teamwork and provides practical applications for managing cross-national teams, especially in the
selection. training and development of team members.
Hence, certification programme models for each organization are advanced to illustrate the process.
Moreover, an overall strategic programme framework is developed for all the agencies collectively.
Finally, suggestions for future research are provided.

LEONARDO MANCILLA AMAYA (2015): Virtual organizations promote dynamic interaction between
individuals, groups, and organizations, who share their capabilities and resources to pursue a common
goal and maximize their benefits. Among these resources, knowledge is a critical one that requires
special attention in order to support problem-solving activities and decision-making processes and
provide strategic advantage. This article presents an initial proposal for the creation of dynamic
knowledge-based virtual organizations, as a way to share knowledge in order to support problem-
solving activities. This approach is based on behavioral elements, identified by other researchers, that
affect group interactions; these items are represented inside the e-decisional community in a manner
that allows software agents to interact similarly to their human counterparts. An initial model and a
functional prototype have been developed and used to obtain a set of preliminary results, which show
human-like behavior in our test system.
 OBJECTIVES OF THE STUDY:

 To study the factors influencing human resource development.

 To identify the organizational structure for productivity.
 To know the effective coordination and communication within the organization.
 To identify the platform for the development of human resources.

HCL technologies
HCL Technologies (Hindustan Computers Limited) is an Indian multinational information technology (IT)
services and consulting company headquartered in Noida. It is a subsidiary of HCL Enterprise. Originally
a research and development division of HCL, it emerged as an independent company in 1991 when HCL
entered into the software services business. The company has offices in 50 countries and over 187,000
employees.

HCL Technologies is on the Forbes Global 2000 list.It is among the top 20 largest publicly traded
companies in India with a market capitalisation of $50 billion as of September 2021. As of July 2020, the
company, along with its subsidiaries, had a consolidated annual revenue of ₹71,265 crore (US$10
billion).
 HCL Enterprise was founded in
1976.

 Industry - Information technology Consulting Outsourcing

 Founded - 11 August 1976; 45 years ago[1]
 Founder - Shiv Nadar
 Headquarters - Noida, Uttar Pradesh, India
 Area served - Worldwide
 Key people - Roshni Nadar Malhotra (Chairperson)

Shiv Nadar (Chairman Emeritus & CSO)[2]

C Vijayakumar (CEO)

The first three subsidiaries of parent HCL Enterprise were:

 HCL Technologies - originally HCL's R&D division, it emerged as a subsidiary in 1991

 HCL Infosystems
 HCL Healthcare

The company tried to stay focused on hardware,but, via HCL Technologies, software and services is a
main focus.

Revenues for 2007 were US$4.9 billion.

Revenues for 2017 were US$6.5 billion, and HCL employed over 105,000 professionals in 31 countries.

Revenues for 2018 were US$9 billion, and HCL employed over 110,000 professionals in 31 countries. A
unit named HCL Enterprise Solutions (India) Limited was formed in July 2001.

Currently HCL Technologies is a subsidiary of Vamasundari Delhi through a chain of entities in between.
Vamasundari (Delhi) is owned by Shiv Nadar and it in turns holds majority of shares in most HCL group
companies.
On 1 July 2019, HCL Technologies acquired a select few products of IBM. HCL Technologies took the full
ownership of research and development, sales, marketing, delivery, and support for AppScan, BigFix,
Commerce, Connections, Digital Experience (Portal and Content Manager), Notes Domino, and Unica.
 Formation and early years

In 1976, a group of six engineers, all former employees of Delhi Cloth & General Mills, led by Shiv Nadar,
started a company that would make personal computers. Initially floated as Microcomp Limited, Nadar
and his team (which also included Arjun Malhotra, Ajai Chowdhry, D.S. Puri, Yogesh Vaidya and Subhash
Arora) started selling teledigital calculators to gather capital for their main product. On 11 August 1976,
the company was renamed Hindustan Computers Limited (HCL).

On 12 November 1991, a company called HCL Overseas Limited was incorporated as a provider of
technology development services. It received the certificate of commencement of business on 10
February 1992 after which it began its operations. Two years later, in July 1994, the company name was
changed to HCL Consulting Limited and eventually to HCL Technologies Limited in October 1999.

HCL Technologies is one of the four companies under HCL Corporation, the second company being HCL
Infosystems. In February 2014 HCL launched HCL Healthcare.HCL TalentCare is the fourth and latest
venture of HCL Corporation.

HCL Technologies began as the R&D Division of HCL Enterprise, a company which was a contributor to
the development and growth of the IT and computer industry in India. HCL Enterprise developed an
indigenous microcomputer in 1978, and a networking OS and client-server architecture in 1983.On 12
November 1991, HCL Technologies was spun off as a separate unit to provide software services.

HCL Technologies was originally incorporated as HCL Overseas Limited.The name was changed to HCL
Consulting Limited on 14 July 1994.On 6 October 1999, the company was renamed 'HCL Technologies
Limited' for "a better reflection of its activities." Between 1991 and 1999, the company expanded its
software development capacities to US, European and APAC markets.
 Partnership

On 9 June 2015 PC maker Dell announced a strategic distribution partnership with HCL Infosystems.

In October 2018, TransGrid signed a 5-year managed services deal with HCL Technologies for IT services
delivery and providing outsourcing support, with the outsourcing teams to be based in Australia.

HCL Tech signs seven-year exclusive partnership with Temenos - The exclusive strategic agreement will
be for non-financial services enterprises, where HCL has been granted a license to develop, market, and
support Temenos multi-experience development platform (MXDP). This agreement will help provide
HCL's non-financial services clients leading technology and the higher levels of services and support.

Establishments in Australia, China, Hong Kong, India, Indonesia, Israel, Japan, Malaysia, New Zealand,
Saudi Arabia, Singapore, South Africa, the United Arab Emirates and Qatar. In Europe it covers Belgium,
Bulgaria, Czech Republic, Denmark, Estonia and Romania Finland, France, Germany, Italy, Lithuania,
Netherlands, Norway, Poland, Sweden, Switzerland, Portugal, and United Kingdom. In the Americas, the
company has offices in Brazil, Canada, Mexico, Puerto Rico, Guatemala, and United States.

Cary, North Carolina is the base for the American operation and as the Cary Global Delivery Center.

Business lines,Applications Services and Systems Integrations

BPO/Business Services: This division has "delivery centres" in India, Philippines, Latin America, USA, HCL
BPO Northern Ireland, and Europe.

Engineering and R&D Services (ERS)

Infrastructure Management Services (IMS)

Digital & Analytics and e-publishing

Cybersecurity and GRC Services

Financial Risk & Compliance Solutions

 Infrastructure Services Division

A subsidiary of HCL Technologies, HCL Infrastructure Services Division (ISD) is an IT services company.
Headquartered in Delhi, NCR, India, HCL ISD was instituted in 1993 with the objective to address the
demand for cost-effective management of technology infrastructure across geographically dispersed
locations. HCL ISD, also known as HCL Comnet Systems and Services Ltd. in India, diversified ito provide
enterprise IT infrastructure globally in 1993 winning the first order to establish India's first floorless
stock exchange.

United Kingdom and Ireland

On 7 September 2005, HCL Technologies expanded its operations base in County Armagh and Belfast in
Northern Ireland. At the 2006 UK Trade and Investment India Business Awards in New Delhi, the then
UK Prime Minister Tony Blair announced the expansion, which was aimed at creating more IT and BPO
jobs in the area. HCL acquired the Armagh-based AnswerCall Direct earlier in 2005. HCL BPO services in
Ireland are carried out through its main delivery centres in Armagh and Belfast. In November 2011, after
HCL revealed an expansion plan in County Kilkenny in Ireland, its Business Process Outsourcing (BPO)
division in Northern Ireland won a contract for back-office services from the Department of Health. It
was aimed at increasing the number of jobs and other employment opportunities in the region.

Sri Lanka

HCL announced on 16 June 2020 that it had commenced operations in Sri Lanka.The company plans to
create 1,500 jobs in the country within the first 18 months of operations.
Human Resources Head with over 11 years of experience specializing in establishing productive business
relationships. Offering an array of skills in resource recruitment & management, performance
assessment, recommending & implementing action plan strategies to meet HR needs, consultative
relationship & culture building. Proven ability to successfully multi-task in a dynamic, fast paced
environment while meeting all deadlines.

Managing and heading all HR functions in all the business entities including culture development, HR
strategies, recruitment and staffing, talent management and engagement, training and development,
performance management, communications and other related activities.

DIGITAL HRD: NEW TRENDS IN HR IN THE DIGITAL ERA

The pandemic has reigned havoc across the world but like the saying there is a good and bad in
everything in life. The pandemic has accelerated an already evolving digital transformation across all
industries, geographies and job roles. The field of Human Resources is no exception.

Digital HRD is the digital transformation impacting the human resources industry, driven mainly by data
collection and tech advancements. Digital HR adapts new tech-based ways to perform traditional human
resource functions including helping companies reach their people strategy goals.

How much Digital HRD a company uses depends on a case-by-case basis. While some companies may
begin by exploring the paperless route to begin with, others may make more significant changes in their
recruitment and training process. Furthermore, Digital HR also includes advanced technologies like
Artificial Intelligence, Machine Learning, Complex Automation and HR Analytics.

So, what are some of the digitized HR processes that have already happened and we are familiar with?

Recruitment Automation : Digital HR is making way for tasks like posting jobs and receiving job
applications to be automated leaving time for HR professionals to invest time for other projects.

Typically, repetitive tasks which are schedule-based are automated.

Virtual Interviews: Traditionally, interviews required the candidates to travel to a specific location to
meet their interviewers. However, the advent of video-conferencing technologies like Zoom, Skype and
Teams (only made more prevalent due to the pandemic) has reduced the need for travel with virtual
interviews becoming the new norm.

Online On-Boarding & Training: The first week at work was always an exciting one with its own fair share
of routines like filling up a lot of paperwork, getting an ID card, attending on-boarding programs and
training protocols and meeting team members. However, due to the social restrictions brought forth by
the pandemic, many companies digitized these processes. Video conferencing software has made digital
versions of on-boarding and virtual training possible.

What are some of the advantages and disadvantages of Digital HRD?

Digital HRD comes with its own fair share of advantages. However, like any process, companies must pay
attention to the potential challenges and work to address them. The advantages include increased
overall efficiency especially with Artificial Intelligence and Machine Learning supporting data collection
and analysis. During the recruitment process, Digital HR helps companies quickly identify the right
candidates by setting filters.

Automation of repetitive tasks frees up time for HR professionals to re-allocate their time for more
important projects. Digital HRD also meets the needs of a changing workforce who value flexibility,
enhanced work-life balance and remote working options. Embracing Digital HR encourages companies
to become more data-driven which in-turn improves productivity since relevant metrics for an enhanced
work environment are immediately available.

Precautions prior to lockdown

Talking about employees' safety, Rao talked about how the process began in the month of January itself.
"We had actually planned and prepared ourselves for this scenario as we believed that there was no
harm in being prepared and cautious even before such a crisis is upon us. So, we started a 24×7
healthcare helpline for our employees across the globe, in association with our sister company, HCL
Healthcare," reveals Rao.

"SO IT'S NOT BUSINESS CONTINUITY FOR US,BUT MORE LIKE BUSINESS AS USUAL. THOUGH WE CAN
EASILY ACCOMMODATE UP TO 50 PER CENT OF OUR WORKFORCE IF THEY RETURN TO OFFICE, BUT WE
DON'T WISH TO FORCE OUR EMPLOYEES TO COME TO WORK"

In February, the Company began restricting its employees' travel, avoiding any country where more than
15 cases were reported. The management marked those countries as red zones. The employees, as well
as their families, were instructed to avoid flying to the countries in that zone. Those who had travelled
back from those countries were asked to self quarantine for 14 days.

"We had also stocked sanitisers, thermometers and masks in big numbers, in case of emergency, and as
a mandate to maintain proper hygiene for our employees," discloses Rao.

Engagement post imposition of lockdown

Post the announcement of lockdown, employee engagement became a very important point of concern
for the management at HCL Technologies. They understood that it would not be easy for their
employees to sit at one place and work for nine hours consecutively.

An internal communication microsite was launched, where necessary survival guidelines were given on a
daily basis, on how to use sanitisers, face masks, and so on.

"Employee connect activities began at a global level, with daily 10-minute Zumba fitness sessions for all
our staff members.

We made the employees' families indulge in various activities, with specific programmes for kids as well.
In the month of April alone Microsoft Teams software recorded 100k plus users with 100 million
minutes. We also conducted surveys in terms of what was working and what wasn't, and to our
amazement, 90 per cent of the employees claimed that they were very happy," claims Rao.

The remaining 10 per cent had issues with internet speed in India, and socialising in Europe. "In India,
we sorted the issue of internet bandwidth and even initiated the reimbursement of the usage up to a
level, which was almost double of what was being reimbursed under normal working conditions," says
Rao.

He further adds, "We also created separate databanks that employees could rely on in case they
exhausted their daily limit."Being aware that work from home could be troublesome, the management
provided the employees pandemic leaves,wherein, if the family members needed care and attention,
the employees could avail of 14 days of pandemic leave.

Shift towards virtual hiring and onboarding

For the past two and a half years, the management has been enthusiastically working on virtual hiring
processes. While the walk-in mode still continues - with people being asked to come to our offices for
interviews - the focus has been more on virtual interviewing, wherein there are panels sitting and
interviewing potential candidates from any location.

The entire process is captured on video with the help of tech, such as artificial intelligence (Al) and
machine learning (ML). Hence, "if someone tries to cheat our system, we will get to know immediately.
This measure did pay us good dividends during this COVID-19 menace and has also helped us roll out
offer letters within hours. Alongside, the virtual onboarding process too has been pretty seamless for
us," explains Rao.

Throwing light on the need for updated skills within their workforce, Rao states, "When new skills
initially pop up in the market, there is bound to be a scarcity of people possessing specific expertise in
those skills. Hence, to combat this issue, we have been running learning and training programmes within
our organisation to upskill our internal staff, to make up for the shortage of such skills in particular
locations."

How has HCL Technologies been supporting its employees and their families during the second wave of
the Covid-19 pandemic? What major initiatives have been undertaken in this regard?

The second wave is definitely a lot more virulent than the first wave. We are primarily looking at three
types of infections. Mild, medium and the critical cases. The mild ones are the people who are doing
good, their vitals are under control and they are looking for a quarantine centre rather than isolation
centre. We have tied up with five hotels, 30 beds each in five cities, that are Delhi-NCR, Hyderabad,
Chennai, Bengaluru and Pune, and have created 150 isolation beds for our employees and their family
members. These are being run by us. In addition, we are creating another 215 beds in our own
campuses which will be ready in the next 2 to 3 weeks’ time.

Then the medium kind are the ones where people need oxygen support. We bought around 220 oxygen
concentrators and are now in the process of procuring another 200. We have deployed these at all our
centres across the country wherever our significant population is there and are giving these
concentrators to our employees and their family members.

The difficult part is the critical cases where we are also, like everyone else, dependent on the hospitals.
We are trying to enhance the critical bed capacity across various locations and have tied-up with various
hospitals where we are increasing the number of beds and also supporting the hospitals with equipment
like oxygen generation plants, oxygen concentrators, and cylinders.

We also have a 24x7 helpline which is currently being manned by 47 doctors and 31 nurses. We are
trying to increase it to 55 so that we don't have any call drops there. These are basically for medical
consultation and life-coaches support. So, this is another area where we invested 14-15 months back
and we continue to strengthen.

The Covid-19 testing is provided by HCL free of cost since the beginning of the pandemic, whether it is
RTPCR or antigen. We are also having test kits which we have bought since the start of the pandemic
and have enhanced those capacities multifold.
To support people in getting medicines, we activated our global work solutions team in terms of
whenever somebody needs some medicines that gets published across the country and wherever it is
available, it gets immediately transported to the patient where it is required.

HCL has tied up with food delivery service providers who will be delivering meals at subsidized rates to
employees and their family members and also, partnered with leading lab and pharmacy chains for
home testing and home delivery of most medicines and actively keeps its employees informed about key
data regarding government-approved Covid-19 labs and testing centres, blood banks etc. We are also
providing financial support through insurance cover to employees and their families as well as to the
families of deceased employees due to the unfortunate outbreak of the pandemic.

What percentage of the company’s employees are currently working from the office? How do you
visualise the future of work? What’s the company’s plan for the way its employees work even after the
pandemic subsides?

Currently, 98% to 99% are working from home. Only 1% is working from office or project locations.

We do believe that in the long-term, most companies will move to a hybrid model. As we are into the
second year of Covid, we have to address the questions around how quickly the vaccination can be
administered, which will reflect on to how quickly the normalcy gets restored. With less clarity on the
vaccination availability and coverage of the population, it might take anywhere between 12 to 24
months when the population may get fully vaccinated. As and when the number of cases and deaths
come down then only employees will get comfort and confidence for returning to office. Deterioration
can happen overnight but rebuilding can take months and months of effort. So, we do expect even when
normalcy prevails, this hybrid model will stay.

HCL also takes pride in being an Equal Employment Opportunity and an Affirmative Action Employer and
is committed to the culture of Inclusion and Diversity. One of our flagship programmes, Ideapreneurship
creates an atmosphere where employees take the lead in finding solutions and ideas and then lead
them to fruition. This allows every employee to ideate and set a new business model. Ideapreneurship
puts employees at the forefront of innovation where they innovate and collaborate with each other and
with customers to seed, nurture and harvest idea
 RESEARCH METHODOLOGY:

Research methodology is the organized process of gathering and examining the data in order to

enhance our understanding of the concept about which we are concerned.

Research Design:

In the research project, descriptive research design would be used. Descriptive research design is
defined as a scientific method of research which is concerned with

the observation and the narration of the behavior of a subject without causing an impact on it. It
considers what of a particular investigation rather than the why of the research.

Sample Design:

Stratified sampling technique will be used to study the virtual human resource development. Sample
Size: To analyze the data, mean, standard deviation, factor analysis, regression and other relevant tools
will be used.

The total sample size that would be considered for the analysis and interpretation part would be 200.

Tools and Techniques:

To analyze the data,mean,standard deviation,factor analysis,regression and other relevent tools will be
used.
 LIMITATIONS OF THE STUDY:

The accuracy of data may create a constraint in the research study as there will not be one to one
communication with the employees and the questionnaire will be filled in the Google form.

FINDING AND DATA ANALYSIS

The study was made on essential information gathered through survey to analyze the Impact of virtual
human resource system in the organization. The questions asked were based on demographic profiles
such as name, age, gender, qualification, designation, and name of the company and to study the factors
affecting the virtual HRM. The data form 150 employees were taken through online medium for the
study.
 Frequency Table

Gender

Frequency Percent Valid Percent Cumulative Percent

Male 79 52.7 52.7 52.7

Female 71 47.3 47.3 100

Total 150 100.0 100.0

INTERPRETATION: In this survey 52.7% respondent are male and 47.3% respondent are females.
No. Of Employees

Frequency Percent Valid percent Cumulative percent

1-9 8 5.3 5.3 5.3

10 - 19 48 32.0 32.0 37.3

20 - 49 50 33.3 33.3 70.7

50 - 99 17 11.3 11.3 82

More than 100 27 18 18 100

Total 150 100.0 100.0

INTERPRETATION: In this survey organization having 1-9 employees are 5.3%, 10-19

employees are 32.0%, 20-49 are 33.3% 50-99 are 11.5% and more than 100 are 18%.

Your education degree

 Frequency Percent Valid Percent Cumulative Percent

Graduation 81 54.0 54.0 54.0

Post Graduation 56 37.3 37.3 91.3

Diploma 13 8.7 8.7 100

Total 150 100.0 100.0

INTERPRETATION: In this survey graduated are $4%, post graduation are 37.3%, having diploma 8.7%
you have been working in this organization for

Frequency Percent Cumulative Percent

Less than 1 year 22 14.7 14.7

1 - 5 year 64 42.7 57.3

6 - 10 51 34.0 91.3

More than 10 years 13 8.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 14.7% respondent have been working for less than 1 year. 42.7%
responded for 1-5 years, 34% responded to 6-10 years. 8.7 responded to more than 10 years.
Do you feel the staff evaluation process is fair?

Frequency Percent Cumulative Percent

Strongly Disagree 4 2.7 2.7

Disagree 35 23.3 26.0

Neutral 72 48.0 74.0

Agree 28 18.7 92.7

Strongly Agree 11 7.3 100.0

Total 150 100.0

INTERPRETATION: In this survey. 73% respondents strongly believe that the staff evaluation process is
fair, 18.7% responded agreed, 48% responded neutral, 23.3% responded disagree and 2.7 % responded
strongly disagreed.
Do you satisfied with onboarding process?

Frequency Percent Cumulative Percent

Strongly Disagree 5 3.3 3.3

Disagree 32 21.3 24.7

Neutral 81 54.0 78.7

Agree 32 21.3 100.0

Total 150 100.0

INTERPRETATION: In this we can see .21.3% fully satisfied with onboarding process of the organization
and 21.3 also responded disagree to the situation.
 Do you feel your team members are receptive to your suggestions?

Frequency Percent Cumulative Percent

Stronlgy Disagree 7 4.7 4.7

Disagree 23 15.3 20.8

Neutral 70 46.7 66.7

Agree 36 24.0 90.7

Stronlgy Agree 14 9.3 100.0

Total 150 100.0

INTERPRETATION: In this survey.9.3% strongly agreed to the point, 24% responded agree ,46.7%
responded neutral, 15.3% responded disagree and 4.7% responded strongly disagreed.
Are you able to strike a work life balance with the organization?

Frequency Percent Cumulative Percent

Strongly Disagree 6 4.0 4.0

Disagree 14 9.3 13.3

Neutral 80 53.3 66.7

Agree 37 24.7 91.3

Strongly Agree 13 8.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 8.7% strike work balance and strongly agreed, 24.7% agreed. 53.3%
responded neutral .9.3 responded disagree. 4.0% responded strongly disagree.
Do you get along well with your teammates and colleagues?

Frequency Percent Cumulative Percent

Strongly Disagree 3 2.0 2.0

Disagree 19 12.7 14.7

Neutral 62 41.3 56.0

Agree 31 34.0 90.3

Strongly Agree 15 10.0 100.0

Total 150 100.0

INTERPRETATION: In this survey, 10% strongly agreed, 34% responded agree, 41.39 responded neutral,
12.7% responded disagree and 2.0% responded strongly disagree.

Does your team inspire you to do your best?

 Frequency Percent Cumulative Percent

Strongly Disagree 4 2.7 2.7

Disagree 12 8.0 10.7

Neutral 62 41.3 52.8

Agree 51 34.0 86.0

Strongly Agree 21 14.0 100.0

Total 150 100.0

INTERPRETATION: In this survey, 14% strongly agree to the point, 34% responded agree 41.3%
responded neutral, 8% responded disagree and 2.7% responded strongly disagree.
Does the organization has a formal policy of career policy and development ?

Frequency Percent Cumulative Percent

Strongly Disagree 7 4.7 4.7

Disagree 15 10.0 14.7

Neutral 58 38.7 53.3

Agree 51 34.0 87.3

Strongly Agree 19 12.2 100.0

Total 150 100.0

INTERPRETATION: In this survey, 12.7% responded strongly agree. 34% responded: 38.7% responded
neutral, 10% responded disagree and 4.7 responded strongly disagree.

Does the organization conducts exit interviews?

 Frequency Percent Cumulative Percent

Strongly Disagree 6 4.0 4.0

Disagree 17 11.3 15.3

Neutral 54 36.0 51.7

Agree 52 34.7 86.0

Strongly Agree 21 14.0 100.0

Total 150 100.0

INTERPRETATION: In this survey, 14% strongly agreed to the point, 34.7% responded agr 36% responded
neutral, 11.3% responded disagree and 4% responded strongly disagree.

Do you feel valued for your contribution?

Frequency Percent Cumulative Percent

Strongly Disagree 7 4.7 4.7

Disagree 14 8.3 14.0

Neutral 47 31.3 45.3

Agree 60 40.0 85.3

Strongly Agree 22 14.7 100.0

Total 150 100.0

INTERPRETATION: In this, 14.7% employees fully fee; valued for their contribution, 40% 15 responded
agree, 31.3% responded neutral.9.3% responded disagree and 4.7% responded strongly disagree.

Does management seem invested in the success of the team?

Frequency Percent Cumulative Percent

Strongly Disagree 3 2.0 2.0

Disagree 17 11.3 13.3

Neutral 48 32.0 45.3

Agree 56 37.3 82.7

Strongly Agree 26 17.5 100.0

Total 150 100.0

INTERPRETATION: In this survey. 17.3% strongly agreed to the point, 37.3% respond agree, 32%
responded neural, 11.2 responded disagree and 2% responded strongly disagree.

Do you find your work meaningful?

Frequency Percent Cumulative Percent

No 25 18.7 18.7

Yes 82 54.7 73.3

Maybe 40 26.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 54.7% responded yes, 18.7% responded no and 26.7% responded
maybe.

Top management actively support different practices

Frequency Percent Cumulative Percent

Strongly Disagree 4 2.7 2.7

Disagree 26 18.7 21.3

Neutral 62 41.3 82.7

Agree 43 28.7 91.3

Strongly Agree 13 8.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 8.7% responded strongly agree, 28.7% responded agree, 41.3%
responded neutral, 18.7 responded disagree, 2.7 % responded strongly disagree.

360 degree performance assessment and feedback using customized apps is more convenient.

Frequency Percent Cumulative Percent

Strongly Disagree 7 4.7 4.7

Disagree 18 12.0 16.7

Neutral 58 38.7 55.3

Agree 42 28.0 83.3

Strongly Agree 25 16.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 16.7 % strongly agreed to the point, 28% responded agre 38.7
responded neutral. 12% responded disagree. 4.7% responded strongly disagree.

The role of technology and VHRD provide a 24/7 work environment

Frequency Percent Cumulative Percent

Strongly Disagree 4 2.7 2.7

Disagree 19 12.7 15.3

Neutral 57 38.0 53.3

Agree 45 30.0 83.7

Strongly Agree 25 16.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 16.7% responded strongly agree, 30% 38% responded neutral, 12.7%
responded disagree and 2.7% responded strongly disagree.

Technology has a profound effect on the transformation of learning and development

Frequency Percent Cumulative Percent

Strongly Disagree 6 4.0 4.0

Disagree 23 15.3 19.3

Neutral 55 36.7 56.0

Agree 44 29.3 85.3

Strongly Agree 22 14.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 14.7%responded strongly agree, 29.3 % responded agree,36.7%

responded neutral,15.3 responded disagree and 4% responded strongly disagree.

Social media has enhanced employee collaboration knowledge sharing

Frequency Percent Cumulative Percent

Strongly Disagree 8 5.3 5.3

Disagree 19 12.7 18.0

Neutral 49 32.7 50.7

Agree 50 33.3 84.0

Strongly Agree 24 16.0 100.0

Total 150 100.0

INTERPRETATION: In this survey, 16% agreed strongly to the point. 33.3 responded agree 32.7%
responded neutral. 12.7% responded disagree and 5.7% responded strongly disagree.

New IT tools are improving abilities of employees to collect and disseminate information

Frequency Percent Cumulative Percent

Strongly Disagree 5 3.3 3.3

Disagree 16 10.7 14.0

Neutral 52 34.7 46.7

Agree 57 38.0 55.7

Strongly Agree 20 13.3 100.7

Total 150 100

INTERPRETATION: In this survey, 13.3% strongly agreed to the point,38% responded agree,34.7%
responded neutral, 10.7% responded disagree, 3.3% responded strongly disagree.

Effectiveness in team learning

Frequency Percent Cumulative Percent

Strongly Disagree 4 2.7 2.7

Disagree 35 23.3 26.0

Agree 80 53.3 79.3

Strongly Agree 31 20.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 20.7% strongly agreed. 53.3% agreed, 23.3 disagreed,2.7% strongly
disagreed.

Virtual HRD, virtual communities, virtual teams are effective in global environment

Frequency Percent Cumulative Percent

1 11 7.3 7.3

2 9 6.0 13.3

3 51 34.0 47.3

4 54 36.0 80.3

5 25 16.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 16.7% responded strongly agree, 36% responded agree, 34%
responded neutral, 6% responded disagree and 7.3% responded strongly disagree.

Using of new IT tools

Frequency Percent Cumulative Percent

1.0 2 1.3 1.3

2.0 17 11.3 12.7

3.0 61 40.7 53.3

4.0 45 30.0 83.7

5.0 25 16.7 100.0

Total 150 100.0

INTERPRETATION: In this survey. 16.7% responded strongly agree,30% responded agree.40.7%
responded neutral, 11.3% responded disagree, 1.3% responded strongly disagree.

Virtual collaboration in the organization

Frequency Percent Cumulative Percent

2.0 41 23.7 27.3

4.0 109 72.3 100.0

Total 150 100.0

INTERPRETATION: In this survey, 27.3% responded yes to the point and 72.7% responded no to the
point.
Web-based forums and pulse surveys make surveys more accessible to employees

Frequency Percent Cumulative Percent

1.0 2 1.3 1.3

2.0 21 14.0 15.3

3.0 52 41.3 56.7

4.0 43 28.7 85.3

5.0 22 14.7 100.0

Total 150 100.0

INTERPRETATION: In this survey,14.7% responded strongly agree, 28.7 responded agree disagree.41.3
responded neutral, 14% responded disagree, 1.4% responded strongly disagree.

Augmented reality system for learning skills should be applied in contexts where they can be applied
 Frequency Percent Cumulative Percent

1.0 4 2.7 2.7

2.0 15 10.0 12.7

3.0 58 39.3 52.0

4.0 40 32.7 64.7

5.0 23 15.3 100.0

Total 150 100.0

INTERPRETATION: In this survey, 15.3% responded strongly agree, 32.7% responded ag 39.3%
responded neutral, 10% responded disagree And 2.7% responded strongly disagree.

Sharing of decision making responsibilities across organizational hierarchies

Frequency Percent Cumulative Percent

1.0 4 2.7 2.7

2.0 18 12.0 14.7

3.0 66 44.0 58.3

4.0 40 26.7 85.3

5.0 22 14.7 100.0

Total 150 100.0

INTERPRETATION: In this survey, 14.7% responded strongly agree, 26.7% agreed to the point, 44%
responded neutral, 12% responded disagree and 2.7% responded strongly disagree.
CONCLUSION AND SUGGESTIONS:

In modern era, in Human Resource Management (HR) they are lot of technological evolutions are
happening. On the daily ban the management routine of the people management becoming too hectic.
So, the HR managers always looking for technology that can enrich the work compatibility of HR
processes. For that, the recent technology, which is known as Virtual Reality that can be prefer for the
HR management for recruiting, employee database management and t improve their employee
productivity and communication, particularly ones that are impactful and easy to deploy. Virtual Reality
(VR) checks both those boxes. Large organizations and agile start-up alike are using VR for everything
from hiring to training to employee communication. The virtual platform they chose gives their
employees not only a chance to learn from one another but allows them to take advantage of language
learning opportunities. Hence we studied various studies and research on Virtual HR concept and
pointed out the objectives, challenges and future of this Virtual HR concept.
REFERENCES:

https://www.researchgate.net/

https:// www.hcltechnologies.com

https://journals.sagepub.com/doi/abs/10.1177/1523422310395367?journalCode=adha
https://www.pinterest.com/hrd5331WD/virtual-hrd/

Choudhary A., Subramanian B., (2019), VHRD IBP, Vol. 8 (6)

Semedo A., Coehlo A., Ribeiro N., (2017) Authentic leadership and creativity:

. Ahluwalia, M.S. (1994). 'India's Quite Economic Revolution. The Columbia Journal of World Business, 6-
12.

Amba-Rao, S.C. (1994), 'US HRM Principles: Cross-Country Comparisons and Two Case 4. Ancona, D.,
Kochan, T. A., Scully, M., Van Maanen, J. and Westney, D. E. (2005). Managing the Future: Organisational
Behaviour and Processes. Thomson-South Western, USA. London, UK. 7. Armstrong, M. (2006). Strategic
Human Resource Management, A Guide to Action. Kogan Page, London, UK .9. Baird, L. and Meshoulam
1. (1988). Managing Two Fits of Strategic Human Resource Management, Academy of Management
Review, 14:1308-332. 10. Beardwell, J. and Clark, I. (2007). An Introduction to Human Resource
Management, In 12. Beer, M., Spector, B., Lawrence. P. R., Mills, Q. and Walton. R. E. (1984). Managing

Applications in India', International Journal of Human Resource Management, 5: 755-78. 3. Analoui, F.

(2007), Strategic Human Resource Management. Thomson, Australia.

Armstrong, M. (2000). Performance Management: Key Strategies and Practical Guidelines. Kogan Page,
London, UK. 6. Armstrong, M. (2003). A Handbook of Human Resource Management Practice. Kogan
Page,

Armstrong. M and Baron, A. (2010), Handbook of Strategic HRM, Jaico Publishing House. Mumbai, India

Beardwell J. and Claydon, T., Human Resource Management: A Contemporary Approach. 1 33. Prentice
Hall, UK.

Beardwell, J. and Claydon, T. (2007). Human Resource Management: A Contemporary Approach,

Prentice Hall, England, UK

Human Assets, New York: The Free Press, Macmillan 13. Bernardin, H. J. (2007). Human Resource
Management: An Experiential Approach. McGraw Hill, London, UK.

Betcherman, G., K. McMulllen. N. Leckie and C Caron, (1994). The Canadian Workforce in Transition,
Industrial Relations Press. Queen's University, Ontario. 15. Bohlander.

ANNEXURE
QUESTIONNAIRE

I'm Preeti(17001433042), student of "Master of Business Administration" relation from "Deen bandhu
Chhotu Ram University. Murthal." My research topic is "Virtual human resource development". As a
piece of my examination I have to gather essential information from different sources, I demand you to
help me by filling the poll appended with this letter and help me in finishing my exploration. This data as
answers is only for my exploration and scholastic reason as it were. I guarantee that the data acquired
from your end will be kept secret. I express my genuine debt of gratitude in order for sharing your
significant time and broadening your co activity in such manner.

 Name

Gender
 Female
 Male
 Prefer not to say.
 Other:
Your organization sector

No. of employees in the organization
 1-9
 10-19
 20-49
 50-99
 Above 100

Your education degree

 Diploma or below
 Bachelor
 Master's degree or higher

you have been working in this organization for

 less than 1 year

 1-5 years
 6-10 years
 more than 10 years.
You feel the staff evaluation process is fair?

 strongly disagree
 disagree
 neutral
 agree
 strongly agree

Do you satisfied with onboarding process?

 strongly disagree
 disagree
 neutral
 agree

For motivating employees what sorts of activities is performed

 Promotion
 Trasfer
 job rotation
 bonus

What process is followed for appraising the performance of employees?

 formal appraisal
 informal appraisal

You feel your team members are receptive to your suggestions?

 strongly disagree
 disagree
 neutral
 agree
 strongly agree

Are you able to strike a work life balance with the organization?

 strongly disagree
 disagree
 neutral
 agree
 strongly agree

Do you get along well with your teammates and colleagues?

  strongly disagree
 disagree
 neutral
 agree
 strongly agree

Organization vision/mission statement including environmental concerns

 not at all
 to a slight degree pas
 in moderation
 to great extent
 to a very great extent

Improvement of reputation

 much worse
 somewhat worse stayed the same
 somewhat better much better

Legated work

 much worse
 somewhat worse
 stayed the same.
 somewhat better
 much better

360 degree performance assessment and feedback using customized apps is more convenient

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree
The role of technology and VHRD provide a 24/7 work environment

 strongly disagree
 disagree
 neutral
 agree
 strongly agree

Technology has a profound effect on the transformation of learning and development

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

Social media has enhanced employee collaboration knowledge sharing

 strongly disagree
 disagree
 neutral
 agree
 strongly agree

New IT tools are improving abilities of employees to collect and disseminate formation

 strongly disagree
 disagree
 neuutral
 agree
 strongly agree

Effectiveness in team learning

 strongly disagree
 disagree
 neutral
 agree
 strongly agree

virtual HRD, virtual communities, virtual teams are effective in global environment

 strongly disagree
  disagree
 neutral
 agree
 strongly agree

Eng of new IT tools

 strongly disagree
 neutral agree
 strongly agree

Virtual collaboration in the organization

 agree
 disagree

Virtual HRD enables work to be accomplished anytime, anywhere

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

Web-based forums and pulse surveys make surveys more accessible to employees

 strongly disagree
 disagree
 neutral
 agree
 strongly agree

Augmented reality system for learning skills should be applied in contexts where they be applied

 Strongly disagree
 Disagree
 Neutral
 Agree
 Strongly agree

Sharing of decision making responsibilities across organizational hierarchies. strongly disagree

 strongly disagree
 disagree
 neutral
 agree
 strongly agree