STUDY ON THE IMPACT OF COVID 19

ON THE HUMAN RESOURCE MANAGEMENT

OF HTC GLOBAL SERVICES

PROJECT REPORT 2021-22

SUBMITTED BY

RAVALKOL MANGA 111719014020

THIRLAPURAM RAMYA 111719014031
AKANA ABHILASH JEDIDIAH 111719014036
JAMALPUR ROHIT 111719014057
LANKA SKANDA KEERTHI 111719014062

UNDER THE GUIDANCE OF MS. AMUDA MANISHA

DEPARTMENT OF B.COM (HONOURS)

LOYOLA ACADEMY
Alwal, Secunderabad-500010
(An Autonomous Degree College Affiliated to Osmania University)
Re-Accredited by NAAC with ‘A’ Grade
"College with Potential for Excellence" by UGC
 Loyola Academy
(Autonomous and Affiliated to Osmania University)
Re-accredited by “NAAC” with ‘A’ grade
A “College with Potential for Excellence” by UGC

CERTIFICATE
This is to certify that the following students have successfully completed the project
on “STUDY ON THE IMPACT OF COVID19 ON THE HUMAN RESOURCE
MANAGEMENT OF HTC GLOBAL SERVICES” in Loyola Academy, Alwal.

Name of Student Reg. No

RAVALKOL MANGA 111719014020
THIRLAPURAM RAMYA 111719014031
AKANA ABHILASH JEDIDIAH 111719014036
JAMALPUR ROHIT 111719014057
LANKA SKANDA KEERTHI 111719014062

They have done this project under the guidance and supervision of Ms. Amuda
Manisha, Faculty of B Com Honors, Loyola Academy. The project was completed
to our satisfaction and they showed keen interest and dedication to the project. The
project duration is from January 2022 to April 2022. We place our appreciation on
records for their best effort.

Mr. P Sai Karthikeya

B Com Honours

Loyola Academy
 LOYOLA ACADEMY
(An Autonomous Degree College Affiliated to Osmania University)
Re-Accredited by NAAC with ‘A’ Grade
"College with Potential for Excellence" by UGC

CERTIFICATE

This is to certify that RAVALKOL MANGA – 111719014020, THIRLAPURAM RAMYA –

111719014031, AKANA ABHILASH JEDIDIAH – 111719014036, JAMALPUR ROHIT –
111719014057 AND LANKA SKANDA KEERTHI – 111719014062 have successfully
completed the project on “Study on Impact of Covid-19 on the Human Resource Management
of HTC Global Services” as partial fulfillment of Bachelor's degree in Commerce (B.COM
HONOURS) from Loyola Academy, affiliated to Osmania University, Hyderabad, during the
academic year 2021-2022.

Ms. AMUDA MANISHA External Examiner

Project Guide
Assistant Professor
Loyola Academy

Mr. P SAI KARTHIKEYA Rev Fr Dr. L JOJI REDDY SJ

Head of the Department - B. Com (Hons) Principal
Loyola Academy Loyola Academy
 ACKNOWLEDGEMENT

We express our sincere gratitude to the college management, especially Rev Fr Joji, the
Principal, and Rev Fr K Anil Kumar, the Vice-Principal for giving us an opportunity to work on
this project, thereby enriching our knowledge.

We are also thankful to Mr. Karthikeya, Head, Department of B. Com Honors for his
inspirational and valuable guidance. We express our sincere thanks to Ms. Amuda Manisha, our
Project Guide for her suggestions and guidance in completing the project. We would also like to
extend our gratitude to other faculty members without whose help this project work would not
have been successfully completed.

We also extend our gratitude to other people who were directly or indirectly involved in helping
us in completing the project.

Ravalkol Manga 111719014020

Thirlapuram Ramya 111719014031
Akana Abhilash Jedidiah 111719014036
Jamalpur Rohit 111719014057
Lanka Skanda Keerthi 111719014062
 DECLARATION

We the undersigned students of Loyola Academy (Autonomous) affiliated to Osmania

University, hereby declare that the project report entitled “Study on Impact of Covid-19 on the
Human Resource Management of HTC Global Services” has been prepared and submitted as
partial fulfillment for the award of B Com (Honours) degree.

We further declare that it is an original work done as a part of our academic course and has not
been submitted to any other university or institution for the award of any
degree/diploma/certificate or published any time before.

Ravalkol Manga 111719014020

Thirlapuram Ramya 111719014031

Akana Abhilash Jedidiah 111719014036

Jamalpur Rohit 111719014057

Lanka Skanda Keerthi 111719014062

i
 INDEX

Chapter Particulars Page

No: No:

List of Tables & Graphs i

Abstract ii

Introduction 2-4

Need of the Study 5

Objectives of the Study 6

Chapter 1
Research Methodology 7

Statistical Tools 8

Sampling Technique 9

Limitations 10

Chapter 2 Review of Literature 12-13

About HTC Global Services 15-17

Background of the Interviewee 18

Chapter 3
Transformation of HR due of Covid-19 19-21

22-23
Overall steps taken by the Talent Acquisition and Demand Fulfillment
Team of HTC Global Services during the pandemic

i
 Attrition and Recruitment in HTC GS during the pandemic in 2020 24-28

Attrition and Recruitment in HTC GS during the pandemic in 2021 29-30

Departments/Job Roles where the attrition rates were comparatively 31

higher

Change in the type of recruits of HTC GS 31

Employee Performance and employee care during Covid 19 32

Employee Performance at HTC GS during Covid 19 33

Chapter 3 Understanding Work from Home Culture 34

General Health Care Initiatives taken by Companies Globally 34-36

Healthcare initiatives for the employees of HTC GS 37

Technological inputs and changes implemented due to Covid 19 38-39

Software and Hardware support provided during Covid 19 by HTC GS 40-41

HTC Global Services’ Vision 42

Findings 44

Suggestions 45

Chapter 4 Conclusion 46

References 47

Annexure 48

i
 LIST OF CHARTS

Chart No: Particulars Page

No:

1. Job Postings on Indeed, United States 3

2. Estimates of the working hours, employment, and labor income 3

lost in 2020, and projections for 2021

3. Hours worked per person in Working Age Population 24

4. Global Unemployment Rate from 2010 to 2020 26

5. Share of total United States employment 28

6. Employer Response Effectiveness (%) 35

7. Top employee needs and experience factors by core themes of 35

employee experience

8. HR Tech Impact: What employers say are driving their technology 39

decisions

9. Zoom Annualized Webinar Minutes 40

10. Vonage Total CVP Revenue ($ millions) Q3 2020 to Q4 2021 41

i
 ABSTRACT

Coronavirus disease (COVID-19) is a viral infection caused by the SARS-CoV-2 virus. The
majority of those infected with the virus suffer from mild to serious respiratory disease. Some,
though, became critically ill and required medical assistance. The global lockdown initiated by
various countries of the world starting from March 2020 after the declaration of COVID-19 as a
pandemic by the WHO, is the first in this century.

When the outbreak began in March, many organizations transferred in-person positions to
telework and have continued to push remote work thereafter. The epidemic lasted more than two
years, during which time organizations continued to use Work from Home policies. HTC Global
Services, which was founded in 1990 and has its headquarters in Troy, Michigan, USA is a
global leader in providing innovative IT and BP Services.

This article studies the Impact of Covid 19 in Human Resource Management globally and in the
Talent Acquisition and Demand Fulfillment Team of HTC Global Services. We have used
primary data in the form of qualitative interviews, and secondary data acquired from articles,
news reports, and public statements made.

Key Words: HRM, Covid-19, HTC Global Services, Talent Acquisition and Demand
Fulfillment Team

Note: The term ‘HTC Global Services’ previously used and henceforth shall refer to the Talent
Acquisition and Demand Fulfillment team of the company. This expression shall, wherever the
context so requires or admits be deemed to mean the specific team of the company as mentioned;
and not the company as a whole.

ii
CHAPTER 1

1
 INTRODUCTION

Introduction to Covid -19

On December 31, 2019, WHO received notification of cases of pneumonia of unknown etiology
in Wuhan City, China. Chinese officials identified a new coronavirus as the culprit on January 7,
2020. On January 30, 2020, WHO Director-General Dr. Tedros Adhanom Ghebreyesus
designated the new coronavirus epidemic a public health emergency of international concern
(PHEIC), the organization's highest degree of alert. The fast growth in the number of cases
outside of China prompted the WHO Director-General to declare the outbreak a pandemic on
March 11, 2020.

Covid-19’s Impact on the Job Market

The COVID-19 epidemic has had far-reaching effects on economic activity and jobs. Global
growth is expected to have decreased by about 5% in 2020, resulting in the worst economic
catastrophe in a generation. More than 90% of the world's workforce lives in nations where firm
closures for at least some economic sectors remained in effect as at January 2021.

Unemployment has also grown in several COVID-19-affected nations, albeit unemployment data
alone do not convey the full scope of the labor market impact for two key reasons. Many people
who lost their employment as a result of the COVID-19 epidemic are not actively hunting for
new occupations and are therefore labeled as "inactive" or "out of the labor force" in official
statistics.

Finding new employment during a recession can be extremely challenging for people who have
just lost their jobs. According to data from the worldwide employment site Indeed.com, the trend
in job listings dropped by more than 50% in several nations in April and stayed significantly
below 2019 patterns through the end of the year

2
 1. Job Postings on Indeed, United States

Global working hours fell by 17.3 percent in the second quarter of 2020, according to the
International Labor Organization (ILO). This equates to a loss of 495 million full-time
employment.

2. Estimates of the working hours, employment, and labour income lost in 2020, and projections for 2021

3
Covid - 19’s impact on HRM

For much of 2020 and 2021, HR was in crisis mode, figuring out how workers might work from
home, attempting to give extra mental and physical health assistance, and focusing more than
ever on C-level tactics to keep their businesses running.

"We’ve had five years of change in five months," Hancock adds. Companies have taken a step
back and re-examined their personnel planning procedures as a result of this. According to a
McKinsey poll of CEOs conducted in May, 33% expected to spend more on workforce planning
over the coming year, placing it higher than recruiting, learning & development, and
engagement.

4
 NEED OF THE STUDY

Studying the Impact of Covid-19 on HRM globally and in HTC Global Services is needed for the
following reasons:

1. This study compiles global data on HRM for the years 2020 and 2021; and provides a
comparison with regards to the specific situation of HR in the Talent Acquisition and
Demand Fulfillment team of HTC Global Services. This enables analysis through
reference.
2. This study helps gain insights on how the team at HTC Global Services dealt with the
pandemic. It serves as a historic document as evidence, and a record of how Human
Resources in the organization were managed during a catastrophic global pandemic.
3. This study serves as a guide for the company themselves, as it provides data on how it
was dealt in the past so that any similar future circumstances would be dealt with historic
context as reference.
4. This study serves as a guide for other companies big and small to borrow brilliance and
learn from the experts. It provides an opportunity to gain understanding of how the team
at HTC Global Services has overcome the pandemic and its challenges to their industry
5. This study also provides growth of knowledge in the HR Sector regarding Human
Resource Management during crisis. It supplements knowledge and extends the frontiers
of understanding.

5
 OBJECTIVES

The objective of this article is to study the following aspects globally and at the Talent
Acquisition and Demand Fulfillment team of HTC Global Services:

1. To Study the Overall Impact of Covid 19 on HRM during Covid 19

This study’s main objective is to understand the global transformation that Human
Resource Management went through during the pandemic; both in terms of its scope as
HR expanded its functions and responsibilities; as well as the ways in which HR
teams have had to cope and manage the crisis in an efficient manner.

2. To Study Attrition and Recruitment trends in 2020 and 2021

The second objective of the study is to understand the transformation of the job markets,
and of jobs during the pandemic. The job market faced huge changes with layoffs and
attrition becoming more common. HR has had to cope with the way recruitment has to be
done. Work has changed dramatically as Job Enlargement, Enrichment and Redesign
have become norms to ensure employees are not burning out during the pandemic. This
objective further aims at understanding the various strategies deployed by HR Managers
globally and in HTC GS to ensure job security for its members.

3. To Study Employee Performance and Employee Care during Covid-19.

The third objective expands on how performance management was taken care of in a
remote work setting. This objective also focuses on how globally and in HTC GS it was
ensured that employees are taken care of remotely; and how company culture was
maintained despite circumstances.

4. To Study Technological inputs and changes implemented due to Covid 19.

The fourth objective deals with how technology have impacted work during the
pandemic; and focuses specifically on the kinds of hardware and software inputs brought
into place since work from home was imposed onto employees around the world.

6
 RESEARCH METHODOLOGY

We undertook a literature scan using the search terms ‘human resource’ and ‘covid-19’; and
‘HTC Global Services’. This provided us with the baseline understanding needed to further our
research by collecting primary data. Global statistics were collected through resources mentioned
in the references.

We further undertook a qualitative interview with an Associate Manager in HTC Global Services
who works in the division of Talent Acquisition and Talent Demand Fulfillment. The interview
was performed with open-ended questions related to their work, technology adopted and
transformation in their roles to understand the recent technological trends and tools adopted by
HRs during a global pandemic and what shift they experience in their roles.

Qualitative Research was chosen to explore this phenomenon. Empathy Interview was chosen
for a more flexible, iterative style of eliciting and categorizing responses to questions. The
qualitative interview were made on video meeting through Zoom with semi-structured interviews
after assuring the availability of respondent for 50 – 60 minutes.

7
 STATISTICAL TOOLS

This type of analysis does not use any statistical tools in the process. Qualitative analysis
needs small and focused samples instead of the large random samples that quantitative
analysis uses. The qualitative analysis classifies data into patterns in order to arrange and
conclude results.

8
 SAMPLING TECHNIQUE

The sampling technique used was purposeful sampling. Purposeful Sampling, also known as
purposive and selective sampling is a sampling technique that qualitative researchers use to recruit
participants who can provide in-depth and detailed information about the phenomenon under
investigation. It is highly subjective and determined by the qualitative researcher generating the
qualifying criteria each participant must meet to be considered for the research study. Given that
the particular situation of the Talent Acquisition and Demand Fulfillment team of HTC Global
Services was chosen; conducting purposeful sampling through a qualitative interview with an
associate manager helped us collect the data needed.

9
 LIMITATIONS OF THE STUDY

● Inadequate Information: Since qualitative interview and literature scans were the mode
of data collection, the data which was collected may be vague or unclear. This might lead
to inaccurate interpretation of information.

● Limited access to data: There is a restriction on the amount of data we could collect,
since a lot of HRM related documents are not shared with outsiders of the organization.

● Time constraints: Time Constraint is a term that defines various factors that limit the
scope of the study in terms of time. Project deadlines, lack of resources, and limited face
time with the organization employees limited the scope of this project.

● Qualitative Data: The research relies heavily on qualitative data collected through an
online interview. Due to this reason, the data might be misinterpreted, and is subjected to
interpretation.

10
CHAPTER 2

11
 REVIEW OF LITERATURE

Challenges HR Managers Facing due to COVID-19 and Overcoming Strategies: Perspectives

from Georgia
By Iza Gigauri, St Andrews Georgian University. Tbilisi Georgia

Abstract: The paper aims to clarify the implications of COVID-19 on organizations and Human
Resource Management. The study proposes organizational responses to the pandemic, and
outlines how to adapt HRM practices to the new normal. It aims to explore how human resource
managers support employees and whether top management has a strategic focus on employee
wellbeing during the crisis. The research provides empirical insights on the challenges
organizations are facing due to the pandemic. It sheds light on the decisions Georgian managers
took in times of Covid-19. The paper suggests that changes in HR policies will lead to
successfully overcome emerged difficulties with remote working, flexible schedule, and
employee wellbeing

HR During Covid-19 Era: Study On Recent HR Transformations Through Technological Tools

And Trends
By, Mansi Saxena, Dr. Teena Bagga and Dr. Sangeeta Gupta

Abstract: The recent COVID-19 pandemic has created grand challenges for many be it a health
and pharmaceutical industry, law chambers, educational institutions, FMCG, banking, small –
micro units or suppliers - transportation units.

Every single organization of any size or category, faced challenges in one or other form, leaving
the workforce to adapt and adopt the new online work culture and advocate technology
integration to their profiles. AI, Machine Learning, Talent Analytics, Automation, IoT,
Gamification are recent upgrades for HRs, where HRs are pushing hard to keep up with the pace
of technologies to manage employees remotely, cost cutting and developing Culture-Tech
platform. The primary study was made with 64 HRs of Indian Service Industry to study the
recent HR technology integration during COVID-19 to be able to manage crisis, employees,
projects and their own jobs.

The role of IT-based technologies on the management of human resources in the COVID-19 era
By Sahar Vahdat

Following the nationwide lockdown caused by COVID-19, many companies were pushed to opt
for remote working, which presents both difficulties and benefits for workers and employers.
12
So the purpose of this study is to investigate some key consequences resulting from COVID-19’s
effect on multiple HRM roles, how technology is empowering and fostering HRM, informative
forecasts based on how organizations are coping and finally, the path in the post-pandemic
environment.

Global Transition of HR Practices in Covid-19 Pandemic Situation A Systematic Review through

5P' s Model of HRM
By Mrittika Shil, Rajib Chandra Barman, Nurul Mohammad Zayed, Shahiduzzaman Khan Shahi
and Arafat Hosain Neloy

Abstract: Every organization is evolving in nature and change is inevitable for improving
performance and productivity. This pandemic will bring many new policies, innovation,
adaptation, and practices through revolutionary innovation in the Human Resource (HR)
department. The prevailing industry will have transformation through the blessings of technology
and managerial practice will be done through online to offline & cloud-based practice which will
lead to a complete version of e-management. Due to this crisis, organizations will change many
of the HR practices such as purpose, process, people management, performance, and so on. The
objective of this study is to identify the transitions in HR practices and initiatives taken to resolve
the problem at the least cost.

Leading through paradox in a COVID-19 world: Human resources comes of age

By David G. Collings, Anthony J. Nyberg, Patric M. Wright, John McMackin

Abstract
The impact of the coronavirus disease (COVID-19) pandemic is unprecedented. We apply a
paradox lens to understand the HR leadership challenges posed by the COVID-19 crisis. We
argue that how the HR function responds to the challenges of the crisis and its role in mapping
the exit route from the crisis are likely to shape the trajectory of the function for decades to
come.

The pandemic creates an unprecedented opportunity to elevate the status of the HR function in
organizations where it has struggled to gain status and to reinforce the influence of the function
in those where it already enjoys legitimacy.

13
CHAPTER 3

14
 ABOUT ‘HTC GLOBAL SERVICES’

HTC Global Services Inc. was formed in 1990 by Indian entrepreneur M Madhava Reddy as a
privately-owned information technology and business process outsourcing services company
based in Michigan, USA. Today, it has offices in Chennai, Hyderabad, and Bengaluru, India.
Madhava Reddy is the company's President and CEO. Currently, the company employs 11,000
people worldwide, including those from Ciber and CareTech, which it bought in 2017 and 2014,
respectively.

Headquartered in Troy, Michigan, HTC has over 28 years of experience in providing IT services
to industries such as

1. Automotive and Manufacturing

● HTC has brought about fresh radical improvements by unlocking new digital
potential. There are no exceptions in the automobile and manufacturing industries.
HTC has continued to innovate and evolve as a result of the introduction of digital
technologies not only improves efficiency, agility and relevance, but it also
provides customers with more value.
● By focusing on intelligence, smart components, increased performance, eco-
friendliness, and much more. HTC is allowing other industries to expand beyond
car manufacture and produce greater value for their consumers.
2. Banking, Financial Services and Insurance
● HTC has presented a new set of issues for the financial industry, which has
already been dealing with the usual worries about increasing efficiency, lowering
costs, and satisfying regulatory and compliance standards.
● The advent of non-traditional competitors such as BigTechs, fintech, platform
players, and neo-business models, as well as the entrance of neo-business models,
has generated unprecedented upheaval.
15
3. Communications, Media, and Publishing
● In HTC Global Services, the digital revolution has boosted demand for interactive
digital content, data-driven consumer experiences, and cloud-based change.
● Better communication, media, and entertainment (CME) businesses must realign
and equip themselves with the necessary platforms and solutions to address
tumultuous digital demands, according to HTC. In today's hyper-connected,
digital-first society, being relevant to customers is crucial.
4. Healthcare
● HTC Global Services' healthcare products allow the care continuum to
fundamentally improve care delivery and customer experiences, whether digital or
physical.
● HTC integrates cloud, data, and other modern digital platforms to construct core
systems, modernize legacy, and reimagine clinical processes driven by AI,
machine learning, and automation to provide top-of-the-line assistance to patients
and clinicians. HTC possesses the necessary experience, infrastructure, and
trained personnel.
5. Retail and Consumer Packaged Goods
● HTC has vast expertise serving major worldwide retail and CPG firms with
creative, cost-effective, and customized IT services and solutions.
● HTC itself simplifies operations, enhancing the shopping experience, improving
sales, and increasing efficiency and revenue. HTC IT products enable businesses
to better handle digital disruption and serve customers.
6. Services
● HTC's learning management and digital enablement solutions integrate learning
techniques with technology needs by renewing learning with a better student
experience, improving administrative operations, and increasing value.
● HTC's learning management and digital enablement solutions integrate learning
techniques with technology needs by renewing learning with a better student
experience, improving administrative operations, and increasing value.

16
 7. HiTech
● Cloud technologies, smart linked gadgets, 5G, artificial intelligence (AI), and
machine learning have all seen an increase in HTC, forcing Hi-Tech firms to
redefine themselves.
● A successful Hi-Tech firm like HTC must keep up with the speed of invention
and focus on long-term success to prosper in this digital era.

HTC GS provides services such as:

1. Digital Experience
2. Cloud Services
3. Agile
4. Quality Assurance (QA) and testing
5. ERP
6. CRM
7. HTC CMS

HTC combines its extensive technical and domain expertise along with its business partner
approach to enable clients to realize business transformation and maximize business returns.

17
Background of the Interviewee

The Interviewee’s name is Mr. Anand Lanka, an Associate Manager in the Talent Acquisition
and Talent Demand and Fulfillment Team of HTC Global Services. He is based out of
Bangalore, Karnataka.

Talent Acquisition and Demand Fulfillment:

Recruiters, sources, HR experts, and hiring managers are all part of the talent acquisition and
demand fulfillment process. Talent acquisition is the organizational responsibility of simply
finding the right person for the job. It is frequently classified as human resources (HR) in a
business context, and it includes sourcing, recruiting, interviewing, employing, and onboarding
personnel.

The Talent Fulfillment Specialist, as a member of the Talent Supply Chain team, is responsible
for managing resource scheduling for their respective resource pool(s), undertaking the critical
set of processes that help to identify and propose right talent from a resource pool to ensure
fulfillment of all open roles, and managing/monitoring people productivity targets.

Interview Notes

The interviewee was asked a myriad of questions ranging from the overall impact of Covid-19
on their organization, to its effect on their company’s workflow, attrition and recruitment
strategies, to the role of leadership during crisis, and the role of technology. The following pages
provide inputs from the interviewee along with data collected through literature scan for context.

18
 OBJECTIVE 1

To Study the Overall Impact of Covid 19 On HRM During Covid 19

Transformation of HR due to Covid-19

There isn't a single business function that hasn't been influenced by the pandemic. Human
resources are one function that has witnessed a particularly drastic transformation in purpose and
operations. The entire role of human resources and the everyday activities undertaken by HR
professionals have undergone considerable changes, owing mostly to the exponential expansion
of remote work in response to the COVID pandemic.

Human resources professionals have not only had to lead their organizations and employees
through the shift to a more digital and distributed work environment, but they have also had to
learn how to be productive and effective in their own positions when working from home. HR
has transformed in the following functions:

HR as a Business Function

According to an ADP Canada survey, 43 percent of HR professionals believe the pandemic has
impacted their work, with the majority believing it has gotten more difficult. Much of the
problem is likely due to the fact that HR is taking on a greater strategic role at companies as they
try to deal with the pandemic's human capital challenges and sustainability concerns.

HR professionals are wearing more hats than ever before, with executives and employees alike
seeking their advice on how to move forward and solve current issues. As a result, individuals
are executing duties that they were not previously expected to perform.

19
Virtual Recruiting

While some corporations had previously begun to use virtual recruiting, the pandemic compelled
more to make the switch rapidly. HR teams are now "performing the full recruitment process
from planning and talent sourcing to assessing, choosing, hiring, and onboarding in a virtual
environment."

Virtual job fairs and hiring events are two aspects of virtual recruiting that HR departments have
had to learn how to use.

Remote onboarding is also an important component of the virtual recruiting that HR is

increasingly performing. This is extremely difficult to handle well online, and HR departments
have had to improve their technology, communication, and engagement skills in order to create
connections and fulfill paperwork remotely.

Managing Remote Teams

Many HR departments were not prepared to manage remote teams at the onset of the pandemic.
However, they had to learn how to manage remote personnel in the absence of infrastructure and
support systems to enable a smooth transition. Maintaining the company culture in the midst of
remote work was another element of HR work that required HR professionals to gain a new layer
of skill sets.

Learning and Using New Technologies

Technology is at the heart of virtual work. To ensure continuity, the COVID-induced shift to
virtual work has produced a desire for "simple, intuitive, and 'waterproof' solutions, available at
any time from any location."

Human resource departments have generally been tasked with selecting, learning, and
implementing new technology systems, which requires them to become IT specialists and/or
work more closely with IT departments.

20
Employee Surveys

Another problem posed by the epidemic is ensuring that employees are appropriately engaged
with the organization while working from home. Human resource professionals have had to
become quite skilled in assessing employee engagement. HR may also keep a pulse on
engagement by conducting brief surveys and establishing feedback loops that offer executives
with a gauge of where they need to double down on checking in, inspiring, and keeping people
on board.

Anand Lanka has mentioned about the general perception of HR as a thankless job, which has
now received tremendous importance as they carried out the essential tasks that made virtual
work possible. Anand Lanka discussed how the above functions of HR have changed globally
and has thus reflected in HTC GS.

21
Overall steps taken by the Talent Acquisition and Demand Fulfillment Team
of HTC Global Services during the pandemic

1. Coordinated responses with the support of HTC GS leadership

HTC GS coordinated their response by setting up a dedicated team that reported to senior
management, which undertook responsibility for assessing and managing the potential
impact of Covid-19.

2. Location Strategy

At the start of the pandemic, several of the world's greatest cities (London, Madrid,
Milan, and New York City) had the highest incidence of COVID-19 infections per capita.

Because of their close proximity to other regions, large, global cities have seen early
occurrences of COVID-19. The US offices of HTC Global Services faced the brunt of the
crisis first, as their major cities became one of the world’s major contaminant zones. The
Indian team of HTC Global Services backed the USA teams, by providing them the
manpower needed to continue with their operations. This location strategy ensured
smoother operations.

3. Managing the impact of Covid-19 on the HTC GS workforce

HTC GS implemented procedures prohibiting business travel, particularly to high-risk

zones, and looked into alternative communication solutions (e.g. video-conferencing).
They implemented procedures to ensure employees isolated themselves. They ensured a
system where employees reported whether they are ill or absent. The company
implemented flexible or home-working arrangements and accommodated requests for
specific roles where possible – considerations might include whether the technology and
equipment used to cater for an increase in remote working are reliable and whether
additional measures are required to maintain customer confidentiality.

22
4. Long Term Covid Response
The end of the first wave marked a relief in the minds of people all over the world, as the
chances of resuming life as it was, was ahead of them. HTC GS’ leadership understood
the uncertainty in the market. And therefore, decided to continue remotely for a longer
period of time. There was a shift in direction of future decision making; and plans were
re-assessed accordingly. The beginning of the first and second waves mark critical points
of decision making, and crisis management. The specific details of the covid response is
discussed in much detail in the coming chapters of the research paper.

23
 OBJECTIVE 2

To Study Attrition And Recruitment Trends In 2020 And 2021

Attrition and Recruitment during the pandemic

The General Trend in 2020

In 2020, 8.8 percent of global working hours were lost relative to the fourth quarter of 2019,
equivalent to 255 million full-time jobs. Working-hour losses were particularly high in Latin
America and the Caribbean, Southern Europe and Southern Asia. Working-hour losses in 2020
were approximately four times greater than during the global financial crisis in 20091

3. Hours worked per person in Working Age Population

Globally, the decline in working hours in 2020 translated into both employment losses and a
reduction in working hours for those who remained employed, with significant variation across
regions. Employment losses were highest in the Americas, and lowest in Europe and Central
Asia, where job retention schemes have supported the reduction in working hours, especially in
Europe.

24
In total, there were unprecedented global employment losses in 2020 of 114 million jobs relative
to 2019. In relative terms, employment losses were higher for women (5.0 per cent) than for
men, and for young workers (8.7 per cent) than for older workers.
Employment losses in 2020 translated mainly into rising inactivity rather than unemployment.
Accounting for 71 per cent of global employment losses, inactivity increased by 81 million,2
which resulted in a reduction of the global labor force participation rate by 2.2 percentage points
in 2020 to 58.7 per cent. Global unemployment increased by 33 million in 2020, with the
unemployment rate rising by 1.1 percentage points to 6.5 per cent.2

According to a study of 330 human resource executives conducted during 2020 by the
Conference Board, nearly one in every ten U.S. businesses planned to lay off workers over the
final three months of 2020 as a result of the outbreak. 9 percent of companies cut employees in
the fourth quarter of 2020, avoiding layoffs earlier in the health crisis, when 29 percent of firms
cut staff. According to Robin Erickson, chief researcher in human capital for the Conference
Board, 13% of organizations expect major restructurings this quarter, which might entail layoffs
not included in the 9 percent.

Unemployment in OECD countries reached about 10% by the end of 2020, up from 5.3 percent
at the end of 2019, and climbed as high as 12% when the second pandemic wave struck. A job
recovery was unlikely to occur until after 2021.

Employers in several nations adopted job retention programmes to reduce hours while allowing
workers to keep their income and employment; it is likely that the full impact of the epidemic
has yet to be felt in those countries.

25
 4. Global Unemployment Rate from 2010 to 2020
In others, there have been significant increases in unemployment, but as economies reopen and
activity starts up, many workers will return to their jobs (or find new ones).

Attrition and Recruitment in HTC GS during 2020

Anand Lanka had pointed out that during the first year of Covid-19 there was very high
uncertainty in the Job Market. Everyone in the job market was uncertain whether they would
keep their jobs or not. And they were unsure who would be replaced; or who would stay. A lot of
companies in the US laid their employees off.

In the midst of this uncertainty, HTC decided not to lay anyone off. And there was no high scale
recruitment that took place either during that period of time.

The value that HTC provided to its employees paid off tremendously during the second year of
the pandemic when there were high attrition rates.

Job Enlargement and Redesign were core elements of HR in HTC GS during 2020. HTC GS
added dimensions to existing jobs to make them more motivating. This increased the variety of
skills needed, adding meaning to jobs and creating autonomy.

The company’s investment in the healthcare sector: The company had many clients in the
healthcare sector, especially in the United States. And has a lot of clients in the healthcare center.
26
HTC GS provides these organizations EMR Applications for their operations; and have served
multiple clients during the pandemic. This increase in projects also helped ensure no one was
laid off during the first wave of the pandemic.

The General Trend in 2021

Between 2019 and 2020, the number of unemployed people worldwide increased from 185.95
million to 223.67 million, the biggest annual increase in unemployment in this provided time period.
In 2021, the number of people unemployed increased slightly to almost 214.21 million.

More than half of 18 to 25-year-olds in the labor field were thinking about quitting their jobs in
2021. And they aren't the only ones. These were statistics picked up from a WeForum article
released on June 2, 2021.

In a recent report, Microsoft discovered that, in addition to 54 percent of Generation Z workers,

41 percent of the worldwide workforce considered resigning in 2021.

A UK and Ireland survey during 2021, indicated that 38% of employees planned to leave their
positions within the following six months to a year, while a US survey found that 42% of
employees would depart if their employer did not offer long-term remote working opportunities.

An effect of the transition to remote and dependency on technology-based communications has

been the phenomena of digital fatigue. This has been especially difficult for people who have
only recently entered the labor sector.

27
The Great Resignation

Great Resignation, also known as the Big Quit and the Great Reshuffle, is an economic trend in
which employees have voluntarily resigned from their jobs en masse, beginning in early 2021.
Possible causes include wage stagnation amid rising cost of living, long-lasting job
dissatisfaction, safety concerns of the COVID-19 pandemic, and the desire to work for
companies with better remote-working policies. Some economists have described the Great
Resignation as akin to a general strike.

5. Share of total United States employment

The COVID-19 pandemic has allowed workers to rethink their careers, work conditions, and
long-term goals. As many workplaces attempted to bring their employees in-person, workers
desired the freedom of remote work due to the COVID-19 pandemic as well as schedule
flexibility, which was the primary reason to look for a new job of the majority of those studied
by Bankrate in August 2021. Additionally, many workers, particularly in younger cohorts, are
seeking to gain a better work–life balance. Moreover, millions of people now have long COVID;
this disability can alter the ability or desire to work.

According to a study conducted by Adobe, the exodus is being driven by Millennials and
Generation Z, who are more likely to be dissatisfied with their work. More than half of Gen Z
reported planning to seek a new job within the next year. Harvard Business Review found that
the cohort between 30 and 45 years old had the greatest increase in resignation rates.
28
Attrition and Recruitment in the Talent Acquisition and Demand Fulfillment
Team of HTC GS during 2021

HTC GS had a lower attrition rate compared to global trends. The reasons for them are as
follows

1. Long Term Projects:

HTC receives long term assignments that span 5-10 years; the workers involved in these
projects are invested in their success; and are therefore less inclined to leave their projects
midway. Average tenure of each employee is 7 to 10 years.

2. The Impact of HTC GS Leadership:

HTC GS showed incredible leadership during the 1st year of covid 19, where they
ensured jobs were retained, and due measures were taken to provide support to their
employees as they tackled and adjusted to these changes. That reflected in the low
numbers of attrition during Covid.

3. Retention Strategy:

The major reason for attrition was recognized to be lucrative pays that they received from
other companies. To tackle this issue, the company made sure that the HR Department is
constantly in touch with the senior level management of the company; so that higher
amount bills are approved faster. This ensures that comparative pays are matched by the
company more promptly so that employees are not lost, and projects do not face any kind
of issues because of losing a member.

4. Job Enlargement, Enrichment and Redesign:

Job enrichment is a process that is characterized by adding dimensions to existing jobs to

make them more motivating. Examples of job enrichment include adding extra tasks (also
called job enlargement), increasing skill variety, adding meaning to jobs, creating
autonomy, and giving feedback.

29
 The goal of job enrichment is to create a motivating job. Job enrichment is part of job
design and job redesign.

HTC GS diversified the job profiles of their members by encouraging people to take up
responsibilities outside of the scope of their pre-covid work. Examples of this are:

1. A developer who took up the responsibility of bringing more clients for HTC
GS
2. Hospitality and Administration team contributing to managing resources and
operations online.
3. Regional expansion: where people expanded the scope of their work by
overseeing a larger region of HTC GS operations.
4. Taking up a higher amount of responsibility as more projects came in from
the healthcare industry.

HTC GS also encouraged people to step outside their comfort zone and build a secondary skill
set; and these transferable skills came very handy to them.

5. Recruitment:

There were employees in HTC GS who wanted to move from the company because of
lucrative packages, because they wanted to work in start-ups or move to industries where
higher investment was coming in.

HTC GS ensured that there was no drop in the headcount by carrying out recruitment
drives at the right time; by planning ahead.

Recruitment Methods:

HTC frequently plans employment programmes in institutions, and localities.

Employment drives, college fairs (career fairs) are one of their main methods of
recruitment. This ensures that they get young smart talent into their organizations through
these universities.

Prompt training was provided to all the new recruits.

30
Specific Departments/Job Roles where the attrition rates are comparatively
higher for HTC Global Services
1. Software development
2. Product Management
3. Sales

HTC GS looks for people with a varied skill set. Unlike the decades before where specific skill
sets such as (front end or back end developers are needed); now they’re looking for people who
have a bigger pool of skills (such as full stack developers).

Change in the type of recruits of HTC GS

HTC is now exploring AI, Machine Learning, Metaverse, and is in the process of developing
cloud services for their clients. Therefore, the kinds of skills they are looking for are in these
domains.

HTC GS is looking for people with a wide array of skills. Earlier the skill sets were specialized;
either front end or backend developers. But now, people are looking at full stack developers.
Similarly, the scope of skill sets required in other job roles has also expanded.

31
 OBJECTIVE 3

To Study Employee Performance And Employee Care During Covid-19

The COVID-19 epidemic has wreaked havoc on performance management systems, and the
results have been telling.

Facebook said in March that for the first two quarters, it will give all 45,000 workers the same
"exceeds expectations" performance assessment mark. Some businesses have decided to cancel
their evaluation cycle entirely. Others are trying to justify last-minute adjustments to their
performance metrics and compensation plans.

Performance management systems have changed to adapt to the pandemic. The following are the
major ways in which performance management was handled during Covid.

1. Agile Goals
Goals must be updated right away in order to focus a coordinated effort on business needs and
how personnel can best bring value to the company. This necessitates an "agile attitude," which
encourages individuals to take ownership of their objectives and anticipate change. Employees
and managers should be on the lookout for methods to pivot in response to changing company
demands, and should be rewarded for coming up with new ways to have a good effect. As their
work develops, managers have been given the expectation, power, and flexibility to adjust goal
setting to the team and the person.

2. Ongoing Conversations
Companies all throughout the globe have constantly maintained ongoing talks about objectives,
performance, and deadlines. As the usage of Zoom and Microsoft teams has grown, as
organizations invest more time in meetings and collaborative talks, ongoing coaching sessions
that build a rhythm of collaboration and promote shared ownership for performance and
development have become the norm. At weekly, monthly, and quarterly periods, these
interactions will be more than just chat; they will have various aims and consequences.

3. Adjustments to Accountability and Incentives

Businesses have been forced to accept that incentive schemes that made sense before the
epidemic may now appear harsh and unnecessary painful to employees.
32
They can also influence behavior, since some people may try to take advantage of the system for
short-term benefit. Many companies rely significantly on financial incentives to motivate their
employees. This has been difficult in an uncertain market.

Using a performance goal-based approach to performance assessment that focuses on clearly

stated objectives and standards (e.g., SMART goals or OKRs) provides for a more flexible or
task-based approach in situations when measurements aren't available or can be misleading. This
is especially true for teams that are new to working from home.

Employee Performance at HTC GS during Covid-19

The overall performance management followed in HTC GS focuses more on productivity of an

employee; than a quantitative measure of how much time or effort was spent into an activity. The
company, and projects rely on the employees meeting client’s deadlines. Therefore, productivity
is measured on the basis of how many people it took to meet the deadlines; and how much before
the deadline was the project completed.

There is a cap on the number of billing hours that the company decides for each project. Crossing
the billable hours are also a negative mark on the productivity and performance of the
employees. The reason behind the lack of productivity is then identified and resolved.

Other metrics of Performance Management are on the basis of softer skills such as their
relationship with their team members; and their moral and ethical values. Monthly awards are
given to employees to recognize employees who display company values.

Every team has its own huddle meetings every morning where work is discussed and delegated.
And each huddle meeting provided a method through which employees are able to hold each
other accountable for their own responsibilities.

It took time for the managers of the HTC GS to understand the varied WFM schedule of each of
their team members. And the flexibility was created to ensure that productivity is not impaired.

33
Understanding Work from Home Culture:

Work From Home or WFH has always lurked on the fringes of HR policies, tempting for
employees and yet always out of reach. However, with the pandemic, WFH became a
compulsory move that every organization had to take. Anand Lanka pointed out the various
issues of WFH that HR managers had to understand and adapt to.

1. Social Isolation
2. Physical Discomfort at home office
3. The timeline of productivity
4. Teamwork and collaboration
5. Work/Life Balance

General Health Care Initiatives Taken by Companies Globally

Employees are the backbone of any business’ success. That’s why many well-
known brands have prioritized staff wellbeing – physical, mental and financial. From
mental health programs to extended sick leave and “collective wellbeing holidays”, the
range of initiatives has been both innovative and effective. McKinsey surveyed more than
800 US-based employees on a wide variety of topics related to employee experience. They found
that employees working remotely have seen more positive effects on their daily work, are more
engaged, and have a stronger sense of well-being than those in non-remote jobs with little
flexibility do.

34
 6. Employer Response Effectiveness ( % )

7. Top employee needs and experience factors by core themes of employee experience

35
Healthcare Initiatives Globally

● Access to online workouts and fitness apps so employees can exercise while in isolation

and while gyms are shut due to coronavirus.

● Providing simple pieces of fitness equipment such as dumbbells or resistance bands have

helped employees work out at home.

● Providing access to online counseling services for mental health, financial distress,

relationship difficulties and so on is another initiative that proved to be beneficial.

● Delivering webinars on a range of topics from healthy eating to stress management.

● Offering virtual ergonomic and workplace safety assessments for remote employees.

● Providing access to nutrition and healthy eating information. A nutritionist as a

consultant was oftentimes hired to provide one-on-one advice or deliver presentations to

employees.

● Providing a space on the intranet or corporate social network where employees discussed

health and fitness goals. This was in the form of a forum or a group chat or a Teams

channel dedicated to health and fitness and employees encouraging one another.

● Encouraging virtual fitness challenges among remote team members who can compete

against their colleagues.

● Promoting mindfulness. Employees were given access to mindfulness apps or encouraged

and promoted meditation in the workplace.

36
Healthcare initiatives for the employees of HTC GS:

1. Physical Health:

Virtual Walkathons, Cycle Marathons, and Yoga Sessions were organized regularly to
keep their employees active during the pandemic.

2. Mental Health:

Health Counselors were made available for employees who wished to seek aid in
managing their health and stress levels during the pandemic. Virtual Workshops on
stress management were also organized for the employees.

3. Covid Medical Assistance:

HTC provided medical assistance to employees who have been affected by covid or had
family members affected by it by providing them with medical supplies.

4. Leaves:

The leadership of HTC GS gave people paid leaves of 15 to 20 days to recover. They also
encouraged people to take more leaves to make sure work doesn’t affect their balance in
life.

37
 OBJECTIVE - 4

To Study Technological Inputs and Changes Implemented Due to Covid 19

Trend in HR Technology spending

According to two recent HR industry polls, the coronavirus pandemic impacted employers' plans
to spend on traditional HR technology, but many found a way to invest in solutions to assist
enable remote work in the midst of the epidemic.

According to the newly released Sapient Insights Group 2020–2021, 28% plan to expand
spending in non-traditional HR technology sectors such as remote-working tools and
infrastructure.

According to the 2020 HR Technology Pulse Survey from Gallagher, a consulting services firm
based in Rolling Meadows, Ill. Changes in work norms have increased the value of HR
technology.

Shift in preferences from 2019 to 2020

According to Gallagher's 2019 survey, respondents were focused on talent attraction systems in
2019. But these priorities changed in 2020 to the following:

1. Payroll Systems
2. Time-keeping Systems
3. Employee communications Systems
4. Performance management systems.

According to the survey authors, the trend reflects the growing importance of utilizing HR
capabilities to support the vastly expanded remote-work environment.

"The world got bigger for HR technology this year," said Stacey Harris. "We've been talking
about technology shifts in areas like HR service delivery for a while but this year because of
COVID-19, those shifts really took over.

This is the year that communications and collaboration platforms, engagement systems, help
desks, and portals became lifelines in the HR environment, not just administrative tools."
38
 8. HR Tech Impact: What employers say is driving their technology decisions

According to Harris, 37% of respondents were assessing or looking to replace learning

technology, 31% were examining labor management tools, and 30% were reconsidering their
recruitment methods.

Many more firms began to use workforce management software, which Sapient now refers to as
"time management" technologies, to meet COVID-19 safety standards such as contact tracing
and safe work environments.

According to the Sapient Insights poll, 14% of firms want to migrate to newer time management
solutions in the next 24 months, especially if they employ on-premise rather than cloud-based
systems.

39
Software and Hardware support provided for employees during Covid-19 by
HTC Global Services.

1. HR Documentation:

HR documentation was simplified through the usage of tech. Documentation was moved
to email, and e signs were widely used during the process.

2. Meetings:

Team meetings were done using Zoom, where whiteboards and PPTs were extensively
used to ensure that there are no issues with communication because of the online mode.

9. Zoom Annualized Webinar Minutes

3. Telecom Inputs:

Void and Vonage were two software that was brought to the place. Along with this Zoom
and Microsoft teams were also used.

40
 10. Vonage Total CVP Revenue ($ millions) Q3 2020 to Q4 2021

4. Hardware Support:

The company provided computer equipment to the employees of the organization so that
people can comfortably set up their own workspaces at home.

5. Company Structure

Internal Applications: ERP systems where there is a single depository for the
employment database; and flexible reporting structures were built into the system.

6. Recruitment:

Handshake is an app that is used in the United States which provides a one stop solution
for exploring college fairs, internships, job applications etc. HTC GS have carried out a
lot of their recruitment measures through the application Handshake.

41
HTC Global Services’ Vision

Anand Lanka had mentioned how only companies with a strong vision such as HTC Global
Services can not only survive but thrive in a pandemic. HTC’s vision is - “Reimagining a better
shared world” and its Mission – “Bring human expertise to tech in order to deliver purposeful
solutions that amplify value” is a testament to HTC’s commitment to empower its customers,
people, and partners in the era driven by digital transformation as encapsulated by its motto, and
tagline – Let’s make digital change happen.

The company’s core values are:

1. Integrity
2. Teamwork
3. Pursuit of Excellence
4. Committed
5. Customer Centric
6. Thought Leadership

And it is these values and the continuous practice of these values that lead companies to thrive.

42
CHAPTER 4

43
 FINDINGS

This project reveals global trends of HR Management; and a close analysis at how HTC Global
Services has handled the HR crisis caused by Covid-19.

1. HTC GS’ crisis management during Covid-19 included coordinated response with the
support of the leadership, their location strategy, Covid policies, and pivoting that helped
HTC Global Services deal with the early Covid-19 repercussions.
2. Global working hours lost during 2020 is equivalent to 255 million-full time jobs.
Whereas attrition rates in the HTC Global Services were comparatively low due to HTC
GS’ strong retention policies. HTC employees on an average have been a part of the
organization for 8 to 10 years.
3. Low attrition during 2021 was maintained through HTC’s long-term projects, job
enlargement, enrichment and redesign, along with retention strategies that was
undertaken.
4. Certain job roles such as Software Development, Product Management and Sales have
comparatively higher attrition in HTC GS.
5. HTC GS is currently exploring cutting edge technology like AI, Machine Learning, and
Metaverse.
6. Performance Management during Covid-19 was based on productivity and managing
deadlines. Agile goals were set up; and objectives were dynamically changed according
to changing conditions. Employees were provided with the flexibility that a Work From
Home set-up needs.
7. Globally companies have invested in technology related to payroll, time-keeping,
employee communications and performance management systems. HTC Global Services
has primarily focused on employee communication, documentation and recruitment
through software such as Void, Vonage, Zoom, ERP systems and Handshake.
8. HTC GS carried out many healthcare initiatives remotely during this period to ensure that
employees are taken care of - physically, and mentally.

44
 SUGGESTIONS

1. Interviews can be conducted with multiple HR Managers and other members in the
Talent Acquisition and Demand Fulfillment Team of HTC Global Services in order to get
a holistic perspective.

2. Surveys can be conducted for the non-HR employees of HTC Global Services to further
validate the findings.

3. A comparative analysis can be made with a competitor of HTC Global Services

4. Quantitative data can be collected to complement the qualitative data received through
the interview.

45
 CONCLUSION

Human resources have witnessed a particularly drastic transformation in purpose and operations
owing mostly to the exponential expansion of remote work in response to the COVID pandemic.
The world is now viewing HR in a different light, as the importance of HR was highlighted during
the coronavirus pandemic.

HTC GS and their HR team with the help of their leadership have tackled the pandemic and the
challenges it brought forth through their strategic planning, on the feet thinking, and long-term
vision.

Work from home culture and practices; retention and attrition; the health and wellbeing of their
employees; performance management, and technological improvements have been the major focus
of the HR of companies such as HTC GS during the pandemic. Through their strategic thinking
and best-case practices, HTC Global Services was able to not only survive but thrive in the face
of the pandemic.

46
 REFERENCES

https://www.conference-board.org/pdf_free/press/Press%20Release-
Survey%20of%20HR%20Executives.pdf
https://www.oecd.org/employment-outlook/2020/

https://onlinelibrary.wiley.com/doi/full/10.1111/1748-8583.12343

https://www.researchgate.net/profile/Iza-
Gigauri/publication/346424996_Challenges_HR_Managers_Facing_due_to_COVID-
19_and_Overcoming_Strategies_Perspectives_from_Georgia/links/5fc10d14a6fdcc6cc67362f5/
Challenges-HR-Managers-Facing-due-to-COVID-19-and-Overcoming-Strategies-Perspectives-
from-Georgia.pdf

https://www.emerald.com/insight/content/doi/10.1108/K-04-2021-0333/full/html

https://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=9377167

https://www.prnewswire.com/news-releases/htc-global-services-reveals-new-brand-identity-
uniting-caretech-and-ciber-under-one-brand-301433688.html

https://www.htcinc.com/about-htc/who-we-are/

https://eightfold.ai/blog/pandemic-role-of-human-resources/

https://www.weforum.org/agenda/2021/06/remote-workers-burnout-covid-microsoft-survey/

https://www.oecd.org/employment-outlook/2020/

https://inc42.com/infocus/year-end-review-2020/2020-in-review-the-year-of-layoffs-cofounder-
elevation-high-profile-exits/

https://www.un.org/en/coronavirus

https://www.who.int/health-topics/coronavirus#tab=tab_3

https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19

https://www.who.int/health-topics/coronavirus#tab=tab_1

https://www.linkedin.com/company/htc-global-services/about/

https://www.ilo.org/wcmsp5/groups/public/---dgreports/---

dcomm/documents/briefingnote/wcms_767028.pdf

47
 ANNEXURE

❖ What are the major ways in which Covid has affected your organization?

❖ What are the contingency plans followed by the company?

❖ What are the key moments the company faced during the past two years?

❖ What was done to ensure job security is maintained for the employees of HTC GS?

❖ More examples of situations where people did what is different from their job roles

before Covid.

❖ How was attrition during 2021 for HTC Global Services?

❖ What are the specific departments/job roles where the attrition was higher than usual?

❖ Has there been any shift in the company’s projects, and shift in priorities due to Covid?

❖ Has there been any change in the company’s recruitment strategy?

❖ How was performance management in HTC during Covid?

❖ What did HTC as a company do to ease the work of the managers?

❖ What were the metrics of Performance Management during Covid?

❖ What are all the things the leadership did to ensure a smooth sail during Covid?

❖ How has tech helped in HR activities?

❖ What are the softwares that have been used in your company?

❖ Has there been any change in company HR policies?

❖ Is there anything that you would like to add from your end?

48
49