Technology has transformed our lives and the way we communicate, how we learn, how we work and spend free time, in essence-it has more or less changed every aspect of human society one can think of. Undoubtedly it also affected organizations' employees and their workplaces in job design, conditions of work and other (numerous) ways. Today’s information technology has shown continuous development. Technology and HRM have a wide range of impact upon each other and therefore human resource professional should be eligible to adopt technologies that allow the re-engineering of the HR action, be prepared to maintain organizationally and work project changes caused by technology, and be able to maintain a proper managerial climate for innovative and knowledge-based organizations. HRM should be focused on the strategic objective and these strategic objectives are preparing information technology strategies to plan to fulfill the human resources strategies plan in the field of technology.

1. A REPORT ON THE
INFLUENCE OF
TECHNOLOGY ON
HUMAN RESOURCE
MANAGEMENT
By
Navitha Pereira

2. CONTENTS
Particulars Page No.
1. Introduction 1
2. Technology and Human Resource Management 3
2.1. Technology based Staffing and Recruitment 3
2.2. Employee Training, Monitoring and Evaluation 4
2.3. Organization Development 5
2.4. Communication 6
2.5. Applicant Tracking System 7
2.6. Teleworking 7
3. Future of Technology and Human Resource Management 9
3.1. Employee Engagement to Employee Experience 9
3.2. Digitalized HRM 9
3.3. People Analytics 10
3.4. ‘Gig Economy’ – Freelancing 11
4. Conclusion 12
References 13

3. 1
Chapter 1
Introduction
Technology has transformed our lives and the way we communicate, how we learn, how we
work and spend free time, in essence-it has more or less changed every aspect of human
society one can think of. The significance of the Internet and information technology (IT) in
both business and private field has grown considerably in the last years, with exponential
growth of Internet users and services offered.
Undoubtedly it also affected organizations' employees and their workplaces in job design,
conditions of work and other (numerous) ways. Since, in today's business environment –
people and their knowledge are company's key assets, it is obvious and expected of each
company to be aware and prepared for such changes. Not only (or not at all) are the IT
specialist ones that should be aware of the new trends and understand them, but also (or even
first and foremost) the managers.
The intention is to present some ways for a company to adapt to emerging changes. A
continuous monitoring of environment and prompt reaction to existing (and coming)
challenges can assure a long-term survival of most of today's companies.
The goal is to observe what positive and negative consequences the Internet and information
technology itself have in the field human-resource managing, chiefly how it can be used for
acquiring new employees, motivating and leading. Also, what outcomes we can expect from
the use of Internet and IT in discussed field in the future and what are the possibilities for
management and exploitation of the (inevitable) coming changes.
Today all company realized that human resources are their greatest capital for the growth of
the organization. The process of growth and development without human involvement is
meaningless because human is the target and also means of achieving progress. The bases of
human resources development are the presence of new and experimental information and the
information is a rational process called information technology (IT) that can help to create
and build up new strength in human resources. One of the main factors affecting nowadays is
company and worker is changing according to new technology. Today’s information
technology has shown continuous development. Technology and HRM have a wide range of

4. 2
impact upon each other and therefore human resource professional should be eligible to adopt
technologies that allow the re-engineering of the HR action, be prepared to maintain
organizationally and work project changes caused by technology, and be able to maintain a
proper managerial climate for innovative and knowledge-based organizations. Information
and communication technologies (ICT) -an umbrella term for technologies combined with the
internet, new media (social media), mobile communication and computers- allow the
organization to renovate their internal processes, structures, core competencies and relevant
markets on a global scale. Information and communication technologies (ICT) are running
throughout each sector of the economy and have implications for almost every enterprise.
HRM should be focused on the strategic objective and these strategic objectives are preparing
information technology strategies to plan to fulfil the human resources strategies plan in the
field of technology.

5. 3
Chapter 2
Technology and Human Resource Management
The Internet and IT have the most prominent influence on more educated, skilled and
ambitious people, especially those, that are regularly working with information and
communication technology (ICT). Since they are also the ones that occupy important
positions in organizations hierarchy and are therefore of great significance for the overall
success of the company, we shall focus our attention on the influence of the Internet on such
employees. Any potential advantage of the Internet usage that a company can exploit to
recruit, develop and retain these types of personnel, is even more important due to the fact
that there is a shortage of highly profiled people in the workforce market.
2.1. Technology based Staffing and Recruitment
Research shows, that 79% of companies from the Global 500 group at least to a certain extent
use the Internet for seeking new personnel. The main advantages for Internet supported
recruiting are:
1. Lower costs of recruiting due to savings in invitations for application, postal-costs,
data-processing costs etc.
2. Quicker process of recruitment as period from the point when the need for a new
employee is sensed until the point when he starts doing his job is reduced.
3. Possibility to attract better and more candidates-invitation for application published
on a website can also be spotted by those, who are currently not seeking new
employment actively.
Besides the corporate websites, third-party websites are gaining importance. Not only that
they act as "work-force exchange" where supply meets demand and vice versa, many of them
also publish relevant business news, articles on job-hunting, CV writing etc., which acts as
additional pull mechanism for web users, which ensures head- hunting companies that their
call for applications is seen.

6. 4
Technology in HR function has created a new way of HR processes applications. This IT
application in HR processes includes virtual recruitment, E-learning, and self-services HR.
Virtual recruitment is web based recruitment and it includes-virtual interview, online
psychological test, resume searching and online job declaration that have changed the
recruitment process and it is the fastest recruitment process. These applications also removed
the potential obstacles to reach to the pool of candidate. Before the internet, HR recruiters
had to rely on print publications like as-newspaper; magazine but Information technology has
made recruitment process more effective and efficient.
2.2. Employee Training, Monitoring and Evaluation
HR manager trains new staff in the organization in a more efficient manner possibly through
the information technology. Trainers work directly with new staff through the information
technology and training programs. The ICT based systems includes data on an employee’s
skills and competencies, training courses taken, costs of courses, developmental activities,
and career planning in terms of which positions might be most appropriate for an employee
based on skills and competencies.
Acquiring new and supplementing existing knowledge is one of the top- level motivational
factors for a person that has covered his basic existential needs, therefore as it a key success
factor for an individual it is also critical for successfulness of organization as a whole.
Internet-based technology offers numerous possibilities for getting hold of new knowledge
and skills. Company wise, it offers much quicker access to latest scientific and technological
innovations of other companies and research institutions. For each individual it offers itself as
vast searchable database of web pages, newsgroups, mailing lists, online courses, forums, etc.
This ICT systems includes the information necessary to calculate vacation time, such as hire
date, any leaves of absences (paid or unpaid), termination date if applicable, and any other
events that interrupted service. In addition, the company’s policy details, such as “use it or
lose it,” might be programmed into the system. If there are any special rules, then this
information is programmed into the system. For example, employees often continue to
accumulate vacation on some type of leaves. Other data in this subsystem often include the
number of days an employee was absent, leaves of absence, whether these leaves were
sabbatical leave, personal leave, or maternity/paternity/paternal/adoption leaves, and the dates

7. 5
the employee started and ended each leave. Policy details would also be programmed; for
example, some companies have a policy that states if absenteeism exceeds a certain number
of days, then pay will be decreased by a certain amount.
This subsystem includes information regarding performance ratings, the date these ratings
were received, the type of appraisals that were used, comments about the appraisal, and
performance objectives and goals. HR manager uses information technology to get employee
performance and also assess employee feedback to be used for the benefit of the organization.
Various hardware and software application available to make it possible for HR manager to
examine the employee performance and established the performance standard. HR manager
compares the actual performance of the employee to standard performance and remove the
differences and also provide additional training to their employee.
2.3. Organization Development
Information from the recruitment, training and development, and administrative subsystems,
such as number of open positions, types of positions, employee skills and competencies, job
rates (salaries), retirement eligibility, and employee turnover rates, can be used to help
managers develop long-range staffing plans and provide valuable information to HR
professionals.
The data that are entered into the ICT system, such as skills, competencies, jobs held,
training, and employee development interests, can be used to help managers provide
development opportunities for their employees, ensure that the appropriate employees are
offered positions that will enhance their skills, provide the appropriate training for employees
so they can advance in the organization, and highlight an employee’s interests and
development paths. This information will help HR professionals to provide more targeted
advice and counsel to managers and help HR to work more effectively with employees and
managers to create a development plan that meets organizational and employee needs.
Information from the system can help organizations align HR activities more effectively with
their strategic plan. For example, if the organization’s plan was to enter into a new market
and it required a certain number of certain types of employees (say, five accountants), the
data from the system can tell management whether it has these employees, and if not, when
they are expected to be hired.

8. 6
The ability to extract data from the HR Information Systems and use these data not just to
create information but also to improve the quality of management decisions has become
increasingly important. HRIS can access a data warehouse, or central repository for all the
data collected by an organization’s business systems. For example, managers are often asked
to recommend an appropriate budget for salary increases. In order to make a “quality”
decision, managers might need to confirm the current salaries of their employees, look at the
past history of salary increases, review the company policies, and review their employees’
performance history. To make a more informed decision, the information needs to be
relevant, useful, timely, and accurate.
2.4. Communication
Emerging communication technologies are not only changing how small groups in an
organization interact, but are also speeding up decision making amongst these small groups in
an organization. Technologies like internet are easy to deploy and they cost less yet they
speed up communication within an organization.
Organizations rely on communication among employees at all levels to decide on and
implement their goals. For example, Managers make decisions by collecting facts and
analysing them, often with help of other low level employees. That means implementing
these decisions requires communication between the manager and other employees. With the
help of communication technology, the exchange and flow of this information is made simple
by use of Online Analytical Process (OLAP)
It is very important for an organization to foster effective communication and speed up the
productivity of an organization. This does not matter if the organization is small or big. For
an organization to succeed in this age of information technology, it must equip and train its
employees on how to use various communication technology tools. These tools can include
things like video conferencing; Bluetooth enabled printers, remote databases, computers,
Apps, etc.

9. 7
2.5. Applicant Tracking System
An ATS is a type of software application that handles the recruitment process, namely by
sorting through thousands of resumes, to determine which ones are the best fit for the
positions for which they were submitted. Applicant tracking systems do not process the
resume so differently from recruiters glancing at your resume, as both are looking for certain
criteria for inclusion. Whereas human recruiters are often looking for grounds for automatic
rejection, such as spelling errors or lack of relevant skills, applicant tracking systems operate
by searching resumes for keywords.
Applicant tracking systems help employers save time and paper and help them stay
organized. With applicant tracking systems, there is no risk of an employer accidentally
deleting the email containing the resume of the applicant the company wants to hire or
misplacing a file. An ATS also makes it easy for employers to keep tabs on the hiring process
and to communicate with applicants directly. Applicant tracking systems make the
recruitment process much more streamlined for recruiters, shortening the time it takes before
a hiring manager contacts applicants who seem like good candidates for the job. For most
jobs, it is not possible for the hiring process to be entirely automated.
2.6. Teleworking
There are many definitions of teleworking and in the field also many various terms are being
used, for example telework, telecommuting, flexi places, electronic cottages etc. As outlined
in European Commission's annual report for year 2000, telework is a wide concept, whose
'common element' is 'the use of computers and telecommunications to change the accepted
geography of work'. It means that we are 'moving the work to workers instead of moving the
workers to work', with help of information technologies.
Teleworking offers significant advantages, which could be summarized and classified in three
views: individuals, organisational and macro-societal; from the second perspective, benefits
of telecommuting include higher productivity ("more work being done") and "decrease of
absenteeism". Because the employees are more satisfied and their morale is increased, they
are more unlikely to be searching for another job- organisations experience lower turnover
rate; employee fluctuation can decrease by 50-80% when teleworking is introduced. Besides,

10. 8
organisations have 'the ability to access a broader pool of employees as the geographic tie to
an "office" are diminished'. Furthermore, organizations 'real estate costs can be cut because of
the reduced office space requirements'. Additionally, customer service improves due to
flexible working hours (24x7 concept).

11. 9
Chapter 3
Future of Technology and Human Resource Management
If managers are able to effectively analyse and predict staff needs accurately, making the
office environment more productive, improving career development, and implementing
human resource processes should become much easier.
The increasing adoption of human resources (HR) software has helped streamline the data
analytics process and expedite “social connections” by providing management with the speed
to act on these real-time and actionable insights.
With this as a strong foundation for progress, future promises to have some radical changes to
the HR landscape.
3.1. Employee Engagement to Employee Experience
With the growing influence of millennial and the increasing transparency catalysed by the
digitalization age, employees are expecting a more engaging and enjoyable work experience.
Future will be where leaders start to focus on developing the “Employee Experience”, an
ecosystem that integrates three core dimensions: engagement, culture and performance
management.
This new focus will drive leaders to examine their employee journey map and optimize it
much as customer experience teams do for customer journeys. It will be an exciting time
where HR will continuously experiment with technology in the market such as pulse
feedback tools, employee wellness apps, modern communication and productivity tools that
will help facilitate the understanding and development of the employee experience.
3.2. Digitalized HRM
An important corollary to improving the employee experience through analysing employee
data is the digitalization of the workplace itself. Artificial Intelligence and machine learning
tools like GetLinks or Arya have disrupted recruitment practices, effectively lowering costs
and obtaining candidates with the better fit.

12. 10
Singapore-based OCBC Bank recently developed an in-house mobile app, HR In Your
Pocket, giving employees a holistic HR resource centre for submission of leave and claims,
tracking medical and lifestyle benefits, and internal job postings. It also features an in-app
chatbot to address questions employees might have about HR.
As this rolls out, such practices are getting high visibility in many other companies. In Asia,
where HR practices in some countries are still relatively nascent, there is a significant
opportunity for ‘leapfrogging’ - skipping legacy technologies and processes altogether and
progressing directly towards a more digital HR that would rival developments in more
advanced countries.
3.3. People Analytics
What was once a technical discipline owned by data specialists, people analytics is now a
business, as well as a managerial discipline. This means that in future, more organizations
would evolve a people analytics function, with the attendant challenges of prioritizing
numerous data requests, merging multiple data sources with disparate organizational
stakeholders, and the constant tension between centralizing the analytics function in
‘Business Intelligence’ or specializing it within functional disciplines.
The people analytics team would be responsible for developing models and dashboards that
will bridge communication gaps between team leaders and senior management. Governance
teams will be erected to ensure the security and privacy of employee data, as well as
coordinating people data. They will be challenged to go beyond producing fancy data
visualizations and reporting, to generate real actionable insight to support people decisions.
While future would see many more companies enter this journey, it would only be the first
step. Success will require a prolonged period of commitment and investment.

13. 11
3.4. ‘Gig Economy’-Freelancing
The BBC defines the ‘Gig Economy’ as “a labour market characterized by the prevalence of
short-term contracts or freelance work, as opposed to permanent jobs”. On-demand hiring
promises lower costs, but it also creates more competition for talent where traditional
workers’ career paths are phased out and are now replaced with temporary jobs focused on
skill. Talent sourcing practices need to build speed and agility in order to quickly identify
work/projects in need of attention, source employees with the required skills, and staff project
teams that can quickly perform the necessary task.
Also, the decoupling of location from productivity has been accelerating: research has shown
that the volume of employees who have worked by telecommuting has risen to 44%, up from
39% in 2012. Having flexible work provisions will drive a firm’s employer value proposition,
expand the candidate talent pool and is a great way of retaining highly valued employees.

14. 12
Chapter 4
Conclusion
It the clear from all the dissection that information technology benefits internal operations of
the organization to a large extent. Use of computer, printer, and fax machine, telephones,
robots etc. helps in the movement of information very quickly. With the help of information
technology, HRM plan is made more quickly and job performance becomes effective.
Information technology is a set of software and hardware for employee and organization and
plays important role in the human resource development. Information technology has an
influence on all the sector of human resources management in terms of planning and
management, recruitment, training and development and maintenance functions.
The changes that have been brought by the Internet and Information and Communication
Technology (ICT) to the field of staffing and development of employees, and to enabling new
ways of work, as for example project work with subcontractors and telework. Some of the
most important novelties in the field and possible ways to adapt to those changes with new
organizational structure, leadership and motivation style, and improved information
management and exploitation of knowledge are to be taken into considerations. The options
relevant for a specific organization depends above all on characteristics of each organization.
It is clear though that no single company will be able to avoid these changes and necessary
adaptations.
Mentioned adaptations are not the sole possible ones and the fact is, that the most successful
will be the ones which will manage to find and take advantage of new business opportunities
in progressively rapidly changing environment and that is the principle that has to be
followed by any serious business to excel.

15. 13
References
 https://www.forbes.com/sites/cheetung/2017/12/19/four-key-hr-trends-to-watch-in-
2018/#6d6f210719de
 https://www.useoftechnology.com/communication-technology-organizational-
communication/
 https://www.jobscan.co/blog/8-things-you-need-to-know-about-applicant-tracking-
systems/
 http://www.proceedings.informingscience.org/IS2003Proceedings/docs/071Baloh.pdf
 https://catalogue.pearsoned.ca/assets/hip/us/hip_us_pearsonhighered/samplechapter/0
132270870.pdf
 https://www.ijariit.com/manuscripts/v3i2/V3I2-1327.pdf