Marriage of HR and Data Science

International
Journal of
Management
& Organizational
Studies
Volume 7 (1), 2018 ISSN: 2305-2600
Copyrights 2018, Society of Management and Human Resource Development
Marriage of Human Resource to Data Science:
A Narrative
Arup Barman and Chandibai Potsangbam
____________________________________________________________________________________________
Author(s) Biography
Prof. Arup Barman (Corresponding Author) is
affiliated with Department of Business Administration,
Assam University, Silchar-788011
Ms. Chandibai Potsangbam is Research Scholar at
Department of Business Administration,
Assam University, Silchar-788011.
ABSTRACT: Due to fast invention and changes of
information technology, the corporate human
resource management has to get marry the data
science. The gradual bondage and coupling between
human resources and data science has been giving
birth of many hybrid subjects of study, such as
human resource analytics, people analytics,
workforce analytics, and so and so. This marriage
has not only given the birth of contextual hybrids
subjects combining the human resource and
computing skills, but obviously influencing as the
multifarious and multi-facetious impacts on
organisational outcome in the corporate and
business contexts. The post marriage effects of HR
and Data Sciences pose a critical scenario which
requires systematic narratives. This paper attempts
to draw a systematic and thematic narration of
effects on functional, procedural, decisional,
aspects based on evidences of marriage of HRM and
Data Sciences in the various corporation of the
globe. This narrative will serve as foundational
think piece for furthering ICT application for human
resource management and development.
Keywords: HR Analytics, Hadoop, Workforce,
Predictive analytics, People Analytics, Inter
connections

IJMOS 7(1), 2018 Barman and Potsangbam
© SMHRD, 2018 Page 2
ata science, also known as data-driven
science, is an interdisciplinary field
about scientific methods, processes,
and systems to extract knowledge or insights
from data in various forms, structured or
unstructured, similar to data mining. Data
Science is a field that encompasses anything
related to data cleansing, preparation, and
analysis. Put simply, Data Science is an
umbrella term for techniques used when trying
to extract insights and information from data.
Considering the centrality of data for human
activities many of science based knowledge
domains had & has becoming data driven.
Today, the ‘data-driven science has becoming a
new scientific paradigm — ranking with theory,
experimentation, and computational science
(Nelson, M.L.2009)’i
. Data-driven science in
fact is a legitimate, new, and the fourth
scientific paradigm. Data science has now been
enabling the scientists and researcher to develop
hybrid models for realistic outcome based on
data, on any of the knowledge domain, could
contribute toward the human capacity to human
predictability. Today, quest for knowledge and
science begins with massive amount of data
instead of earlier begging from the theory of
knowledge. This is Petabyte Age- where end of
science has begun to replace by data-science or
by the data driven sciences. Thus, it is the age
of ‘end of theory’ in majority of scientific
domain (Kumar. V, 2016)ii
. May be, there will
be questions of legitimacy, for poor
predictability of data based modelling for new
theorem in any knowledge domain, but data
driven science has permeating across all areas
of knowledge domain. Today, the existing all
knowledge domains, without conjugating the
legitimate levels of data, thinkers or researchers
do not even move to contemplate for ideation of
any scientific discovery, or for invention, and
for innovation.
Human Resource Management
The ever evolving knowledge domain and the
concept of HRM have crossed four stages
(figure-1, Evolution of HRM). Let us not talk
about early three evolutionary stages at the
point of discussion. To narrate meaningfully we
will concentrate on the antiquity of HRM since
1980 to till today. During the 1980and 2000,
human resource management recasted
‘employees’ as ‘human resources’ who are vital
organizational ‘assets’, possessing knowledge,
skills, aptitudes and future potential. Therefore,
realised that the human resources require
integrated and complementary management
strategies (through, for example, human
resource planning, job design, effective
attraction and retention techniques,
performance
management and rewards programs,
occupational health and safety systems) in order
to assure their individual and collective
contributions to the achievement of
organizational goals and objectives (Rotich.
K.J, 2015)iii
.
Insert Figure 1 here
Development of HRM during 1970 to 1990
followed through conceptual and
developmental trajectories due to turbulent
business, economic environment, the severe
competition from US firms, and due to
emerging Asian market. The introduction of
theories on ‘excellence’ affected on the
employees, together with cost benefit pressure
(Tubey. R, and et.al. 2015)iv
. With the entry of
excellence, the approaches of leadership and the
concepts of total quality management played as
the centre stage in the HRM operations. Later
on the ‘Balanced Scorecard’ approach was
introduced in 2002, by Kaplan and Nortonv
create effect on collection, manipulation and
utilisation of data.
Following the TQM movement, the movement
of conscious cost reduction, strategically
D

implemented of information and
communication technology (ICT) for HR
operation. According to Global Industry
Analysisvi
’, the outsourcing business process
entered to HR processes in the entire globe. We
find the popular global entities in the BPO
services connecting to human resource/process
outsourcing are – Accenture PLC, Adeco SA,
Automatic Data Processing Information, CGI
Group Information, General Outsourcing
Corporate Limited, Hewlert Packard (Hewit)
Company, Infosys BPO, International Business
Machine etc.
Figure-2 near here
Major HR outsourcing operations are done on
cloud platform. So, there is cloud recruiting and
cloud based payroll system manifestation in the
entire world. In the BPO, HR analytics serves
as the master servant that helps decisions in
managing the appropriate demand and supply,
and customisation of services according to the
expectation of the client industry.
Digitalized HRM
Simultaneously, with theoretical progress of
management of human resources, the digital
technologies had changed the gamut of any
functional areas of management, especially
during the digital age. In the digital age, HRM
was renamed as E-HRM. In common parlance,
E-HRM is planning, implementation, and
application of information technology for both
networking and supporting to at least two
individual or the collective actors in their shared
performance of HR activitiesvii
. Though, the
broader discussion and categorization of digital
changes of HRM is still missing at present, but
the label of “digital employees”, “digital work”
and the “digital employee management”viii
are
popular today. This digitalisation of the
employee, the work, and the employees’
management are indicating the connubial
relationship between digital technology and
employee management. As the digitalisation
has got its own recourse HR profession had got
labelled with various terms, such as, “digital
natives” (e.g. Prensky, 2001)ix
, “millennials”
(e.g. Deal et al., 2010x
) or “net generation” (e.g.
Tapscott, 2008). It is assumed that the early,
intimate and enduring interaction with digital
technologies has shaped a new generation of
people with distinctively different attitudes,
qualifications, behaviours and expectations.
With these obvious changes of digital
technology, HRM reacted to the new labour
market and the labour economy.
The second track in the major area of change is-
“digital work” that drastically change in work
organisation was best described as “e-lancing”
(Aguinis and Lawal, 2013)xi
. The e-Lancing
had forced on recognizing the requirements that
the digital forms of work organization pose on
managing employees as well as other
categories of contributors. The potential
outcomes of e-HRM brought the third and final
area of digital change that is labelled “digital
employee management”. Digitalization has
also affected HR organization by establishing
the new actor categories those are dealt under
the “virtual HR” (e.g. Lepak and Snell, 1998xii
).
The digitalisation of HRM has effected in the
HR functional areas- labelled as e-recruitment,
e-selection, e-employee development, e-
performance and –e-evaluation, etc. almost to
all areas of HRM activities, which, we can tell
as the “virtualisation of HRM’. The virtual
HRM framework in the neo institutional context
has become an issue for contemporary
management of today’s world.
There is a lot of buzz of digital transformation,
analytics enveloping HR world (HR
Analytics)xiii
. The emerging technologies have
been enabling the HR companies today to create
a wide array of products by brewing both the
software and hardware, resulting to make the
complete smooth and affordable HR processes.
There is a technology and the tools for
everything, i.e., starting from recruitment, talent

management, employee self-service, gauging
engagement, productivity, even enhancing
corporate health and wellness.
Data Science in HRM
The digital HRM is simple is the sense of use of
digital technology in HRM operation. But the
data sciences incorporate tools and techniques
of application of technology that results in data
analysis, interpretation and manipulation of
data. The conjugation of data science in the field
of HRM has brought tremendous changes in the
process of digitalisation and management of
HRM, technologically. Data science helps to
analyse, to predict, to understand the
characteristics of workforce. Due to the data
driven HR, it become an analytics based on the
activities on which HR decision are taken by the
organisation.
Figure-3 near here
BigData and analytics tools are helping
rganisations to make their HR departments
more data-driven. Datafication of HR and Big-
Data in human resources, are explaining the
tremendous business opportunity to the
companies; as they have to leverage their
employees’ data to improve the operational
performancexiv
. Now, for years, the discipline of
HR analytics, training analytics, or people
analytics are being considered a nichy,
backwater part of Human Resources
(Bersin,J)xv
. But, the predictive analytics are
enabling to integrate HR to strategic actions and
it enables managers to visualise the outcomes of
such integration. Even the predictive analytics
are used for understanding the outcome of
engagement of toxic employee at work or in an
organisation. The dataset, marking employee’s
workplace violence, falsification of documents,
drugs, and the alcohol abuse, and the other
policy violations could help organisation to stop
toxicity at workplace. Quantzig is an example,
Quantzig-a global analytics and advisory firm
with offices in US, UK, Canada, China & India,
has clients across the globe with end-to-end data
modeling capabilities to leverage analytics for
prudent decision making.
Figure-4: near here
Data Sciences in Enabling HR Functions
As we got the prediction, the “big data analytics
-an industry that will earn $200 billion in 2020”
xvi
. The Zion Market Research estimated “in
terms of big data storage and processing, for
example, the Hadoop market was valued at
$7.69 billion in 2016 and is expected to reach
approximately $87.14 billion by 2022”
(www.dbta.com)xvii
. Why can we have such
hoopla or hypes? Actually, data sciences are
enabling HR management by 9 ways, they are-
(1) Talent Acquisitions,
(2) Training and Evaluations
(3) Employees Performance
(4) Financial Compensation
(5) Retentions
(6) Marketing
(7) Planning
(8) Health and Injuries
(9) HR Technology & Software Integration to Business
Analysis
Data sciences yield many positive outcomes,
the applications of it could provide evidential
results as experienced by companies.
Technology in HRM
Talent Analytics is much more than Big Data
Tools and Statistics (Bersin. J, 2013). Beyond
data sciences, there are many technologies those
are used in e-HRM. We are clear the data
science is about only combination of
technologies and to name a few, they are
interactive voice response (IVR), HR Intranet,
Self Service (SS) Software, then Employee Self
Service –ESS / Manager Self Service –MSS.
Interactive service application (ISA) has lot of
leverage over HR functional applications, like,
enhanced navigation, flexible functionality,

simplified data management, streamlined
communications, integrated reporting, shared
environment that speeds to value (Sinha. and
Mishra, 2014)xviii
. As per Software Sdvice
Portal (2014), of course, the core HR, workforce
management, and the strategic HR functions
often overlap to each other. The most popular
technology used in E-HRM playfield is
employee self-service architecture (Figure-1).
Figure-5 near here
Today, HR technology has been showing its
distinct identity. The Talent Technology- a HR
tech start-up, redefining the online hiring
system in India, and stated that investment on
the tech firms are booming (HRanalytics)xix
.
Along with implementation of services
technology, the other technologies are, HR
Extranet, HR Portal, HR Functional
Application (HRFA) Software, Integrated HRM
Suite Applications (ISA) software. With the
increasing application of computer based
software technologies, the mobile based
software –apps are also supporting to the
operation(s) of HRM. To name a few of such
featured mobile apps (Software Suggest)xx
are -
ZOHO Recruit, KEKA HR Payroll system,
SMART H2R (Rebranded Smart HR), HRAPP,
Time Lab Professionals, People Strong Alt,
HRMangtaa, Cake HR, AppHuSys, PeopleQlik,
OPT HRMS software, Hyphen, Accurant, HR-
Innova, CuCoo Tech, Insyspey, HR Stop
Mobile App, Zing HR Mobile App, Mentis
Mobile App, Manager HR Mobile App, Web
HR Mobile App, People Works Mobility, HR
Mantra Mobile App, Cnergys Mobile App,
UnitySuite HRMS, Rent N HR Process, Elite
HRMS, Pacific Mobile Application, Xcite
People Management Solutions, Recruitee, Job
Soid, Panspark HRMs, IHR-My HR, Smart HR
Analytics, Pocket HRMS, for Binary HRMS,
Addetto HR, People HR, Quandle, AQqua,
EMP Broad from EMP Trust HR, Office Kit
HR, Roster ELF.
HR Analytics &Technology as Investment
Opportunities
Human Resource analytics (HR analytics) is
about analysing of people problems in an
organisation (analytics HR)xxi
. The scientific
definition of HR analytics is the systematic
identification and quantification of the people
those drives the business outcomes (Heuvel &
Bondarouk, 2016)xxii
. Marr. B. (2016)xxiii
stated
that every manager should know atleast eight
HR analytics, they are- capability analytics,
competency acquisition analytics, capacity
analytics, employee churn analytics, corporate
culture analytics, recruitment channel analytics,
leadership analytics, employee performance
analytics.
Due to potential impacts and outcomes, today,
many HR tech start-ups have gained
considerable momentum with the active role of
investors in the space. Over the years, the
leading venture capitalists have invested over
INR 1000 crore in the promising HR start-up
segment in India. It is the commendable
development.
Table 1 near here
HR analytics is not a technology only, but, it is
discipline of smart business, a series of the tools
doing smart business with smart people, with
entrepreneurship, and finally, it is an investment
arena. HR technology conjugating data science
means more then what one knows in prime
facie.
Points for Concern
In implementation for HR in conjugations of
technology, especially data science demands a
lot of concern over many issues. If HR leader
have to create their own data analystsxxiv
then at
micro level, a series of activities has to follow.
HR leaders must concern on - Statistics and
Storytelling; Business Sense; Collaboration;
and the Detail HR Knowledge. There are ample

opportunities for conducting ample in-house
data analytics program in the organisation.
Opportunities are waiting for skilled HR
analysts or professionals engaged in company
for those who have received a quality education
and can commit to working in the relatively new
area of “people analytics” for business
performance through HR Technology. But, the
lamenting fact that “a hundred years later, a lot
of organizations are still running HR that same
way; focusing on risk, focusing on compliance,
focusing on the transactional side of it, but, in
this whole new era, and things like unions and
pensions and transparency of the workplace
have been changed,” says Jason Averbook,
CEO of the Marcus Buckingham Company - a
Beverly Hills-based management training and
consulting firm. According to him, HR is at
cross-roads, with technology we can now
accomplish many of those traditional
responsibilities faster, cheaper, and better than
before. “It’s now moving from transaction to
interaction,” Jason said. Earlier HR was
designed primarily as a compliance function,
but, today’s HR organization must have to be
agile, business-integrated, data-driven, and
deeply skilled in attracting, retaining, and
developing talent (Mazor.A, Stephen. M, &
et.al. 2015)xxv
. Today, there are countless
recruiting platforms, onboarding programs, and
talent management systems available to the
employers. Many, including Averbook, have
also argued that HR as a whole will have to
quickly adapt or otherwise face extinction.
Here, we can resurrect the earlier work of
Barman. A, & Ahmed. H (2015)xxvi
, through
which both of authors rose a few interesting and
researchable questions. They, posed the
question on (i) ‘how big-data is influencing
Indian industries- say in manufacturing, mining,
automobile, finance and insurance, etc?’ (ii)
‘how do big-data used in various analytics
specially, workforce analytics, talent analytics,
and attrition management in Indian firms where
it is implemented already?’ (iii) ‘how do the
organizations implementing
Big-Data in the process of HRD and Training
development?’ (v) ‘how do big data analytics
influences on the activity of motivation and
employees productivity and prudent decisions
by the managers, what would of return of
investment (ROI) related to big data?’
Conclusion
It is obvious that “we do not know the future of
HR discipline” but, we can prognosticate on the
emerging applications such as robotics
application in industry, how it has been kicking
out the HRO to the road of uncertainty”. Our
central questions- whether HR will remain,
whether the marriage of data science with HRM
is good for survival of HR disciplines? It is
contrastive to the marriage; today HR
professionals have been experiencing and
operating in volatile, uncertain, complex, and
ambiguous environment characterised by only
disruptions that gives HR a golden opportunity
in making managerial decisions. This will
benefit the long-run strategic goals and
profitability of any organisation. This can only
be realised if HR will rise and take the centre
stage. HR can only walk the talk by becoming
innovative to claim its role of HR in the
organisationxxvii
. Technology trends speaks that
data science may end up the old theorems of
HRM. This narrative confirms, the future of HR
depends on data science, technology, and the
compromise of robotics in industrial
application. Otherwise, the divorce between
HRM and data science will be sure. Where there
are human processes, there remains the value of
data science, but not with the robot, so marriage
between HR and Data Science will be
sustainable only when there will be human
being in corporation.

APPENDIX
Figure-1
Source: https://www.slideshare.net/karthikram75457/evolution-of-hrm-29099487
Figure-2: User’s Comment on HR Outsourcing
Source: http://www.professionalemployer.net/human-resources-outsourcing/

Figure-3
Source: https://www.analyticsinhr.com/blog/what-is-hr-analytics/
Figure-4: Data Driven Decision Making in HR
Source: https://www.analyticsinhr.com/blog/what-is-hr-analytics/
Figure-5

Source: Varma S., Gopal, R. (2010), The implications of implementing electronic human resource
management (e-HRM) systems in companies, research thesis, Dr. D. Y. Patil University,. Maharashtra.
Table-1: HR Tech and HR Analytics Start Ups in India & Globe
Global HR Tech Start Ups Indian HR Tech Start UP
Allay, Capability, Comparability, Taction, Glint
Intern, WUZZUF, Ideal List, Payroll Hero, Hiar
Art, Emprego Liqado, Tioki, Shereos, Smart HR,
The Muse, Getlinks, Koly IK, Bizimply, Zenefit,
Work Pop, Way Up, Lever, Ambition Solution,
Interviewed, Simpler, Better Ups, Any perk, Check
R, Koan, Tripple Byte, Upwork Global, Elance,
Hired, Lytmus, Landit, Spare5, Guidespark, Paysa,
Learn Up, Move Guide, Talent Bin, GreyTip
Software, Zopwell, Percolata, Coro Career, Toptel,
Refelective, Yesgraph, Simpler, Tomfoolery,
Leaner, Anyperk, Teleborder, Paymetrix, Theatro,
Simpler, Homebase, TenXer, HackerRank, Evolve,
Checkr, Lattice, SmartHR, Medley, Talenta, Lib,
Glints Intern, TechHouse, LendingMark, Rekruta,
Bizreach, Green House, PerkLet, TalentBin,
OnboardIQ, GO1, Gusto, Bizground, Biz Reach,
Hoopla Software, Jazz HR, OnnFido, SimpleR,
Smart Recruiter, Zopwell, Unitive, Shift Messenger,
Work America, Benstream, Tioki, Antipica,
Powertofly, BetterUp, Espresa, Hired, Silkroad.
 Recruitment Search Platform;
 Aasanjobs;
 Sheroes;
 Zwayam;
 Hiree;
 Belong;
 Bevy Talent;
 JobSpire;
 MeraJob;
 HackerEarth;
 MyRefers;
 Mobile Onboarding & Engagement;
 Niyo solutions;
 Tydy; Greythr;
 Weballigator;
 Capabilities;
 Compensation and Benefits;
 Work Advantage;
 Video Interview;
 ePoise Systems Pvt. Ltd;
 Talview;
 WhistleTalk
 Happy2Refer;

Source: https://www.peoplematters.in/article/hr-
analytics/heres-a-list-of-20-funded
Source: https://www.peoplematters.in/article/hr-
analytics/heres-a-list-of-20-funded
Notes & References
i Nelson, M. L. (2009), Data-Driven Science: A New Paradigm?
https://er.educause.edu/articles/2009/7/datadriven-science-a-new-paradigm
ii
Kumar. V, (2016), Theory-guided Data Science: A new paradigm for accelera1ng scien1fic discovery; AAAI
Fall Symposium on Accelerating Science: A Grand Challenge for AI; AAAI Symposium, University of Minnesota
Nov. 17, 2016.
iii
Rotich. K. J. (2015), History, Evolution and Development of Human Resource Management: A Contemporary
Perspective; Global Journal of Human Resource Management;
Vol.3, No.3, pp.58-73, May 2015; Published by European Centre for Research Training and Development UK
(www.eajournals.org)
iv
Tubey. R, and et.al. (2015), History, Evolution and Development of Human Resource Management: A
Contemporary Perspective; European Journal of Business and Management; ISSN 2222-1905 (Paper)
ISSN 2222-2839 (Online); Vol.7, No.9, 2015.
v
McDonald Bob (2002), A review of the Use of Balanced Score Card in Healthcare, BMCD Consulting.
vi
Global Industry Analysis Inc (GIA)., http://www.strategyr.com/MCP-1516.asp#sthash.faeD8keA.dpbs
vii
Strohmeier, S. (2007). "Research in e-HRM: Review and implications." Human Resource Management
Review, 17(1): 19-37.
viii
Strohmeier Dr Emma Parry and Professor Stefan, (2014) "HRM in the digital age – digital changes and challenges of the HR profession",
Employee Relations, Vol. 36 Issue: 4, https://doi.org/10.1108/ER-03-2014-0032
ix
Prensky. Marc (2001), Digital Natives, Digital Immigrants; On the Horizon (NCB University Press, Vol.
9 No. 5, October 2001).
x
Deal, J.J., Altman, D.G. & Rogelberg, S.G. J Bus Psychol (2010), Millennials at Work: What We Know
and What We Need to Do (If Anything); 25: 191. https://doi.org/10.1007/s10869-010-9177
xi
Aguinis.H, and. Lawal. Sola O (2013), e-Lancing: A review and research agenda for bridging the
science–practice gap); Human Resource Management Review, 23 (2013) 6–17
xii
Lepak, D.P. and Snell, S.A. (1998) Virtual HR: Strategic Human Resource Management in the 21st
Century. Human Resource Management Review, 8, 215-234. http://dx.doi.org/10.1016/S1053-
4822(98)90003-1
xiii
Here’s a list of 20 funded HR tech startups; in URL https://www.peoplematters.in/article/hr-
analytics/heres-a-list-of-20-funded-hr-tech-startups-14146?

xiv
Bersin. J (2013), Big Data in Human Resources: A World of Haves and Have-Nots; (in the url
https://www.forbes.com/sites/joshbersin/2013/10/07/big-data-in-human-resources-a-world-of-haves-and-
have-nots/#175ee486200f).
xv
Bersin. J (2013), People Analytics: Here With A Vengeance; FORBES (in the URL
https://www.forbes.com/sites/joshbersin/2017/12/16/people-analytics-here-with-a-vengeance).
xvi
https://blog.cake.hr/8-ways-use-hr-analytics-big-data-workplace/
xvii
Big Data 50 - Companies Driving Innovation in 2017,
http://www.dbta.com/BigDataQuarterly/Articles/Big-Data-50---Companies-Driving-Innovation-in-
2017-119812.aspx.
xviii
Sinha. B.C, and Mishra. M (2014), E-HRM Tools: An Empirical Study in Select Indian Organisations;
International Journal of Business and Management Invention; in URL www.ijbmi.org Volume 3 Issue 9 ǁ
September. 2014 ǁ PP.71-83
xix
HR Analystics, Here’s a list of 20 funded HR tech startups; available in the URL
https://www.peoplematters.in/article/hr-analytics/heres-a-list-of-20-funded-hr-tech-startups-
14146?utm.
xx
Software Suggest, Featured HR Mobile Apps software; in url
https://www.softwaresuggest.com/hr-mobile-apps-software?page=4, browsed on 2nd
jan 2018.
xxi
What is HR Analytics? In URL https://www.analyticsinhr.com/blog/what-is-hr-analytics/
xxii
Van den Heuvel, S., & Bondarouk, T. (2016). The rise (and fall) of HR analytics: a study into the
future applications, value, structure, and system support. Paper presented at 2nd HR Division
International Conference, HRIC 2016, Sidney, Australia.
xxiii
Marr. B. (2016), The 8 HR Analytics Every Manager Should Know About;
https://www.forbes.com/sites/bernardmarr/2016/03/01/the-8-hr-analytics-every-manager-should-know-
about/2/#3458dd5e70a7
xxiv
Merrimac College; Moneyball for HR: Applying Data Science To Managing People; at URL
http://onlinedsa.merrimack.edu/moneyball-hr-applying-data-science/
xxv
Mazor.A, Stephen. M, and et.al. (2015), Reinventing HR An extreme makeover; at url
https://www2.deloitte.com/insights/us/en.html, browsed on 10 Jan 2018
xxvi
Barman. A, & Ahmed. H, (2015), Big Data in Human Resource Management -Developing Research
Context; DOI: 10.13140/RG.2.1.3113.6166; https://www.researchgate.net/publication/275520745
xxvii
(Web Page- SBS)-2017; The New Age of Human Resource Management: Innovate or Perish;
http://sbs.strathmore.edu/news/new-age-human-resource-management-innovate-perish/

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