People Matters HR Technology Supplement


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Successful implementation of HR technology does not depend on the robustness of the platform, but on employee engagement during the process

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People Matters HR Technology Supplement

  1. 1. People Matters I june 2013 I 63SPECIALResourceHuman
  2. 2. 64 I People Matters I june 2013Successful implementation of HR technology does not dependon the robustness of the platform,but on employee engagement during the processGlobally, organisations are look-ing to implement a unified orintegrated talent managementstrategy wherein every employeeacross the world encounters a standardinterface of HR. Obviously, companieswon’t be able to implement the HR strategywithout the support of technology. It enablesthe organisation to capture data about thecomplete lifecycle of an employee, rangingfrom induction to performance manage-ment. Thanks to technology, an organisationis able to create robust future plans basedon rich data gathered from diverse businessand talent constituencies.Technology has become the backbone ofan organisation’s HR strategy and plays apivotal role. But, a May 2013 People Matterssurvey among 168 companies across indus-tries revealed that in a majority of organ-isations (65 per cent) it is HR and not ITthat managed HR technology budgets. Thisfinding was revealing as HR managers areoften ignorant about technology and do notdo rigorous testing that results in technol-ogy implementations going awry.If HR technology is implemented in a badway, then it can have adverse effects on theAdoption is the key to executeHR Technologyin briefAs companies goglobal, HR technol-ogy helps them tomaintain a standardinterface for allemployees. If it isimplemented in abad way, it can haveadverse effectson the moraleand motivation ofemployeesBy vikram choudhurymorale and motivation of employees. In fact,organisations that aim to present a personaland more human face of HR to employeesmanage to achieve exactly the oppositethrough a bad technology implementation.Says Sujaya Banerjee, Chief Talent Officerand Senior VP-HR, Essar Group, “At Essar,we initially made the mistake of using thealready-existing back-end HRM system forthe front-end. While we were able to stan-dardise the organisation’s interface with HRacross all locations, the system was tackyand highly unreliable. This made us realisethat what we needed was a fully integratedHuman Capital Management system thathad an interactive friendly user interface.We bought a world-class performance andtalent management suite and drove it as aA key challenge for allHR organisations ishow to choose the righttechnology in line withthe budget and imple-ment it correctly
  3. 3. HRTechnologySpecialBefore rolling out an HR technology, an enterprise should haveanswered all the following questions as “Yes”change management program rather than aHR technology project and managed to driveaward-winning adoption during the veryfirst year of implementation.”Implementation linked with businessresultsA key challenge for all HR organisations,therefore, continues to remain how tochoose the right technology and implementit correctly. For choosing the right technol-ogy, an HR manager needs to have an ideaabout the budget. But often HR managersfind it difficult to secure budgets even ifthe business leadership is keen to drive HRtechnology within the enterprise as they linkits implementation with business results.The People Matters survey found thatin 64 per cent of the organisations CEOsare serious about buying decisions on HRtechnology and they have the final word onan HR technology decision.HR, however, is unable to create asubstantially convincing business case fora technology budget. Anand Pillai, SeniorExecutive Vice President and Chief LearningOfficer of Reliance Industries says, “Whileimplementing a technology may be great,an organisation is productivity-driven andbusiness-driven. The business wants toknow how a technology implementationis linked to talent metrics, like employeeengagement, or attrition, or productivity, oreven the direct and measurable results ofsuccession planning.”Losing touch with employees?As technology goes wider and deeper withinan organisation, HR faces the risk of losingall forms of personal connection with talent,No is not an answerTechnology interface1. Were employee dipsticks or focus-groupsessions conducted to understand thedesign needs?2. Is the design based on inputs and analysisfrom the employee needs assessment?3. Do employee testing results reveal thatthe interface is pleasing and exciting?4. Is there a plan to fill the present gaps inthe interface with subsequent upgrades?Reliability5. Has the system been tested to check forlags and crashes?6. Are there safeguards in place to protectagainst loss of organisational data?Processes7. Are there defined escalation, support, andinquiry processes in place for employeesto interact with HR when needed?8. Has every member of the HR func-tion been certified to act as a supportresource when needed?9. Does every activity of the employee life-cycle comprising a technology interven-tion have an assigned owner?Change management10. Was the change and transition manage-ment plan implemented before thetechnology rollout?11. Have the roles for team leaders, functionalheads, and employees been defined?12. Has the organisation communicated therelevance of the technology in the every-day responsibilities of an employee?Leadership involvement13.Has the technology proposal beendiscussed at the board?14.Has the organisation secured the buy-infrom a majority of the leadership on theimplementation of the technology?15.Have the expected HR outcomes suchas productivity and engagement beendefined in terms of business-facing andshareholder metrics?People Matters I june 2013 I 65
  4. 4. 66 I People Matters I june 2013both within and outside. Indian organisa-tions still view technology as a tool forprocess efficiency rather than an opportu-nity to increase their number of touch pointswith employees.In fact, the survey reveals that the threemost-mature HR technologies in India arethe purely transactional platforms pertain-ing to time and attendance, payroll andbenefits, and compensation. Social technol-ogies, resource analytics, and enterpriseworkforce management are the three leastmature. Gautam Chainani, Chief PeopleOfficer, Aditya Birla Financial ServicesGroup, says, “While we have gone deeperand wider with the organisation, we arebeginning to see the challenge of manag-ing processes and people. While technologyhas become an integral part of our talentIndian organisations still view tech-nology as a tool for process efficiencyrather than an opportunity to increasetheir touch points with employeesmanagement strategy, it has also becomeimportant for us to be sure that we do notlose the people-touch.”Vikram Bector, Chief Learning Offi-cer at Tata Motors, concurs. “Managingthe scale of a geographically dispersedworkforce from Korea to Spain, we realizethat it is extremely important for HR to betechnologically present, without losing thepeople-touch. Though technology promises‘anytime anywhere’ presence, it is impor-tant to ensure that HR is never more than aphone-call away,” he says.Implementation depends onengagementThe HR technology implementation does notdepend on the type or size of the organisa-tion but on how to engage the workforceduring the process. With the proliferationof GenY and Millennials in the workforce,the importance of social tools and resourceefficiency platforms have become increas-ingly important.Both internal and external talent nowwant everything on a social platform. Theyalso prefer to optimise their contributionsby maintaining a balance between work andpersonal priorities.An important factor that decides a tech-nology platform’s success is the organisa-tion’s effort in helping employees adopt it.Whether an organisation plans to imple-ment technology incrementally or wants togo all ‘big bang,’ the most critical aspect ofsuccess or failure of a technology imple-mentation depends on how the enterprisemakes it relevant for everyone in the organ-isation. The technology implementationneeds to comprise the plan of how everyemployee is engaged in the implementation.While there are lots of ways to implementtechnology, the proof of the pudding ulti-mately lies in its adoption.Change management is the key challengeduring technology implementation. Whilea technology might display great promise,many enterprises fail to derive its benefitsbecause change management initiatives areeither very casual or start post-implemen-tation. To say that a technology implemen-tation is successfully adopted means thatemployees understand its relevance to theireveryday jobs and business leaders drive itwithin their functions. To connect a tech-nology’s relevance to business outcomes,progressive organisations link an employ-ee’s competencies to performance.Lastly, to make a technology implemen-tation work effectively, designing efficientemployee-centric processes is crucial.Ramkumar V., Head of HR for Media Information Services ISU at TCS, mentionsthe relation between processes andtechnology through an experience at anApple store. Ramkumar says, “When wewalk into an Apple store, we see a salesexecutive holding a hand-held devicecapable of taking the customer’s order andprocessing payment within seconds. Theability to process employee needs withinan arm’s length is the aspiration that HRshould have with technology.”– vikram.choudhury@peoplematters.inThe roundtable organised by Cornerstone OnDemandand People Matters was the source for this article
  5. 5. People Matters I june 2013 I 67HRTechnologySpecial
  6. 6. 68 I People Matters I june 2013From our experience across the globewe have seen that talent manage-ment, competency, assessment andperformance management frame-works are the hottest developments in theHR technology space. Using technology foremployee development is an area seeing anupsurge in demand.Here in India, organisations are lookingfor intelligent recruitment applications thatcan streamline and make the recruitmentprocess faster and efficient. For example,recruitment technology has made theprocess of filtering from thousands of appli-cations and selecting relevant candidatesconsiderably more efficient. Technologyservice providers are devising applicationsthat cut across the complete lifecycle ofhiring, from recruitment to onboarding.Traditional HR technology architecturesin most organisations have administrativeprocessing and management informationprocessing components. Organisationsare now asking to gain insights from theinformation generated from these systemsthrough dashboards and analytics.The trend is driven by the need forbusinesses to create a decision-supportenvironment where an HR manager iscapable of analysing the data from othersystems and HR data sources to make theright decisions. The need for data analyt-ics is driven by the fact that HR metricsare now compared against other business-facing metrics such as organisationaldevelopment, financial data, and productioninformation. Technology service providersare, therefore, building human resourcemanagement applications capable ofmanaging this level of analysis.Analytics and big data management playsa crucial role in managing huge amounts ofdata especially in large-sized companies.Accordingly, companies are looking to gainintelligent insights about talent market andcustomer market trends by integrating theirHR information systems with social media.For example, in the area of recruitment, ithas become common practice for compa-nies to integrate their recruitment strategywith social media tools such as LinkedIn.Social and mobile technology trends arebeing driven by external customers, thetalent pool, and business stakeholders. Interms of organisational demands, compa-nies with smaller HR budgets typicallychoose cloud-based technologies whilecompanies with larger budgets preferon-premise implementations. Whateveris the basis for selecting a technology, themost important aspect while choosing atechnology service is whether the providerhas a product roadmap.Progressive technology services provid-ers are responding to these trends bydeveloping products and services thatecompass three dimensions of HR tech-nology— administrative HR, strategic HR,and business intelligence. Administra-tive HR systems include payroll, leave andattendance, compensation, and benefitsmanagement. Strategic HR systems supportseveral HR processes such as trainingand development, performance, talent andcompetency management. While selectinga technology service a company should lookout for service provider that has a focus onconstantly evolving HR functions and hascapability to bring new features relevant tomodern organisations.Driving intelligencefrom myriad HR dataLeveraging business-intelligent HR applications hasbecome an integral part of contemporary HR strategySampathJayasundaraDirector and General Manager,hSenid Business Solutions
  7. 7. People Matters I june 2013 I 69Analytics will help indecision makingThe use of analytics will be more widespread andwill no longer be restricted to the top managementWhen we talk about HR technol-ogy in the Indian market, threeprimary trends are driving thebuying decisions for most organ-isations. The topmost trend for HR organisa-tions in the coming times is the reliance ontechnology for talent acquisition and reten-tion. Progressive recruiters have startedusing consumer and social technologies suchas LinkedIn to acquire and retain talent.Secondly, the use of data to makeinformed hiring decisions is gaining moreprominence. Organisations would go wellbeyond tools such as assessments andtalent management processes are set tobecome more scientific. Thirdly, the trendof mapping skills against jobs based on datais changing the way organisations managetheir workforce.In addition to technological advance-ments in India, the HR function has maturedto deliver strategic value to the business.The heightened need to deliver businessvalue is leading to the development of notjust new technology products in the market,but also how organisations are evaluatingtheir technology needs and requirements.From the demand side, the key ques-tion that Chief People Officers ask is howto accelerate the value of HR’s contributionto the business. Therefore, their need tolook at technology to provide measurableand actionable results has become moreimportant.On the other hand, from the supply side,a number of cloud-based HR technologiesare getting introduced in the market. Thisis especially true for organisations in thewestern economies, which are pioneeringthe adoption of cloud-based HR technolo-gies. Emerging economies like India arealso fast catching up with the trend and amajority of HR technologies in the comingtimes will be hosted in the cloud.While CEOs / CIOs make technologybuying decisions in most organisations, thecatalyst is the Chief People Officer. Althoughthe board understands the importance ofHR technology, it is HR’s job to evaluate andcreate a compelling case for a technologyinvestment that they can own and operate.Analytics has touched an inflexion pointand is driving business transformationAlthough the board understands theimportance of HR technology, it is HR’sjob to evaluate and create a compellingcase for a technology investmentArun PrabhuManaging Director ChiefExecutive Officer, inTouchAnalyticsin firms. There is a great need for highlyfunctional and highly operational ‘everydayanalytics’ that goes beyond just strategy.‘Everyday analytics’ helps HR to becomeagile by helping them make incrementalvalue contributions to the business thatquickly add up to big gains. In a dynamicbusiness environment, ‘everyday analytics’practice helps HR and the business makequick management decisions by miningeither small or large amounts of data basedon specific requirements.In the future, the use of analytics willno longer be restricted to the CEO and thesenior management of an organisation.Three years from now analytics will becomemore widespread in the operational levelsand much more closely linked to everydaybusiness delivery.HRTechnologySpecial
  8. 8. 70 I People Matters I june 2013Technology adding lifeto assessmentsKey technology based developments have spurredgreater possibilities in streamlining recruitmentThe hiring landscape has been trans-forming in the last few years andtechnology has played a major role inthis transformation. The need to makehiring process agile, flexible and quick hasfostered this transformation.From modernising pen and paper exami-nations to computer based / online exami-nations to using game-based simulatedassessments to assess ability, knowledgeand personality, technology is adding a newdimension. This leverage of technology hasresulted in improvements in quality of assess-ments at larger scale. Some of these devel-opments have also resulted in huge savingsin cost and time. A few valuable technologyadvancements we have noticed in the recentpast are captured below.Online assessments: With the objective ofimproving the quality, speed and consistencyof recruitment, corporates are using onlineassessments. Results are generated fasterand more accurately – important criteria inany assessment.Simulation-based assessments: Games aretransforming the recruitment landscape byassessing candidates on simulated work-likesituations. Candidates are assessed whilethey perform prescribed tasks. These assess-ments are believed to be better predictors ofcandidates’ job success as it is assessed whilethe candidate is performing a task.Automated spoken English assessments:The voice-based BPO industry in Indianeeded large-scale spoken English evalua-tions. Automation of this assessment is theresponse to challenges of standardizationof these assessment at large volumes. Tomake it meaningful to Indian corporates, itis important that the tool is tuned to assessnon-native English speech.Analytics: Big data-based solutions are thenext generation of technology. Organiza-tions are analysing recruitment data andmaking strategic and tactical recruitmentdecisions. Dynamic analytical solutions arechanging the landscape and corporates aremoving away from static data.Video interview: In the global economywhere geographies do not limit people andfirms, the video interview is transformingcandidate screening process. This technol-ogy has helped firms drastically reduce costof interviews while offering great conve-nience to candidates and interviewers.Tenets of assessment: While numerousdevelopments have taken place with refer-ence to technology in assessments, it isimportant that we appreciate the relevanceof core tenets of assessment:1. Science of testing: Assessment frame-works have to be created from first princi-ples and adhere to internationally acceptedsignatures of validity reliability2. Process of testing: Processes followedin creating administering assessmentsas well as results processing should with-hold the sanctity that a test deserves. Thisincludes ensuring every test is proctoredby non-interested parties, ensuring thatthe question bank is sufficiently large,encrypted and accessible only by the testplayer in a live test3. Principle of testing: Testing agencyshould not be involved in conflicting busi-nesses like sourcing or sale of databases,failure of which could lead to assessment/candidate data being compromised marringthe sanctity of assessment.Rajeev MenonGeneral Manager, Innovationsand New ProductsDevelopment, MeritTrac
  9. 9. People Matters I june 2013 I 71Technology has become an importantand integral part of life today. Anorganisation aims to use technologywhenever and wherever possible asit makes things simpler and better. Over thelast few decades, Indian companies have notonly championed the cause of building bettertechnologies, but also have been proactive inits adoption to optimise benefits.Organisations are the first to adopt stan-dard technologies in the market and usetheir prerogative in asking tech providersto build, modify technologies for better useand adoption. The synergy between technol-ogy providers and organisations has seengame-changing products and solutions thatintelligently and innovatively blend the bestof experience and technology.These days, companies are looking atautomating or deploying technology to itstruest sense – in running assessments andsurveys. The key drivers for assessmentsare security, scalability and ease of use. Anassessment technology should be able todeliver high quality, reliable and validatedcontent on a secure platform with stan-dardised evaluation metrics. That shouldin turn provide in-depth analytics whichnot only help recruit/train talent but alsohelp users optimise the benefits of onlineassessment.Surveys are driven by actionable outputs,which can only be achieved with the help of atechnology that uses innovative data collec-tion techniques and provides intelligentanalytics.The global and Indian market have anexciting mix of assessment and survey tech-nology providers who offer standard andcustomised solutions. Interestingly, thoughon basic premise each of the providers offersimilar solutions, each of them have a nicheUSP. Most of these solutions provide a greattool which not only improves the processesin organisations but also delivers a greatReturn on Investment. Some of the technol-ogies also help in bringing down costs thatare traditionally associated with assess-ment and survey processes.Assessment technologies today not onlyprovide traditional assessments systemsthat help evaluate aptitude, skills and intel-ligence, but also replicate life and work situ-ations through simulations. It provides anin-depth overview of the candidate’s overallpotential to a mapped role. Survey technolo-gies provide critical outputs that helps anorganisation refine its processes and poli-cies for the better. Surveys are also impor-tant in capturing the pulse of the humancapital in organisations and it is well knownthe difference between the best organisa-tions and good organisations are directlyproportional to the human capital.While assessments help identify the besthires and help in properly training them toperforming resources, surveys are the ulti-mate tool to analyse comfort and satisfac-tion of these resources in their given roles.This goes a long way in defining whetherthey are performing in accordance withtheir true potential.The growing number of adopters of suchsolutions reinforces the belief that innova-tive work is being done in the driving tech-nology solutions in assessment and surveyprocesses. More importantly, technologyhas made processes simpler and betterfor all users For once, assessments andsurveys are easy.Deploying technologyin its truest senseOrganisations seek the help of technology serviceproviders for conducting assessments and surveysNavjit SinghBusiness Head,EXON SolutionsHRTechnologySpecial
  10. 10. 72 I People Matters I june 2013Social media is potent as it generateshundreds of resumes on a daily basis,though it cannot consistently evaluateand process the sameCloud and social media technologieshave the capabilities of catalys-ing a variety of functions in an HRecosystem, making them moreefficient and effective. It is the next evolutionto talent acquisition and management. Timeand again, technology was deployed withoutkeeping in mind the basic ethos of the build-ing blocks of the HR functions.But while solutions on the cloud arecheaper and hence abundant, one mustunderstand that they haven’t gone throughthe rigour required. For example, movingassessments to the cloud does not meanthat competency models and competency-based interviews are no longer important.Social media is potent as it generateshundreds of resumes on a daily basis,though it cannot consistently evaluate andprocess the same and there is no one toanalyse the quantum of data being gener-ated.This ‘Big Data’ when analysed right canlead to fundamental findings, empiricalendorsements of long-lasting beliefs. Forexample, analyzing the ‘Big Data’ of appli-cant demographics, evaluations, selectionsand performance being generated by ournear automated recruitment processes canbe used to predict performance of individu-als at the time of recruitment itself.Similarly, the problem of plenty --hundreds of resumes pouring in can beeffectively streamlined with reliable andautomated evaluation and a streamlinedprocess.Progressive companies benchmarktalent performance and build performanceprediction models for recruitment.They alsoutilize statistical tools to do the analysis andprocess data to build performance predic-tion models based on our assessments.In a recent study, involving the use of dataon various parameters like demographics,assessment, and performance, we wereable to effectively predict the performanceof relationship managers in the bankingsector.With the help of multi-parameter opti-mization and regressions we were able tonormalize performance across regions, tocreate regional and role-based models.Thepost rollout performance is expected to behigher by around 50 per cent. Such sophis-ticated analysis is only possible throughintelligent use of talent optimisation tools,such as particle swarm optimisers.Another example of a sophisticated useof technology involves automated spokenEnglish assessment tools. Through suchtools, extensive process engineering withinputs from various statistics deliveredfrom selected and rejected candidates isplausible. A tight rope balance betweenfalse accepts and false rejects can actuallybecome effective and efficient.Numerous studies have led us to stronglybelieve that the effectiveness of automationcan be achieved with a scientific approachto understanding and analysing data anddrawing the right inferences.An analytical approachto acquiring talentAssessing ‘big data’ can be used to predictperformance of a potential recruitHimanshuAggarwalChief Executive Officer,Aspiring Minds
  11. 11. People Matters I june 2013 I 73Technology helps intransformation of HRService providers are designing solutions that enableHR to play a transformational role more effectivelyThe trend of using data to supportorganisational decisions has becomemore relevant today for the HR func-tion since HR has a direct stake insolving business problems. Organisationaldecisions on what kind of talent to hire andpromote in a particular space is mainly drivenby data that they are able to track and report.We see this because people have becomemore receptive to technology compared tohow HR used to function 10 years ago.With the help of technology, organisa-tions now keep track of various decision-inflecting aspects of talent. For example,background of talent, critical aptitudes andskills having direct correlation with theirjob performance, and their behavioural andleadership fitment to the organisationalprocesses and goals. Technology allowscompanies to keep a repository of skills,resources, criticality of projects and matchthem to their requirements.Technology is also driving talent manage-ment by allowing the organisation tounderstand the correlation between variousparameters of performance. Thanks totechnology and data-driven approach, wenow know with greater confidence that byfocusing on identifying and developing criti-cal thinkers, companies can groom theirmanagers and leaders to become even moreefficient. Assessment tools help individualsto become great managers and effectiveleaders in a measurable timeframe. Withthese advancements of technology, serviceproviders are designing solutions thatenable HR to play this transformational rolemore effectively.In the assessment space, service provid-ers are designing solutions and productsthat organisations can rely upon to makeinformed decisions about the talent pool.For example, organisations can predict thecorrelation between a prospective talent’scurrent performance with the ability toperform in a future role with assessmenttechnology. Automated assessment toolscan accurately evaluate a person’s spokenand written skills. They include essentialskills, such as use of grammar, compre-hension and the ability to understand andinterpret business English communication.This gives organisations a practical viewof a candidate’s fitment for a job and theorganisation’s global outlook. It also helpsOrganisations rely heavily on technology totrack the background of existing talent, theiraptitude of skills, and fitment to the organ-isational values, processes and cultureSaurabh SinghNational Head,Pearson TalentLenscreate a standardised and reliable approachto benchmarking such skills and create aconsistent workforce which can representa brand.Service providers and organisations viewthe mobile technology space as the mostpromising thanks to its deep penetration inthe Indian market. Soon, enterprise learn-ing on the mobile platform will likely seea boom. The ability to map an individual’stalent profile against enterprise require-ments and then create on-the-go andmeasurable learning solutions to cater tothat approach will define the future of HRservices in the coming times.HRTechnologySpecial
  12. 12. 74 I People Matters I june 2013Demand for social,cloud technologies risesChanging demographics drive adoption of social,cloud and mobile technologies among HR firmsGlobalisation, people mobility,multi-generational workforceand a renewed focus on companycultureare creating many new chal-lenges for HR leaders. These challengesdemand a need for policy homogeneity sothat employees, no matter where they arelocated, have the same experience.Besides learning to communicate to sucha diverse workforce, one of the core areasthat HR Leaders are relying on is EmployeeRecognition to overcome some of these newchallenges.There has been a sudden spurt of serviceproviders catering to the rise in demand foroutsourcing employee rewards and recog-nition (RR) programmes. Until recently,employee recognition as a strategic compo-nent under total rewards was an under-invested area.Now, there is a greater realisationamong the HR leaders to have an evolvedsystem that gives employee recognition amore structured, uniform and centralisedapproach whilst addressing challengesposed by the developments mentioned hereearlier.Globally, HR leaders are increasinglyseeking service providers who combinetechnology with domain expertise and theability to implement such initiatives seam-lessly across the globe. Indian servicecompanies are catching up to the trends inthe technology features but have a long wayto go in building global capabilities and therequired thought leadership.The following trends are driving technol-ogy enhancements leading to developmentof new features:Social recognition: Social apps like Face-book, Twitter, Linkedin etc. have becomean integral part of our personal lives andemployees are looking for social recognitionand familiarity of such platforms in theirwork lives too. Hence, organisations areseeking platforms with Facebook/Twitterlike functionalities.Gamification: It is the new and exciting waythat corporates are engaging employees todrive people and business strategy.Health Wellness: Technologies that alloworganisations to give incentives to employ-ees for keeping fit and healthy (and reducehealthcare costs of the company) are rapidlypicking up.Cloud Computing and SaaS: Many HRMS,CRM/ERP etc. have already moved to aSaaS model. For example, in the employeerecognition space, the default expectation isa cloud-based solution. Very few companiesare still stuck on the on-premise model butwill find very few service providers cateringto those requirements.Mobile: For organisations with large fieldforces, it is important that a collaborationplatform is available across all devices,especially mobile.Cost savings, scalability and continuityare the common benefits of technology andoutsourcing.To stay abreast with latest trends,companies are employing service providersthat are capable of embracing the cloud andbuilding scalable systems coupled with astrong domain expertise.HR leaders are seeking serviceproviders who combine technology anddomain expertise seamlesslyRupak RayCRM, Loyalty and HeadRecognition, BI WORLDWIDEHRTechnologySpecial
  13. 13. Engage youremployees.Inspire, motivate and energise your workforcewith BI WORLDWIDE. We draw upon the latestacademic research on human behavior, motivationand decision-making to create results-drivenemployee engagement programs.We can help you make a world of difference in yourorganization. Discover how our team at as #1 Employee Recognition Provider in the industry byHRO Today.©BI WORLDWIDE 2013Across the hall.Around the world.And everywhere in between.Australia | Canada | China | India | Latin America | United Kingdom | United States
  14. 14. 86 I People Matters I june 2013Profile of clientPearson TalentLens is a world leader indeveloping assessments for recruitment,selection and development of the 21st cen-tury workplace. Powered by 8 decades ofscience, TalentLens assessments are scien-tifically proven to enhance an organizations’selection and development decisions andidentify talent ready for the next economy.Buyers’ profileHR heads, recruitment heads, operationheads/training and development, heads/placement team in institutes.Service locationsHead office: BangaloreRegional offices:West: MumbaiNorth and East: DelhiSouth: HyderabadFree telephone/in-person consultation any-where in the country, on request.Web and telephone enabled assessmentsare accessible from any part of the coun-try; single-point online platform to manageTalentLens assessments.Overview of services1. Critical thinking abilities assessment (byidentifying problem solving and decisionmaking skills) for selection, developmentand promotion of high potential employeesand leadership development.2. Automated communication skills as-sessment for recruitment, training needsanalysis, measuring training effectivenessand resourcing.3. Corporate learning service: Online,coach supported training for developingBusiness English, in the context of realbusiness situations.4. Personality assessments to measure job-fit, culture-fit, motivational-fit of a potentialrecruit, engage employees and behavioraldevelopment of existing employees.5. Assessment and development center.Other solutionsTraining and certification on PearsonTal-entLens assessments such as GoldenPersonality Type Profiler, SOSIE personal-ity test and Watson-Glaser Critical ThinkingAppraisal.Key differentiators1) A global leader in assessments and theworld’s largest assessment service providerin terms of volume of assessment.2) Niche expertise in leadership develop-ment, using an objective, scientific and oneof the few assessments in the world to mea-sure critical thinking - the Watson-GlaserCritical Thinking Appraisal.3) Owners of India’s most widely usedautomated tests of communication skills –Versant Tests.4) Highly standardized and scientific as-sessments with a high assessment score– job performance correlation.5) A focused range of fundamental, scientif-ic and research-based assessmentsacrossthe entire gamut of workplace competen-cies - communication skills, ability and per-sonality–across entry, mid and senior levelof management and across all industries.PricingVolume-based per license pricing, custombuilt based on requirements of the assign-ment.ClientsSome of our clients include Deloitte,Amazon, Accenture, HCL, ISB, DuPont,Genpact, IOCL, AON Hewitt, Capita, Reli-ance, Mphasis, Aditya Birla Minacs, Volvoand 24/7.Future Learning, the talent developmentarm of Future Group, the leader in modernretail in India, has joined hands with Pear-son TalentLens to provide assessment anddevelopment solutions in the retail space.Pearson TalentLensContact detailsSaurabh Singh,NationalHead,Pearson TalentLensEmail:saurabh.singh@pearson.comwww.talentlens.ininfo@talentlens.in080 4215 3439Pearson TalentLens86 I People Matters I june 2013