The document summarizes recent trends in human resource management post-pandemic, as presented by a study group from Imperial School of Agri Business. It discusses how the pandemic accelerated changes like remote working, reskilling and upskilling employees, increased use of data and technology like artificial intelligence. It also covers trends like the rise of gig work, outsourcing, and the important role of Generation Z in the evolving workplace. The document concludes by discussing how companies like Jai Kisan adapted their HR practices during the pandemic to prioritize employee well-being while continuing to serve customers through digital transformation and a hybrid work model.

1. IMPERIAL SCHOOL OF AGRI BUSINESS ( ISAB )
A PREMIER AGRI-B SCHOOL IN INDIA
2C, Knowledge Park III, Greater Noida, Uttar Pradesh
HUMAN RESOURCE MANAGEMENT
“RECENT TRENDS IN HRM POST PANDEMIC:SKILLS AND COMPETENCIES”
Presented by: study group-09
Group members: Aryan Mehta ,Akkineni Ganesh,
Sriman Narayan, Sandeep Reddy,
Shubham Khalkar & Nandyala Kishore
Under the Guidance of :Dr. Sonika Sharma

2. INTRODUCTION
“Change is the new normal”
 The 2020 pandemic has radically changed work as we know it. The workplace was
already getting the transformation in last few years but the COVID made it
mandatory to make that changes instantly.
Business leaders and especially the HR professionals can no longer talk about the
future of work as though changes is on the horizon.
 The pandemic left the HR professionals with lots of questions with all Ws and a
bigger H.
There is a rapid increase in remote working , roles are been shifted and a hyper
focus on work place can be seen.
The health and safety concerns have forced each and every businesses to rethink ,
reframe and reorganize everything.

3. QUESTIONS IN FRONT OF HRs??
What should be the priorities?
How to balance the productivity along with the employees well being?
Which skill set should be given priority?
How to have performance Assessment & Compensation?
How can teams do more with less?
AND A BUNCH OF ……… OTHER QUESTIONS….??

4. RECENT
TREND
S
1. HYBRID & REMOTE
WORKING
2. DATA EXPANSION
3. RESKILLING &
UPSKILLING
4. ARTIFICIAL
INTELLIGENCE &
MACHINE LEARNING
5. ROLE OF GEN- Z
6. GIG ECONOMY
7. DIVERSIFICATION
8. OUTSOURCING

5. HYBRID & REMOTE WORKING
“Home is the new office”
 Remote work programs have been on the rise before but the covid’s turmoil made it
imperative.
HR teams are generally not much designed for agility but the pandemic has changed
it.
Pandemic led a key truth that HR teams do much more than delivering services.
HR Teams have tremendously contributed in extending video conferencing, flexible
working hours, online presentations , interviews and discussions.
They have also granted autonomy to the capable employees in decision making. As
the need of distributed authority is increasing.
Training of the teams for mutual co-operation in a virtual mode and to respond
quickly to the changing work conditions.
In other words, demonstrating how the teams amongst themselves should co-
operate.

6. DATA EXPANSION
“Big is the data , Big is your expansion”
Nowadays, everyone is discussing that DATA IS A NEW FUEL. Literally it has become a
fact in the HR world as well.
Data expansion or BIG DATA is basically the use of many data sources to evaluate and
enhance all the steps of HR including RECRUITMENT, TRAINING &
DEVELOPMENT,PERFORMANCE, COMPENSATION & PERFORMANCE REVIEW as well.
 HRs are taking help of Data Analyst for this purpose. It has reformed as well as reduced
the entire time duration for all HR activities.
Big data helps in initial steps of recruitment like short-listing the CVs and selecting the
best one .
By Integrating recruitment with social networking HR recruiters can have more crystal clear
image of a candidate.
Employee training is a tedious, costly and time taking. With the advent of data expansion
they can get the quick information anywhere or at any time.

7. DATA EXPANSION
 Sophisticated software can help HR Professionals record Data of studied behaviours
of every employee
The workforce can accept online tests and feedback at any time which can enhance
learning interest effectively.
Performance & Compensation has also became more easier in terms of efficiency.
With the help of DATA EXPANSION the HRs can have a record of Daily Work load ,
the specific content of the work and also the task achievement of each employee.
CLOUD BASED TECHNOLOGY is helping up to a large extent in it.
Big Data or Data expansion is becoming a big tool specially post-pandemic to
effectively manage the employees , so that business goals can be reached quickly
and efficiently.

8. RESKILLING & UPSKILLING
“Either evolve or perish”
RESKILLING refers to an employee
learning a new set of skills in order to
performer new jobs.
Employees learn a new set of skills, which
was not related to its current working
position.
Involves a change in career aspects of
the employee.
Adding critical thinking ability to
employee’s work frame.
UPSKILLING refers to an employee
learning additional skills to be better
equipped to do his /her job.
Employees improve their existing skills
and learn skills related to their current
position.
Does not involves a change in career.
Post-pandemic has become very
important to resist the work force.
HRs are motivating to think outside their
roles also.

9. RESKILLING
UPSKILLING
A Skilled workforce is always an asset for an organization. But the skill sets also new evolution
along with the time span.HR Professionals have been bound to RESKILL & UPSKILL the
workforce post-covid.
Organisations are investing in agile learning methods to encourage iterative short bursts of
skill development into new hires so that they don’t just gain knowledge but could be able to
apply it in producing the significant business value.
Reskilling & Upskilling includes:-
1.Avoiding excessive interference( providing free hands to remove the roadblocks)
2.Recognising the milestones(rewards to employee for inculcating new skills)
3.Instilling purpose(A clear answer to every question)

10. AI AND MACHINE LEARNING
As workplace take up the mantle of humanizing work, many are looking for ways to decrease
menial or rote tasks.
Integrating AI into teams to help human workers focus on more impactful or sensitive work
can produce transformative business outcomes.
Coupled with the adoption of AI ,teams need to make better use of data to make more
accurate predictions on work force and market trends.
AI has transformed the entire HR process from recruitment to compensation.
The benefits of AI is visible here in terms of smooth entries & exit, enables stimulation
learning, better employee management, data analytics , handling of fake CVs and so on.

11. SKILLS VS COMPETENCIES
SKILLS
Skills are based on expertise
Better for transformation and agility
Transferable across the roles
Tracking inputs that lead to specific business
outcomes
Quantifiable, Standardized and create a
structure for internal mobility
Universal meaning
These are specific learnt abilities that needs
to be performed
COMPETENCIES
Competencies are based on behavior
Aspirational with a given role
Mixing together knowledge, skills, actions
and attitudes
It is limited to individual behaviour in
particular roles
Contextual meaning
On the other hand, competencies is the
individual knowledge & behaviour that lead
him to succeed

12. ROLE OF ZEN-Z
“THE MILLENIALS”
The generation which has grown along with the growing technologies.(late 90s-2012)
It is expected that the large no. of work force will be occupied by them .HR profession is also
one of them.
This generation have a different working ability. They are agile, ready for transformation,
multi-taskers and also very focused on personal well being.
COVID has created a situation of sustainable HR Management .HR duty is to think for
employee’s health and well being more than ever before.( ex: extending the duration of
maternity leave, avoiding over-stress on a single employee, compensation for the critical jobs
like health insurance.)
Now, the focus should be on the individual in work, not just the individual at work.
HR professionals are moving ahead with the shift in the motive from:-
CONSUMERS FIRST EMPLOYEE FIRST

13. A gig economy is a free market system in which temporary positions are common
&organizations hire independent worker for a shorter duration of time. The word ‘gig’ is a
slang word use for those jobs which lasts in a very short span.
The implications of GIG works can be significantly seen in HR world post pandemic.
Gig works have made the entire HR process COST EFFECTIVE, MORE ACCURATE &
EFFECTIVE.
Benefits of GIG ECONOMY for the corporations:-
1. Agility in scaling the workforce up and down quickly to meet business demands.
2. Reduced operational costs up to a large extent.(most beneficial thing)
3. Increased productivity with bound time limits.
4. Reduces the costs of compensation on employees and other allowances.

14. DIVERSIFICATION & OUTSOURCING
The work place is becoming increasingly more global day by day and diversification will help
companies and firm to untap new opportunities .
It helps to find out the new trends in a highly competitive market.
Diversification will increase overall productivity, will increase the expansion, reduced
absenteeism due to a very inclusive work environment.
Diverse work force always widens the talent pool and HRs are more focused on it now.
Outsourcing is also one of the growing trend in work place after the pandemic.
Outsourcing is simply obtaining the work previously done by employees inside the company
from sources outside the company.
HRs use it as 3rd part to care of its HR functions .

15. DIVERSIFICATION & OUTSOURCING
Outsourcing is also a part of GIG economy. It includes FREE-LANCERS or CONTRACTORS.
It is bringing more competition to the work place. In HR terms it is a Hussle-free way to:
1. Improve employee relation 3. Payroll Administration
2. Policy management 4. Cost effective HR operations
“You cannot mandate productivity; you must
provide the tools to let people become their first”
STEVE JOBS

16. EVOLUTION OF HR IN SHORT
PAST
HIRE & FIRE
THE POLICE of the organization
Maintained status Quo
Not technologically advanced
Cost centre
Defined work place
Fills gaps in jobs
Treats employees like “RESOURCES”
Payroll, compensation& Benefits
POST
3E (Enable, empower & engage)
THE LEADER of the organization
Destroys status Quo
Relies Heavily on technology
Profit Enabling centre
Changing and Dynamic Work force
Unlocks Human potential
Treats employees like “ASSETS”
Employee experience

18. ABOUT COMPANY
INTRODUCTION
Jai Kisan was founded by Arjun Ahluwalia and Adriel Maniego with the aim of creating the
first full-stack and seamless banking experience for rural individuals.
A massive credit gap in the rural market, being meagerly served by informal moneylenders at
exorbitant rates, inspired the need for change in how day-to-day banking was done by over
600 million people in India
Jai Kisan is a group of 200+ mission driven individuals spread out across India, who are
determined to bring about a change in rural India

20. HR TEAM OF JAI KISHAN
Separation of critical skills and roles
Jai Kisan started focusing less on roles ,which group unrelated skills than on the skills needed
to drive the organization’s competitive advantage and the workflows that fuel that advantage.
They started offering greater career development support to employees in critical roles who
lack critical skills.
 (De-)Humanization of employees
Jai Kisan have recognized the humanitarian crisis of the pandemic and prioritized the well-
being of employees
It deliberately approached to take and be mindful of the effects on employee experience,
which will be long-lasting

21. Increase in organization complexity
Jai Kisan focused on expanding their geographic diversification and investment in markets to
mitigate and manage risk in times of disruption
After the 2nd wave Jai Kisan got a series funding of $30 million (approximately Rs217 crore)
from the new investor Syngenta ventures
 They started providing reskilling and career development support by developing resources
building out platforms to Provide visibility into iternal positions
Emergence of new top-tier employers
 Employees and prospective candidates will judge organizations by the way in which they
treated employees during the pandemic.
 Jai kisan Balanced the decisions made to resolve immediate concerns during the pandemic
with the long-term impact on the employment brand.

22. Going digital in a hybrid working model
Jai Kisan has agreed to work their employees from their remote location until situation gets
safe.
Employees started collaborate virtually for completing their tasks.
As jai kisan adopted a hybrid workplace model, one that involves part of the employees
from the office while the rest work from home.

23. THANK YOU ALONG WITH THE MESSAGE OF HOPE & MOTIVATION