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2015 HR Trends: More Tech Adoption and a

Greater Focus on Talent

Global economic growth and the resounding need to engage employees in all parts of the globedominated HR headlines in 2014. But as one year closes and another one moves ahead it!s time

to once again predict what is in store for 201".

Here are three #$% distinct HR trends that we fully e&pect to headline conversations in the new

year. 'ou!ll see that the common thread in these trends is the emphasis on new technologies and

innovations that will drive the HR industry forward.

(rom benefits technology to leveraging big data to better understanding your employees 201"will bring with it sophisticated new technologies and methods for HR which if approached

correctly will be a win for all parties.

1. More innovation in attraction and retention of talent

)mployee engagement is one trend that will transition from 2014 into the new year but it will

become more comple&. *or+forces are shifting and now companies are loo+ing for ways to

engage very different demographics from ,illennials to the aging baby Boomer wor+force.

-ccording to a recent study ,illennials will become the largest generation in the ./.wor+force and 2 percent of ,illennial respondents said that they are already in management

positions. -t the same time in 201" one in every five -merican wor+ers will be over "

according to the ./. Bureau of abor /tatistic.

/o what does all this mean3 n short when it comes to employee engagement one si5e does notfit all. (or e&ample a ,illennial may care more about a fle&ible wor+6life balance while the

older generation cares more about health care benefits.

-s a result companies will need to ta+e a step bac+ and evaluate the ways in which they

motivate employees revisit health care programs to ensure that they are meeting employee needsand shift to models that analy5e productivity to stay competitive and attract new talent. 7his will

re8uire loo+ing at each generation of employee and considering their preferences.

7he good news is that today it!s not 9ust salary that satisfies employees! needs it!s uni8ue

benefit offerings and a strong sense of company culture. -ll employees want to be a part of alarge organi5ation but still have the direct customi5ed communication on their benefits and

rewards programs to ma+e them feel li+e valued members of the team.

2. The impact of mobile on HR

,obile has changed the way employees wor+ as they have become highly reliant on these

devices and the apps within them.

http://millennialbranding.com/2014/2015-millennial-majority-workforce-study/http://millennialbranding.com/2014/2015-millennial-majority-workforce-study/http://www.cdc.gov/niosh/topics/healthyagingatwork/http://www.cdc.gov/niosh/topics/healthyagingatwork/http://millennialbranding.com/2014/2015-millennial-majority-workforce-study/http://millennialbranding.com/2014/2015-millennial-majority-workforce-study/http://www.cdc.gov/niosh/topics/healthyagingatwork/

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/martphones are attached to employees at all times providing them with the ability to wor+

remotely from the comfort of their homes. 7his can be e&tremely helpful for employees with

children as well as for the fre8uent business traveler.

But the true impact of mobile in the ne&t year is its ability to connect employees at any moment

and the implications this has on incorporating benefits and rewards programs into a person!severyday life.

Gartner predicts that 201" will be the year that mobile phone sales will reach 1.:" billion ;around ?sin the coming years . ,obile6optimi5ed HR software allows

employees to access benefits and rewards pac+ages from virtually anywhere. 7hey can chec+ onaccrued vacation time 8uic+ly and easily when planning their ne&t vacation or +now what their

hospital benefits are when they get rear6ended on said vacation.

nstant access to their information provides employees with a sense of control and puts them at

the heart of their rewards program.

-nother big influence on this trend is the emergence of ,illennials into the wor+force at a rapidpace which was part of the first trend above. ,illennials are a generation that is glued to their

phones = sending an average of 11 te&ts a dayaccording toMobile Marketer= forcing

organi5ations to change the way they communicate with their employees. Having HR processesthat are easily accessed on any mobile device is crucial to +eep employees informed and

connected to their benefits and rewards.

3. Big Data and HR

-s HR continues to move away from tedious paper6based processes we will see greateremphasis placed on data pro9ections and analytics.

?ompanies are increasingly turning to data to understand employee interactions and

productivity. (rom observing new employees during their first few days at a company toidentifying areas for improvement analytics will be used to pinpoint inefficiencies and

streamline wor+flow processes.

http://www.extremetech.com/computing/185937-in-2015-tablet-sales-will-finally-surpass-pcs-fulfilling-steve-jobs-post-pc-prophecyhttp://www.extremetech.com/computing/185937-in-2015-tablet-sales-will-finally-surpass-pcs-fulfilling-steve-jobs-post-pc-prophecyhttp://www.mobilemarketer.com/cms/news/messaging/18137.htmlhttp://www.mobilemarketer.com/cms/news/messaging/18137.htmlhttp://www.mobilemarketer.com/cms/news/messaging/18137.htmlhttp://www.extremetech.com/computing/185937-in-2015-tablet-sales-will-finally-surpass-pcs-fulfilling-steve-jobs-post-pc-prophecyhttp://www.extremetech.com/computing/185937-in-2015-tablet-sales-will-finally-surpass-pcs-fulfilling-steve-jobs-post-pc-prophecyhttp://www.mobilemarketer.com/cms/news/messaging/18137.html

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Latest trend of hr

In each area of HRM, there is at at least one new contribution everyday.

Some of the recent trends followed in India are:

1. Cometency Main!

". Si# si!ma$. S%&

However it all deends on the need of the or!ani'ation what to use or not to use.

(hus be clear on what e#actly you are loo)in! for or at least the area.

Re!ards

HR has to lay a vital role in todays cometitive a!e. Comany*s who are emloyee

focus are able to retain the sta+.

Involvement of emloyees in decisions, as)in! for their views, su!!estions, )eein!

a continuous and close touch with them are )et on riority by many multinationals.

%reciation and reco!nisation for thier outstandin! contirbution boots the morale

of the emloyee.

(here are many more thin!s arat from this..

(alent Mana!ement

r!anisational -rowth Strate!ic Human Resource Mana!ement

r!anisational e#cellence throu!h Leadershi

Imact of Mer!ers %c/uisitions on Human ResourcesHR0 in CrossCultural 2nvironment

Cometency Main!

3uildin! Hi!h &erformance Culture

2 HR

utsourcin! 4 Rede5nin! 6obs and 7or)

7or)Life 3alance in "89 2nvironment

1.-L3%LI;%(I< = 3>SI

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considerin! the HR function not as Aust an

administrative service but as a strate!ic business

artner.

Comanies are involvin! the human resources

deartment in develoin! and imlementin! both

business and eole strate!ies.

$.M3IL2 C>L(>R2

Communicate to all locations about a common

cororate culture.

%llow local cultures to maintain their identity

in the conte#t of the cororate culture.

2stablish common systems Be.!., accountin!,

mar)etin!, MIS.

&rovide mana!ement with education outlinin!

how the comany does business.

Create an or!ani'ational mission with inut

from all locations.

Create a written strate!y outlinin! the

cororate culture.

8.

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G S)ills in settin! u e@cient manufacturin! rocesses for new roducts

G S)ills in ne!otiatin! aroriate trainin! rovision with education and trainin!

roviders

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