Change Management - An Imperative

Thursday, 01 February 2018 07:09

At its most basic level, change is a movement out of a current state (how things are today), through a transition state and to a future state (how things will be done). Change happens all around us - at home, in our community and at work. Changes can be internally motivated or externally motivated. The change can be a dramatic departure from what we know or it can be minor. Changes can be anticipated or unexpected. But in all cases, the fundamental nature of change is a movement from the current state through a transition state to a future state.

In the change management arena, numerous authors have used various terms to describe these three states, but the notion is nearly universal. Even in other more technical improvement disciplines, the concept can be found - consider the As-Is and the To-Be notions in process redesign work.




Typically we take an organizational perspective when talking about change:

  • We are moving to documented and managed processes from ad hoc processes.
  • We are moving to an integrated system from numerous legacy systems. We are merging two organizations.
  • We are introducing a new product to the market. We are introducing new equipment into the manufacturing processes.
  • We are moving to call center specialists from a generalist model.

However, every organizational change ultimately has individual impacts - the 10s or 100s or 1000s of employees who have to do their jobs differently when they adopt the solution. This is the role of change management.

Change management - ultimately impacts how people do their jobs.

  • The newly documented and managed processes are executed by someone.
  • The new integrated database will be accessed by someone. Employees in the newly merged organization must work differently.
  • The new product will impact how someone does their job.

While change is about moving to a future state, change management is about supporting individual employees impacted by the change through their own transitions - from their own current state to their own future state that has been created by the project or initiative.

The connection, then, between "change" and "change management" can be characterized as follows:

The changes in our organization create new future states for how we operate. To reach those future states, individual employees have to do their jobs differently. The attainment of the organizational future state depends on the success of individuals reaching their own personal future states. Change management is the structured and intentional approach to enabling individual employees to adopt the changes required by projects and initiatives.

The underlying point here is that the results and outcomes of a project or initiative are defined by and depend on employees adopting the change, so change management is an essential tool for delivering results and outcomes.

What you can do

Below are several tips for practitioners who may be experiencing the confusion over change and change management.

1) Identify the confusion - are you experiencing this confusion with anyone you are supporting? In your work, have you seen confusion or lack of clarity about change and change management? If so, who are you seeing the confusion with? -

  • Project leaders and team
  • Solution designers and developers
  • Executives and senior leaders
  • Other change management practitioners
  • Others

2) Use the states of change - at both the organizational level and the individual level - as a way to introduce and position change management. Start the conversation about the current state, transition state and future state. And then continue the conversation to focus on individual current states, transition states and future states.

3) Introduce the notion by asking a simple question - Who will have to do their jobs differently as a result of this project or initiative? This is the beginning of the process of segmenting out the impacted groups so you can address them specifically from a change management perspective. By asking and helping answer the question, you are establishing a working relationship with the project team that provides a solid start for your change management work.

Once you have effectively positioned change management and shown the scope of your work (namely, the individual employees who will have to do their jobs differently), you are ready to move forward with a structured approach to change management.

At Employwise we support such innumerable initiatives for organization sustainability and success.

HR Trends 2018 – Gamification and App based work approach in Human Resources

Tuesday, 16 January 2018 08:46

Motivation is the engine of companies. The organizations need their employees to contribute the maximum of themselves, but the majority does not manage to stimulate in an ideal way. A possible solution to these problems it might be gamification. This tool manages to improve the performance of the people by applying technologies of game, stimulates them to take part in a dynamic and proactive way.

How does it work? Gamification applies behavior-motivating techniques from traditional and social games to non-game environments. An effective gamification program actually looks more like a loyalty program to help achieve real business goals when it is expanded beyond points, badges and leaderboards.

hr trends

The motivation, the engagement, the happiness and the good results might be 4 principal benefits of this technology; but the application has infinite positive consequences. Advantage of application of gamification in the area of human resources, due to two principal factors: on the one hand, the benefits that the tool can contribute in the organizations and, on the other hand, the involvement of personnel that is joining the companies, which it is principally of the generation millennial, which is characterized by the need of intrinsic motivators and by their passion towards the games.

With respect to mobile usage and apps, last year alone, consumers purchased roughly a billion smartphones. Why not take advantage of that? Imagine putting simple tasks like vacation requests or expense reports onto a person’s mobile device to be quickly handled the same way people handle their personal calendars or online banking? As executives feel the mounting frustration with outdated processes, there’s growing pressure to change – to develop tools that can make work processes faster, easier, and more engaging Towers Watson has projected that 36% of organizations will make structural, technology-based changes to HR in the next few years.

Organizations can use gamification to promote a positive corporate culture by rewarding employees for cross-departmental collaboration, providing process or product improvement suggestions, or even participating in company-wide volunteer programs.

You can use a gamified platform to track activities and opportunities, and showcase employee participation to their coworkers to provide intrinsic motivation.

These developments are also not just technical IT issues. They empower employees in areas that are now strictly the domain of HR. Implementing these apps will have direct consequences for the current ways of working in organization. Policies and processes will need to be reviewed and changed to be able to leverage these new and exciting innovations.

Artificial intelligence, big data, chatbots and game-based learning suggest that technology will play an increasingly prominent role in management and decision-making where human resources is concerned.

Every day more companies add to the gamificated world applying this tool in areas like the sales, the human resources, the product design and, even accounting. Now that it is revealed what is gamification and how useful it is, we are going to analyze the possibilities that this tool offers in the area of human resources through examples.

Recruitment and selection – Multipoly: It is a simulator of recruitment and selection who created the multinational of accounting and consultancy PricewaterhouseCoopers in which the candidates take part in a virtual world as if they were employed at the company for one year. Really, the game lasts 12 days and consists of the fact that every participant has a concrete mission and earns points depending on his achievements. Finally, the players who manage to overcome more tasks similar to those that they would have to perform in real life, are selected.

Training – Deloitte created a program online to train to their own employees called Deloitte Leadership Academy, in which about 20.000 executives take part. The tool consists of including medals, boards of classification and missions in a simple and intuitive platform with formative contents that they must overcome to reach the aims.

Performance evaluation – Apps through cloud-based employee performance and learning management system. The system also offers customized development plans and learning content to help develop and retain talent. The apps provides access to a wide variety of professional training and compliance courses and allows employees to add and publish content including videos, documents, and presentations. App’s dashboards, reports, and graphs allow users to review data and identify top performers, under performers, skill gaps, support compensation and succession planning efforts.

Career management – Linkedin is a gamificated tool for the development of careers that helps to change behaviors and to update and share information in the network. The tool consists of the fact that every member of Linkedin has a profile of which there takes form the information that every user provides.

We at Employwise help you with such initiatives in becoming an evolved and vibrant work place by providing functional information.

Advent of Well Informed Candidate

Friday, 22 December 2017 09:18

Information is power. Historically, the balance of power between employers and candidates has favored employers. Candidates had few sources of information about open positions, corporate culture or company vision, let alone compensation and benefits.

Today internet has become indispensable in recruitment across the globe. Employers and potential employees alike use the internet to meet one another directly or through an agency. Traditionally employers and candidates meet one another and conclude if there is a fitment. However, in today’s time, candidates rely on information available publicly as well as what they gather through their contacts and the social media. Candidates have access to a lot of information other than what they learn during an interview. How does this impact talent acquisition?

Crafting a communication is a skill of high order. Done well, this helps a company tremendously in building an image that creates curiosity in the minds of potential candidates.

However, this is easier said than done. There starts several action steps such as applying for a job, receiving feedback, various communication through various stages of the selection process, the visits and contacts during the entire process till the person successfully comes on board.


Social Media - Ex-employees and current employees of the organization express their views about working in a firm. Candidates who attend interviews with a potential employer talk about their experience. The social media and the search engines have made things easy for broadcasting these moments of truth all over. Companies do invest huge energies to communicate who they are, what kind of talent they are looking for and build an image that describes them as an employer.

One cannot escape from the fact that there are grapevines within an organization and some disgruntled souls who are out there. The team has to be alert and proactive in warding off the evil eye. And at the same time, one needs to be fast enough to attend to the mistakes and failures; recover the lost ground. There should be no let up in one’s efforts to spread the positive news that takes place in different parts of the organization.

Today’s well-informed candidates form their opinions looking at various such intimations, undertones and nuances. So, the employer organization has to be fast enough and hitting the bull’s eye consistently.

Match up - Life is fast today : decisions are being taken faster than ever before; thinking through is often understood as procrastination and viewed with despise. Organizations have to keep pace with the likes of their target audience. The cycle times are coming down in every aspect of our life. So, it is natural that candidates expect quick answer, the interviewers need more choice and the jobseekers have access to several opportunities at the same time.

Expectations are mutual and dynamic in a relationship between the employer brand and the talent pool. Hence, it is important that a winning organization keeps a tab on the trends in the talent market and makes adjustments in its actions on a regular basis.

The rise of well-informed candidates has made life simple for the Talent acquisition specialists and HR leaders in many ways. They get an enviable advantage if they tune in to the signals in the market with respect to their employer brand and make course-corrections. This calls for agility and rigorous execution! 93% of today’s job seekers want to be thorough and informed about all aspects of a company before accepting an offer

Companies have become increasingly active in sharing information about their mission, vision and Corporate Social Responsibility (CSR) policies. This comes at a time when more businesses and candidates seek to align themselves with organizations that share a common point-of-view and commitment to these important areas.

Globally, 32 percent of candidates report having information about their potential employer’s corporate mission/ vision at the earliest stages of the job search process. In Conclusion, Organizations should seek to harness the power of the well-informed candidate as a competitive advantage in today’s global search for the best talent.

We at Employwise help you with such initiatives in becoming an evolved and vibrant work place by breaking the functional silos and engaging across all levels of people and hierarchy !

Thinking Hats - The High Leverage Roles of a Teams

Monday, 18 December 2017 08:50

Routinely, many people think from analytical, critical, logical perspectives, and rarely view the world from emotional, intuitive, creative, or even purposely negative viewpoints. Lateral thinking is reasoning that offers new ways of looking at problems—coming at them from the side rather than from the front—to foster change, creativity, and innovation. One tool of lateral thinking, the Five CEO Hats technique, was devised by de Bono in 1985 to give groups a means to reflect together more effectively, one thing at a time.

Specifically, what are the right hats to be wearing? And how much time should be spent with each hat? We call this The Five CEO Hats. The specific roles of the five hats are: The Architect, The Engineer, The Coach, The Player and The Learner. Let’s dig more deeply into the Five Hats that you should be wearing.


The Architect : When you’re wearing the hat of an architect, you’re working on the business model for your operation. The areas of focus are the market, your offer, pricing, competitive advantage and improving your lead. This means you’ll be planning, thinking and plotting strategy. For example, let’s say you have launched or are thinking about launching a new product line or service. By donning your architect hat, you’ll spend your time focused on answering questions such as: Whom are we going to sell to? What problem are we solving? How are we going to price our product or service and how much margin are we going to make on it? How do we ensure recurring revenue in the model? Spending time on tasks like these is incredibly valuable to your business where every hour you invest will yield a strong multiplier effect, meaning you’ll get, say, a five- to ten-times or even greater return on every hour you invest in these tasks.


The Engineer : When you’re wearing the hat of the engineer, you’re working on implementing and improving the processes that align with the value proposition of your business. With your architect hat on, you ask, “What?” With your engineer cap on, on the other hand, you ask, “How?” With your engineer hat on, you might spend your time thinking about how to greet your customers after they arrive at the hotel or how to cut wait times when they’re visiting your theme park. In other words, you’re looking for ways to make functional improvements to your organization that delight customers.


The Coach : With your coach’s hat on, you’ll spend your time thinking about talent: how to acquire it, improve it, and divest yourself of under-performing team members. Just like the manager of a basketball team, you’re spending time thinking about how to get your players to perform better on the field. That could mean spending an hour with each of your direct reports and sharing some insight about how they might improve their performance. If, by doing so, you increase each individual’s performance just 5 or 10%, you have multiplied the effect of your time in a permanent way.


The Learner : The best and most humble Executives realize they don’t have all the answers and that to keep themselves and their company growing, they, too, have to keep learning. They are part of the talent in the business and can be outpaced by a fast moving operation, like anyone else. That means finding ways to educate yourself both inside and outside of your organization. when you put your learning hat on, you gain the ability to see over the hill and gauge what’s coming next in terms of informing and sparking the kinds of new ideas that will continue to propel your business.


The Player : In smaller / start up companies, most entrepreneurs & executives spent their time with their player hat on, meaning that then would bury themselves in different functional areas such as sales, engineering, accounting or operations. The rub, however, is that they fail to evolve from wearing their player hat all the time. The best Executives come to recognize that they need to take on new roles and let other people step in and take over.

There is no right answer when it comes to allocating the right amount of time to wearing any or all of the Five CEO Hats. The right mix depends on your business and where your constraints and opportunities lie. Conceptually, it might mean spending time wearing your architect hat, then transitioning to an engineering role so you can implement the processes you need for the new business model, followed by playing the role of coach and player to see the changes through with your team.

At Employwise, we share such informative articles to provides a common language that works in different cultures and promotes collaborative thinking, sharpens focus, facilitates communication, reduces conflict, enables thorough evaluations, improves exploration, fosters creativity and innovation, saves time, and boosts productivity.

Decoding Millennials In The Workplace

Monday, 11 December 2017 05:51

Millennials, millennials, millennials. So much has been said of this Generation—and not all of it flattering. But one thing is clear—Millennials are the fastest growing generation in the workforce worldwide, and they are rapidly becoming the most influential population in the market.

Despite the large numbers, a ferocious battle for their talent exists.

Millennials care about their paycheck—but it’s been shown that they care equally (or more) about their values. This means that if you want to win this generation over to your organization, you’ll first need to tap into their motivations and build a company culture that embraces their ideals. This culture change requires buy-in from leadership at every level of the organization. It can be a daunting prospect, but if done right, Millennials will reward your company with loyalty.

A 2015 Gallup Poll found that Millennials are the least engaged in the workplace, with only 28.9% saying that they are engaged at work. This, combined with high turnover rates and greater freelance and entrepreneurial opportunities, means that if companies want to retain these valued workers, they will have to double their efforts to meet Millennials where they are.

decoding millennials


So, what motivates Millennials to join—and stay at—a company?

  • Opportunities for personal growth
  • Development of strong relationships
  • Access to transparent and tech-savvy communications
  • Engagement in purposeful work
  • Balance of work and play

For Millennials, professional growth doesn’t necessarily mean they are looking for a promotion. Rather, they want the opportunity to develop the types of specialized skills and emotional progress that will advance their career over the long term. To that end, consider the following three strategies for improving your organisations recruiting and retention rates with Millennials:

  • Develop an awareness of career advancement options
  • Provide educational opportunities
  • Give individual feedback and coaching

Develop an awareness of career advancement options - Even if they’re not currently ready to take on a new role, having access to information about the educational background and skill sets needed for a specific position lets Millennials know what their next steps will be. And— most importantly—it gives them something to strive for. Make sure you have clearly defined career paths, and that your agents are aware of how their career may evolve over time. Encourage their development by providing the opportunity to do work that will lead to professional growth, and publicly celebrate their advancements within your organization.

Provide Educational Opportunities - Whether it’s industry training and certifications, offering reimbursement for continuing education or allowing employees to gain university credits for internal programs, these types of perks are of high value to Millennials for personal and professional growth.

Give Individual Feedback and Coaching - In a traditional environment, feedback usually focuses on meeting specific KPIs or improving recent interactions with customers. While this type of feedback is relevant to improving organizational goals, it doesn’t necessarily correlate to an employee’s own professional goals. Instead, coaching should focus on that person’s individual strengths and motivations. For example, coaching can help employees enhance their public speaking skills, or help an employee make and reach a particular goal, or advise them on making better choices regarding interactions with coworkers and customers. These types of individualized coaching opportunities aren’t hard to provide, and will go a long way towards making Millennials feel more understood and valued.

Collaboration is Key - Millennials want to share their ideas. They also crave supportive leaders who are willing to build relationships with them that go beyond formal KPI coaching sessions and annual performance reviews. Millennials are attracted to leaders who clearly articulate the WHY and HOW—Why a certain customer call type is handled in such a way, and how best to get work done every day. They are looking for mentors who will champion them, encourage them, inspire and motivate them—and challenge them on to greatness.

Master Tip: More Mentoring, Less Bossing - Millennials want a mentor—not a boss. In all aspects of their lives, Millennials engage with causes that help people, not institutions. The team and the mission, especially tied to a higher purpose, are far more compelling motivators than a message of “Do this for the company,” or “Work on the department goals.”

At Employwise, our compact, flexible, and intellectual offerings are expressed to make lifelong learning possible for all who commit to pursuing it.

HR and Its Future!

Tuesday, 05 December 2017 09:18

There are two primary drivers of change in HR: technology and talent management.

The impact of technology on HR’s work cannot be underestimated.

The three most important technology catalysts for change include

  • employee self-service through web-based portals
  • increasingly sophisticated call centers
  • aggressive new entrants into the outsourcing market

Technology not only frees HR from administration; it also provides the vehicle to leverage information about the workforce. Equipped with hard data, HR can know more, do more and be better business advisors.

Further, talent management will become a critical priority for the nation’s businesses—and the strategic purpose of HR’s future role within organizations. Broadly defined, talent management is a company’s ability to attract, retain and motivate employees.

The need for effective talent management has enormous implications for HR professionals.

hr and its future

What is the most compelling work in HR today?

HR professionals who have the business acumen to contribute to business strategy at the highest organizational levels are leading the shift in the HR profession from administrators to strategic advisors. Those HR professionals who understand the language of business, who speak in financial terms and who express the value of their work in relation to its impact on the bottom line make HR a compelling component in strategy discussions. A CEO quickly connects with the head of HR who can present an investment and return, rather than an expense view of the function.

How many HR leaders could answer, with precision and content, the following questions about their company:

  • Where is the business going?
  • What are the measures of success, i.e., business drivers?
  • How is the business performing on these success measures?
  • What are some of the key challenges faced in achieving success?

After answering these questions, HR professionals should then frame their work as business partners as follows:

  • What are the business issues that require partnership from HR, i.e., the people implications of business strategy?
  • What is the HR strategy that addresses these business issues? What are the skills needed? Specifically, how do you do it?
  • How do you measure the impact of the HR strategy on the business success measures? 4. How will the strategy be executed?
  • Currently, there are few HR professionals who combine both business depth and functional expertise and there exists a serious gap.

As shown below, HR professionals need to understand these interdependencies, including corporate governance, and their role in each aspect of the business.

hr challenges

Within the next decade, what are the primary workplace issues and challenges facing the HR profession?

The primary workplace challenge in the next decade is talent management. It will be about strategic staffing and finding those “highly valued” employees. Once you have the talent, how do you manage and retain them? How do you motivate the types of ownership behavior most likely to drive high performance? And as always, how do you manage poor performers out of an organization?

  • Attraction and retention of talent (including leadership development) • Workforce planning and skills assessment
  • Utilization of technology
  • Globalization
  • Customer satisfaction and its relationship to employee satisfaction
  • Strategic alignment and operational efficiency in the operation of HR; including the ability to measure its impact on business results, i.e., measurements of “soft” issues in addition to cost measurement.

Workplace challenges in the next decade:

Changes in the workforce —There is clear evidence that the demand for skilled workers exceeds the supply of qualified people. Today’s workers are smarter, more demanding and less loyal than their preceding generation. In this environment, employees can and will challenge their employers—with significant leverage.

Increased litigation –The aging population will present new legal issues for HR. Legal experts predict that litigation around “wrongful termination” of older workers, while balancing succession planning of younger workers, will begin to outstrip all other legal issues associated with employees.

Pipeline of new workers –The aging population presents pipeline issues at the other end of the spectrum. Where will the skilled workers come from to replace Baby Boomers?

Worklife balance – Even in companies recognized as leaders in promoting worklife balance, there is an increasing skepticism whether balance exists for employees. The same technological innovations designed to increase efficiency also enable work to pervade all aspects of an employee’s life.

Summing up one can say, The vision for the future is based on the real need to measure the link between investing in people and the bottom line. We need to find ways of proving and quantifying this link.

At Employwise we have a vibrant and ever growing community of professionals who love to share ideas and keep growing better through various articles and interventions and be future ready.

Evolution of a Learner

Wednesday, 22 November 2017 11:44

“You can’t teach an old dog new tricks!” 

How many of us hear it from people around us !

Classic examples of above idiom - Computers to old people, internet surfing, digging out information from internet, new age ways of working, travel and bookings.

A great quote from Henry Ford (the founder of the Ford Motor Company) is, “Anyone who stops learning is old, whether 20 or 80.” 

There is an unfortunate tendency to confuse ‘Learning’ with ‘Schooling’.

Even when this is not the case, we sometimes suffer from the peculiar debilitating tendency to wish to ‘cut people to size’, the so called ‘tall poppy syndrome’. In this case, people who voluntarily seek to better themselves through education, training, or self – directed learning are often undermined by colleagues, friends, and family – the very people who whose support and encouragement they most need.


Evolution of a Learner


Why is it necessary to motivate people to “keep learning”?

  • Because people will only plan for consistent learning activities through their lifetime if they desire.
  • They would not want to take up learning exercises in which their very roots are laughed at or demeaned in some way !
  • Lastly they would want to invest in time, effort and money only in those skills and expertise which is recognized tangibly !

Hence essential to raise the demand for learning as well as its supply.

People across all spectrums encouraged to follow open learning pathways, make choices, pick their learning destinations, so and forth !

But all this is easier said than done, there may be many barriers such as :

  • Physical barriers – work, family, childcare responsibilities
  • Attitudinal barriers – Low confidence, self esteem, aspiration, societal pressure, age factor
  • Structural barriers – infrastructural support for aiding learning

Lifelong Learning and the Future of Work

Job opportunities continue to grow in emerging spaces such as virtual reality, machine learning, artificial intelligence, and autonomous vehicles. At the same time, existing roles in fields from healthcare to finance are changing dramatically as new tools and technologies are adopted. The concept of lifelong learning is accordingly transforming from a discretionary aspiration to a career necessity. No longer is it a supplemental luxury to learn new skills, and no longer is learning new skills something you do only when you’re pursuing a significant career change. Being relevant, competitive, and in-demand in today’s fast-moving world requires an ongoing commitment to lifelong learning regardless of your role or career path.

Going forward, we’ll need a generation of workers who are hungry to learn and eager to keep pace with the times. They will pioneer new ways of combining business and technology to be more productive, and they’ll update old work models to match. Organizations across industries will look for curious, flexible, data-driven minds in both blue collar and white collar jobs. They’ll want people with the proven ability to keep learning and stay relevant in their field of expertise; people who actively pursue opportunities where their transferable skills might be applicable.

The need to retool

Innovative ways of solutioning, re-thinking, approaching the problem from different perspective, mapping options, retooling has evolved big time !

The future of work

A 2016 report issued by the World Economic Forum entitled Future Workforce Strategy offers detailed insights on all the issues discussed herein, and the report is highly recommended of particular interest are what the report terms as areas for “Longer Term Focus.”

Rethinking education systems

“Businesses should work closely with governments, education providers and others to imagine what a true 21st century curriculum might look like.”

Incentivizing lifelong learning

“Simply reforming current education systems to better equip today’s students to meet future skills requirements—as worthwhile and daunting as that task is—is not going to be enough to remain competitive.”

Cross-industry and public-private collaboration

“Businesses should work with industry partners to develop a clearer view on future skills and employment needs, pooling resources where appropriate to maximize benefits … Such multi-sector partnerships and collaboration, when they leverage the expertise of each partner in a complementary manner, are indispensable components of implementing scalable solutions to jobs and skills challenges.”

At Employwise, our compact, flexible, and economical offerings are expressly built to make lifelong learning possible for all who commit to pursuing it.

Being a Leader with no Expertise

Monday, 20 November 2017 04:48

Many of us would not dare to comment about something we do not know, especially in the company of those who may know more. But stepping out of comfort zone is no way less exhibiting leadership.

It is an assumption that skills you need to be as a leader are transferrable, because the way you inspire and motivate are good enough skills to establish you as an Leader.

But some researches have been contrary to the above notion.

Having domain expertise make you far more superior and technical competency makes you successful even in a management role. Hospitals managed by doctors are for more reliable and deliver well vis-à-vis those managed by other backgrounds.


leader with no expertise


Let us decipher the core elements to be a successful leader.

They may include but are not limited to :

  • ability to motivate self and others
  • effective oral and written communication
  • critical thinking skills, problem solving ability, and skills at working with teams and delegating tasks.

Some others equally important and critical are :

  • Take in large volume of information and break it into essential elements which define the core problem
  • Organize teams towards a common shared vision
  • Help in establish trust in the group

However, all the above skills alone will not make a great leader, one would also need expertise in a particular domain.

Illustrating above statement critical information a doctor needs to diagnose a patient or critical information needed by a lawyer to save his client are needed to negotiate a good business deal with the dual combination of domain knowledge and good leadership requirement.

Even effective communication differs from one domain to another. Doctors talking to patients must communicate information differently than politicians reacting to a natural disaster.

When one starts identifying core skills that leaders have it quietly becomes clear that domain specific expertise is bound up in all of them; because business is not really a single domain.

Some leaders may feel that having people with specific skill sets will solve their issues and allow them flexibility with respect to sound decisions, however, the problem is that without actual expertise, how would leaders even know they have the right people with right information and equally right skills to deliver ?

If managers cannot evaluate the information they are getting for themselves, then they cannot lead effectively.

Hence one can definitely state that leadership has two implications –

First, when we teach people about leadership, we need to be more explicit that domain expertise matters.

Second, when we train people to take on leadership roles, we need to give them practice solving domain-specific problems so that they can prepare to integrate information in the arena in which they are being asked to lead. For example, it isn’t enough just to teach people about how to resolve generic conflicts between employees, we must create scenarios derived from real time cases so that people have to grapple with all of the ambiguities that come from the conflicts that arise within particular industries.

This is particularly important because of modern workplace challenges, higher mobility, younger employees, multicultural workforce and workplace diversity.

At Employwise we have a vibrant and ever growing community of professionals who love to share ideas and keep growing better through various articles and interventions.

The Managing Leader vs the Coaching Leader

Friday, 06 October 2017 09:07

It’s a perennial debate. What is coaching and how does it differ from other modalities or ways of being in a corporate context such as mentoring, leading and managing?

You will love this - manager leader or coach leader.

Ram or Krishna

What’s your managerial style: like Lord Ram or Lord Krishna?

In Hindu mythology there are two great epics. One is called Ramayan and other is called Mahabharata. The centre story of both these books is around victory of good on evil. In one story Lord Ram leads his army to defeat Ravana in his land, While in the second Lord Krishna oversees Pandavas defeat Kauravas in the battle at Kurukshetra.

managing leader vs coaching leader

In Ramayan, Lord Ram is the best yodhaa of his side. He leads his army from the front. Strategies & directs different people to do things which will meet the objectives. His people are happy to follow orders & want to get all the appreciation for being the best executors. Lord Ram set direction & also tells people what to do during difficult times.

Ultimately they won the war & the final outcome was achieved.

On the other hand Lord Krishna told Arjuna, I won’t fight the battle. I won’t pick up any weapon; I would only be there on your chariot as a charioteer. And he did what he said. He never picked up the weapon & he never fought.

Still, Pandavas won the war & final outcome was achieved.

So, what was different? It was their managerial style & it was also the type of people who were being lead. Lord Ram was leading an army of ‘MONKEYS’ who were not skilled fighters & they were looking for direction. While on other hand, Lord Krishna was leading Arjuna who was one of the best archer of his time. While Lord Ram’s role was to show it & lead from the front, Krishna played the role of a coach whose job was to remove cobwebs from his protégée’s mind. Krishna couldn't teach Arjuna archery but he could definitely help him see things from a very different perspective.

Here are some of the basic differences in two styles: Lord Ram- A skilled warrior, lead monkeys, was emotional, gave precise roles & instructions, motivated the army to fight for his cause

Lord Krishna: works with best the professionals, provides strategic clarity, allows team members to take lead, fights for the cause of the team, did not depict his true emotions

Look at your team/family & reflect what type of leader/parent you are, One who keeps answering/solving problems for people/kids Or Who asks relevant questions from their people/kids so that they can find their own solution.

Are you someone who tells/directs all the time Or Someone who clarifies doubts & allows their people/kids to find their own ways.

Are you someone who has monkeys in the team & the way you deal with it Or you have the brightest experts in their area getting stuck with issues?

Younger generation doesn't want you to tell or show how things are done, they want to know the meaning of their task and how it makes a difference in this world.

They are Arjuna’s who don’t necessarily seek more skill/knowledge but they need someone to clarify the cobwebs in their mind, if you still apply Lord Ram’s style on them, you are bound to fail as a manager.

On the other hand if there are people who aren't skilled enough but rely on ur expertise to sail you through Lord Ram’s style is appropriate.

Isn't it good for us to reflect & think what managerial style will bring the best result for you and your team/family ?

Is it Lord Ram or Lord Krishna?

Both are needed

Just because they’re different, one isn’t necessarily better than the other -- both leadership and coaching are important parts of development. Outside advice and insights from a mentor can help leaders to see new ways of proceeding and learn from the experience of others. The opportunity to reflect on their own experiences and get help setting specific plans for improvement helps those same leaders improve their practical leadership skills.

At Employwise we like to hone these skills through various initiatives for the betterment of employees and organizations likewise.

Company Restructuring Strategy Through Employees Rationalization

Wednesday, 04 October 2017 06:36

“Right fit, right time, right place.”

So many times we have heard of this.

Getting a person on board is no mean joke at all, so much of thought, psychometric processes, behavioral interviews etc involved in arriving at “the probable star”.

“People are our greatest assets” is an oft quoted statement, however HR departments across are dealing with rationalization issues.

The ultimate objective is one of matching or fitting employee abilities to enterprise.

It seems like organizations have to get a lot of things ‘right’ in order to reap the benefits from this exercise.

Quite a paradox for HR !

Last few years have seen rapid technology changes with emergence of new disruptive at rates never seen before. To meet the growing demand of the company, optimization of manpower is done on a continuous basis with utmost care.

But is that what is actually done ?

Do requirements from employees evolve over time ?

Selected for “A” activity and performance appraised on “B” activity ?

Criteria best known to the organization.

Efforts by organizations on optimization of manpower through scientific forecasting, well defined manpower norms & their periodical review, balanced deployment & skill transformation through training, retraining & redeployment. The list is endless.

Restructuring is for variety of reasons such as cost pressures, aging workforce and approaching retirement wave, current and projected labour shortage and to meet growth targets.

company restructuring

Most workforce planning exercises may be triggered on account of two problem statements.

 1. Adoption of new technology, process redesign, role redesign and other miscellaneous changes in the environmental conditions.

 2. Organizations may need clarity on the total number of people it may want to hire/drop over short, medium and long term. This may facilitate the organizations to plan for the recruitment or separation activities.

The biggest challenge to workforce planning is for the leadership to believe that it is an organizational initiative and not an HR initiated. The leadership needs to be fully committed.

Thus with the organizations entering the new age of economic uncertainties, competing by capability maximization may become the new name of the game. Consequently organizations are expected to have a comprehensive cost strategy along with a well crafted revenue strategy. There may exist multiple avenues of optimization along the four dimensions of organizational framework- structure, workforce, processes and technology. Key examples in this regard may be process re-design for efficiency, technology up-gradation, workforce planning, role clarification, goals cascading, skill alignment, cross functional/departmental communication, organization de-layering and team based governance. The delivery models, stated below define the nature of interactions among the structure, workforce, processes and technology.

shared services model

outsourcing model

self service model

hybrid model

Implementation of these is a daunting task. Employees and organizations may have to deviate from their usual ways of working to new and unchartered ways of working.

Listing some of the most common components of a workforce plan:

  • Forecasting and assessment. Estimates, for example, of the internal/external supply and demand; labor costs; company growth rates; and company revenue.
  • Succession planning. Designating, for example, the progression plan for key positions.
  • Leadership development. high-potential employees; coaching; mentoring; rotating people into different projects.
  • Recruiting. Estimating needs for head count.
  • Retention. Forecasting turnover rates; identifying who is at risk and how to keep them.
  • Redeployment. Deciding who is eligible for redeployment, and from where to where.
  • Contingent workforce. Designating the percentage of employees who will be contingent, and in what positions.
  • Potential retirements. Figuring out who is eligible, when they are eligible, who will replace them, and what alternative work arrangements
  • Performance management. Culture of performance
  • Career path. Career counseling for employees to help them move up.
  • Backfills. Designating key-position backups.
  • Internal placement. Developing job-posting systems for internal employees
  • Environmental forecast. Forecasts of industry and environmental trends
  • Identifying job and competency needs. Doing a skills-and-interest inventory.
  • Metrics. Identifying metrics to determine the effectiveness of workforce planning.

Organizational restructuring may result in adding new positions, eliminating or reducing current positions, changing work assignments, modified reporting relationships for current employees, and more. EmployWise has the capability to efficiently accommodate and account for changing positions, priorities, programs, and processes thereby enhancing organizational effectiveness and addressing budget reduction. We can make organizational restructuring an easy task since as our teams have the expertise to develop and extend such capabilities to help organizations develop such robust practices with time-bound interventions.

Psychology of Change

Friday, 29 September 2017 08:52

In recent years change in the business environment has become a way of life. Gone are the days when individuals could expect to work in the same business, under the same ownership, with the same people, and the same customer base for the whole of their career. Everyone is impacted by change. As the degree of change increases, people who manage others, no matter what their title, are in a position to influence the process and outcomes of change.

Most organizational change efforts take longer and cost more money than leaders and managers anticipate. In fact, research shows that 70% of all transformations fail.

psychology of change


A weak culture that isn’t aligned with the mission, lack of participation and buy-in, under-communicating a powerful vision, over-communicating a poor vision, not enough training or resources, and so on. But one very critical roadblock standing in the way of bringing a change is what is called as change battle fatigue.

Change battle fatigue is the result of many elements such as past failures plaguing the minds of employees and the sacrifices made during the arduous change process. When a transformation is poorly led, fatigue can set in quickly. Hence people often get discouraged and eventually give up. Even when companies make great strides during building a change culture and preparing for the change battle, fatigue can derail even the most valiant efforts for change.

When change efforts have failed in the past, people often grow cynical. They start to mutter under their breath, “Here we go again” or “Here comes another flavour of the month.” or, as one middle manager once told me, “We’re lying low until this fad blows over.”


Four conditions for changing mind-sets

Employees will alter their mind-sets only if they see the point of the change and agree with it. The surrounding structures (reward and recognition systems, for example) must be in tune with the new behavior. Employees must have the skills to do what it requires. Finally, they must see people they respect. Each of these conditions is realized independently together they add up to a way of changing the behavior of people in organizations by changing attitudes.


A purpose to believe in

Anyone leading a major change program must take the time to think through its "story"—what makes it worth undertaking—and to explain that story to all of the people involved in making change happen, so that their contributions make sense to them as individuals.


Reinforcement systems

Organizational designers broadly agree that reporting structures, management and operational processes, and measurement procedures—setting targets, measuring performance, and granting financial and non financial rewards—must be consistent with the behaviour that people are asked to embrace. When a company’s goals for new behaviour are not reinforced, employees are less likely to adopt it consistently; if managers are urged to spend more time coaching junior staff, for instance, but coaching doesn’t figure in the performance scorecards of managers, they are not likely to bother.


The skills required for change

How adults best be equipped with the skills they need to make relevant changes in behaviour? First, give them time. This means that you can’t teach everything there is to know about a subject in one session, better to break down the formal teaching into chunks, with time for the learners to reflect, experiment, and apply the new principles. Large-scale change happens only in steps.


Consistent role models

In organizations, people model their behaviour on "significant others" those they see in positions of influence. People in different functions or levels choose different role models—a founding partner, trade union representative, or the highest-earning sales rep. So to change behaviour, it isn’t enough to ensure that people at the top are in line with the new ways of working, role models at every level must "walk the talk."


The outcome

It is neither easy nor straightforward to improve a company’s performance through a comprehensive program to change the behaviour of employees by changing their mind-sets. No company should try to do so without first exhausting less disruptive alternatives for attaining the business outcomes. Sometimes tactical moves will be enough, new practices can be introduced without completely rethinking the corporate culture. But if the only way for a company to reach a higher plane of performance is to alter the way its people think and act, it will need to create the above conditions for achieving sustained change.

We at Employwise help you with such initiatives in becoming an evolved and vibrant workplace by breaking the functional silos.

Leading and Engaging a Multigenerational Workforce

Friday, 29 September 2017 04:50

Picture the scene. You have fresh-faced graduate working alongside a 60-year-old work colleague on the same project. These two employees work for the same employer but have very different expectations and views of the workplace.

We’re now facing a workplace where in theory, many employers could have employees ranging from 18 to 80 in the workplace. This has huge implications for employers in terms of managing the needs and expectations of Millennials, Generation X and the Baby Boomers.

Four generations are in the work force. Ranging from septuagenarians to 20-something recent college graduates, your company may experience the challenges posed by having so many different sets of values, expectations and work styles in the workplace.


multigenerational workforce

Overview of the Generations

Many workplaces are facing the challenge of employing a range of generations that encompass Veterans (1939-1947), Baby Boomers (1948-1963), Generation X (1964-1978) and Millennials(1979-1991)

One of the biggest challenges facing leaders will be managing an employee age profile which in theory could range from 18 to 80

Among the challenges facing managers today is effectively dealing with a diverse workforce. This diversity is not limited to gender, religion, ethnicity, and racial background it also relates to the various generational values found in the workplace today

Having employees of different ages working side by side is nothing new. But a heightened focus on generational differences in recent years has altered the conversation. Baby boomers, born between 1946 and 1965, and known for their self-involved, career-oriented, goal-driven attitudes, have been the dominant players for the past three decades. But millennials are surging into the workforce with a decidedly different set of experiences and needs, and much has been written about the clashing characteristics of these two groups. Sandwiched in between are the Gen Xers, who already hold some leadership positions and are staking out territory for more.

Each generation is defined by a set of stereotypes that emerge from some clear truths. Millennials in particular are saddled with a raft of traits, both good and bad, that have framed the discussion. They are the most-educated generation, the most technically savvy and the most socially conscious. Like the baby boomers, they are considered self-centered—but they differ in several notable ways: They are impatient, for example, and in need of constant feedback and hand-holding, residue from being raised by overly protective parents. The knock on millennials is that they will abandon jobs quickly if their needs are not met. But there is disagreement among the experts over how much the generational differences matter in terms of employee engagement.


Benefits of the Multigeneration Work Team

There are several benefits to be gained by the whole organization when a multigenerational team works well together. A positive, inclusive work culture can lead to business success by enhancing recruitment, retention and profitability.

  • The team can attract and retain talented people of all ages.
  • The team is more flexible.
  • The team can gain and maintain greater market share because its members reflect a multigeneration market.
  • Decisions are stronger because they’re broad-based with multiple perspectives.
  • The team is more innovative and creative.
  • The team can meet the needs of a diverse public and can relate more effectively.


Crossing the Generational Divide

At the companies that are the most focused on the engagement issue, the effort pays off with cross-pollination among the generations, the best way for senior leaders to engage employees across generations is to take key steps for managing an age-diverse workforce:

  • Be intentional in your approach to leadership to get greater productivity and better results.
  • Determine which rewards are most valuable to different employee groups and then give managers the tools to offer those rewards.
  • Support the needs of different generations through flexible work arrangements.
  • Foster intergenerational teaming and learning.
  • Identify your most critical roles and skills gaps, and ensure you have succession plans in place.


In the quest for higher levels of engagement across the organization, the key is leveraging the full capacity of the multigenerational workforce rather than segmenting it based on age affiliation.

In the end most companies are trying to answer the question ‘What engages and satisfies employees at all levels of the organization, regardless of their generational group?”

We at Employwise help you with such initiatives in becoming an evolved and vibrant work place by breaking the functional silos and engaging across all levels of people and hierarchy !

Can An HR Software Save Your Business During The Layoff?

Friday, 15 September 2017 10:15

Ask any HR professional about his worst nightmare and the answer would be “layoffs”.

Laying off indeed is one of the most excruciating experiences of a business and its entrepreneurs as well as human resources people.

Newer technologies such as cloud computing, are moving away from a people-led model, which means companies need fewer employees. Organisations have embraced automation tools to perform the mundane, repeatable tasks that were performed by an army of engineers earlier.

Can An HR Software Save Your Business During The Layoff?

Organizational structures are getting disrupted.

“What required 50 programmers, analysts or accountants 5 years ago can be done by a handful of smart thinkers and much smarter systems”.

Poor growth and pressure on profitability have prompted most companies to save on costs. In the year ended March 2017, for the first time since 2009-10, IT companies grew slower than industry body Nasscom’s 8.6% growth forecast, even as the profitability of all the companies declined.

Trump’s protectionist policies mean more Indian IT companies are asking Indian H-1B Visa holders to return home.

All sector’s are witnessing uncertainties. Estimated the layoffs in 2017 are expected to be twice the number of people who were served notice in the previous fiscal year.

Selection for Downsizing

Options available when planning necessary workforce reductions :

  -> Seniority-Based Selection - With the seniority-based selection, the “last hired/first fired” concept is used.
  -> Employee Status-Based Selection - Employers who have part-time or contingent workers on their payrolls may want to lay off those workers first to ensure greater job security for remaining core workers.
  -> Merit-Based Selection - Weeding out poorly performing employees, it should be scrutinized carefully.
  -> Skills-Based Selection - To retain those workers who have the most sought-after skills.
  -> Multiple Criteria Ranking - Based on multiple criteria such as seniority, skill, and performance considerations.

Employee’s education, experience, promotability and attitude

Employee’s skills, abilities, knowledge, and versatility

Employee’s quantity and quality of work, attendance history and tenure

The question, why lay off employees at all? Few reasons:

1. Cost Cutting - The global economic meltdown has significantly affected business operations. The last decade alone has seen a great number of companies that have filed for bankruptcy. As revenue cannot be increased, the only viable option is to reduce cost.

2. Change in Policies - US President, Donald Trump, has made serious changes in the international trade and business policies of America. These policies focus on job creation within the US.

3. Other Miscellaneous Factors - Reduction in business opportunities leading to termination of projects, companies relocating to more cost-effective locations, Technological prowess is also contributing to the threat of mass retrenchment, Advanced research and development in Robotics making humans redundant.


Coping Up With Layoffs

It is undoubtedly unnerving to realize you have been terminated at a moment’s notice, few tips to bear this crisis are:

1. Develop Alternative Skills - When the ‘dotcom’ era began, many people had to upgrade their skill sets to retain their existing jobs. The current business scenario demands a restructuring of the job and upgrade your skill sets.

2. Look out for different opportunities - Keep an eye out for other opportunities and acquire diverse professional skills.

3. Use your creativity - Many creative professionals have started small startup ventures of their own.

4. Relax and take stock - Sounding trivial, this could be the best time to kick back and relax. Catch up on missed family time and personal space and rethink your career avenues.


Nonetheless, Layoff undoubtedly is the most agonising things to go through for both employees and employers. This is the reason it becomes important for HR people to be organised and agile

This is where EmployWise comes into play! Here’s how our services can help your business sail smoothly through any contingency.

Smooth Exits - Easier to abide by all the exit formalities and requirements, by providing a centralized data hub. Calculating final settlement or rolling out NDAs (non-disclosure) forms and other exit documentations.

Exit Paperwork - Helps your HR stay organized and retain all records and meet all the employment obligations.

Understand that layoffs are not only excruciating for the ones who are being axed, but also for the ones who stay making it a nightmare for the company’s HR department to wade through.

Engaging Employees – Only Way to Retain Them Today !

Friday, 15 September 2017 08:56

A professor in a program on leadership elicited a lot of laughs by telling a joke: “A CEO was asked how many people work in his company: ‘About half of them,’ he responded.” Post session, several participants put a more serious face on the problem when, while chatting, they bemoaned the fact that, in their organization, a significant number of people had mentally “checked out.”

CEOs and managers are very concerned about a waste of time, effort and resources in their organizations. Reason is simple: If people are not engaged, how can these leaders attain business objectives critical to improving organizational performance?

Engaging Employees 20170915

Organizations realize that a ‘satisfied’ employee may not necessarily be the ‘best’ employee in terms of loyalty and productivity. Only an ‘engaged employee’ who is intellectually and emotionally bound with the organization and feels passionately about its goals. He goes the extra mile to drive the business. Moreover, in times when loyalty is losing ground, employee engagement is a powerful retention strategy.

Global studies recommend three basic aspects of employee engagement –

  - Employees and their own distinctive psychological makeup and experience;

  - Employers and their capability to create conditions to promote employee engagement;

  - Interaction between employees at all ranks.


Beliefs About Employee Engagement

Higher levels of engagement based on fundamental beliefs :

1. Successful execution of any business strategy - Engaged workforce is your only true competitive advantage. It is impossible to copy and without it, execution of most initiatives becomes difficult.

2. Engagement is not a short-term initiative. Takes years of steady progress to build high levels of engagement, and without the proper care and feeding, these gains can wither and fall away.

3. Engagement must be driven from the top - Engagement is a business imperative, NOT HR initiative, though HR should be a key player in driving it. Support from the top means senior leaders must be highly engaged themselves. It’s hard to imagine highly engaged employees without highly engaged leaders.

4. No one impacts the state of engagement more than an employee’s immediate leader. Show us a highly engaged team, and there’s a strong likelihood of a leader who is coaching for success, setting clear goals, empowering others, providing open and honest feedback, and making the winners feel valued.

5. Measuring engagement and demonstrating its business impact is crucial, but it’s only a small part of winning the battle. Far too many organizations pour hundreds of thousands of dollars measuring and re-measuring engagement, leaving little energy or budget for actually improving engagement levels. Keep engagement measures simple and cost effective.

6. Engagement means reaching the heart. Highly engaged employees give that extra effort because they care. And, they care because they feel someone is caring for them. A vice president for customer service insists that his managers really get to know the individuals on their teams as people, not just employees. This sends a powerful message to employees that the organization understands and appreciates that they have a life outside work.


Five indicators of dis-engagement taking its hold :

   --> Conflict is avoided, not resolved

   --> Procrastination rules and decisions are not taken promptly

   --> Important business information is shared round the water cooler rather than at official meetings

   --> Correct procedure is more important than success

   --> People fail to make their expectations clear and then resent if not met


Five features of an engaged workforce :

   - Employees are loyal - they talk to each other rather than about each other

   - Both leaders and individuals challenge each other openly

   - People are accountable for their actions and take pride in their contribution to success

   - Individuals support organization’s brand and work to deliver on what the company promises

   - Mistakes are regarded as inevitable on the road to experience


Six ways to promote employee engagement :

   --> Tap into the wealth of experience and ability of the workforce
   --> Establish recognition and rewards for effective work, that are merit-based, emotionally satisfying and not always financial
   --> Face up to change and invest in developing employees who can adapt skills accordingly
   --> Balance top, down and bottom-up leadership conducive to optimal performance
   --> Never assume a sent message as received – use more than one approach to communicate

Though HR is believed to be the custodian of employee engagement and it takes initiative and drives constant employee engagement programs, in the ever-evolving industry, employee engagement is NO longer a prerogative of HR but also of organizational leadership. Every leader has own style of engaging with employees to achieve the best results.

EmployWise hire-to-retire HR software solution that takes care of the entire employee life-cycle and has built-in features to drive constant employee engagement. Its Performance Management and Learning & Development modules focuses on building a more engaged workforce by means of continuous trainings, job rotations, skill upgradation, flexibility in working hours, competency mapping, rewards and recognition for effective work.

In order to motivate employees to give their best, their efforts need to be constantly recognized and rewarded. Thus, EmployWise rewards and recognition provides for creative communications, peer-to-peer nomination, milestone awards, on-the-spot recognition, certificates and awards, budgeting and performance reporting. EmployWise believes engaged employees not only lead to higher productivity and revenue but also lead to greater customer satisfaction and enhanced brand image. Engaged workforce is at the core of our software solution.

How can HR Software solve Your Management Problems with Innovation?

Tuesday, 22 August 2017 00:35

A company does not achieve overnight success; it takes a lot of hard-work and patience from each department to take it to its zenith. For a business to keep moving forward it is imperative that all its divisions work together. Irrespective of organization size (small, medium or a conglomerate), there is always this one department that bears the maximum amount of pressure: the Human Resources department. Being one of the most crucial assets of a business, it is of utmost importance to manage and utilize the available resources in the best possible manner. This is the reason organizations have resorted to the Human Resources Management Software or HR software for the smooth functioning of each aspect of the HR department.




Those days are gone when HR software was simply an online repository of employees' data, it now provides a plethora of services and benefits. The automated HR systems are packed with a bunch of features to administer various complex business processes such as Recruiting, Benefits administration, and Performance monitoring. This centralized system is put in place for business leaders to get insights about the company resources and frame strategic decisions to improve performance and efficiency of the organization.


Undoubtedly, an automated HR system offers a wide variety of business advantages if you go for the one that perfectly corresponds to your business needs. Below mentioned cornerstones, which are common in most of the HR software today, enable the businesses to solve various management problems in an efficient manner:

1. Employee Management

Employee database or employee management module is the core of any HR software. It reduces or eliminates the need for hard-copy documents and keeps all the employee related data or information in an organized way. Also, the entire employee database is stored either in a local or centralized server from where it can be easily accessed via the Internet.

2. Automated Payroll Management

With an electronic payroll system in place, HR departments can save the businesses from the hefty costs associated with outsourcing payroll division. This comprehensive feature enables companies to link the payroll data with employee information, which can further be utilized while making changes in payment or keeping track of employee working hours.

3. Attendance Management

This is yet another vital aspect of HR software that solves employee management issues on various levels. It is a sheer wastage of time and energy to manually track attendance of the employees, a slight error in the database can lead to information management ambiguity. Also, this will affect other modules including leave, payroll, and administration. However, every HR software today comes packed with a comprehensive attendance management module that helps the businesses to track accurate attendance of its employees without fail.

4. Employee Self-Service Portals

Self-service portals are a great way to bridge the communication gaps between the employees and their managers or HRBPs. It provides employees with an access and control to their information; they can edit the personal details, request time-offs, view scheduled information and communicate with fellow peers or HR professionals. As these portals are mobile-friendly, it offers great convenience to employees.

5. Recruiting & Onboarding Management

Both recruiting and onboarding are valuable parts of the HR department but these can be time-consuming too. With an innovative HR system in the organization, it gets easy to manage job postings on company websites or social media, filter the applicants by relevant skills and qualifications and also, transfer all the information of employee into the database once hiring is done.

6. Improve Performance Management Effectiveness

The automated HR systems allow the managers to get an employee's performance feedback from multiple sources thereby giving him/her an overall review. This information helps the managers in rating, giving feedbacks or advice to employees in addition to suggesting training sessions for improving their professional efficiency.

7. Benefits Administration

Investing in modern HR software that offers benefits administration can save cost and time of organizations. This element of HRMS allows the employee to understand enrollment and details of policies. Also, it reduces the chances of non-compliance violations that not just saves the penalty amount but maintains an organization's reputation.