HUMAN RESOURCE MANAGEMENT Cia3

HUMAN RESOURCE MANAGEMENT
CIA III
3 FIB B
ANANYA CHANDWANI
Topic: FACTORS AFFECTING BUSINESS DUE TO

COVID-19 IMPLICATIONS.
Submitted On: 8 November 2021

Submitted To: prof. John Paul V
Interviewee: Mr AMIT DAWANI
Company: Hindustan Unilever
Hindustan Unilever Limited, based in Mumbai, India, is a consumer products corporation. It
is a subsidiary of the British business Unilever. Foods, drinks, cleaning agents, personal care
items, water purifiers, and other fast-moving consumer goods are among its offerings.
Post: General Manager HR

His role is to formulate HR strategies aligned with the organisational goal, take initiatives
that are in interest of the employees and maintain employee relations by addressing
grievances and understanding demands.
The COVID epidemic is a worldwide calamity unlike any other, with severe health,
economic, and societal consequences in every country. It is pushing the global economy into
an unprecedented downturn. All firms have a basic obligation to protect human rights in their
own operations and commercial connections. Using human rights due diligence methods to
detect, avoid, mitigate, and account for how they handle their human rights effect is a viable
approach to do so.
KEY HR CHALLENGES POST COVID

While normalcy as we know it may never return, the reality remains that the worst of the
crisis looks to be over, leaving HR and organisations around the world to figure out what
comes next and how work will feel in the future.
This time has influenced how we work and how we view work fitting into the rest of our lives
for the rest of our lives. Organizations will be seeking for their footing for the foreseeable
future, adopting new methods of working and new conventions to build their collective
cultures.
1. Remote working conditions

Many people are discovering that they enjoy working remotely as more people have
the possibility. Companies must assess their current remote work practises and
determine what is acceptable in the future. If employees who worked remotely
throughout the epidemic are summoned back into the office, they may get irritated
and seek other employment. Companies will need to be more receptive to remote
work when hiring. Permanent remote work necessitates a distinct skill set, so make
sure your pre-hire evaluation screens are sufficient to determine remote job
preparedness.
2. Prolonged remote hiring
Virtual interviews an-pd remote recruiting are here to stay for human resources (HR)
departments. While an in-person interview is preferred, HR teams and recruiting
managers have discovered that it is feasible to evaluate candidates electronically.
Only HR MANAGERS who are well-trained and well-equipped will be able to
survive in this computerised era of recruiting and selection. If firms aren't willing to
hire remote workers, you'll be limited to a smaller pool of candidates since you'll be
limited by geography.
3. Digitized recruitment Process
Employers can no longer rely on their good name to recruit top talent. HR
departments will need to take further initiatives to automate the recruiting process in
addition to video interviews. HR departments must develop digital tools to compete
for top performance, given the rising competition. Employee manuals, benefits, HR
policies, procedures, rule books, and training manuals are all part of this process.
If organisations want to produce a workforce that more properly reflects our culture,
they will have to shift their reliance on old ways of recruiting, screening, and vetting
tools like the resume
4. Job skills are evolving
The epidemic has changed the way many businesses operate while also putting many
individuals out of job. Many of those people do not want to return, and many of the
firms indicated above demand workers with different talents than they had only a few
years ago.
As more work processes are digitalized and new technologies are used, new
possibilities and concerns emerge. Employers and employees are both understanding
the need for adaptability as worker fear losing their jobs. Employees must upskill, and
firms must give opportunity for workers to learn new skills and advance.
5. Decreased budget for recruitment
With dwindling recruitment expenditures, it's more critical than ever for HR to
consider other methods of conducting business and ensuring a steady flow of new
hires. Technology can help us meet today's and tomorrow's issues. More cuts to
recruitment expenditures are expected, according to half of human resources experts.
There will be even more pressure to fill available positions as rapidly as possible. HR
departments will want cost-effective solutions with a high return on investment.
6. Employee retention
For talent retention a tailored approach
h to employee onboarding increases the likelihood of a new worker staying for at least
three years by 58 percent. Effective onboarding immerses the employee in the culture
of the company and acts as a powerful and effective entrance point into a rewarding
work experience that minimises turnover and helps companies retain key talent.
CONTEMPORARY HR CHALLENGES
1. Attracting top talent
To recruit the right talent HR professionals must know the requirements of the job
but since job roles are forever changing, this task is not so easy to perform andf
hence remains a challenge.
2. Developing Leaders of tomorrow
Leadership development is a critical strategic initiative in order to inspire and
motivate employees but it is definitely easier said than done.
3. Compensation
In order to get satisfactory output from employees maintenance of payroll is very
essential.
4. Time tracking
Without a solid tracking system employees cannot be paid fairly since people live
in different places and hence laws comply accordingly.
5. Increase employee efficiency.
HRM has to take decisions such as the employee being unproductive or if he had
proper resources or not. They need to find out the most efficient way to increase
output.
6. Managing diversity
HRM should formulate and implement for safeguarding the interests of its
employees and promote diversity in workplace.
7. Safety of employees
Most obvious HR challenge is safety of employees. HR professionals need to keep
a close eye on mental wellbeing and stress of employees as well.
HOW HR MANAGER’S ROLES HAVE BECOME MORE CHALLENGING THAN

BEFORE
As they adjust to social distancing tactics and a new work environment that they may not
have envisaged, the coronavirus epidemic has disturbed organisations and forced human
resources managers to think differently about their job.
 Face-to-face communication is being displaced by e-mail and videoconferencing,

putting HR managers in a tough position. There have already been studies that show
that companies desire more of their onsite personnel to work remotely when the
epidemic is over. This transition will provide its own set of HR issues, since creating
connections in this manner will be difficult in and of itself.
 They're also dealing with a lot of paperwork and giving support to the millions of
people who have been laid off or furloughed. HR managers are attempting to keep
their employees productive, motivated, engaged, and connected while they are still on
the job, all of which are changing goals in the new normal.
 HR managers should also adjust their contingency plans to account for circumstances
such as the absence of employees with certain talents and skills. This is not like the
typical HR hiring challenges, where you know what your attrition or absence rate will
be based on prior historical trends.
TRENDS THAT CAME ALONG IN THE PANDEMIC
1. Work from Home 2.0

Rethinking Business Models, providing best materials to make WFH easy. Companies
like twitter and capital one believe that WFH is likely to stay. Microsoft has come up
with hybrid workplace that offers flexibility to the employees.
2. Rethinking HR
HR needs to reinvent current practices to effectively deal with situations arriving in
this digital world.
3. Virtual Interfaces
Virtual happy hours and other apps such as discord are used to foster the culture of
togetherness among employees since employees have no breaks wherein they can
sit and connect with each other since informal relationships are very crucial too.
HR needs to shape a digitised employee experience.
4. Automation
Most HR processes such as recruitment and selection will be automated with
Artificial Intelligence which is time saving and safe even after pandemic.
5. Staying flexible
Staying flexible and sensitive is going to be a key characteristic of a firm going
further since the pandemic has made it clear that the business environment is very
uncertain and hence to be a good employer you need to be flexible.
6. Perennials
They are people beyond the boundaries of age who strive to make relationships with
anyone around them. Perennials are extremely dynamic in their views and will help
in better and more creative decision making.
GOING FORWARD TRENDS THAT WILL CHANGE
The covid-19 epidemic has disrupted companies and led human resources managers to
reconsider their roles as they react to social distancing techniques and a new work
environment they may not have anticipated. Companies have shifted to a remote work style at
a pace and scale never seen before to avoid the spread of the coronavirus. HR managers must
conduct challenging job under tough circumstances when face-to-face communication is
substituted by e-mail and videoconferencing.
Prior to Covid-19, firms used to evaluate people based on whether or not they have the skills
required to achieve the organization's strategic objectives. While this is still true today,
businesses recognise the need of evaluating employees' soft skills and behavioural abilities in
order to perform in a changing workplace.
The reintegration of remote teams back into the office may be difficult, not least because
employees may be hesitant to return. To stay desirable, businesses must remain adaptable and
prepared to engage employees in discussions about workplace regulations and culture.
Flexibility is no longer just a gimmick used by businesses to entice millennial workers under
the pretext of work-life balance; it's a requirement and an expectation for workers of all ages
and backgrounds. Attempting to return to the days of old will have major ramifications for
businesses, as a substantial number of employees have stated that if they are forced to work
40 hours per week again, they would hunt for other jobs
As we progressively transition into a post-pandemic world, many employees continue to be

concerned about the health of their loved ones, their job security in the future, and high levels
of general anxiety surrounding world events, thus HR managers should prioritise employee
mental health and wellness.
WHAT CAN HR LEADERS DO?
As Covid-19 fades, a well-integrated, analytics-driven HR tech stack will become

increasingly important for adapting and evolving. Employers must be strategic and efficient
in their recruitment activities, preferably focusing their efforts on a strong recruiting brand
that aligns with the organization's vision, goals, and ethos while employing all available
resources for optimum impact. For talent retention a tailored approach to employee
onboarding increases the likelihood of a new worker staying for at least three years by 58
percent. Effective onboarding immerses the employee in the culture of the company and acts
as a powerful and effective entrance point into a rewarding work experience that minimises
turnover and helps companies retain key talent.
Between technology, shifting workforce demographics, continually segmenting consumer

groups, and countless other dynamics, enterprises must be nimble in the modern marketplace,
perpetually ready, willing, and able to make necessary changes. In other words, organizations
must continuously embrace change as a part of operating in the digital age. With an effective
feedback strategy, organizations can rely on authentic, accurate, and timely people data to
guide decisions that directly impact a workforce and, thus, proactively manage relationships
between employees and co-workers, teams, and management.
REFERENCES
 “HR Challenges Caused By Coronavirus | Covid-19 | Vision HR.” Vision HR, Payroll
Services, Timekeeping, HR Experts, 22 July 2020, www.vision-hr.com/news/hr-
challenges.
 Friedman, Eric. “Top Challenges For HR Professionals Coming Out Of Covid-19.”
Forbes, 17 May 2021,
www.forbes.com/sites/forbeshumanresourcescouncil/2021/05/17/top-challenges-for-
hr-professionals-coming-out-of-covid-19/?sh=219a83e623be.
 “---.” YouTube, uploaded by AIHR, 3 May 2020, www.youtube.com/watch?
v=Y2RV2kg9rA4.
 “Top 10 HR Trends for 2021.” YouTube, uploaded by aihr, 8 Dec. 2020,
www.youtube.com/watch?v=MZ6Qf0TCB-U.
 Rice, David. “The 6 Biggest Challenges HR Faces in a Post COVID World.” HR
Exchange Network, 19 May 2021, www.hrexchangenetwork.com/hr-talent-
management/articles/the-6-biggest-challenges-hr-faces-in-a-post-covid-world.

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HUMAN RESOURCE MANAGEMENT

Topic: FACTORS AFFECTING BUSINESS DUE TO

Submitted On: 8 November 2021

Post: General Manager HR

KEY HR CHALLENGES POST COVID

1. Remote working conditions

HOW HR MANAGER’S ROLES HAVE BECOME MORE CHALLENGING THAN

 Face-to-face communication is being displaced by e-mail and videoconferencing,

TRENDS THAT CAME ALONG IN THE PANDEMIC

1. Work from Home 2.0

GOING FORWARD TRENDS THAT WILL CHANGE

As we progressively transition into a post-pandemic world, many employees continue to be

WHAT CAN HR LEADERS DO?

As Covid-19 fades, a well-integrated, analytics-driven HR tech stack will become

Between technology, shifting workforce demographics, continually segmenting consumer

Services, Timekeeping, HR Experts, 22 July 2020, www.vision-hr.com/news/hr-

 Friedman, Eric. “Top Challenges For HR Professionals Coming Out Of Covid-19.”

Forbes, 17 May 2021,

 “---.” YouTube, uploaded by AIHR, 3 May 2020, www.youtube.com/watch?

 “Top 10 HR Trends for 2021.” YouTube, uploaded by aihr, 8 Dec. 2020,

 Rice, David. “The 6 Biggest Challenges HR Faces in a Post COVID World.” HR

Exchange Network, 19 May 2021, www.hrexchangenetwork.com/hr-talent-

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