Recruitment Through AI in Selected Indian Companies

Artificial intelligence (AI) is being used very pervasively with the ever-evolving and competitive business world and has become the 21st-century buzzword. Countless innovations in technology have pushed businesses to make their value creation processes more effective and customer friendly. Digitization has played a significant role in reshaping the different human resource functions and processes. This study aims to elucidate the acceptance of automation in human resource management by employers and the degree to which recruiters can use AI to hire people. The study incorporates a thematic analysis approach, and the data is collected from primary sources by conducting semi-structured interviews with four experts working in IT organizations. This research would be useful for recruiters and HR managers to consider the fields of AI implementation and management to take advantage of cost-cutting technical developments.

Exploring the nexus between GSCM and organisational culture: insights on the role of supply chain integration

Purpose This paper aims to investigate the interlinks between different forms of organisational culture (OC), supply chain (SC) integration, green supply chain management (GSCM) practices. It adopts a green human resource management (GHRM) perspective on knowledge, skills and abilities (KSAs) dynamics to shed light on the drivers that facilitate the implementation of green practices along with the SC. Design/methodology/approach The study adopts a quantitative approach through a survey administered to 381 formally appointed Italian SC managers, combining two methodological approaches, namely, the collection of self-reported information regarding the perceived OC, SC integration and GSCM practices in respondent’s organisations and an experimental design aimed at collecting the expected links between GHRM and the firm’s performance in different neutral conditions. Findings The results highlight that it is necessary to observe the disaggregated paths that link the different types of OC and dimensions of SC integration to benefit from a path-specific rationale for each GSCM practice. Insights on how different dimensions of SC integration mediate the relations between different OCs and GSCM practices, in the light of the role played by KSAs in the pursuit of the firm’s sustainable performance, reveal the relative importance of establishing strong relationships with customers and among the actors involved in the production process. Practical implications This paper provides directions for collaboration among SC and HR managers in the pursuit of GSCM. Originality/value This paper adopts an original classification of both OC and SC integration, identifying the existence of previously unrevealed nexuses. Additionally, it provides an original contribution to the extant literature by separately analysing each GSCM practice and, thus, offering detailed insights on their drivers.

Are Pakistani Business Schools Fulfilling the Requirements of Pakistan’s Growing IT Industry?

Even with its expanding nature, IT industry in Pakistan has been neglected by the researchers and no research has been conducted to understand the needs of this industry with regards to the required employability skills in business school graduates. This is research conducted to understand the extent to which business schools are satisfying the needs of the IT industry for which 15 IT firm HR managers were interviewed. It can be concluded that the most important and sought after employability skills by IT firm HR managers are interpersonal communication skills and lifelong learning skills. It was surprising to note that even though IT firms realized the high standard of foreign universities they felt that graduates from high ranking Pakistani universities were a better option for them as they understood the dynamics of Pakistani market. Even though all firms were dissatisfied by low ranking business schools, there were still those that gave equal opportunity to all business school graduates and gauged them in isolation regardless of their business school. The paper at the end provides recommendations for Pakistani business schools that would help them to place themselves among world’s top ranking business schools.

A Model for Evaluating HR Analytics Critical Success Factors in Industry 5.0

This study offers a methodology to evaluate HR analytics application critical factors that can aid HR managers in making proper strategic decisions. To help advance the study on the implementation of HR analytics, this research is based on the grey DEMATEL approach to envisage the formation of complex interrelation between the CSFs and find the effect level of these factors. Drawing conclusion from the above, the present study addresses certain key issues. Firstly, it aims to examine the challenges in implementing HR analytics techniques in Indian industry. Secondly it examines the causal relationship to analyses the tasks and their effect in detail. After analysing the available literature and creating the research problem based on the gaps observed, the chapter accentuates the necessity for studying and analysing the HR analytics challenges in Indian industries.

Disruption in HR Through Inclusive Emotional Culture

Diversity in workforce has demanded the need to develop inclusive culture that suffices the needs, interests, and emotions of all equally. High-performing organizations have incorporated emotions in their mission, creating an emotional culture that accentuates emotional intelligence of their talent force rather than suppression of emotions. The chapter explains how and why organizational cultures are transforming into inclusive emotional cultures. Through an analysis of cases of Indian multinationals, the antecedents and outcomes of Inclusive emotional culture is described through Inclusive Emotional Culture Framework model. Views of HR managers are expressed through content analysis qualitative technique. The chapter provides a key to sustainable development of Indian businesses amidst the doldrums of global business environment through inclusive emotional culture integrating values of long-term sustenance and development.

The importance of employee inclusion: lessons for HR managers

Purpose The purpose of this paper is to provide an overview of the phenomenon, or the lack thereof, of building a culturally inclusive organization, specifically suggesting this paper will offer tips for human resources (“HR”) practitioners in their quest to understand and enhance inclusivity. Design/methodology/approach This paper is written for practitioners, focusing on ways to foster employee inclusiveness through personal awareness. It includes business and professional rationales for HR practitioners recognizing the need for and the factors impeding employee inclusiveness in the workplace. Findings Organizations are facing an increasingly dynamic environment in which they must interact with and, possibly, rapidly respond to changes. As a competition, both domestically and globally, increases progressive organizations recognize ways to retain and grow their talent pool. Not having a robust understanding of diversity, generally and cultural diversity, specifically, can lead to a less inclusive work environment. Originality/value This paper discusses the multifaceted nature of diversity and the need to understand cultural diversity. Particularly how HR practitioners can be a catalyst for organizational change. This paper then proposes practical steps for HR professionals to help improve cultural inclusiveness in their workplaces.

Conceptualizing talent in public sector municipalities

While talent management is considered a top priority among practitioners and constitutes a major research area, the actual meaning of talent still remains largely undefined. In response to a lack of clarity and empirical basis regarding the notion of talent, various calls have been made for exploring how organizations conceptualize talent, particularly in the public sector context. This article answers these calls by adopting a qualitative in-depth case study to explore how senior Human Resources (HR) managers in public sector municipalities conceptualize talent in practice. The findings illustrate how HR managers use a variety of conceptualizations of talent. We analyze and theorize this variation and the ways of conceptualizing talent using two conceptualization categories: non-contextual conceptualizations, which are general and related to official practices (i.e. talent as future leaders and talent as a general commitment and drive forward), and contextual conceptualizations, which are specific and related to informal assumptions (i.e. talent as Trojans and specialists, talent as individual agility, and talent as public service awareness). Points for practitioners Human Resources (HR) managers use a variety of conceptualizations of talent in practice. Two conceptualization categories – that is, “non-contextual” (general and related to official practices) and “contextual” (specific and related to informal assumptions) – help us understand this variation and the ways of conceptualizing talent. HR managers are only partly shaped by the particularities of the public sector context, and some of the talent philosophies held by HR managers do not align with the existing and official talent management practices.

Evaluation of the level of the usage of social instruments for human resource management: example of agro-processing enterprises of Ukraine

Purpose. The purpose of the article is to suggest an evaluation method of the level of the usage of social instruments for human resource management by example of agro-processing enterprises of Ukraine. Methodology / approach. The research described in the article was carried out according to the method developed by the authors for evaluation of the level of the usage of social instruments for human resource management on the enterprise. This method is based on the self-evaluation of social instruments for human resource management by HR managers together with top managers of the enterprise, comparing these results with the desired indicators of development of each of the social instruments in accordance to strategic guidelines, and development of a Plan of actions on the development of social instrument for human resource management. Results. According to the results of authors’ method approbation of analysis of the level of the usage of social instruments for human resource management on the agro-processing enterprises of Ukraine it is established that the usage of social instruments of human resource management by these enterprises is estimated as average (41–58 points). The predominant social instruments for human resource management on the enterprises under investigation are the welfare of employees and working life, planning and development of employees’ career, efficiency management and conflict management. The low level of the usage of social instruments of employees’ participation in enterprise management, setting-up of effective social partnership, feedback, counseling and coaching reflect the out-of-date understanding of the staff as a work force rather than the most important resource. On the basis of the conducted analysis it was determined that unsystematic usage of social instruments for human resource management is observed at the enterprises of agro-processing industry of Ukraine. Neglecting of the social instruments as an important factor of formation of human resource of an enterprise and increasing its competitiveness reduces industrial and innovative development of an enterprise in general. Originality / scientific novelty. The methodical provisions for evaluation of the level of the usage of social instruments for human resource management on the enterprise are improved. For the first time the content of each social instruments of human resource management is offered and a total scale for evaluation of the level of the usage of social instruments for human resource management on the enterprise and the characteristics of each level are submitted. Practical value / implications. The proposed authors’ evaluation method of the level of the usage of social instruments for human resource management of the enterprise is successfully tested at the agro-processing enterprises of Ukraine and it demonstrates its viability and practical usefulness. The evaluation method is recommended for enterprise’s HRM services as a tool to evaluate the level of the usage of social instruments for human resource management.

Care Ethics Management and Redesign Organization in the New Normal

The pandemic period has placed the organizations in a state of great tension. It has generated a situation of confusion, lack of rules, and production-related criticalities that have called into question the very existence of many productive realities. This article aims to highlight the dimensions of care and ethics put in place by HR managers in COVID-19. The objective that animated the authors have focused on the HRM level of medium and large companies in Italy to highlight the protective actions toward people and the organization in the period COVID 19, highlighting what were the ethical values and actions of care put in place. In this article, we wanted to give voice to managers (N = 45, including 21 women and 24 men, aged between 40 and 55 years old) who had management tasks in their organizations by asking them to tell us how they dealt with the challenges imposed by the emergency. In the research, we start from a way of understanding workplaces understood as a “process of ongoing social relationship” within which the HR function is dedicated to the care of the quality of relationships. HR managers have to manage a complex role of mediating between the interests of people and employers by trying to find good mediations.