HCM UNIT-5

E- HRM:
Concept of E-HRM- The processing and transmission of digitalized HR information is called electronic
human resource management (e-HRM).E-HRM is the application of IT for HR practices which enables easy
interactions within the employee and employers. It stores information regarding payroll, employee personal
data, performance management, training, recruitment, and strategic orientation.
Definition of E-HRM

E-HRM has been defined as “a way of implementing HR strategies, policies and practices in organizations
through a conscious and directed support of and/or with the full use of web- technology-based channels” or
more recently, and more broadly, as “the planning, implementation, and application of information systems
for both networking and supporting actors in their shared performing of HR activities”.
Automated HR tasks and practices are transforming the traditional paper-and-pencil, Labour- intensive HR
tasks, into efficient, fast-response activities that enable companies to anticipate and profit from
environmental shifts to create a much-needed competitive advantage.

In other words, E-HRM is a way of implementing HRM strategies, policies and practices in an organization
through directed support of web technology-based channels.

E-HRM is the relatively new term for this IT-supported HRM, especially through the use of web technology.
E-HRM has the potential to change the way traditional HRM functions are performed.For example in the
analysis and design of work, employees in geographically dispersed locations can work together in virtual
teams using videos, email, etc. Under recruitment function, job openings can be posted online, and
candidates can apply for jobs online.

On compensation and benefits issues, e-HRM will make it easy for employees to review salary and bonus
information and seek information about bonus plans.

E-HRM is the planning, implementation, and application of information technology for both networking and
supporting at least two individual or collective actors in their shared performing of HR activities. E-HRM is
not the same as HRIS, which refers to ICT systems used within HR departments. It is different from that of
Virtual HRM.

According to Nrupa Rajhans (2012), “E- HRM costs lower and improves efficiency by reducing paperwork
and streamlining workflow, automating redundant HRM tasks, empowering employees to embrace a self-
service HRM delivery system, keeping the company workflow fully informed about all important HR
compliance issues and corporate events, speeding up the response time of HRM systems, ensuring that more
informed decisions are made, and improving time management.”
Objectives/Goals of E-HRM

Researchers suggest three goals of e-HRM are:

 reducing cost,
 improving HR services, and
 Improving strategic orientation.
Scope of E-HRM:

• A decisive step towards a paperless office;

• Higher speed of retrieval and processing of data;
• More consistent and higher accuracy of information/report generated;
• Fast response to answer queries
• More transparency in the system
• Significant reduction of administrative burden
• Integral support for the management of human resources and all other basic and support processes
within the company;
• A more dynamic workflow in the business process, productivity and employee satisfaction.

Role of E-HRM:

• Handing bundles of employee data from multiple locations fairly and quickly.
• Standardization
• Ease of recruitment, selection and assessment
• Ease of administering employee records Reductions to cost, time and labour
• Access to training enrollment and self-development
• Cost benefit

 HR managers can make a human resource plan more quickly and accurately, make decisions faster,
define jobs more clearly and enhance communication with the employees and the external community.

 E-HRM is seen as offering the potential to improve services to HR department clients (both
employees and management), improve efficiency and cost-effectiveness within the HR department, and
allow HR to become a strategic partner in achieving organizational goals.

 And finally, e-HRM creates standardization, and with standardized procedures, this can ensure that
an organization remains compliant with HR requirements, thus also ensuring more precise decision-making.
E-HRM has increased efficiency and helped businesses reduce their HR staff by reducing costs and
increasing the overall speed of different processes.

 E-HRM also has relational impacts for a business; enabling a company’s employees and managers
with the ability to access HR information and increase the connectivity of all parts of the company and
outside organizations. This connectivity allows for communication on a geographic level to share
information and create virtual teams.

 Within a system of e-HRM, it is possible for line managers to use desktop computers to arrange and
conduct appraisals, plan training and development, evaluate labor costs, and examine indicators for turnover
and absenteeism.

 Employees can also use a system of e-HRM to plan their personal development, apply for
promotion and new jobs, and access a range of information on HR policy.

 The empowerment of managers and employees to perform certain chosen HR functions relieves the
HR department of these tasks, allowing HR staff to focus less on the operational and more on the strategic
elements of HR, and allowing organizations to lower HR department staffing levels as the administrative
burden is lightened.
Types of E-HRM

There are three types of E-HRM.

1. Operational: Operational E-HRM is concerned with administrative functions – payroll and employee
personal data, for example

2. Relational: Relational E-HRM is concerned with supporting business processes by means of training,
recruitment, performance management and so forth.

3. Transformational: Transformational E-HRM is concerned with strategic HR activities such as

knowledge management, strategic re-orientation. An organization may choose to pursue E-HRM
policies from any number of these tiers to achieve their HR goals.

Advantages of E-HRM

E-HRM is not suitable for organizations where employees are not prepared to accept or use it. Major
benefits/advantages of E-HRM are as follows:

1. Improving quality services.

2. Ensuring efficient services at an amazing speed.
3. Facilitating routine tasks like record keeping, maintaining the portfolio, collecting and storing
relevant information regarding the human resource.
4. Helping the reduction of costly time and labor.
5. Improving accuracy and reducing human bias.
6. Making, reporting and analyzing data quickly.
7. Benefiting everyone through standardization and automation.
8. Handing bundles of employee data from multiple locations fairly and quickly.
9. Performing crucial functions of HRM such as recruitment, selection, training, and development by
using web-based technology.
10. Playing decisive roles towards a paperless office.
11. Maintaining anonymity of staff in evaluation/feedback giving.

Disadvantages of E-HRM

Demerits/Limitations of E-HRM are listed below:

1. It involves a high cost to maintain and implement E-HRM.

2. It is difficult to maintain the confidentiality of the input data.
3. Electronic media are vulnerable, which may be attacked by viruses from anywhere on the Internet.
Contracting a virus can disable your HR management system severely enough to render it unusable
for an indeterminate time. E-HRM is subject to corruption, hacking or data losses.
4. Computers and their associated programs are only as effective as their human users, data entry
errors can and do occur. In HR management systems, such errors can have grave consequences.
5. Organizations need to to-invest more on training and development before adopting e- HRM.
Tools of EHRM

Electronic aspect is embodied in all the areas of HRM where there is transmission of information from one
employee to another and from one client to the another, both internally and in the processed form is highly
essential in most of the functions and activities of HRM.
1. E-Recruitment

Organisations advertise the job vacancies through the World Wide Web (www) or send the information
directly to the most competent people through e-mail. The job seekers send their applications through e-mail
using the internet. Alternatively, job seekers place their CVs in the World Wide Web through various sites
like hot jobs.com and jobs.com, which can be drawn by the prospective employers depending upon their
requirements.
E-recruitment maintains profiles, searches for and refers jobs to colleagues and follows the recruitment
process. It integrates resume extraction capabilities using the Magnaware/Mohomine extraction engine to
search for potential candidates. It uses event- driven applicant tracking and manages positions on multiple
external websites. E- recruitment/applicant tracking systems reduce administrative tasks, cost and time
required to perform recruitment activities.
Thus, e-recruitment carry out:

 Storage of applicants’ details

 Retrieval and modification of those details

 Matching CV to job specifications and short listings

 Link with internet recruitment processes

 Letter-writing, acknowledgement, short listing intimation, call for interview, offers and rejections
 Management reports, analysis of response to media etc

2. E-Selection:
E-selection has become popular with the conduct of various tests through on-line, contacting the candidates
through e-mail and conducting the preliminary interviews and final interview through audio-conferencing
and video-conferencing. Further, the employers get the reference letters/ opinions from the referees through
e-mail.

Advantages of E-Selection
 The candidate need not move from his place to take the written test, preliminary interview, provide
additional information and final interview. Thus, it eliminates inconveniences, reduces cost and time
required to conduct the selection process;
 It reduces the time required for other selection techniques;
 It drastically reduces the overall cost of selection process. However, there are certain limitations of e-
selection.
 3. E-Training and Development

Companies started providing on-line training and on-line executive development. Employees learn various
skills by staying at the place of their work. Participants complete course work from wherever they have
access to computer and internet.

E-learning via intranet/internet is now a global phenomenon and is central to training and development in
many companies. E-learning represents the total category of technology- based learning while on-line
learning is synonymous with web based learning. The term e- learning covers a wide set of applications and
processes, including computer-based learning, web-based learning, virtual classrooms and digital
collaboration.

E-learning is enabled by the delivery of content via all electronic media, including the internet, intranets,
extranets, satellite broadcast, audio/video tape, interactive TV and CD-ROM

The content of various training and executive development programmes are placed on the internet/ intranet
and the trainees are supplied with the audio/video tapes and CD-ROM. The trainees move on to the
programmes relevant for their skill development based on training needs. They go through the content,
which is modeled based on the interactive sessions and acquire the necessary skills.

E- Training provides a complete, scalable and open infrastructure that allows organizations to manage,
deliver, and track employee training participation in on-line or classroom-based environments. Trainees
interact with content and! or trainers at their own pace. Managers set the business flow from order
processing to delivery and performance management to training output automatically. E-training systems
deploy content to global learners, makes use of mixed media and multiple learning modalities.

E-training, provides learning opportunities not only to employees, but to customers and all other
stakeholders by providing one-stop administration, automate catalogue distribution and enrolment, and
collaborative sites with other strategic partners.

Thus, E-Training and Development Provides for:

 Storing e-learning modules and enables trainee to select appropriate modules to meet specific learning
needs
 Analysing training recommendations based on performance review reports and training needs
 Arranging for off-the-job courses
 Informing employees about training arrangements
 Handling correspondence about training details
 Generating instructions, and
 Storing progress reports.

Advantages of E-Training and Development:

 E-training helps the employees specify corporate competencies and build up knowledge management
strategies;
 The HR department gets the IT department to its side; and
 Training material will be available more widely.
 4. E-Performance Management
Several software packages are developed to measure employee performance and offer suggestions for
improvement of employee performance. Many employers tend towards using these software packages and
computerize the employee performance appraisal systems.

The software on employee performance appraisal provides a number of statements and sub- statements on
each of the performance categories. The appraiser selects and clicks the appropriate rating for each
statement. The system generates a detailed report, by the time the appraiser has moved all the performance
categories and sub-factors. This report can be modified, comments can be added or deleted by the appraiser
and a final report can be prepared by the manager.

Further, organisations use computer networks, sophisticated telephone systems, and video equipment to
monitor and record the employee work activities.

Advantages of E-Performance Management are:

 Managers can manage a greater number of employees with less effort;
 Appraising performance can be done in less time; and
 Employees can also know the areas/categories of appraisal, ratings of appraisal

SOCIAL MEDIA RECRUITMENT:

The main reason companies are employing through social media is because of the cost- effectiveness and
time-saving nature. While social media plays multiple roles, it is being used by recruiters as a cost-effective
way to hire employees. LinkedIn, Facebook and Twitter are in the top lists of the recruiters for posting
advertisements for Job vacancies. Social media for recruiting can be defined as an intersection of recruitment
and social media.

Social recruiting refers to the process of recruiting candidates through social media platforms, like LinkedIn,
Facebook, and Twitter, and other websites, including online forums, job boards, and blogs.

Social recruiting is also referred to as social media recruiting, social hiring and social recruitment.
When done well, social recruiting enables organizations to reach passive candidates, gather more referrals,
target desired candidates, showcase your organizational culture, and save money.

Ultimately, social recruiting works because it inserts your organization into the orbit of where workers spend
a considerable amount of their time--on social media.
How does social recruiting work?
For believers in social recruiting, the method offers a more-efficient and cost-effective alternative to
conventional online recruiting, like Indeed.com
Social recruiting practices include things like:

 Identifying potential candidates on LinkedIn.

 Sending a potential applicant a direct message on Facebook.
 Tweet links to available positions, and include relevant hashtags to build long-term cohesion.
 Post employee photos on your organization’s Instagram account with a message encouraging others
to join your team, apply for open positions (with links), or add their resume to your recruiting pool.
 Creating videos to share on YouTube, Facebook, or Instagram pages that highlight and outline your
 organization’s culture.

Advantages & Disadvantages of Social Media Recruitment:

 Immediate response – Social media posts get an immediate response, particularly due to the ‘share’
feature of them. Sharing the posts increase the reach of the posts and become available to be read by a
large number of audiences. When a large population reads it, the probability of immediate response gets
increased, and time is saved.

 Lower costs – Hiring through social media channels costs much less than any other channel if the users
have full knowledge of how to use it. Posting in a Facebook group or Facebook page costs nothing and
hence saves a lot of resources for the company as compared to the cost incurred for advertising with
agencies, job boards, and referrals.

 Fresh talent – Social media channels are mostly used by the youth segment of the society especially
college graduates. Hence the company firm gets a chance of choosing from a pool of fresh talents, who
have innovative ideas and skills.

 Greater reach – Social media is being used across the world by a large number of people. Hence,
everything that gets posted on them is read by a large population. If a job vacancy is posted on a social
media channel using the right procedure, it gets reached amongst a lot of people, and hence the recruiter
gets the benefit of choosing from a large pool of candidates.

 More traffic – When the company post a job opening on its page on Facebook, it automatically creates a
lot of traffic to its page. Even if a large population is not selected for the job, they’ll keep visiting site for
further posting and blogs.

 Personal touch – Social Recruiting helps the company’s to get in touch with the candidate socially so
that it can go through the candidate’s profile, search for their interests goals, etc, know their personality
type and decide whether the candidate’s personality is appropriate for the job and company or not.

 Access to passive candidates –Through social media, one can reach even those people who are not really
searching for a job but have highly polished talents and skills. When these job opening posts reach this
population, they might show their interest even when they didn’t think to do that before.

Disadvantages of Social Media Recruitment

 Fraud recruitment ads- Sometimes the individuals may fall prey to online scams when applying and
giving personal information to the people who are not genuinely trying to recruit. These hackers may
perform data and identity theft.

 A lot of unnecessary online traffic- It may lead to unnecessary traffic that is traffic from those people
who are either not willing to work seriously or who do not fulfill the requirements. Screening these
candidates take a lot of time and hence may reduce productivity.

 Negative comments from rejected candidates- After receiving too many job applications on social
media, it is natural to reject a large number of individuals who do not fulfill the requirements as per the
job. Some of the individuals may get angry, spread a negative image of the company amongst their
friends and may post negative comments about the company on different websites.

 A disadvantage for economically weaker candidates- There are some job seekers who don’t use or
don’t have access to social media. These people may include the economically weaker sections of the
society, who don’t have the resources to reach social media. Hence it proves to be a disadvantage for
those people, who may have the zeal and commitment to perform, may have valuable skills, but fail due
to not accessing social media.
Tools for Social media recruitment

1. FACEBOOK
Facebook is the most popular and largest social networking platform in the world. With almost 2 billion
monthly active users across the globe. Undoubtedly with such a large audience, it is a perfect platform to
promote brand; company can create company's Facebook page and post jobs. It can tell its connections to
share the same post with others to become visible to more potential candidates. It can also share videos of
your workplace and employees so that candidates can peek into the company's environment. Facebook can
be more impactful and turn into a potential recruitment weapon by just spending a little money on 'paid
advertising.'

2. LinkedIn
LinkedIn gives an option to choose a targeted group from 675 million monthly users. A premier networking
tool, it is popular for making professional networks. LinkedIn can also be used as an essential screening tool
in the hiring process. Recruiters prefer this platform to look for quality talent, whereas candidates like it for
providing the latest jobs in the market

With a large valued connection, an organization can easily maintain an excellent relationship with active and
passive candidates. Companies can also use LinkedIn to promote their content through regular posts and
boost your brand.

3. YouTube
What is more effective than promoting the content visually? YouTube helps to target millions of viewers.
They can take this opportunity to introduce their company to the candidates, talk about its work culture and
job openings. Give an insight into the workplace where the candidates will be working. This platform is the
right choice for finding the right talent.

4. Twitter
It is all about writing the perfect tweet. With 330 million monthly active users, it allows to write the best
content in a 140-character tweet. Company information, the latest job openings, products, and updates can be
shared by using this paltform. Apart from company's Twitter page, It can open a separate account only to
promote job posts.
 5. Instagram
A perfect place to hire people who are proficient in visual arts. Employers can get a feel for a candidate's
work before hiring them. A picture can talk a lot about the skills of a candidate. It is an engaging platform
where it can promote companies’ brand through pictures, captions, and videos. Around 1 billion users
available on this platform provide unlimited opportunities to attract top talent. With perfect planning with
Instagram recruiting strategies, It can target a significant candidate for job openings and can find the best fit.

ach organization determines its own social recruitment strategy tailored to its own employment needs.

Tools for social media recruitment:/Fundamentals of effective Social Recruiting.

From a philosophical standpoint, however, there are important fundamentals of effective social recruiting.

 Network and directly engage with your audience: if a potential candidate adds a comment to an Instagram
of Twitter post, for example, that suggests interest in joining your organization, so be sure to respond to
them in a personal way. This can be as simple as using their first name and encouraging them to check out
available positions. Making a personal connection, however small Make sure your

 Social recruiting highlights, directly or implicitly, your company culture, is essential.

you should have a clear and detailed idea about your organization's core values and culture. You should
also be able to directly connect that culture and those values to your social recruiting outreach. How, in
other words, is your social recruiting broadcasting your corporate culture to a broader audience.

 Involve your staff: encouraging your staff to help in your social recruiting efforts is beneficial for multiple
reasons. First, it expands the reach of your social recruiting content. Second, and mentioned in point #1,
making a connection is essential. Creating the conditions where candidates might connect with peers
provides another opportunity for a connection. Lastly, “selling” your corporate culture is most effective
when assisted by employees. Organizations are obviously going to try and sell their culture, but candidates
know that. To see that culture shared or advocated for by employees, however, is potentially a much more
convincing sell.

 Be consistent: social recruiting requires consistent engagement with your audience of potential candidates.
In addition, you should always stay current with the latest industry trends and concepts by reading the top
recruiting books published each year. Remember, social recruiting is not as simple as posting jobs and
receiving applicants. The best candidates already have jobs and potentially are not actively looking to
move. The way to attract those candidates, therefore, is to consistently build an attractive corporate brand
and culture over time. This means posting regularly in ways that illuminate your corporate culture and
organization goals. It also entails responding directly to people who reach out, comment, or share your
content in a friendly and personal way. The goal, therefore, is to eventually create desire among potential
applicants to join your organization as soon as a position opens up.

Choosing the right social media platform

Twitter, Facebook, Instagram, and LinkedIn all present potentially useful tools for social recruiting. Twitter
enables organizations to share links to open positions, news about their company, etc. Facebook offers
similar tools, but also adds the functionality of sharing photos and videos. Instagram is an ideal place to
share photos and videos that highlight your corporate culture, showcase new products and services, etc.
Further, many social media platforms offer advanced search features that are highly beneficial for social
recruiting. These advanced features can help you learn more about the current audience of your social
recruiting and help you target the right groups moving forward.

Facebook’s Graph Search allows you to search various variables of a user’s profile, including location,
interests, areas of study, etc. You can, for example, search for something as specific as “people interested in
SEO marketing and live in Los Angeles.”
Twitter’s Advanced search has more limitations than Facebook, but still allows you to search for people
using specific phrases, hashtags, and keywords.

The most effective social media tool for social recruiting is LinkedIn. Because it is built for job seekers,
employers and professional networking, the entire site utilizes a wide range of functions to help highlight
your corporate culture and recruit potential candidates.

LinkedIn also offers an Advanced People Search. This tool offers search capabilities that are highly useful
for recruiters. Many of these search features are free. However, some require a LinkedIn premium account.

Best Social Media Recruiting Examples

Marriott
Multinational hospitality company, Marriott International manages numerous chains of hotels and resorts
across various countries of the world. They have rightly leveraged their Facebook page to advertise and
promote their job openings to the target audience.

They have started on the right foot, by creating a separate page exclusively for careers and job opportunities.
The team is publishing a variety of content that includes images, image albums, and videos to promote their
jobs. They have shot an amazing introductory video which they share along with their job openings.
Furthermore, they have also make utmost use of the Facebook platform to share the employee’s journey on
their page.

Marriott International Facebook page speaks about Marriott as an employer of choice. In addition to the job
openings, they give us a glimpse into their work environment and employee engagement practices. They
organize fun events, games, happening parties, etc. for the team. Similarly, they also organize animal shelter
visits, blood donation camps, and other events to contribute towards the betterment of our society.

Zappos
Zappos is an e-Commerce platform selling clothing apparel and footwear from thousands of brands across
the world. Zappos has been very consistent with its social media recruiting efforts on LinkedIn.

They walk us through their employer brand, their goals and beliefs, and their company culture via their
LinkedIn page. In addition to regularly updating their job vacancies, Zappos also speaks about their lively
office, the employees, and their work culture on their LinkedIn page. The funny and quirky captions that
they use certainly reflect their fun environment.

Canva
Canva is an online designing tool that helps you create artistic graphic designs in just a few clicks. The
Canva team is extremely good at marketing their jobs and building their employer brand. They are
leveraging Twitter to attract and engage top talent to your jobs.

Just like their website careers page, Canva has designed its Twitter page beautifully. In addition to the job
openings, Canva team shares a lot of other posts that would make anyone want to work with them. Canva
shares their ever-growing success stories on their Twitter page regularly. Furthermore, they tweet about the
product updates to let the viewers know that they are rapidly growing. Educative blogs, special quotes,
festivity wishes, exciting quizzes, and whatnot. Canva’s Twitter page is a treasure of fun activities.

Tinder
Everyone today knows about Tinder, the app that revolutionized the dating process. But very few know that
they are slaying at their social recruiting efforts.

While advertising their jobs on Instagram, Tinder gives the candidates a quick glance at their rich company
culture. A happy team is one that has happy employees. And Tinder’s Instagram page showcases how happy
their team is. It depicts the amazing lives of the Tinder team. They organize fun-filled events, parties, and
many more fun activities. Showcasing their company culture and work environment is a great way of
attracting talent that Tinder practices.

GAMIFICATION IN HR:
Gamification in HR is referred to as the usage of game mechanics and game thinking in non- game
scenarios like business processes and environment. These mechanics are used to solve problems, engage the
employees and are used especially in development, motivation, training and recruitment. Gamification, a
relatively new concept in HR, has become quite the buzzword. It refers to the process of optimizing
everyday tasks and situations by applying game design theories. Gamification can also be defined as using
game design techniques in a business context or some alternate, nongaming context. In other words, the
concept emphasizes simplicity and redesigning everyday routines and tasks.
Gamification has long been understood as a powerful approach to tackle social- and health- related
behavioral issues, with the objective of changing people's ways of living. Games have a special ability to
hold individual attention, develop and enhance creativity, and build relationships between people.
Gamification strategies are ubiquitous in today’s business practices and are employed to gain business
advantage by attracting and engaging clients, as well as motivating and retaining talent.
How does it work?
The process actually uses our competitive human instincts to get engaged and absorbed in a particular game.
This helps the employees to feel a greater sense of achievement and engagement which allows them to go
the extra mile to perform a job. Gamification engages employees in various ways and helps them to develop
different mechanisms like collaboration, fun, feedback and recognition.
Elements of Game

Werbach & Hunter (2014, p.82) indicate that " there exist three categories of elements of game that are
relevant for gamification: dynamics, mechanics and components. These categories are organized in
diminishing order of abstraction. Every mechanics is tied to one or more dynamics and every component is
tied to one or more elements of major level"

According to Werbach & Hunter (2014, p.82), "Dynamics are the panoramic aspects of the gamificated
system that we have to take in consideration and manage, but that we can never introduce in the game". In
addition, they make clear that the most important dynamics of game are five:

1. “Restrictions (limitations or forced commitments)

2. Emotions (curiosity, competitiveness, frustration, happiness)
3. Narrative (a coherent and continued history)
4. Progression (the growth and development of the player)
5. Relations (social interactions that generate feelings of fellowship, status, altruism)".

Mechanics that are " the basic processes that make progress the action and that lead that the player interferes
" (Werbach & Hunter (2014, p.83)). In addition, the authors identify ten mechanics of game as the most
relevant:

1. “Challenges (puzzles or other tasks that need an effort to solve them).

2. Luck (elements of randomness).
3. Competition (a player or group wins and other one loses).
4. Cooperation (the players must work together to obtain a shared aim).
5. Feedback (information brings over of how the player is doing it).
6. Acquisition of resources (obtaining of useful or collectible elements).
7. Rewards (benefit granted for realizing a certain action or obtaining a certain achievement).
8. Transactions (trade between players, directly or across intermediaries).
9. Shifts (sequential participation on the part of players who are alternated).
10. States of victory (aims that do that a player or group is winning -the conditions of tie and defeat are
related concepts)

In last place there would be the components that are "elements more specific than the mechanics or the
dynamics " (Werbach & Hunter (2014, p.84)).
1. Achievements (definite aims).
2. Vicissitudes (visual representations of the personage of a player).
 3. Emblems (visual representations of the achievements).
4. Heroic missions (challenges specially complicated on having reached a level).
5. Collections (set of elements or emblems that can be accumulated).
6. Fight (a definite battle, typically of short duration).
7. Unfreezing content (aspects that alone are available when the players reach certain aims).
8. Gifts (opportunities to share resources with others).
9. Tables of classification (visual representations of the progression and the achievements of a player).
10. Levels (steps defined in the progression of a player).
11. Points (numerical representations of the progression inside the game) 12.Missions (predefined
challenges, with aims and rewards).
12. Social graphs (representation of the social network of the player inside the game).
13. Teams (definite groups of players who work together to obtain a common aim).
14. Virtual goods (assets of the game with a virtual perceived value or with a monetary real value).

Applications of gamification:
1. Recruitment and selection

In reference to the recruitment and the selection of personnel in an organization, gamification can provoke
consequences ideal both for the employees and for the employers. On the one hand, the candidate on having
realized the process with playful components feels fewer corseted and increases his degree of comfort, since
he forgets the tension of being inside a process of selection of personnel. On the other hand, given the most
relaxed attitude of the candidate, the company manages to obtain an additional information about this one
that otherwise the candidate would never reveal.
2. Changing Behaviors Using Gamification
Gamification techniques have commonly been employed in the e-commerce domain. Major e-commerce
brands award points to customers to become gold or silver members depending on the number of purchases.
Also, many major Q&A websites entice visitors to complete their profiles, after which their progress bar will
reach 100%.
All such techniques are based on gamification, employed by commercial brands to motivate people to
complete the tasks. Task completion is further endorsed by the human need to release dopamine and
experience satisfaction and happiness upon completion of such commercial gamified endeavors. Because
such techniques can help the workforce get more work done, companies across the globe are employing such
techniques in order to boost productivity and business viability.
Organizational leaders can encourage their isolated workforces to use gamification as an essential tool to
stay relaxed and motivated, and thus treat every new challenge at work as a task to be surmounted quickly.
Gamification can also be a great stress-buster and can help calm employees with fun elements.
3. Increased Employee Engagement
Gamification, with its gaming mechanics and inherent fun element, can increase the participation and
attention of employees, resulting in greater happiness, improved engagement and greater productivity. It can
increase employee engagement in an organization and can keep up employees' efforts to continuously
improve upon existing work.
4. Performance Management
Interactive subject-based websites often lure top talent in various fields by recognizing individual
contributions by rewards and recognition in the form of badges, points or achievements. For example,
StackExchange, the online repository and Q&A exchange, awards gold and silver badges to all top
contributors as a means to invite top talent and remain one of the most trusted sources of technical
information on the internet. Setting goals, tracking performance and getting feedback are some major steps
to measure employee performance. With gamification, on the same lines, one can set up goals for employees
with data, ensuring that performance can be tracked and measured objectively.
5. Optimizing Time Management
Gamification can motivate and improve employee engagement to increase efficiency and customer
satisfaction and to create fewer customer queries. All these steps save a lot of time, resulting in better time
management and overall business improvement and growth.
Gamification can also save the time senior management invests in performance management and employee
evaluations, resulting in better time management and improved productivity.
6. Elevating Employee Learning
Intricately designed gamified solutions to understand and address the learning preferences of employees can,
over a period of time, ensure that the learnings are well retained and applied further. This can improve
employee performance and productivity.
This technique has been exploited by companies to identify and develop potential future leaders.
Organizations can give their employees various platforms to experience leadership situations and display
proportional management competencies. Their performance can be monitored through comments, feedbacks
and badges.
9Ps of gamification design

To introduce game concepts within an organisation, as HR we need to be aware of good game design. there
to be 9Ps of gamification design as follows.
1. Purpose – What is the purpose? What is the organisation trying to achieve and how can the application
of game elements facilitates this achievement? How will there be alignment of player and business
objectives and a contribution to bottom-line business results? In game terms what is the “quest”, the
goals, the rules, the challenges etc?
2. Personal motivation – How can you tap into players’ intrinsic motivators in order to make it
meaningful? This may include design of game rewards and recognition such as points, badges, leader-
boards and other incentives e.g. Badgeville for Yammer.
3. Performance – What is successful performance e.g. are you aiming for behaviour change, skill
development, performance management mastery? How will you give people feedback on their
performance so that they know how well they are doing?
4. Progression – How can you ensure an appropriate level of challenge (e.g. progression up levels
potentially unlocking different “abilities” and content) for the purpose, the player and their potential?
5. Participation – How can you engage employees in both the shorter and longer term? How can you
maximise employee participation? A key aspect is making it fun. How can you make it fun for
employees? In the terms of Nicole Lazzaro (2015) there are four keys which each unlock different
emotions: Hard Fun (Fiero – in the moment personal triumph over adversity), Easy Fun (Curiosity),
Serious Fun (Relaxation and excitement) and People Fun (Amusement). Lazzaro (2015) suggests that the
most popular games appeal to at least three of these four types of fun.
6. Partnerships – Do you need to design in mechanisms for collaboration and partnership working? Are
sharing, team-working, mentoring and network development concepts that need to be designed into the
game? Is a level of competition between players encouraged?
7. Potential – How can you unlock employee potential e.g. performance, imagination, creativity and
innovation? Can you design a structure where people can have the freedom to think outside the box, to
create and innovate? Take a look at the game Minecraft for inspiration.
8. Player - Do the players play as themselves? Can they play as other roles and avatars? Is the element of
 role playing encouraged? What are the demographics of your players and what motivates them to play?
In terms of Andrzej Marczewski’s (2014) User Types Hexad, are they Philanthropists, Disruptors, Free
Spirits, Achievers, Players or Socialisers?
9. Politics – Does gamification fit with the culture of the organisation? Is it supported by the leaders and
stakeholders? Is the game compliant with legislation? Can you facilitate gamification being embedded
within the organisation?
Examples of Gamification

1. MARRIOTT FOR RECRUITMENT

My Marriott Hotel is a game that has been developed by Marriott International to recruit newbies. It allows
the candidates to run their own virtual hotel in which they design their own restaurant, purchase inventory,
train employees and serve guests. It virtually simulates the whole experience to run a hotel business. Points
are being awarded according to the customer service the players provide. They can also win points for every
satisfied customer and they lose points for poor customer service.

Technically this is a business game or simulation, which differs a bit from gamification. With gamification,
you apply gaming elements in your work and activities. With HR-business games, you simulate an
environment to test or train employees. But since it’s often part of a larger process, we still consider it can be
part of a gamification strategy.

2. CISCO IN LEARNING & DEVELOPMENT

Cisco uses gamification in very different programs. Learning & development is just one of them. They
started using gamification principles in their social media training to build this skillset for their employees.
Marketing associates learned to use Twitter to service their customers. Sales learned to use LinkedIn to reach
their customers and HR-employees learned to use LinkedIn to search for candidates.Cisco works with three
levels of certification through which progress in applying the new skills is measured and stimulated. The fun
factor is increased by introducing team challenges. Players can earn badges for completing different
challenges.
3. ONBOARDING AT DELOITTE

Deloitte digitalised and gamified their onboarding process. New employees form teams with other starters
and learn about privacy, compliance, ethics and procedures online. They can launch pre-set questions into
their team that everyone has to answer. Thereafter the answers and possibilities are discussed in the team
with the goal to come up with one answer. This approach combines learning functional elements with
collaboration and creates a strong sense of belonging from the first day a new employee starts.
Deloitte also created a virtual office tour, which is set-up like a videogame. It starts with a scene at the
airport where visitors choose their destination—Beijing, Shanghai or Hong Kong. Then visitors “fly” to that
city and arrive at the local Deloitte virtual office, where they can talk to employees, getting a sense of the
culture.

4. ACCENTURE FOR CULTIVATING A CULTURE OF COLLABORATION

Accenture is using gamification to achieve their knowledge management objectives. At first, employees
could earn points by completing their online profile and by sharing content. Through gamification, they
encourage the behaviours that lead to knowledge transfer like blogging and publishing re-usable documents.
Their goal is to recognise and engage employees to demonstrate these behaviours. In the meantime, it has
evolved into a system that tracks over 30 different activities leading to increased productivity, reduced
operating costs, more innovative ideas and improving employee engagement.
5. NTT FOR LEADERSHIP DEVELOPMENT
NTT uses an internal game called ‘Samurai’ to test leadership qualities. After answering a range of
questions, the participants join a quest to show how good they are at managing others. The game helps NTT
to find the good leaders within the company and gives insights on who needs more help in which area.

Massive Open Online Courses (MOOCs)

Massive Open Online Courses (MOOCs) are free online courses available for anyone to enroll. MOOCs
provide an affordable and flexible way to learn new skills, advance your career and deliver quality
educational experiences at scale. Millions of people around the world use MOOCs to learn for a variety of
reasons, including: career development, changing careers, college preparations, supplemental learning,
lifelong learning, corporate eLearning & training, and more.

A massive open online course is an online course aimed at unlimited participation and open access via the
Web. In addition to traditional course materials, such as filmed lectures, readings, and problem sets, many
MOOCs provide interactive courses with user forums or social media discussions to support community
interactions among students, professors, and teaching assistants (TAs), as well as immediate feedback to
quick quizzes and assignments. MOOCs are a widely researched development in distance education, first
introduced in 2008, that emerged as a popular mode of learning in 2012.

Early MOOCs often emphasized open-access features, such as open licensing of content, structure and
learning goals, to promote the reuse and remixing of resources. Some later MOOCs use closed licenses for
their course materials while maintaining free access for students.

Benefits of MOOCs

1. Improving access to higher education

MOOCs are regarded by many as an important tool to widen access to higher education (HE) for millions of
people, including those in the developing world, and ultimately enhance their quality of life.MOOCs may be
regarded as contributing to the democratisation of HE, not only locally or regionally but globally as well.
MOOCs can help democratise content and make knowledge reachable for everyone. Students are able to
access complete courses offered by universities all over the world, something previously unattainable. With
the availability of affordable technologies, MOOCs increase access to an extraordinary number of courses
offered by world-renowned institutions and teachers.

2. Providing an affordable alternative to formal education

The costs of tertiary education continue to increase because institutions tend to bundle too many services.
With MOOCs, some of these services can be transferred to other suitable players in the public or private
sector. MOOCs are for large numbers of participants, can be accessed by anyone anywhere as long as they
have an Internet connection, are open to everyone without entry qualifications and offer a full/complete
course experience online for free.

3. Sustainable development goals

MOOCs can be seen as a form of open education offered for free through online platforms. The (initial)
philosophy of MOOCs is to open up quality higher education to a wider audience. As such, MOOCs are an
important tool to achieve goal 4 of the 2030 Agenda for Sustainable Development.

4. Offers a flexible learning schedule

Certain lectures, videos, and tests through MOOCs can be accessed at any time compared to scheduled class
times. By allowing learners to complete their coursework in their own time, this provides flexibility to
learners based on their own personal schedules.

5. Online collaboration

The learning environments of MOOCs make it easier for learners across the globe to work together on
common goals. Instead of having to physically meet one another, online collaboration creates partnerships
among learners. While time zones may have an effect on the hours that learners communicate, projects,
assignments, and more can be completed to incorporate the skills and resources that different learners offer
no matter where they are located. Distance and collaboration can benefit learners who may have struggled
with traditionally more individual learning goals, including learning how to write.

Challenges and criticisms:

The MOOC Guid suggests six possible challenges for cMOOCs:

 Relying on user-generated content can create a chaotic learning environment.
 Digital literacy is necessary to make use of the online materials.
 The time and effort required from participants may exceed what students are willing to commit to a free
online course.
 Once the course is released, content will be reshaped and reinterpreted by the massive student body,
making the course trajectory difficult for instructors to control.
 Participants must self-regulate and set their own goals.
 Language and translation barriers.
 Accessibility barriers for differently-abled users
 Access barriers for people from low socio-economic neighborhoods and countries with very little internet
access

Managing Knowledge Workers:

The term “knowledge worker” was first coined by Peter Drucker in his book, The Landmarks of Tomorrow
(1959). Drucker defined knowledge workers as high-level workers who apply theoretical and analytical
knowledge, acquired through formal training, to develop products and services. He noted that knowledge
workers would be the most valuable assets of a 21st- century organization because of their high level of
productivity and creativity.
Knowledge workers are said to think for a living, unlike manual laborers who are paid for performing
physical tasks. Knowledge workers are differentiated from other workers by their ability to solve complex
problems or to develop new products or services in their fields of expertise.
They include professionals in information technology fields, such as programmers, web designers, system
analysts, technical writers, and researchers. Knowledge workers are also comprised of pharmacists, public
accountants, engineers, architects, lawyers, physicians, scientists, financial analysts, and design thinkers.
Since the term was coined, the number of knowledge workers has continued to grow as organizations move
toward a collaborative workplace that gives more autonomy to their employees. Knowledge workers receive
high salaries that reflect the complex nature of their work and their relative independence in relation to the
work process. They focus more on quality than quantity, and their supervisors should assign them tasks
based on their interests and goals, as this will influence the quality of the completed project.

History of Knowledge Workers

Before the adoption of the term “knowledge worker,” Upton Sinclair coined the phrase “white-collar
worker” to refer to workers who performed administrative and clerical roles. These workers wore white-
collared shirts that distinguished them from the blue-collar workers who performed manual tasks in the
workplace.
Management writers such as Fritz Machlup and Peter Drucker first came up with the term “knowledge
workers” in the late 1950s and early 1960s. During that time, the number of information workers began to
outnumber the number of workers engaged in manual jobs. Most people worked in traditional types of
knowledge work professions such as those of teachers, ministers, and writers. The growth of
industrialization introduced new types of workers who used information to make a living. These workers
included investors, managers, and consultants.
In the late 1950s, Fritz Machlup used statistical information to examine work trends. In his research, he
found that the share of manual workers in the labor force was decreasing, while the share of white-collar
jobs was on the rise. He revealed that the number of knowledge workers was growing at a faster pace than
that of manual jobs. He revised the meaning of the term “work” as a way of managing and using knowledge.
Peter Drucker wrote extensively about knowledge workers, and his work is considered an accurate
prediction of the future position of knowledge workers in society. He described the way automation changed
how knowledge-based positions evolved from manufacturing and agricultural jobs to more specialized
occupations. Drucker showed how the increased focus on science and technology led to the creation of new
knowledge professions amidst a growing economy. He also predicted the demise of many blue-collar jobs.
What a knowledge worker looks for an employer:
• Challenge – going beyond current capabilities
• Listening – knowing that they‟ll be heard
• Validation – recognition and appreciation of skills and contribution
• Learning – knowing that they‟ll acquire new skills
• Autonomy – the power to act
• Values – fit with their own
Characteristics of Knowledge Workers

Knowledge workers possess the following characteristics:

1. Factual and Theoretical Knowledge

Knowledge workers undergo several years of formal training to master the information needed to perform
certain specialized roles. At a minimum, most knowledge-based positions require a college degree and their
learning process is continuous even after being hired. For example, a pharmacist requires factual and
theoretical knowledge of various medications before they can dispense medications and advise patients on
the use of prescriptions and over-the-counter drugs. Likewise, a sales manager must possess knowledge of
his/her customers’ preferences and factual information about the products sold by the company.

2. Accessing and Applying Information

Knowledge workers must know how to identify important information from a large database of information
that they need to be familiar with. They should be in a position to weed out less important information and
focus on essential information that will help them solve problems, answer questions, and generate ideas.
Knowledge workers use analytical reasoning and relevant judgment to address customer service issues and
new situations.
3. Communication Skills
Knowledge work involves frequent communication between the knowledge worker and customers, co-
workers, subordinates, and other stakeholders. They must be able to speak, read, and write, and hold
discussions with workmates and deliver a presentation when needed. Modern organizations emphasize
quality customer service and continuous product improvements that bring knowledge workers closer to
customers. Good communication skills enable knowledge workers to work closely with other workers in
decision-making, goal setting, and brain-storming sessions.

4. Motivation

Knowledge work requires continuous growth, due to the need to keep up with technological developments.
Workers must be interested in finding new information and applying it in their work. With new technologies
being released every day, they must improve their skills to handle complex tasks and integrate the latest
technologies into their work.

Manging Knowledge Workers:

Making knowledgeable people perform is not a matter of making them work harder or more skilfully.
Naturally, they are dedicated and such interventions are beside the point. Rather, the managerial task relates
to removing obstacles to performance and then channeling efforts into areas that will contribute to the
accomplishment of an organization’s objective. For that reason, managing talented workers for performance
is best understood as a process of influence. To begin, establish a framework in terms of culture, structure,
and style of management in which the talent of knowledge workers can flourish. In exercising this process,
accommodate these people’s preferred ways of working. The result is that knowledge workers understand,
identify with, and see how their own contribution can be enhanced. They put their best abilities to the test.
They challenge and achieve. To build such a framework,

1. Technology Driven Approach

Knowledge workers need to use technology to keep track of everything they need to know. As a manager,
make sure your knowledge workers have access to appropriate technology. This could be something as
straightforward as providing them with access to the Internet or providing them some specific tool such as
SPSS software for a statistician. Only providing technology is not enough, training people to use the
technology is also part of a managerial job. For example, deploying a knowledge sharing tool for effective
team collaborations but not providing the basic training to employees will waste productive time of
knowledge workers.

2. Platform for Managing Knowledge

Best solution is to deploy a knowledge base platform to contain organizational knowledge, along with
support and encouragement for sharing and retention of knowledge in your workplace. A knowledge base
provide a centralized workspace where knowledge workers can not only share and collaborate with their
colleagues but also store their knowledge ideas privately.

3. Evoking People’s Passions

The passion to go well beyond the extra mile, drives people to create insanely great products and services.
Management practices should accommodate or support knowledge work and help employees express
passion of their own. Create opportunities for knowledge workers so they can self-improve.

4. Be a ’Leader,’ not a ’Boss’

Traditional managers exercise no leadership at all but only position power. Knowledge workers don’t want
someone closely overseeing and supervising their work. Instead, they probably prefer managers to clear the
way for them to work productively. Effective managerial leadership demands a delicate balance between
sensitivity and authority, between the whole and the parts, between loose and tight leadership style, between
functional expertise (depth of knowledge) and cross-functional excellence (width of knowledge), internal
(creating value for organization and employees) and external (creating value for investors, customers and
society).

To manage knowledge workers effectively in the modern knowledge-driven enterprise, modern manager
should balance management with leadership and coaching to keep all these independent thinkers pointed in
the same direction and working towards the same goal. Managing knowledge workers requires that
managers themselves act as a good follower, team player, leader and technologist.

5. Recognize Expertise

In a knowledge incentive company, workers often know more than their managers. They are experts. To
acknowledge them can be hard for any manager afraid of being seen as less important, less skilled, or less
adept at creative problem-solving. But not to try is equivalent to constructing inauthentic positions where
power and authority become more of a struggle than a negotiation.

6. Working the Peer Network

As a leader, you must work the peer network of your knowledge workers actively. For example, if you have
to manage a difficult employee, don’t try to do it on your own. Reframing the problem from a boss-
employee situation to a workgroup issue can be effective. Get their peers involved, since letting them down
often has a much faster and stronger impact on the employee than letting the boss down.

7. Motivation

Recognize the different needs and motivations of knowledge workers. This will make it much easier to find
creative and effective ways to keep their productivity high. The motivation techniques for all knowledge
workers are not alike, and as a manager you must discover what motivates them individually and what each
one needs to be more creative. Some knowledge workers want acknowledgement, others might have
monetary or social recognition desires.

8. Acknowledge Knowledge Workers

To acknowledge knowledge workers is to involve them in dialogue, invite them into strategic decisions, help
them see that they are responsible for their own actions and the organization’s development.
Acknowledgment is appraisal and reward; it is confirming others as important, valued and interesting.

9. Social Recognition

For knowledge workers, recognition from peers or other experts may be a prime driver for growth. A
knowledge manager’s job is to facilitate opportunities for such processes, perhaps by methods such as
allowing groups to form, organizing mentoring programs, or peer guidance

Green HRM
GHRM is a new concept and is becoming popular all over the world. It has got different meanings to
different people. There is no comprehensive definition of GHRM.
It refers to making efforts to improve energy efficiency or reduce the pollution produced by our home,
business, and general living habits.
The main purpose of going green is to reduce the potential negative impact that energy consumption and
pollution can have on the environment.

Green HRM involves undertaking environment-friendly HR initiatives resulting in greater efficiency, lower
costs and better employee engagement and retention, which in turn, help organizations to reduce employee
carbon footprints by electronic filing, car sharing, job sharing, teleconferencing, and virtual interviews,
recycling, telecommuting, online recruitment and training, energy-efficient office spaces, etc.

The Green Human Resource Management plays an important role in the industry to promote the
environment-related issues. Organizations must formulate HR policies and practices, train people to increase
awareness about the environment, and implement laws related to environmental protection. The Green HRM
may also help the employers, manufacturers in building brand image and reputation. Organizations need to
conduct an environmental audit, thus changing the organizational culture, thinking about waste management,
pollution, and helping the society and its people, those are getting affected by pollution. It will also make
employees and society members aware of the utilization of natural resources more economically and
encourage eco-friendly products.

Benefits/Advantages of Green HRM:

 Helping companies to bring down costs without losing their talent.
 Organizations have huge growth opportunities by being green and creating a new friendly environment,
which helps in enormous operational savings by reducing their carbon footprint.
 It helps in achieving higher employee job satisfaction and commitment, which leads to higher
productivity and sustainability.
 Create a culture of having concern for the wellbeing and health of fellow workers.
 Improvement in the retention rate of the employee.
 Improved public image. Any time a firm adds a green initiative to its workplace, it can use the event to
generate positive public relations. Organizations can promote environmental contributions to the media
through press releases to earn the attention of potential customers and possible new sales.
 Promote employee morale.
 Improvement in attracting better employees. Dolan’s (1997) study of USA MBA students found that most
of the graduates would take a lower salary to work for environmentally responsible organizations.
 Reduction in the environmental impact of the company.
 Improved competitiveness and increased overall performance.
 Reduction of utility costs significantly. Even small businesses can significantly reduce their utility costs
by using technologies that are energy-efficient and less wasteful.
 Rebates and Tax Benefits. Going green is easier with the assistance of governments, local municipalities,
Water supply authority, and electric companies that offer tax incentives and rebates.
 Reduction of environmental damage. Encouraging employees, through training and compensation, to find
ways to reduce the use of environmentally damaging materials.

Disadvantages of GHRM
While environmentally friendly living is a positive ideal, there are several possible disadvantages of going
green. Gregory Hamel has made a review of the disadvantages if an organization is going green.
The major disadvantages are listed below

 Initial costs: For example, installing a new roof or new insulation to keep heat from escaping our
home would be considered a green home improvement, but it would cost a large sum of money to get the
work done

 Inadequate savings: The aim of going green in many cases, such as building an energy- efficient
home or purchasing a hybrid vehicle is to reduce environmental impact while saving money in the long
term. Green buildings and vehicles tend to use less energy, so initial costs can often be recouped over time
through energy savings.

 Increased capital outlays: Some green conversions require an initial cash outlay that decreases the
firm’s bottom-line performance while the investment is paying for itself. This can decrease the earnings or
annual profits of a firm.

 Uneven competition: In the business world, going green can be an attractive goal to gain goodwill
and consumer support, but unless green improvements are economically viable, it can put a business at a
competitive disadvantage. For instance, if one company decides to adhere to strict, self-imposed pollution
standards which require the installation of new technology and workers, while another sets loose standards,
the second company will be at an advantage since they will have lower production costs.

 Marginal impact: While going green is focused on reducing harm to the environment, the impact
that any specific individual can have on the environment by going green is often negligible. The theory is
that if everyone were to go green, it would have a significant and noticeable impact, but not everyone can
be convinced to go green, and many believe that doing so has no real impact outside of the economics. This
makes going green a personal choice for many.

 Employee apathy and reluctance: Many employees feel that it is not their responsibility to protect
the environment while they are at work. But the newly educated workforce is emphasizing on
environmental management consciousness when they choose their employers,

How to Implement Green HRM

Jabbour and Santos (2008) consider HRM may contribute to environmental management in companies if
they:

 Recruit and select people committed to the environment;

 Train and evaluate employees’ performance based on environmental criteria;
 Implement ways of rewarding individual and collective environmental performance is remunerated
and non-remunerated ways;
 Stimulate continuous education in environmental management;
 Treat environmental aspects as values of corporate culture; and
 Promote interaction between teams to deal with environmental problems and strive for continuous
improvement of environmental management activities.

Green HR Policies:
There is no doubt that organizations are the main cause of environmental problems. They should, therefore,
play a large role in addressing environmental management issues. Bebbington (2001) has identified a wide
range of GHRM practices. Green HR Policies are;

 Sourcing and acquisition of human resources: As higher-level executives have more responsibility for
green initiatives, green targets should be included in the managerial job description. As the requirement
of employees, environmental consciousness can be included in the competency model of the organization.

 Green recruitment and selection: Company websites can be used to invite applicants to apply for vacant
positions. Resumes can be submitted online to reduce wastage of printed materials. Companies can also
use web portals for onboarding documentation like offer letter, credentials, and testimonials regarding
qualifications and experiences and acceptance letter of selected applicants.

 Orientation: The employee induction program should be planned in such a. way-as to enable the
induction of new employees into a culture of green consciousness. Employers should highlight the
concern for green issues of employees like their health, safety, and green working conditions in the
orientation program.

 Learning and development: Learning, training, and development policies can include programs,
workshops, and sessions to facilitate employees for improving and acquiring knowledge in environment
management, green skills, and attitudes. For future talented green managers, job rotation in the green
assignment should become an important part of their career development plan. Training contents should
be settled to increase employee competencies and knowledge in green management. Extensive use of
online and web-based training modules and interactive media can be used as a training tool for
environmental management training. Training managers should depend more on the online course
material and case studies rather than on printed handouts, thus further reducing the use of paper.

 Green performance management: The goal of the Performance management (PM) system in green
management is to measure ecological performance standards through different departments of the
organization and achieve useful information on the green performance of managers. Green performance
indicators should be included in the PM system.
 Green PM system can be successfully initiated through developing performance indicators for each risk
area in environmental awareness and instruction. It is important to communicate green schemes to all
levels of staff. Managers/ employees can set green targets and responsibilities.

 Green compensation and reward management: The compensation package should be adapted to
reward green skills acquisition and achievement by employees. Monetary, nonmonetary, and recognition
based environmental reward systems and monthly managerial bonuses can be provided based on
performance outcomes in environmental balance. Carbon emission standard and regeneration sources of
energy are the key consideration for executive payment as an appreciation of green efforts. Employees
meeting green goals can be rewarded.

Green HRM Practices

Researchers (Cohen and Taylor, 2010; Ehner, 2009; Behrend, 2009; Philips, 2007) suggest a few Green
HRM practices, which are mentioned below:

 Encouraging employees, through training and compensation, is to find ways to reduce the use of
environmentally damaging chemicals in their products.
 Assisting employees in identifying ways to recycle products that can be used for playgrounds for children
who don’t have access to healthy places to play.
 Designing a company’s HRM system is to reflect equity, development, and wellbeing, thus contributing
to the long-term health and sustainability of both internal (employees) and external communities.
 Emphasizing long-term employment security is to avoid disruption for employees, their families, and
their communities.
 Use of job portals of companies for recruitment and custom of telephone, internet, and video interviews,
which can lessen the travel requirements of the candidate and affecting the reduction in paperwork.
 Green rewards to employees can be provided by companies in the arrangement of the nature-friendly
workplace and lifestyle benefits through providing carbon credit equalizers, free bicycles, and pollution-
free vehicles for transportation to the workplace to engage employees in green agenda.
 Talented, skilled, and experienced employees are environmentally conscious now, and they always look
for self-actualization to be committed to their work. Green HR can create this commitment by following
green values and practices.
 Green actions can occur with minimum use of paper and printed materials in recruitment, training and
development, and performance appraisal.
 A company can create a green business environment by reducing the use of printed materials, increased
‘recycling, using eco-friendly grocery and lunch bags, and prohibiting the use of bottled water, plastic in
the workplace.
 Luminous light bulbs and other energy-saving green devices can be used in the workplace.
 Companies can inspire their employees to change their travel and transportation ways through reducing
official car trips, using public transport for business travel, carpooling, providing interest-free loans to
purchase hybrid cars, and cycling or walking to work.
 Conduct business meetings and conferences through the internet, telephone, and video conferencing
wherever possible to reduce business travel.
 Provide flexible work opportunities to employees in telework or work from home by using emails and
company portals through intranet and internet.
 Wellness programs for employees, their family members, and general people can be arranged to focus on
physical fitness, proper nutrition, and a healthy lifestyle. As an important green objective, environmental
management can be included in the mission statement of the company as a part of their social
responsibility. Organizations can arrange cleanliness and waste management initiative in the workplaces
and surrounding society to cause awareness about green issues.
 Encourage the employee to turn off lights, computers, and printers after work hours and on weekends for
further energy reductions.
 Inspire employees to place computers and printers in energy-saving settings when they will be away for a
while.
 Turn off office lights while attending meetings and at night and over the weekend. Turn lights off in
restrooms, conference rooms, libraries, and so forth when the room is not in use.
 Work with IT to switch to laptops over desktop computers because Laptops consume up to 90% less
power.
 Arrange an air conditioning system with discretion.
 Purchase large or refillable containers of creamer, sugar, salt, pepper, and butter instead of individual
containers.

Conclusion
It is evident from the discussion so far made that GHRM promises potential benefits for both organizations
and those employed by them.
For the organization, there is some evidence that better environmental performance is also associated with
improved financial performance outcomes; the so-called ‘Green pays’ argument.