Geeta Gwalani explores how the optimum use of technology can be achieved in the context of global mobility programs of organisations.
The use of information technology within human resource (HR) management has increased greatly during recent years, with most organisations now using technology to some extent in their management of HR.
Some believe that HR practitioners have become more focused on adding strategic value within an organisation and becoming a business partner to line managers. A number of authors have suggested that technology may be used within HR to facilitate this shift in the role of the HR function, including Edward Lawler and Susan Mohrman in their 2003 Human Resource Planning article, ‘HR as a Strategic Partner: What Does it Take to Make it Happen,’ and Samir Shrivastava and James Shaw in their 2003 Human Resource Management article, ‘Liberating HR through Technology.’ However, HR functions also have been under pressure to reduce costs and make efficiency savings, sometimes achieved by outsourcing parts of the function, but often through streamlining the transactional aspects of the work by means of call centres, self-service, and a greater use of new technology.
The use of technology within HR has increased rapidly during recent years, with 77 percent of organisations using some form of HRIS in 2005, according to a paper published by the Chartered Institute of Personnel and Development.
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