Debolina Dutta

By Debolina Dutta

Human resource management practices have evolved over the years to align with shifts in technology, economy, globalization, talent diversity and business strategy, with practices intended to solve business problems. Increased globalization, competition and the pressure for speed and innovation mandates differentiated HR practices which enable attracting, motivating, and retaining a talented workforce, a factor critical to business success. While employees have embraced digital and social media for increased communication and collaboration, opportunities of leveraging the rich information available on social media platforms for HR practices have emerged. The of use of human capital analytics is becoming a powerful tool available to the HR fraternity, as data driven insights have demonstrated impressive business results. The latest of these trends is the leveraging of social media combined with technology solutions and embracing digitization of various HR processes. The present research presents three case studies that illustrate how technology solutions and data insights have transformed talent acquisition, learning and talent management practices within HR functions in India. The cases demonstrate the how the technological advances and increase usage of social media is likely to have significant implications for talent management processes of the firms in the near future.

Part of the book: Social Media and Journalism

By Debolina Dutta, Prem Mirchandani and Anasha Kannan Poyil

The IT/ITeS industry has had an impressive growth trajectory over the past two decades. However, it continues to be plagued with talent shortages, managing employee satisfaction, and growth aspirations while trying to reduce employee attrition. COVID-19 has presented an unprecedented opportunity for IT Service organizations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand–supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. Based on the self-determination theory and the dynamic capabilities framework, we propose a model of “Internal Gig” worker (I-GIG) for the IT Services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the work-anywhere, anytime, and leverage talent availability on a global scale. We adopt a qualitative research approach to understand the mechanisms to institutionalize internal gig working, the potential issues such a system may face, and then suggest an internal and external enabling framework that organizations need to adapt to support internal gig work.

Part of the book: Beyond Human Resources