Josh for the discipline. In particular, it is hoped

Josh
Bersin of Forbes says “Performance management reinvention will further catch
fire around the world. He says that “Everywhere I go, from India to
China to London, New York and Silicon Valley, I hear people tell me they are
totally reinventing the process of performance management. As I describe in the
report, the big change here is not doing away with ratings or changing the way
we assess people, but rather a completely new way to think about management itself,
and the role managers play. This is a profound change in thinking, forcing us
to rethink our culture, rewards, the role of managers and how we direct and align
people in the organization. “We recently had the opportunity to host GE as they
described their new approach to performance management. GE, which is rebranding
itself as the “leading digital industrial enterprise,” has decided that
simplicity, focus, and development is core to their new performance management
process. The company has radically simplified its process, is experimenting
with mobile apps, and is rewriting the book on how to drive a high-performance
meritocracy.”

As
per Capgemini “HR needs IT systems that are interoperable. HR IT systems will
need to support mobile and social media integration and, at the same time, be
flexible enough to accommodate future technology advancements. The shift to a
cloud-based model can address many of these requirements as cloud-based
platforms are easily scalable and upgradable, can be managed centrally, and
implemented at lower costs than a full-scale legacy upgrade.”

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While
there are diverse varieties of organizing work digitally, the overarching
principle is to support and connect task performing humans by means of digital
information which is the need of the hour and communication technologies, and
to organize work across the borders of geography, organization and time in any
desired way, so as to reduce time and increase efficiency. “As a consequence,
members of such virtual units are often remote and unknown. Managing such
members clearly differs from managing conventional employees in a lot of
aspects such as leadership, performance feedback or development, while still a
lot of practical aspects are not sufficiently tackled (Hertel et al.,
2005).”

The
ongoing digitalization of HRM is basically assumed to offer large opportunities
for the discipline. In particular, it is hoped to improve operational aspects,
such as costs, speed and quality of HR processes, relational aspects, such as
corporation and trust among HR stakeholders, and also transformational aspects,
such as the strategic orientation, organisation and standing of the HR function
(e.g. Parry, 2011; Strohmeier, 2009). However, e-HRM research also uncovers
that desired results and actual outcomes not necessarily coincide (e.g. Parry
and Tyson, 2011; Strohmeier, 2009). Known downsides of digitalization are for
instance: lack of user acceptance, threats to privacy, contribution to the
“digital divide”, loss of personal contacts, downsizing the HR-department or
burdening HR professionals with technical implementation, administration and
application tasks, among others. Against this background, a basic challenge of
the HR profession is to identify, develop and utilized the positive potentials of
digitalization, while avoiding or at least reducing the accompanying downsides.
Though rather silently, the digitalization of HRM therewith even constitutes
one of the major changes of the discipline throughout the last decades that
ambivalently confronts HRM with both new opportunities and new risks.

So with the changes I believe the need of
Digitalising even the manforce is of utmost importance to stay and gain in this
advanced market. The top most companies have strated with the application and
implementation of changes and so have entrepreneurs.