The role of the digitalization and globalization will have great impact on the activities of the organization and the process on which people work. These trends can be affected due to demographic disorders and societal changes. As consequences, business executives and organizational practices will face various challenges. It is the new opportunity for the human resource scientists and practioners to improve better understanding regarding latest technology by working together which can be helpful for the organization to use to make business more inspiring as well as effective (Hajjdiab & Taleb, 2011). The “future of work” is influencing the strategic management, technology in practice and HR organization and this kind of work has made a number of exciting research opportunities for human resource management. The main aim of this essay is to create critical perspectives of Strategic, Systems and Agile Approaches to Software Project Implementation. This essay will create better understating of information systems, software approaches to Digital HRM.
Digital is considered as the driving force of amendment across industries and the transformation in digital is referred to as the accelerating. It has been found that Apple Company has taken around 5 years to change the music industry on the other hand Uber and Airbnb intensely rearranged the transportation as well as hospitality sectors in less than 2 years. Change management is a continuing bottleneck to digital transformation. On the other hand, the adoption of the technology carries to be top of mind in all things related to the digital. Digital Hr is valuable in every industry and it is more important in comparison to just building applications. It integrates improving a new platform of mobile with a huge extent of apps created with analytics and cloud technology behind the scenes.
It has been evaluated that the advantages of digitalization can infuse every tier of a business. Cloud technology is able to help in making a decision in the context of the growth of the business. After storing the data on the cloud storage, analytics can be made in real-time permitting leaders’ quick analysis and data helps in supporting decisions. Advancements in the technology can help convenience by mobile solutions. It gives access to employees of the information on new platforms. For instance, a UK based construction company is making use of digital hub model in order to share vital updates on business metrics such as compliance and sustainability along with the knowledge through presentations and reports.
Strategic management approach emphasizes how an increasing number of organizations are able to recognize the importance of a strategic approach to managing human resource within an organization (Dybå & Dingsøyr, 2008). It is necessary for the organization to focus on the latest technology in order to gain the competitive advantages because that organization that understands the need of the technology in human resource management can attain huge advantages. Strategic human resource management have various concepts which is required for the organization to have for the better implementation of digital human resource management. These concepts are mentioned below that would be helpful for the organization to implement digital HRM.
It is required for the business to strive for the alignment between human resource practices and competitive business strategy. For instance, an organization is developing a business strategy of cost leadership; it is required for the management of the organization to focus on the HRM that focus should be on the employees on cost reduction like performance appraisals (Martin, Biddle & Noble, 2009). Digital HRM enables the organization to evaluate the bonding between business strategy and competitive marketing strategy.
Internal fit elaborates the alignment among HR practices in a specific organization. It is required for the entire system of human resource management to focus on the specific implementation which should not only focus on particular performance but also the entire organization (Dermol & Rakowska, 2014).
Coordination flexibility is referred as the ability to quickly change the skills and behavior of the employee and to deploy and redeploy combinations of employee skills sets with agility. It is an effective approach for the purpose of implementing digital HRM within an organization. There is an example of IBM that uses agile teams that have characteristics of a self-managed and multidisciplinary team that works for the purpose of bringing new ideas and generating real-time information so that they can adapt the changing conditions (Matkovi? & Tumbas, 2010).
Human resource information system encompasses the appraisal performance, management, and information systems, learning management, attendance sheets, training systems, payroll, recruiting and benefits administration, scheduling and absence management. It has been found that many companies are invested a large amount in digital HRM but they are unable to get what they want because of placing the right approaches at right time. These strategic approaches help the organization to implement an effective software project within an organization in order to increase the productivity of the business (Geamba?u, Jianu, Jianu & Gavril?, 2011).
It is not easy to handle the digital human resource management in an efficient manner as the company can face various hurdles while handling an entire system of operation via digital HRM. It is required for the company to implement the system approaches to Digital HRM in which they should focus on the soft systems thinking. Soft system thinking anticipates that challenges are much less structured and it contains a lot of Messier. It has seven steps in it which elaborates the way of managing the issues while handling the conflicts in the management due to digitalization (Bondarouk & Ruel, 2009).
It is the initial stage of the soft thinking system which is concerned with the real world and focuses on collecting the relevant information regarding situations that notice to be problematic. This step is concerned towards gathering information regarding transformation within the organization due to digitalization (Rajagopalan & Mathew, 2016). This approach would be helpful for the organization to evaluate the problematic situation within the company because of the digitalization.
It is the step in which the thinking process is different towards the problems in which various problems are predicted with different viewpoints. It is required for the management of the organization to construct the Rich Picture of a specific situation is that it permits dissimilarities of interpretation to be recognized. It allows agreement in order to make interpretation which should be taken towards the resolution of the problematic situation (Yin, 2013). It facilitates organization to recognize themes to carry into the systems world. it is not possible that every situation has the same features and same technique to resolve that is why Rich Picture is needed.
The company can face a number of challenges in the context of Digital HRM such as measuring success, personalizing the employee experience, cross-functional co-operation, direct connection between employee experience and customer experience. This step is considered as the critical step in the SSM that entails CATWOE framework where the full form of it is customer, actors, transformation, Weltanschauung, owner, environment constraints. The customers of the company are valuable assets and it encompasses the existing and future clients. The actor of this model is the company that deals in a number of businesses as it is required for the business to increase the productivity of the business which can be amplified by adopting the digital human resource management (Hewitt, 2017).
The use of the conceptual model of human activity system will be helpful for the organization to bring possible changes in the organization in the context of making improvement in digital era. The model of conceptual of human activity system shows that there should be proper step while implementing any kind of changes and software within an organization. The conceptual framework of this essay can entails the process of implementation of digital HRM in the organization; evaluate the challenges of implementation, strategy for implementing the Digital HRM with various approaches (Wan & Wang,2010).
The main aim of this step is to make a comparison in order to initiate discussion from which amendments to develop the situation can be recognized. This approach utilizes the various models in order to give a means of attaining different perception of reality by testing assumptions that can remain but hard to find (Burge, 2015). It shows the differences between what has happened in reality. In the context of human resource management, it is necessary for the company to transform the HRM into digitization so that the operation of the company can be improved in an efficient manner (Wright, 2013).
Changes are necessary for the organization and these changes can be desirable and feasible. It has been found that when changes and culture clash in such case culture wins. This requirement for cultural feasibility is cannot be found in the easiest way. They need to highlight the importance of logic and unable to evaluate the cultural concepts that decide whether or not change will happen.
It is the last step which should be taken by the management after evaluating each concept in an efficient manner. This step is being taken by the management of the organization in order to make changes in the entire organization in a positive manner. This step will take action of implementation of digital HRM within an organization for the purpose to make smooth operation.
The People Capability Maturity Model (P-CMM) focuses on the Capability Maturity Model for Software (CMM) for the purpose to manage and develop the workforce of an organization. The encouragement for the PCCM is to develop the capability of software organization to develop, motivate, organize and attract the talent required to constantly develop software development capability. This model is designed to permit software organization to encompass the workforce development with process development programs of software guided by the CMM. This model is helpful in describing the capability of the organization which would facilitate the implementation of the Digital HR software. Along with that, it elaborates that how the PPCM can pertain in the standard form for evaluating the practices of the workforce.
This model depicts that it has five maturity levels that create successive foundations for constantly developing individual competencies, improving effective teams, encouraging developed performance and making the workforce in the business which needs to be completed in its potential future plans. Each maturity level is a well known plateau of evolutionary that encompasses the new capabilities for improving the workforce of the organization (Qumer & Henderson-Sellers, 2008).
There are various agile approached to digital HRM which have developed by creating a number of principles and procedures in which there are only few which are taken in use commonly (Nerur, Cannon, Balijepally & Bond, 2010). In spite of differences, the main focus of all agile methods on the problems of business and their resolutions in the lesser time-frame. Here, the procedure is considered the low key affair and the extent of communication is high which is relying on knitting motivated teams.
|
Agile Methodology |
Characteristics |
Phases of the systems |
Usage constraints |
|
ASD |
Paradigms are promoted by this methodology that derives principles from radical software development |
Design code, system test, recruitment, acceptance test and integration test |
This agile approach is more than the concepts as it helps in implementing the right software at the right place. |
|
DSDM |
This approach gives control framework for rapid application development. |
Project inception, design code, systems in use. |
Availability issue to the huge audience |
|
XP |
Customer-centric approach and close customer participation and short releases (Mohammad, Alwada’n & Ababneh, 2013). |
Design code, integration test, and requirements |
Lack of consideration of the practices of management. |
|
ASP |
The main focus on Agile Software Process model on increasing the development with suppleness to embrace impulsive requirements |
An integration test, system unit test, and acceptance test |
This approach is not able to predict effort and risks of loss of focus because of the changing needs. |
It has been found that the use of agile methodologies in the implementation of digital HRM is huge as it covers a number of processes. The company can face a number of challenges at the time of implementing the new technologies but it is vital for the company to apply an effective approach in the operation so that the entire system could not get affected.
Conclusion
It can be concluded that digital HRM is required for the business due to latest technology. The main objective was to develop an understanding about opting approaches for the purpose of implementing digital HRM. This essay has elaborated on the different approaches which should be undertaken by the organization at the time of implementing a software project. It has been evaluated that the advantages of digitalization can infuse every tier of a business. Cloud technology is able to help in making a decision in the context of the growth of the business. Strategic approaches, system approaches and agile approaches have been enlightened under this essay so that the better understanding can be made regarding these approaches in the implementation of Digital HRM software.
References
Bondarouk, T. V., & Ruel, H. J. M. (2009). Electronic Human Resource Management: challenges in the digital era. The International Journal of Human Resource Management, 20(3), 505-514.
Burge, S. (2015). An Overview of the Soft Systems Methodology. Retrieved from: https://www.burgehugheswalsh.co.uk/Uploaded/1/Documents/Soft-Systems-Methodology.pdf.
Dermol, V., & Rakowska, A. (2014). Strategic approaches to human resources management practice. ToKnowPress Monographs.
Dybå, T., & Dingsøyr, T. (2008). Empirical studies of agile software development: A systematic review. Information and software technology, 50(9), 833-859.
Geamba?u, C. V., Jianu, I., Jianu, I., & Gavril?, A. (2011). Influence factors for the choice of a software development methodology. Accounting and Management Information Systems, 10(4), 479-494.
Hajjdiab, H., & Taleb, A. S. (2011). Adopting agile software development: Issues and challenges. International Journal of Managing Value and Supply Chains (IJMVSC), 2(3), 1-10.
Hewitt, A. (2017). Digitalization The Next Step in HR’s Journey. Retrieved from: https://www.aon.com/unitedkingdom/attachments/trp/Digitalization-The-Next-Step-in-HRs-Journey.pdf.
Martin, A., Biddle, R., & Noble, J. (2009, August). XP customer practices: A grounded theory. In Agile Conference, 2009. AGILE’09. (pp. 33-40). IEEE.
Matkovi?, P., & Tumbas, P. (2010). A Comparative Overview of the Evolution of Software Development Models. International Journal of Industrial Engineering and Management (IJIEM), 1, 163-172.
Mohammad, A. H., Alwada’n, T., & Ababneh, J. M. A. (2013). Agile Software Methodologies: Strength and Weakness. International Journal of Engineering Science and Technology (IJEST), 5(03), 455-459.
Nerur, S., Cannon, A., Balijepally, V., & Bond, P. (2010). Towards an understanding of the conceptual underpinnings of agile development methodologies. In Agile Software Development (pp. 15-29). Springer Berlin Heidelberg.
Qumer, A., & Henderson-Sellers, B. (2008). An evaluation of the degree of agility in six agile methods and its applicability for method engineering. Information and software technology, 50(4), 280-295.
Rajagopalan, S., & Mathew, S. K. (2016). Choice of agile methodologies in software development: A vendor perspective. Journal of International Technology and Information Management, 25(1), 3.
Sommervilla, (2008). The People Capability Maturity Model. Retrieved from: https://ifs.host.cs.st-andrews.ac.uk/Books/SE9/Web/Management/P-CMM.html
Wan, J., & Wang, R. (2010). Empirical research on critical success factors of agile software process improvement. Journal of Software Engineering and Applications, 3(12), 1131- 1140.
Wright, G. P. (2013). Success rates by software development methodology in information technology project management: A quantitative analysis, UMI Number: 3590342, UMI Dissertation Publishing, ProQuest LLC, Michigan.
Yin, R. K. (2013). Case study research: Design and methods. Sage publications.
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