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Innovative Human Resources- Today’s Scenario
AUTHORS
Ramesh Jamdhade
MLS- Mumbai University, EMBA fromNIBM
HeadHR&AdministrationatEsselWorldLeisurePvt.Limited,India(Esselgroup)
AnchoringHumanResourcesforcountrywideprojectactivityofESSELWORLDfromHeadOffice
Dr. Uday Dokras
B.Sc., B.A. (Managerial Economics) LL.B. NagpurUniversity, INDIA
Graduate Studies, Queen’s University, Kingston,CANADA
MBA CALSATATE USA
Graduate Diploma in Law, StockholmUniversity,SWEDEN
Ph.D. StockholmUniversity,SWEDEN
CONSULTANT HR & Administration, FDCM ESSELWORLD GOREWADA ZOO Pvt. Ltd..
Innovation distinguishes between a leader and a follower.
-Steve Jobs
Innovate
make changes in something established, especially by introducing new methods, ideas, or products.
"the company's failure to diversify and innovate competitively"
introduce (something new, especially a product).
"we continue to innovate new products"

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A B S T R A C T
Over the last two decades there has been an unprecedented increase in the number of organizations that
have adopted innovative Human Resources in their operations. HR innovation is the implementation of
new ideas, methods, and technologies to better meet the ever-evolving requirements of the organization
and its workforce. It’s about anticipating future needs and circumstances rather than simply finding a
response to a changing present situation. Such expansion of HR has meant that issues associated with the
management of human resources across pioneering borders are increasingly important to human resource
managers and academics. The research presented in this paper examines HR innovation of new ideas,
methods, and how these technologies meet the pedagogy and practice in Organizations.
We, in the management world, are currently very much in a candidate-driven marketplace so there is a
real need for HR to focus on mirroring the consumer world. Innovative journeys start with an inherent
desire to manage risks. Human Resource as a key driver of the activities comes under the spell of these
path-breakers. HR is striving to address the question of how it can contribute to organizational success.
By viewing organizations as non-linear systems, focusing on interconnections between points in the
system, and stressing the importance of network nodes in mediating organizational outcomes, complexity
theory suggests, at a conceptual level, that the significance of HRM may lie more in processes than in
policies or strategies. So we are focusing the telescope of this paper’s agenda on processes- Innovative
ones.
Another important task for Human Resources is to ensure that managers are leading their teams
effectively as well as helping executive management establish the strategy for the future. The
Organization has to learn more about purpose-driven leadership and employee engagement findings with
respect to progressive management practices. Some of the companies practicing innovative Human
resources are so original in their HR strategies and so transparent in their thinking that it’s easy to make
our heads spin — but proper dedication and execution can make all the difference in making sure that
organizations get filled with the right people. In this paper, we use the lens of complexity theory to
explore the processes by which HR departments contribute by shifting the focus of attention away from

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HR’s contribution to performance at an aggregate level, towards a more finely-grained analysis focusing
specifically on the processes adopted by HR in helping to achieve organizational objective.
We all know that companies worldwide are fighting hard to hire and retain top talent. In addition to
keeping up with the latest trends in technology, businesses today must also plan and implement creative
HR ideas or they risk being left behind. From hiring new employees efficiently, on-boarding them
enthusiastically, training them strategically and engaging all employees thoughtfully, there are many
opportunities to stand out with creative and innovative HR practices.
Specialized design,administration and analysis of employee surveys have began to play an important part
in driving organizational recommendations based on a strategic plan. These surveys results in:
1. Reduce turnover
2. Identify organization-wide strengths
3. Improve productivity
4. Solicit ideas for corrective action
5. Gather objective data and make informed decisions
6. Establish benchmark data to evaluate future improvements
7. Solicit employees’ involvement in the process of change
Some of the most unique and innovative HR practices are:
1.Hire quickly and fire slowly
When it comes to hiring and firing, there is a sort of unwritten rule that most companies must hire quickly
and fire slowly.The most harm actually comes from hiring mistakes. Amazon also started their own Pay
to Quit program. Amazon’s employees get this offer once a year, the first an offer for $2000 with annual
increases of $1000 each year after that,with a maximum of $5000.They are told to quit,if they don’t,it
means they want to be loyal employees.
2. Develop Mentorship Programs to Engage Employees
About 600 million people, more than half India's population, are under 25 years old; no country has
more young people. By 2020 this will become 50% of the global workforce, putting a tremendous

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demand on hiring quality. Mentorship helps them stay longer due to the involvement of their team
member’s training and development. Training snippets of how the work is best performed are shown to
the mentorees to make them understand what is expected of them.
3. Innovative data collection and applications
Exit Interview Questionnaire
The Exit Interview Questionnaire provides you with critical information about the climate within your
organization and the attitude of departing employees towards the organization. The exit interview also
allows for your departing employees to offer suggestions for making your company a better place to
work. Exit Interview Questionnaire is designed to help management examine a wide range of
organizational issues quickly and efficiently. Typical reasons why companies conduct exit interviews
include:
 To learn and analyze why employees are leaving
 To take corrective action to reduce turnover
 To improve company performance and employee productivity
 To improve employee satisfaction
New Hire Survey
The New Hire Survey monitors new employee satisfaction at an early stage to better align employee
engagement with the employer's needs. It is an employee survey for those new employees who have been
with the organization between 30 and 90 days. This survey provides a process to help leaders in the
organization better understand the new employees' attitudes towards the hiring process, job goals and
expectations, supervision, training and career opportunities. The New Hire Survey will help employers
refine their hiring process in order to get the best talent in the most efficient and effective manner.
In this survey, the new employees of the organization evaluate the on-boarding process based on a
specific set of standard or custom statements. They will be able to share ideas and concerns about
important on-boarding topics such as the thoroughness of the interview process and the new hire
orientation.

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Typical reasons a company might conduct a New Hire Survey include:
 To determine if the recruitment and sourcing process was effective
 To verify if the new hire's tools and equipment were set up properly and on time
 To highlight areas for improvement in the orientation process
 To evaluate the new hire's satisfaction with their manager
 To better align employee engagement with the employer's needs
Pulse Survey
The Pulse is designed to provide a snapshot of the organization's satisfaction level and attitude over time.
The results of this type of feedback provide management with an understanding as to how the employee
perceives the organization. The Pulse will help management examine a wide range of organizational
issues quickly and efficiently. The Pulse demonstrates to employees that their views and ideas are
considered important. This will help motivate employees and improve productivity. An anonymous
employee survey process can also be used to discover what your employees are thinking.
Typical reasons why companies conduct a Pulse include:
 Assessment of employee satisfaction over time
 Determination of the company's success in ensuring management accountability
 Establishment benchmarks for performance

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Comprehensive Survey
The Comprehensive Survey provides a detailed analysis of your employees' satisfaction level,
engagement and attitude towards the organization. The employees may not only have questions, but
answers as well. Top-performing organizations understand that employee satisfaction and engagement
with the business are the key drivers of business success. Satisfied and engaged employees are productive
and customer focused. As a result, organizations where there are high levels of satisfaction and
engagement are more likely to be financially successful.
Incorporating satisfaction, engagement and importance through our extensive normative-based statements
allows us to create overall satisfaction, engagement and importance ratings to evaluate company
performance at both the module and statement level. Utilizing this three tier approach allows companies
to better measure employee and company performance. Increasing employee satisfaction and engagement
for our clients directly correlates to a work environment where businesses are more successful and where
Human Resource metrics directly relate to sustainable business outcomes.
Typical reasons why companies conduct a Comprehensive Employee Survey include:
 Identify employee relations issues confidentially and anonymously
 Independently evaluate your management teams' strengths and weaknesses
 Align your compensation and benefit programs with your employee needs
 Identify organization-wide issues and solicit ideas for corrective action
 Gather objective data from which management may develop a meaningful dialogue
 Establish benchmark data to evaluate employee engagement and improvements for the future
 Reduce turnover
 Solicit employees' involvement in the process of change
 Improve productivity, quality and customer service through the development of action plans
Check-Up Survey
The Check-Up Survey is a targeted employee survey. It demonstrates to employees that their views and
ideas are considered important. This will help motivate employees and improve productivity. This survey
provides a quick snapshot of your employee's satisfaction level and attitude towards the organization.
This product is very cost effective and can be typically launched within 5 days of the engagement.
Typical reasons why companies conduct a Check-Up Survey include:

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 To assess employee attitudes following a merger or acquisition
 To determine the company's success in reducing turnover
 To evaluate employee satisfaction following the completion of a total compensation project
 To better align the benefit plans with employee needs
Define employee roles by outcomes, not tasks.
Task-based job descriptions focus on processes, not results, so the latest is the need to add a innovative
twist of redefining roles in the organization for outcome-focused measures of success. For example,
“write three to five press releases per month” could become “generate 20+ press mentions per month.”
This approach shifts the focus from “how” to “what.” It flexes employees’ creative problem-solving
muscles and empowers them to concentrate on what actually matters: results.
The starting place should be, what is it that will have profound, tangible effects on employee morale and
productivity? When you simplify the policies that slow down or annoy employees you score a support
for a culture of simplification which can help everyone eradicate low-value tasks and get to work that
matters. HR is seen to have no purpose except to validate an organizational process in some way or the
other and acts a 'gatekeeper for information’ that‘s been deemed too highly classified for the data owner.
HR’s contribution is not measurable - in fact, the opposite. HR involvement creates a queue or delay in
the process. Using HRIS an employee can safely amend his or her own address or bank account details,
while the ability to change certain appraisal details might be confined to the line manager. In either case,
there is no reason for HR to be involved. HR should move on from the role of intermediary to being
proactive in HR innovations that contribute directly to the bottom-line or improve employee morale and
efficiency.
Many well-known examples of the use of information technology for competitive advantage involve
systems that link an organization to suppliers, distribution channels, or customers. In general, these
systems use information or processing capabilities in one organization to improve the performance of
another or to improve relationships among organizations. Declining costs of capturing and using
information have joined with increasing competitive pressures to spur numerous innovations in use of
information to create value. HRIS: as the role of human resources department expanded in complexity,
HR technology systems expanded and evolved to fit these. HRIS shape an intersection in between
human resource management and information technology. It merges, in particular its basic HR activities
and processes, with the information technology field, whereas the planning and programming of data
processing systems evolves into standardized routines and packages of enterprise resource planning

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(ERP) software. On the whole, these ERP systems have their origin on software that integrates
information from different applications into one universal database. The linkage of its financial and
human resource modules through one database is the most important distinction between innovation in
HR and its predecessors that focused on individuality and proprietary issues.
Innovation has also meant that HR professionals are taking a much more holistic view of employees,
creating health and wellbeing strategies and moved away from rewarding long hours. All these strategies
result in productivity focused employees.