Companies are transforming HR to deliver an employee experience that is human centered, uses the latest digital technologies, and is personalized, compelling, and memorable. Companies are preparing for transforming HR to be agile, consumer-focused, and digital. An agile approach is typically used in software development to operate with speed and manage unpredictability. People led a transformation of talent acquisition by applying an agile approach used to develop software. Agile is not only being applied to recruiting but also to learning and development. People are using an agile approach to corporate learning by making it easy for employees to find, rate, tag, and consume learning. People saw their job as learning curators rather than content creators. People are adopting new intelligent digital platforms to create an experience for corporate learners.
People of companies now define employee experience simply as seeing the world through the eyes of our employees, staying connected, and being aware of their major milestones. Companies are developing a strategy to create an employee experience which takes into account the physical environment their employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work. All of this is part of continuously evolving their HR capabilities.
Digital and marketing are permeating new ways of recruiting, working, learning, and engaging employees.
Although continuous improvement initiatives are positive starts in many of organizations, they typically focus on ongoing incremental change. Such action is intuitively appealing – the constant and permanent search to make things better. Yet many companies function in an environment that is dynamic- facing rapid and constant change. As a result continuous improvement programs may not be in the best interest of the organization. The problem with them is that they may provide a false sense of security. Ongoing incremental change avoids facing up to the possibility that what the organization may really need is radical or quantum change. Such drastic change results in the re-engineering of the organization.
Re-engineering occurs when more than 70% of the work processes in an organization are evaluated and altered. It requires organizational members to rethink what work should be done, how it is to be done and how to best implement these decisions. Re-engineering changes how organizations do their business and directly affects the employees. Re-engineering may leave certain employees frustrated and angry and unsure of what to expect. Accordingly HRM must have mechanisms in place for employees to get appropriate direction of what to do and what to expect as well as assistance in dealing with the conflict that may permeate the organization. For re-engineering to generate its benefits HRM needs to offer skill training to its employees. Whether it’s a new process, a technology enhancement, working in teams, having more decision making authority, or the like, employees would need new skills as a result of the re-engineering process.
As a part of organization, Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. For the HR people it means understanding the implications of globalization, work-force diversity, changing skill requirements, corporate downsizing, continuous improvement initiatives, re-engineering, the contingent work force, decentralized work sites and employee involvement for which all and more have the financial implication to organization. Let alone on the employees side where engagement, satisfaction, motivation, retention, absenteeism, turnover have to be checked. As a rule human resource management has to venture into new trends in order to remain relevant corporate development partner
Recruiting and developing skilled labor is important for any company concerned about competitiveness, productivity, quality and managing a diverse work force effectively. Skill deficiencies translate into significant losses for the organization in terms of poor-quality work and lower productivity, increase in employee accidents and customer complaints. Since a growing number of jobs will require more education and higher levels of language than current ones, HRM practitioners and specialists will have to communicate this to educators and community leaders etc. Strategic human resource planning will have to carefully weigh the skill deficiencies and shortages. HRM department will have to devise suitable training and short term programs to bridge the skill gaps & deficiencies.
Is my industry going to get disrupted? What will this disruption look like ? How can I prepare myself as a leader and prepare my organization? The world is changing in an unprecedented way. As human beings it is difficult to understand unpresidented change as we are used to living in a linear world. Technology advances in exponential waay and short dramatic ways. We call revolution which denotes abrupt and radical change. This triggers economic change in economics and social structures. Today new technologies are combining in unprecedented ways and unprecedented pace involving all stakeholders and global society public and private sectors to academia and civil society. Innovations are creating new opportunities.
Continuous improvement programs focus on the long term well-being of the organization. It is a process whereby an organization focuses on quality and builds a better foundation to serve its customers. This often involves a company wide initiative to improve quality and productivity. The company changes its operations to focus on the customer and to involve workers in matters affecting them. Companies strive to improve everything that they do, from hiring quality people, to administrative paper processing, to meeting customer needs.
In the world those companies which are most innovative are the ones that are able to capitalize on digital technologies to increase the creativity of the work force and stimulate innovations. Companies work on three pillars. First one human centricity. Humans are seen as an investment rather than a cost. Using digital technologies to empower them and make them agents of change rather than investment in the company. Secondly on sustainability, capitalizing on digital technologies to help companies in a positive way. To support sustainability by using digital technologies by ways of doing more with less but developing full product life cycle processes to help them sustainably, thirdly focusing on this technology can be used dynamically in flexible ways in order to make companies make more. Thirs is focusing on resilience. Recently companies faced raw material shortages and there were supply chain disruptions everywhere emphasized by covid pandemic and now geo political disturbances caused by the war in Ukraine and middle east. So the rigid supply chain does not work any more and you need technology to make functioning flexible. Companies need to adapt to changes in circumstances. There is a need to see digital technologies from human centric way to drive sustainability and resilience
In industries production logistics is still human centric. Moving goods and data information and most of the production sites are in human centric focus and there are industry academic collaborations . New workforce, especially young ones, are digital natives and they expect the work environment to be digitized. Use of AR and VR to make them comfortable. They want products reused, recycled and upcycled later. Conditions have changed . Enhancing the cost and productivity concept has changed. Now under a competitive environment people leave if the job does not address their values. They not only want a good salary but they focus on the company's clear perspective of personal development and empowerment, taking care of resilience and sustainability properly so that it is seen as a valuable part of society. Global environment has been disrupted and has to be perceived differently viewing holistically not only optimizing but how much we do for the planet and the society. Industry academia and regulators have to play a role effectively. visionary companies function with a bigger perspective. People have to be careful with new regulations like data governance act creating uncertainty. Data sharing has done damage to the business model. Laws and e-laws assuming no bad actors with people behaving ethically and responsibly ensure that the right frameworks are in place right. Policy level is coherence in different areas. There is clear directionality of level of incentives. THere is a need to look at a broder policy, under the right environment with the right employment policy, education policy like STEM skill training, social policy also making sure that taxation policy to support innovation is implemented to make this transformation happen.
Skill work force : Gaps young talents and scarcity of talented resources. Reskilling and upskilling . Engineering 4.0 implementation close to the companies aligned with industry 5.0 combining and coaching .
Collaborations Public private partnership : This is happening in the data area and industry area. The commision works closely with research to develop right research programs fostering uses of technology competitive advantage
In next five year adaptation technology, new legislation should bring visibility and transparency for more fairness to compete in the market.
Personalization, customization sustainability resilience visualization decentralization is the era. Example - Employee motivated if personalised focussing on healthy, safety , belongingness. Resilience ; uncertain business environment . digital positive contribution. Decentralization affects the supply chain and how you distribute assets.
investment : sustainability CO 2 footprint reusing material deconstruction of building reuse as examples
investment into R & D : commitment for transformation, on going skills as strategic tools for the company empowering workers, career investment in innovation opening up opportunities cooperation moving out of sector solos and cross sector to develop new opportunities
Regulations innovative creation regulation with free innovative companies regulated but free from obstructions to achieve Industry 5.0 to remain competitive in the world.
If we don't pay attension to critical governance issue we are likely to randomly allow undemocratic forces to shape the the future of technological system and impact on people . play forces to shape the future need right right tecnology, right education and right governance for positive outcomes for environment individuals and society.
Unfortunately, such initiatives are not something that can be easily implemented, nor dictated down through the many levels in an organization. Rather, they are like an organization wide development process and the process must be accepted and supported by top management and driven by collaborative efforts, throughout each segment in the organization. HRM plays an important role in the implementation of continuous improvement programs. Whenever an organization embarks on any improvement effort, it is introducing change into the organization. At this point organization development initiatives dominate. Specifically, HRM must prepare individuals for the change. This requires clear and extensive communications of why the change will occur, what is to be expected and what effect it will have on employees.
Example Energy sector
Nepal could emerge as energy transition lab. We have youth with good smart ideas and have good oppertunity to do things however we have no money. We have to invest in research and scaling up innovations. So many startups are emerging. Green hydrogen energy issue is new in the agenda in Nepal. We need investors to scale up. There is risks however oppertunities are there in the world which motivate investers. Barriers for start ups are there in energy transition sector and climate change.
Currently farmers are using diesel generators. The farmers don't have capital to invest in technology . Government, NGOs and INGOs help farmers remove up front cost of the farmers. They use a customer centric model servatizing the industry. They finance the assets, deploy, install, operate and maintain them offering services for the complete life cycles. These are tied to the cash flows of the users. These assets are not used by one farmer but by the community of farmers. This energy is used in irrigation, milling or agro processing post harvest processing Hulti culture helping extend the self life cycle and helping them to realize higher prices in the market. These are revenue generating services at affordable rate which are 20 to 50 % cheaper in energy consumption. They also help them build their capacity, integrate the farmers with an angono expert team that help them diversify and intensify the crops from two seasons to three crops per year, and help them transition into high value crops. It saves in solving the carbon emission problem. I is solving socio economic problems creating jobs.
In Nepal's energy landscape, there is a pressing challenge of escalating fossil fuel demands and the dominant use of biomass, emphasizing the imperative need for an energy transition to unlock both economic and environmental benefits. The current efforts in Nepal are merely a fraction of what is necessary to achieve Nepal's Sustainable Development Goals (SDGs) and net-zero emissions. The crucial role of investment to acknowledge this crucial bottleneck. Professionals with international experiences are required for drawing out strategies to propose viable pathways forward for Nepal's sustainable energy journey.
Nepal has immense potential for renewable energy, particularly in hydropower. Nepal's government has worked on strategies and made slow progress towards the set goals. There is a need for exceptional measures, emphasizing meticulous planning and implementation across key segments, including generation, transmission, financing, and human resources. There is a critical need for effective project financing in Nepal to achieve the nation's ambitious energy objectives. There are challenges inherent in project financing within Nepal, offering insightful suggestions for potential mitigation measures.
A key policy crucial for refining the energy sector, provided it is implemented effectively. There is a financing gap of 33 billion USD for the implementation of the NDC, which aligns with Nepal's Sustainable Development Goals (SDGs).
There is a critical need for green hydrogen in Nepal's energy transition. Green hydrogen could serve as an economic asset for Nepal. Its implementation could facilitate the replacement of coal and fossil fuels, addressing the nation's energy demands. Diverse applications of green hydrogen, from steel mining to synthetic natural gas (SNG) and urea production, underscoring its suitability for a country like Nepal, characterized by significant disparities in peak and average energy demand, as well as variations in dry and wet energy. Pivotal role of effective policy frameworks and robust funding mechanisms, areas where concerned stakeholders have to make consistent efforts with ongoing challenge of securing the necessary funding support.
Europe and Norway have ambitious emission targets and net-zero goals, outlining the progressive measures undertaken by the EU. There are successful implementations of green fuels in various modes of transportation, from buses to ships and airplanes. Nepal should learn from these global initiatives. The current green hydrogen penetration stands as the most favorable option for Nepal at present understanding its potential for addressing the nation's unique energy requirements and challenges.
There is a need for gender inclusivity in energy transitions. There are bureaucratic challenges in Nepal's energy sector, emphasizing the need for a more streamlined environment to encourage smoother investments.
There is an urgent need to accelerate the energy transition to change the way we train people in energy investing. These are a work force of innovators and operators learning how to use different tools to produce different types of energy. There has been another work force of people in finance. As the types of energy changed and types of finance changed alongside. Investors now should be aware of and learn how to evaluate different investment models and develop youth forces in the areas of battery packs, green hydrogen and heat pumps and more. World wide people are making investment decisions engaging teams of dedicated finance professionals where scientists and engineers and others in the energy sector are working together with traditional finance people. They are engaging people inclusively with more perspectives and voices with diverse backgrounds. The more capable people are at the decision making table the faster energy sector will accelerate. We have now technology in place making people capable of thinking about efficiency. Inter disciplinary investors need to think of training hundreds and thousands of people to understand enough finance so that they can become productive voices in investing and understand how solutions work in reality in the energy sector. There is a need for short courses with engineers and scientists including policy makers learning how to build financial models for energy companies and projects.
Clean energy services offer a sustainable alternative to meeting agricultural demand. By deploying clean energy technologies, farmers can mechanize operations, process raw products to add value to commodities, and extend the shelf life of produce through refrigerated storage to feed more people with less environmental impact.Farmer awareness and financial constraints to technology providers’ commercial growth are the barriers for clean energy services for offering a sustainable alternative to meeting agricultural demand. By deploying clean energy technologies, farmers can mechanize operations, process raw products to add value to commodities, and extend the shelf life of produce through refrigerated storage to feed more people with less environmental impact. Significant barriers exist that hinder the integration of clean energy technology in agricultural development. The relationship between clean energy and agriculture can be harnessed to maximize developmental impacts in rural areas. Providing farmers with access to cleaner, more affordable energy can improve community health and create more opportunities to earn income through increased and diversified agricultural production. With increased income, households and communities can purchase more energy. This increase in energy demand can enable new or improved energy products and services, which can create more opportunities to enhance livelihoods and strengthen the energy-agriculture cycle.
Information technology applications have largely taken over Human Resources management functions. Human Resources software, core HR IT systems, cloud-based and outsourced, These systems form an alphabet soup of opportunities that can sometimes be confusing and overwhelming for business owners. HRIS technology trends are changing and challenging vendors to come up with next-generation solutions for employers. The interest in core HRIS software remains strong as more companies move away from in-house on-premises solutions.
Women Agriculture and Green Hydrogen Energy
Further research and investment is needed to attract and retain women to participate in the agriculture and energy sector. Integrating women into all levels of the agrculture and energy value chain will lead to more effective and efficient clean energy initiatives, unleash greater return on investments and expand emission reduction opportunities. Research and advocacy is needed to ensure the private sector is actively recruiting and retaining women, as well as developing gender-responsive and inclusive strategies. Creating and sustaining suitable environments for women is necessary. It allows for their engagement and access to knowledge, finance and resources, as well as provides them with with role models, mentors and flexible working arrangements for increased impact.