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I will use as an example AXA Insurance in Greece, a multinational company, whose expertise is applied to a variety of products and services across three key business lines: property-casualty insurance, life and savings, and asset management.
One of the prevailing trends in the world is the increasing use of technology, so it is a great challenge for companies to exploit it for their benefit. This trend combined with the need of the company to modernize its functions, introducing new processes, and reducing the time of completion of some tasks, led AXA to choose the extended use of technology in many areas including HR.
As D. Ulrich and other researchers support HR practitioners require to leverage technology not only to provide HR administration systems such as benefits, payroll processing, and other administrative services more efficiently, but also to improve social interactions within the organization. HR professionals that understand technology will strengthen organizational identity outside of the company as well as social interactions within it (Ulrich, Younger, Brockbank and Ulrich, 2013).

The HR of AXA chose both to digitalize the employees’ personal files, in order to make their management easier and safer and to use new platforms, which moved some routine processes to the employees themselves. As G. Westerman, D. Bonnet, and A. McAfee mention in their book Leading Digital beyond efficiency and agility, well-structured digital systems provide further advantages. They can assist a corporation in scaling volume quicker than it needs to scale labor, as well as quickly rolling out innovations across a broad and geographically dispersed organization (Westerman, Bonnet and McAfee, 2014).

So, AXA first established a platform in which employees register their time off and the reason such as illness, sabbatical, holiday e.t.c. and receive approval from their managers, monitor their annual time off and the rest, have access to their payroll in terms of information and receive certificates for various offices or services. Second, another platform in which employees record their mid-term and annual performance evaluations as well as the development plan agreed with their manager, which are validated by the managers and themselves.
In this way tasks were removed from HRM and given to employees with the result that time was saved for HR employees to focus on more strategic tasks. With these actions HRM not only improved the level of its work but also underpinned the ability of the company to attract high level employees, since facilitating and modernizing the work of its employees, strengthened the competitive profile of the company that prove its modern and attractive character.
G. Westerman, D. Bonnet, and A. McAfee in their book Leading Digital claim that digital operations are not just outstanding tools. It is a unique combination of people, procedures, and technology that allows you to surpass your competitors (Westerman, Bonnet and McAfee, 2014).
Technological developments lead HRM to be transformed or manage other lines of businesses’ changes, do you have any similar experience in your company?

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