Abstract  

Innovations in big data and machine learning have begun diffusing into various functions at the workplace. The case touches upon the challenges of instituting a culture change within HR divisions of large organizations that might not have fully embraced technology-led hiring that is backed by solid analytics. Using the backdrop of a large IT firm (HCL Technologies), the case provides an appropriate context to debate if technology offerings such as HIREalchemy from EdGE Networks can galvanize the talent acquisition function. Can leveraging such IT help the HR function break out of its “administrative” image, and emerge as a strategic contributor to the organization’s direction-setting exercises? Will such technologies dis-intermediate the recruitment function, and potentially disrupt the L&D function? While engaging the learner on these questions, the case also provides an insight into the ground realities of industry sectors such as IT/ITeS that rely on a well-oiled people supply chain.

Learning Objective  

(1) To highlight how the existing skills, processes, and paradigms of a large organization’s Talent Supply Chain (TSC) function are being replaced by technology, to support agility and operational efficiency.

(2) To identify key issues that arise when trying to re-engineer internal services delivery structures and processes, so as to bring about a better alignment with organizational goals.

(3) To explain how disruption from such technologies forces recruiters to enhance their capabilities in domains such as predictive analytics, which do not currently lie within the ambit of HR.