3 Tips For Surviving Commercial Driver Shortage

The shortage of commercial drivers is no longer a news. In 2015, there was a report of over 30 000 empty seats which needed to be filled in the United States and the problem has kept escalating since then. It so surprising that there is a shortage of commercial drivers when commercial driving schools, as well as trucking companies, have been pumping out newly trained drivers. Statistics have shown a good number of certified commercial drivers who are unemployed but they aren’t lining up to fill the empty seats in trucking companies. As a trucking company, the following tips can enable you to survive the shortage of commercial drivers.Tip 1 – Creating Opportunity for Growth in your CompanyWorking for a company and remaining in the same position for several years can be discouraging. One of the ways to reduce the turnover of drivers and attract new ones is by providing growth opportunities. Based on the performance of the driver, they can be promoted to other roles such as team captains and supervisors. However, the criteria for promoting the drivers should be made known to every driver on the field in other to prevent those who went promoted from getting frustrated and upset. Also, a company where there are growth opportunities are quite attractive to the younger generation of drivers. Better equipped trucks, automatic transmissions, and improved sleeping cabins are few of the other ways to attract young drivers who seek more comfort and convenience.


Tip 2 – Offering Better Compensations and Performance-Based Incentives. Offering better compensations to drivers is not an added expense but a means of reducing cost. It reduces your cost of recruiting and training because you get to attract more experienced drivers while reducing the turnover of your existing drivers. Also, drivers who do their job well, arrive on time, drive safely, and are efficient and productive should be given bonuses. This keeps them motivated.Tip 3 – Making the Job EasyThere are new technologies such as the route optimization software which helps in planning accurate and well-optimized routes. This ensures that drivers never get stuck on the road. It assists them in increasing their productivity and timeliness thus making the job easy and seamless. Also, the software comes with a tracking device which enables the company to know the location of their drivers in real time. This enables the company to be able to send assistance to the driver in case of any problem or breakdown of the vehicle while on the road.


The shortage of commercial drivers does not only increase the cost of operating a company but it also decreases the revenue of the company. Irrespective of what you choose to do in other to mitigate the impact of commercial driver shortage on your company, the best tip is to start as soon as you can. If you have any question concerning how your truck company can survive the shortage in commercial drivers, you can always call or contact a Truck Driver Company.

Does Technology Benefit Young Children’s Education?

As parents, all of us have fought the battle with our kids as they are absorbed into a video game or movie on an iPad, tablet or smartphone. We’ve had a better chance of getting the attention of Tom Cruise walking the red carpet than our kids.

Today, it’s common for two-year-olds to be using iPads, elementary schoolers hooked up to video games, and we all suffer (or live with) the challenge of prying your middle-schooler away from the computer long enough to eat a decent meal…

Technology is everywhere and its draw on kids is obvious, but is technology helping our kids learn?
Technology is becoming more social, adaptive, and customized, and as a result, it can be a fantastic teaching tool. That stated, as parents, we need to establish boundaries.

Today, software is connecting kids to online learning communities, tracking kids’ progress through lessons and games, and customizing each students’ experience.

By the time your child is in elementary school, they will probably well-versed in technology.

Learning with Technology at School
Schools are investing more and more in technology. Whether your child’s class uses an interactive Smartboard, laptops, or another device, here are three ways to make sure that technology is used effectively.

Young children love playing with technology, from iPads to digital cameras. What do early childhood practitioners – and parents, too – need to think about before handing kids these gadgets?

Let’s start at the beginning: what is technology in early childhood?
Technology can be as simple as a camera, audio recorder, music player, TV, DVD player, or more recent technology like iPads, tablets, and smartphones used in child care centers, classrooms, or at home.

More than once, I’ve had teachers tell me, “I don’t do technology.” I ask them if they’ve ever taken a digital photo of their students, played a record, tape, or DVD, or give kids headphones to listen to a story.

Teachers have always used technology. The difference is that now teachers are using really powerful tools like iPads and iPhones in their personal and professional lives.

Technology is just a tool.
It shouldn’t be used in classrooms or child care centers because it’s cool, but because teachers can do activities that support the healthy development of children.

Teachers are using digital cameras – a less flashy technology than iPads – in really creative ways to engage children in learning. That may be all they need.

At the same time, teachers need to be able to integrate technology into the classroom or child care center as a social justice matter.

We can’t assume that all children have technology at home.

A lack of exposure could widen the digital divide – that is, the gap between those with and without access to digital technology – and limit some children’s school readiness and early success.

Just as all children need to learn how to handle a book in early literacy, they need to be taught how to use technology, including how to open it, how it works, and how to take care of it.

Experts worry that technology is bad for children.

There are serious concerns about children spending too much time in front of screens, especially given the many screens in children’s lives.

Today, very young children are sitting in front of TVs, playing on iPads and iPhones, and watching their parents take photos on a digital camera, which has its own screen.

There used to be only the TV screen.

That was the screen we worried about and researched for 30 years.

We as a field know a whole lot about the impact of TV on children’s behavior and learning, but we know very little about all the new digital devices.

The American Academy of Pediatrics discourages screen time for children under two years old, but the NAEYC/Fred Rogers position statement takes a slightly different stance.

It says that technology and media should be limited, but what matters most is how it is used.

What is the content?

Is it being used in an intentional manner?

Is it developmentally appropriate?

As parents, we need to be aware of the drawbacks of technology and its impact on eyesight, vocabulary and physical development. We also need to be cognizant of our kids overall development,

My advice to teachers and parents is to trust your instincts. You know your child and if you think they have been watching the screen too long, turn it off.

It’s up to us, as parents, to notice that your child’s computer time is reducing or limiting interactions and playtime with other kids and nudge them in new directions. To encourage them to be physically active, to get outside and play.

It’s also up to the adult to understand the child’s personality and disposition and to figure out if a technology is one of the ways the child chooses to interact with the world.

At the same time, cut yourself some slack.

We all know that there are better things to do with children’s time than to plop them in front of a TV, but we also know that child care providers have to make lunch, and parents need time to take a shower.

In situations like that, it is the adult’s job to make the technology time more valuable and interactive by asking questions and connecting a child’s virtual experience on the screen with real-life experiences in her world.

Learning with Technology at Home
Whether you’re giving your child your smart screen phone to entertain them, or it’s your toddlers’ preferred playtime is on an iPad or tablet, here are eight ways to make sure your child’s experiences with technology are educational and fun.

Focus on Active Engagement

Any time your child is engaged with a screen, stop a program, or mute the commercials, and ask engaging questions. What was that character thinking? Why did the main character do that? What would you have done in that situation?

Allow for Repetition DVDs and YouTube videos add an essential ingredient for young minds which is repetition. Let your young child to watch the same video over and over, and ask him what he noticed after each viewing.

Make it Tactile Unlike computers that require a mouse to manipulate objects on the screen, iPads, tablets and smartphones allow kids manipulate “physical” objects with their fingers.

Practice Problem Solving An emerging category of games will force your child to solve problems as they play, potentially building concentration and analytical skills in the process; although the jury is still out on this. There is no clinical data that supports the marketing message of app makers.

Encourage Creation Use technology for creation, not just entertainment. Have your child record a story on your iPod, or sing a song into your video game system. Then, create an entirely new sound using the playback options, slow down and speed up their voice and add different backgrounds and beats until they’ve created something uniquely theirs.

Show Him How to Use It Many computer games have different levels and young children may not know how to move up or change levels. If your child is stuck on one level that’s become too easy, ask if he knows how to move up and help him if he wants more of a challenge.

Ask Why If your child is using an app or game the “wrong” way, always pressing the incorrect button, for example, ask them why. It may be that they like hearing the noise the game makes when they get the question wrong, or they might be stuck and can’t figure out which group of objects match number four.

Focus on Play Young kids should be exploring and playing with technology. This should be considered play, and not a focus on drilling skills.

Ask For Your Own Log-In Often, school programs come with a parent log-in that will allow you to see your child’s progress. If it doesn’t, ask to see the reports that a teacher has access to. Then, check his progress every few weeks. It’s a great way for you and your child to be on the same page about their progress.

Ask About Teacher Training Technology is often implemented in classrooms without appropriate professional development. If your child’s classroom is using a whole-class system, such as Clickers or an Interactive Smartboard, ask how it’s used in class and what training the teacher has had. “As a parent, you want to know if teachers feel well trained and they’re putting [new technologies] to good use.

Find Parent Resources One of the best ways that technology can help your child is by helping you learn more about learning.

Computers, smartphones, and tablets aren’t going away, but with a few tweaks and consideration, you can make your child’s technology-time productive, educational, and fun!

Let’s be honest. Most children can use a mouse, open and close apps, and even search the internet by the time they are three years old.

Once they have the cognitive ability, it’s time to talk with your child about internet safety.

Set clear guidelines and internet safety rules about what types of media are acceptable and carefully support and monitor your child’s technology use.

Tell your child to never share her name, address, or personal information online or on social media.

Talk with your child about what to do if he comes across inappropriate content (close the screen and alert you), and make sure you have a high-quality web filter and security system in place.

Wrapping it Up
Help your child understand that technology is just one of many tools for learning. Download educational games, read books and conduct research. When your child asks a question, conduct an Internet search to find the answer.

Before you press the off button, consider the ways that you can maximize your child’s technology time at home and school.

Do Boards Need a Technology Audit Committee?

What does FedEx, Pfizer, Wachovia, 3Com, Mellon Financial, Shurgard Storage, Sempra Energy and Proctor & Gamble have in common? What board committee exists for only 10% of publicly traded companies but generates 6.5% greater returns for those companies? What is the single largest budget item after salaries and manufacturing equipment?

Technology decisions will outlive the tenure of the management team making those decisions. While the current fast pace of technological change means that corporate technology decisions are frequent and far-reaching, the consequences of the decisions-both good and bad-will stay with the firm for a long time. Usually technology decisions are made unilaterally within the Information Technology (IT) group, over which senior management chose to have no input or oversight. For the Board of a business to perform its duty to exercise business judgment over key decisions, the Board must have a mechanism for reviewing and guiding technology decisions.

A recent example where this sort of oversight would have helped was the Enterprise Resource Planning (ERP) mania of the mid-1990′s. At the time, many companies were investing tens of millions of dollars (and sometimes hundreds of millions) on ERP systems from SAP and Oracle. Often these purchases were justified by executives in Finance, HR, or Operations strongly advocating their purchase as a way of keeping up with their competitors, who were also installing such systems. CIO’s and line executives often did not give enough thought to the problem of how to make a successful transition to these very complex systems. Alignment of corporate resources and management of organizational change brought by these new systems was overlooked, often resulting in a crisis. Many billions of dollars were spent on systems that either should not have been bought at all or were bought before the client companies were prepared.

Certainly, no successful medium or large business can be run today without computers and the software that makes them useful. Technology also represents one of the single largest capital and operating line item for business expenditures, outside of labor and manufacturing equipment. For both of these reasons, Board-level oversight of technology is appropriate at some level.

Can the Board of Directors continue to leave these fundamental decisions solely to the current management team? Most large technology decisions are inherently risky (studies have shown less than half deliver on promises), while poor decisions take years to be repaired or replaced. Over half of the technology investments are not returning anticipated gains in business performance; Boards are consequently becoming involved in technology decisions. It is surprising that only ten percent of the publicly traded corporations have IT Audit Committees as part of their boards. However, those companies enjoy a clear competitive advantage in the form of a compounded annual return 6.5% greater than their competitors.

Tectonic shifts are under way in how technology is being supplied, which the Board needs to understand. IT industry consolidation seriously decreases strategic flexibility by undercutting management’s ability to consider competitive options, and it creates potentially dangerous reliance on only a few key suppliers.

The core asset of flourishing and lasting business is the ability to respond or even anticipate the impact of outside forces. Technology has become a barrier to organizational agility for a number of reasons:

o Core legacy systems have calcified
o IT infrastructure has failed to keep pace with changes in the business
o Inflexible IT architecture results in a high percentage of IT expenditure on maintenance of existing systems and not enough on new capabilities
o Short term operational decisions infringe on business’s long term capability to remain competitive

Traditional Boards lack the skills to ask the right questions to ensure that technology is considered in the context of regulatory requirements, risk and agility. This is because technology is a relatively new and fast-growing profession. CEOs have been around since the beginning of time, and financial counselors have been evolving over the past century. But technology is so new, and its cost to deploy changes dramatically, that the technology profession is still maturing. Technologists have worked on how the systems are designed and used to solve problems facing the business. Recently, they recognized a need to understand and be involved in the business strategy. The business leader and the financial leader neither have history nor experience utilizing technology and making key technology decisions. The Board needs to be involved with the executives making technology decisions, just as the technology leader needs Board support and guidance in making those decisions.

Recent regulatory mandates such as Sarbanes-Oxley have changed the relationship of the business leader and financial leader. They in turn are asking for similar assurances from the technology leader. The business leader and financial leader have professional advisors to guide their decisions, such as lawyers, accountants and investment bankers. The technologist has relied upon the vendor community or consultants who have their own perspective, and who might not always be able to provide recommendations in the best interests of the company. The IT Audit Committee of the Board can and should fill this gap.

What role should the IT Audit Committee play in the organization? The IT Audit function in the Board should contribute toward:

1. Bringing technology strategy into alignment with business strategy.
2. Ensuring that technology decisions are in the best interests of shareholders.
3. Fostering organizational development and alignment between business units.
4. Increasing the Board’s overall understanding of technological issues and consequences within the company. This type of understanding cannot come from financial analysis alone.
5. Effective communication between the technologist and the Committee members.

The IT Audit Committee does not require additional board members. Existing board members can be assigned the responsibility, and use consultants to help them understand the issues sufficiently to provide guidance to the technology leader. A review of existing IT Audit Committee Charters shows the following common characteristics:

1. Review, evaluate and make recommendations on technology-based issues of importance to the business.
o Appraise and critically review the financial, tactical and strategic benefits of proposed major technology related projects and technology architecture alternatives.
o Oversee and critically review the progress of major technology related projects and technology architecture decisions.
2. Advise the senior technology management team at the firm
3. Monitor the quality and effectiveness of technology systems and processes that relate to or affect the firm’s internal control systems.

Fundamentally, the Board’s role in IT Governance is to ensure alignment between IT initiatives and business objectives, monitor actions taken by the technology steering committee, and validate that technology processes and practices are delivering value to the business. Strategic alignment between IT and the business is fundamental to building a technology architectural foundation that creates agile organizations. Boards should be aware of technological risk exposures, management’s assessment of those risks, and mitigation strategies considered and adopted.

There are no new principles here-only affirmation of existing governance charters. The execution of technology decisions falls upon the management of the organization. The oversight of management is the responsibility of the Board. The Board needs to take appropriate ownership and become proactive in governance of the technology.

Do Boards need a Technology Audit committee? Yes, a Technology Audit Committee within the Board is warranted because it will lead to technology/business alignment. It is more than simply the right thing to do; it is a best practice with real bottom-line benefits.

Leveraging Technology for Organisational Excellence

Technology & HR-Leverage one for the other: “Technology and HR are enablers of business. Integration of the two would mean not only harmonious co-existence but also leveraging one for the other. Leveraging of technology for HR would mean digitizing the mundane HR activities and automating the back office and transactional activities related to recruitment, performance management, career planning, and succession planning, training and knowledge management. Leveraging HR for technology implies managing change associated with technology by way of communication, training, hiring, retraining, stakeholder analysis and conscious keeping. Thus they can play complementary roles.”

Technology and HR both have one thing common i.e., both these are enablers of business.

In recent times, technology has become synonymous with information technology, as hardly any other technological development of the past would have impacted all spectrum of business as information technology has impacted. Irrespective of the kind of business you are in i.e., services or goods, commodity or branded, trading or manufacturing, contemporary or traditional deployment of information technology in one form or the other is a foregone conclusion. To manage and deploy technology in an effective way, all business Organizations would need knowledge workers. Managing of these knowledge workers is the responsibility of HR function. Hence the integration of technology and HR is an absolute must.

Having understood technology and HR in the present context we must understand integration in this context. Integration would not only mean harmonious co-existing but would also mean one enhancing and complementing the other i.e., technology is used to enhance effectiveness of HR and HR functions helps in adopting and managing change which technology deployment brings in.

Leveraging technology for HR

HR management as a function is responsible for deliverables like business strategy execution, administrative efficiency, employee contribution and capacity for change. All these are accomplished through what HR people do i.e., staffing, development, compensation, benefits, communicate organization design, high performing teams and so on. In majority of these areas technology is being deployed.

e-Recruitment

Recruitment is one area where all the companies worth their name leverage IT. There are two different models of e-recruitment, which are in vogue. One is recruitment through company’s own sites and the other is hosting your requirement on the other sites e.g., monster .com, jobsdb.com, jobsahead.com, naukri.com, and jobstreet.com and so on so forth. The first models is more popular with the larger companies who have a brand pull for potential employees e.g., G.E., IBM, Oracle, Microsoft, HCL, ICICI, Reliance, Mindtree consulting etc. Other companies prefer to go to the job sites. Some are adopting both.

E-recruitment has gone a long way since its start. Now these sites have gone global. Sites like jobsahead.com and monster.com have established global network, which encompasses separate sites for jobs in Australia, Denmark, Belgium, and Canada etc. Job seekers are able to search job by region or country and employers target potential employees in specific countries. For example, 3 Com recently posted a company profile on the Ireland site that highlights the contributions of 3 com’s Irish design team in its global projects.

In the early days e-recruitment was plagued with flooding the employers with low-quality bio-data’s. Again technology has come as a savior. Now pre-employment testing like the one introduced by Capital One, a US based financial company, help in filtering the applicants. These tools test online e.g., applicants for call centers. ‘Profile International’ a Texas based provider of employment assessments, has developed tools that allow instant translation of assessment tests between languages. Further developments like video- conference specialized sites, online executives recruitments and combining online and offline methods are leading to more and more companies adopting e-recruitment at least as a secondary recruitment method. Arena Knights Bridge, a US based IT company conducts video based interview of its prospective employees and only short listed employees are met in person. Even Cisco was to launch the same.

Employee Self Service

Employee self-service is perhaps one utility of IT, which has relieved HR of most of mundane tasks and helped it to improve employee satisfaction. Employee self services is a plethora of small activities, which were earlier carried out by employee through administration wing of HR. These are travel bookings, travel rules information, travel bills, leave rules, leave administration, perk administration, etc. Earlier all these rules and information were in the custody of HR. Every user employee was expected to reach out to HR and get it done. Now with deployment of ESS in most of the companies, employee can request for travel related booking online, fill his/her T.E. bills, apply for leave, log time sheet and see his perks value disbursed and due etc. E.g., in Ballarpur Industries Ltd. leave administration is completely digitized in its corporate office. It is working towards digitizing travel related activities, perks and even compensation management and performance management administration. ‘Digitize or outsource all the mundane and routine focus only on core and value add’ – Vineet Chhabra V.P. -PDC BILT.

Communication

Communication which is most talked about management tool has always been a gray area in HR management. In large companies with vast geographical spread communicating with all employees had really posed formidable challenge to HR professionals. Technology has again come for rescue. Starting with telephones, faxes, e-mails and maturing into video conferencing, net cast, web cast etc. communication is one area of HR, which has been greatly benefited by technology. Mouse & click companies like Oracle, IBM has an intranet which caters to most of the information needs of its employees. Brick & Morter companies like BILT also have made a foray into deploying intranet for internal communication, which has corporate notice board, media coverage, and knowledge corners.

Knowledge Management

Another area of HR, which is leveraging technology, is employee development. Programmed learning (PL) i.e. learning at its own pace is one of the most effective ways of adult learning. Use of technology for this purpose can’t be over emphasized. Aptech Online University and ‘The Manage mentor’ are some of the Indian sites, which are in this business knowledge management, which is an integral part of any learning organization, which cannot become a reality without technology. Companies can harness the knowledge of its employees by cataloging and hosting it on the intranet. Talk to ‘Big-5′ or not ‘so big’ consulting companies you will find that main stay of their business is the knowledge repository. Technology has enabled them to retrieve it swiftly. In the competitive environment where speed is the name of game technology driven Knowledge Management constantly provides a strategic advantage.

If you look at HR module of ERP solutions like people soft, SAP, Oracle and Ramco they provide you with a comprehensive package which helps in man-power planning, recruitment, performance management, training and development, career planning, succession planning, separation and grievance handling. A transaction happening in all these areas are digitized and form a closed loop ensuring employee database is always updated. E.g. a joining letter of a new employee is system generated. It will be printed only when all mandatory fields of information are entered. Similarly a transfer order or a separation letter is issued from the system only if that transaction has been carried out in the system.

For career planning, success planning, skill and competencies matrix methods are used by most of these systems. They search an employee with the required skills first in the in-house database of employees. Once put in practice in letter & spirit, this system not only enhances business results by matching the right candidate for right job but also improves retention of employees.

Processing payroll, churning out time office reports, providing HR-MIS are some other routine activities of HR which have been off-loaded to technology.

Leveraging HR for Technology

All HR professionals, preaching or practicing, learning or experimenting, teaching or studying have experienced leveraging technology for HR. But most of us come across a situation where we need to leverage HR for technology. Let us understand what do we mean by this.

Whenever technology is deployed afresh or upgraded it involves a change. The change may be at the activity level e.g., applying for leave through the intranet or at the mental model level e.g., digitizing the process succession planning which have been HR professionals forte. The people have always registered adopting change. This is one area where HR professionals are to deliver i.e., become change agents and lead the process of technology and change adoption. The resistance to change is directly proportional to speed of change. Now speed of change has increased and hence resistance.

Just to take an example, most of ERP implementation in the world have not been able to deliver all the expectations. Some of these have failed to deliver at all. While analyzing the cause of failure it has been observed that 96% of failures are because of people related issues and only 4% are because of technology.

It is the people who make the difference; hence HR should exploit its expertise to facilitate the adoption of technology. I would like to put together some of the thoughts on what HR should do for this.

At the time of recruitment, stop hiring for skills rather hire for attitude and a learning mind. Skills of today are no longer valid tomorrow. Managing ever changing change is the only criteria for success.

Functional or technical skills can be acquired during the job. Hence recruitment in the technology era needs to undergo a paradigm shift i.e., from a skill/competency based it needs to be attitude and learning mind/ ability based interview. That would translate into hiring for skills for future. In IBM every employee has to fill in his/her individual development plan where the employee commits its learning one/two new skills every year thus remaining competitive every time.

If we look at the chemistry of resistance to change it is either a skill issue or a will issue. To address the will issue we need to work at a comprehensive solution starting from recruitment (as discussed earlier), reward, compensation and leading to organization culture which promotes change. A living example is 3M, a US based company, where innovation is way of life, where 10% of revenue must come from new products every year. For them change becomes way of life.

To address the will issue further organization need to prepare a communication strategy which creates a ‘pull’ for the technology. For example, in Ranbaxy, when they went for SAP implementation they anticipated resistance. To address this they started a house journal, which was aimed at educating the employees on the benefits, which will result from adoption of ERP, SAP. This created a need rather a potential need or a latent need was brought out. Adoption of ERP did not become much of a problem.

At times adoption of technologies is perceived as a threat by the employees e.g., automation leading to reduction in workers, office automation leading to retrenchment of clerks etc. HR needs to be associated with the technical adoption right from the beginning till the end. At the selection of technical stage if HR is associated, it can map the skills required and create a pull during implementation and adoption. Post adoption it can release the excess non-re-allocatable employees.

To understand this process more clearly we can take example of ERP implementation. ERP is taken as an example as this is one technology adoption which effects employees across the org. irrespective of function and position. Any other automation may have affected only a segment of organisation. ERP implementation in any organization goes through the following stages.

1. Selection of package

2. Business analysis

3. Solution design

4. Configuration and customization

5. Conference room piloting (CRP)

6. Go-live and production

At each stage HR has to play a role, which will help in mitigating resistance to change.

During selection process, the change agent can understand the business benefit ERP would bring. This would help him to draw a comprehensive communication plant aimed at creating a ‘pull’ for the change. The communication plan may use its various weapons from the armory. The obvious examples are Newsletters, Newsflash. In-house journal, addressing by the top management, web cast, open house sessions, meetings formal and informal.

During the business analysis phase implementation team is supposed to analyse the existing business processes. At times this leads to surfacing of some data which is not very desirable by the process owners, leading to resistance at this stage, HR has to be again proactive and carry out a detailed stake-holder analysis. Such an analysis should give a lead to potential areas of problem and potential champions of change.

Solution design involves defining ‘To-be processes’ i.e., the way business would be carried out in future. At this stage HR has to play the role of catalyst to turn the heat on. The idea is to ensure to make maximum out of an opportunity of package enabled business transformation. HR can play a role by arranging to educate and train the right people on best business practices, just before this phase.

During the configuration and customization HR has to keep on beating the drum, the customization of a standard package is a big no-no. Similarly, during the conference room plotting (CRP) it should help in identifying the right persons to be involved in CRP. A thorough testing at this stage would result in lesser pain at the time of going live. This is also time to focus on training of end users, the employees who are going to use the system once implemented. Training- retraining -training to ensure all the prospective users are comfortable with usage of software before the system goes live.

During the go-live stage HR has to work over time to keep the motivation levels high. This is the time when management starts losing patience as one glitch after the other keeps appearing and virtually bringing the business to halt. At this stage, HR has to play ‘conscious keeper’ for the top management once into product relocating the surplus is a challenge for which it has to be prepared before it.

This examples makes it clear that involvement of HR during the entire life cycle of technology is valuable. ERP is not an isolated case. It is true for any other technology adoption only finer details may vary. Hence HR must play a proactive role rather than being just a silent spectator or mere executers of the wishes of business or chief technology officer in case of technological changes.

Having set the case in different perspective, it seems only logical to leverage technology for HR and vice-versa.