bets big on HR tech with talent cloud, geo fencing & predictive attrition

The Company is determined to create a future-fit model, where humans co-exist with technology, by adopting designing thinking, talent cloud and geo-fencing


There has been no dearth of discussions on how HR practices will change or evolve in the wake of the COVID-19 pandemic. The most crucial change that has emerged, is adaptability to technology. In the last couple of months, artificial intelligence (AI) and machine learning (ML) have already proved how efficiently they can deliver, in terms of recruitment processes. Keeping up with the changes, is looking to upgrade HR tech further with talent cloud, geo-fencing and more.

Harnessing technology

Speaking to HRKatha, Rajesh Balaji, newly appointed CHRO,, points out, “Technology is no more a nice-to-have tool for HR. We are talking about creating a talent cloud. There are no more border restrictions in hiring. My vision is to find out how we can make data available for people leaders, so that they are empowered to make decisions faster and offer the best experience to staff and customers.”

“I wish to explore ways to use data science, and slice, dice and analyse data for quick decision-making. This includes predictive attrition, early signs of disengagement, happiness meter and more. We are looking at geo-fencing attendance too. Gone are the days of biometric systems or personal sign-ins. Everyone has a mobile with a GPS now. So, one can figure out where the person is.”

Balaji’s goals include making a future-ready organisation, which includes digital disruption, leadership pipeline building, using data analytically and tactically and raising employer branding, through unique employer-value propositions.


Rajesh Balaji

My vision is to find out how we can make data available for people leaders, so that they are empowered to make decisions faster, and offer the best experience to staff and customers

Learning and development

When people work from remote locations, there are multiple advantages, but there are also disadvantages. There are some gaps that need to be filled and challenges that need to be overcome — brainstorming, socialisation, data security and regulation. Balaji is convinced that all of this can be achieved purely with the help of digitisation, data and emerging tools. “What we call a luxury today will become a tool in the future, to manage employee productivity. We will harness the data to improve the productivity of the staff and morale of the employees,” he points out.

This will, however, require some learning and development. will work on a strategic digital roadmap, which will also include educating the staff to co-exist with machines, such as AI and ML, apart from talent cloud and geo-fencing.

Productivity-based PMS

Similar to many organisations that have seen better productivity in the times of COVID-19, with the work-from-home format, Matrimony too saw a 30 per cent spike in productivity. What helped is the flexible work hours and the moving of the server-based application to the employees’ tablets. The organisation has over 50 per cent women in the workforce, who benefitted the most from the remote-working setup. The Company is now contemplating making flexible hours a permanent format. Now, it is working towards enhancing employee experience in the coming days by using design-thinking processes to solve employees’ problems.

“Design thinking is an approach which will change HR at its core. It will develop a human-centric mind-set that focuses beyond programmes and processes, to develop meaningful experiences for the employees. Design thinking will gauge whether the policies are future fit. Structure, capability, substantial growth are the keys and I believe these can be achieved through technology, policies and processes to improve staff experience,” says Balaji.

Productivity-based performance management system is at the core of it all. “We used real-time data to see how productivity happened on a daily basis. From monthly productivity monitoring we are moving to a daily format. Therefore, we know exactly what to do with the data. That will ultimately decide customer conversion. Infrastructure is, therefore, the biggest parameter,” Balaji signs off.’s vision is to create a great place to work, that adapts digital capability to provide the best employee experience.

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