Fundamentals of Human Resource Management

FHRH21-1

HR Practices and the Response of HR to the

COVID-19

A project by

Group no. 03, HRM Section B

Abarna Kalyani – H21062

Aman Garg – H21066
Sheshna Sekhri – H21111
Suraj Singh Kushwah – H21116
Venkatesh Konnur – H21121

1
 Table of contents

Table of contents ................................................................................................................................................. 2

Introduction ......................................................................................................................................................... 3
Review of Literature ............................................................................................................................................ 4
About the Organizations ..................................................................................................................................... 5
Organization Level Comparison........................................................................................................................... 5
Organizational Structure, Size, and Status of HRM Department ........................................................................ 6
Lear Corporation.............................................................................................................................................. 6
Dextara Digital ................................................................................................................................................. 7
Comparative Analysis: Organization Structure and HR Practices........................................................................ 9
Impact of the Pandemic on the Organizations and the Organizational Response.............................................. 9
Logistics of Establishing WFH culture ............................................................................................................ 10
Health Policies: .............................................................................................................................................. 10
Hiring Challenge: ........................................................................................................................................... 11
Performance Appraisal .................................................................................................................................. 11
Employee Engagement: ................................................................................................................................. 12
Top Management Support ............................................................................................................................ 12
Conclusion & Recommendations ...................................................................................................................... 14
Appendix ............................................................................................................................................................ 15
Interview Questionnaire................................................................................................................................ 15
References ..................................................................................................................................................... 16
Verification Details ............................................................................................................................................ 17

2
 Introduction

Covid-19, commonly known as Coronavirus, has brought on many changes in the world,
leading to many organizations transitioning to digital operations. In such times, it has been difficult
for all the departments to function smoothly, especially in the Human Resource (HR) department.
Human Resource Management had an essential role in the smooth functioning of the organizations
and in supporting the employees in times of digital transition.
Employees found it difficult to learn the skills required for working from home and coping
with the new environment without colleagues. Many employees were stressed because of this
pandemic's effects on their family, relatives, and friends and seeing many people lose their jobs. In
times like these, the HR department was responsible for looking after the employees' mental well-
being and maintaining a sense of bonding with the organization during work-from-home.
The project tries to analyse the impact of Covid-19 on two firms, the HR department's reaction
to this, and their subsequent actions to manage the employees and organization. For this project, the
literature review gave direction to the approach and helped understand the existing theoretical
foundation. We carried out the preliminary assessment of the firms through semi-structured face-to-
face interviews with the HR heads of the two firms.
This project aims to discuss and compare the impact of the pandemic on the HR departments
in Lear Corporation and Dextara Digital, with Lear Corporation being a well-established firm and
Dextara being a technology-related start-up.

3
 Review of Literature

The coronavirus pandemic has led to the initiation of drastic changes everywhere in the world.
Firms and customers switched from traditional ways of business to online or the digital mode.
Sheppard (2020) says that the Covid-19 has intensified digital transformation for companies, and many
workers around the world need to have necessary skills to use technologies The pandemic has made it
visible that the most demanded skills for the employees are digital, but also collaborative.
The pandemic has resulted in a demanding situation for the Human Resource Management.
HR managers must help their employees to handle with the rapid changes in both the workplace and
the society (Carnevale & Hatak, 2020). According to the Sheppard (2020), businesses should prepare
to change and turbulence in the future by introducing and adopting platform-based technologies and
develop business models accordingly.
Van der Lippe & Lippényi, (2019) state that the large-scale research of 869 teams and 11,011
workers in 9 European countries confirms that remote working is not beneficial for all employees;
especially team performance is reduced and sharing knowledge suffers when co-workers are working
from home. On the other hand, job satisfaction and commitment influence the individual performance
of the employees, but they result in a decline of team performance when the employees work from
home for more than 8 hours a week. According to Comella-Dorda et al. (2020), agile teams, earlier
confirmed to be effective with remote working, can be inefficient when working fully remotely. These
findings result in the conclusion that Human Resource department should focus more on the issues and
promote flexible working environment.
While there have been cases of people carrying workplace stress to their home and disturbing
their mental health, which sometimes leads to personal issues, some studies have found that work-
from-home culture has resulted in diminishing the boundary layer between personal life and work,
thus causing the stress due to personal issues affect their work. Peasley and colleagues (2020) indicate
that although remote work has many advantages, employees experience "mix of business and home
life", which causes troubles for both managers and workers in terms of long-term wellbeing.
It has also been observed that thee work-from-home culture has resulted in the employees being
isolated from their social lives. Therefore, Human Resource department is expected to interact and be
in touch with the employees who are working from their place. Singer-Velush et al. (2020) say that
small-group meetings, networking, virtual connections should be arranged to conquer isolation as work
relationships are source of motivation.
For evaluating workload and performance of human resources, managers have used digital data
and online dashboards with the intention of assessing for example number of sales, tickets closed, calls
made, hours logged on, or number of customers served (Narayandas, Hebbar, & Liangliang, 2020).
Thus, HRM should help companies to transform their business processes into the digital space
by upgrading employee skills, create organizational culture for adaptability to digitalization, and
keeping work-life balance to maintain employee health, motivation, and efficiency. (Iza Gigauri, 2020)

4
 About the Organizations

Organization 1 Organization 2
Name of company Lear Corporation Dextara Digital
Type of Multi-national Corporation (#179 in Startup
Organization Fortune 500)
Nature of Business Automotive Seating Technology and E- IT services and salesforce implementation
Systems
Manufacturer of Future Seats that can act
as a safety device, call ambulance, check
heartrate, etc. This is one of the emerging
businesses for the organization.
Location / Corporate Head Office – Pune Presence in 2 countries: India and USA
Geographical Global Orientation with 9 Manufacturing Corporate Office (India): Hyderabad
Orientation setups & 2 technology centers in India Corporate Office (USA): Texas
Globally present in 38 countries Registered Office (USA): Delaware

Total number of Total 4,000 employees in India 200+ employees in India

employees in
present location
Ownership (Board Arvind Sharma (Managing Director) Sreekanth Lapala (Chief Executive Officer)
of Directors) Jared Anthony Fedele (Vice President, Asia Chakradhar Kayam (Chief Operating Officer)
Pacific Finance) Sandeep K (Vice President, Technology)
Lavanya Rohit Gandi (Head, Human
Resources)
Phanidhar Sangam (Head, Talent Acquisition)

Organization Level Comparison

Lear Corporation is a multinational corporation headquartered in USA with presence in 38
countries. Globally, it employs over 1,74,000 employees. In India, Lear Corporation employs around
4,000 employees. The organization basically manufactures seating technology and e-systems used in
the automotive industry.
Dextara Digital, on the other hand, is an India-based start-up with presence in two countries
i.e., India and USA. There are around 200 employees in India. The organization provides IT-based
services to its clients. Dextara Digital offers optimal Salesforce implementation services through
business analysis, business configuration determination and finally service customization.
Both the organizations have fully functioning HR departments. Our main reason for identifying
these two firms for our project was to analyse, compare and draw conclusions about how two firms on
the opposite ends of organizational spectrum – one an MNC and the other a start-up dealt with the
pandemic and how their HR’s response to COVID differed.

5
 Organizational Structure, Size, and Status of HRM
Department
Lear Corporation
a) Organization Chart

Managing
Director

HR Vice
President

Manufacturing Centre of Business Shared Services

Excellence Partners

Plant HR Plant HR HR
Head Head Specialists

Plant HR Plant HR

HR Organizational Structure of Lear Corporation

• The HR Ratio for the organization is 0.33.

• The qualified HR Professionals are about 40% out of a total of 300 HR professionals. They
prefer experience over qualification.

b) Division of HR Functions:

• Plant HR Head & Plant HRs

These HR professionals deal with chiefly industrial relations issues and labour matters. They
also work closely with contractors ensuring legal compliances of onboarding contract workers.
They must ensure appropriate working conditions, optimum levels of basic facilities like
drinking water, urinals, rest rooms, canteen etc in addition to addressing grievances, controlling
attendance, salary and wages of workers. The HR head supervises the Plant HRs.

• Centre of Excellence
The CoE HR Specialists deal with 3 broad categories Talent Acquisition, Lear Corporation &
development and Compensation & Benefits and are responsible for developing processes,
rules, and regulations for the same.

6
 • Business Partners
These professionals work in coordination with line managers & top management and deal with
strategic implementation of rules/ regulations and also address issues faced by line managers

• Shared Services

Here, the HR professionals deal handling routine requests, complaints, or questions. These
typically include payroll issues & benefits questions. The number of professionals under this
field is decreasing as most of the transactional work is getting outsourced.

c) Involvement of Line Managers

• Line operational managers or engineering managers or technology centers have very high
involvement in all the HR functions. The HR Team trains line managers to become a people
sensitive manager.

d) Outsourcing
• Generally, most of transactional roles which involves administrative work like documenting
operational processes and maintaining employee records are outsourced. In the Indian
subcontinent, the payroll is also outsourced. Also work related to statutory compliance like
visiting government offices for approvals, paying challans etc., are outsourced.

Dextara Digital
a) Organizational Chart for HR Department

Chief Executive
Officer(CEO)

HR Director(Acting Chief Operational

CHRO) Officer ( COO )

HR Recruiting
Specialist coordinator

Organizational Chart of Dextara Digital

• The HR Ratio for the organization is 5.

• The qualified HR Professionals are 4 out of the total 5 HR professionals.

7
b) Division of HR Functions:

i) HR Director:

• The HR Director reports directly to the CEO and supervises the HR Specialist officers. The
Director is responsible for overseeing and coordinating end-to-end HR management
activities. However, in this organization, the function of staffing falls under the purview of
the COO (The Chief Operating officer).

ii) HR Specialist:

• These officers are involved in the core HR functions involving training & development,
performance management (probation feedback and mid-year feedback), employee
engagement initiatives, handling employee grievances or complaints, and keeping track of
Time & Attendance, leaves, personnel planning, payroll and coordinating with the
recruitment coordinator, The HR Specialist officers report to the HR Director.

iii) Recruitment Coordinator:

• The organization's recruitment function is handled by a third-party contractor to source

candidates and the responsibility of recruiting coordinator is to provide all the necessary
information on the available positions in the organization that need to be filled to the
external agency. Then analyse the potential leads provided by the agency, administer tests,
hold interviews, conduct background checks, send out offer letters, and onboard the
selected candidate. The recruitment coordinator in this organization reports directly to the
COO.

c) Involvement of Line Managers

• The areas where line manager involvement is high are ensuring their reporting employees
adhere to the rules & regulations of basic policies like Time and Attendance, leaves, etc., during
performance reviews (including probation reviews, mid-year reviews, and annual reviews)
devising Learning & Development activities.
• The areas where Line manager involvement low includes sexual harassment cases and when
the HR professionals are collecting bottom-up feedback. The matters related to POSH are
private, and the employee might not want to keep her reporting manager in the loop.

d) Outsourcing

• A part of the staffing process, talent scouting is outsourced to external agencies. The firm's
recruiting coordinator provides the agency details regarding the available positions and the
corresponding job description, working schedule, necessary qualifications, and pay rate to the
agency. The agency and the firm have a contract wherein the firm has agreed to pay 8.33% of
the annual CTC to the agency for every successful hiring, and the 3rd party agency provides
free replacement if the selected candidate leaves the company before a completion period of 6
months.

8
 Comparative Analysis: Organization Structure and HR
Practices
Lear Corporation and Dextara Digital are very different when it comes to HR Organization structure
and HR Practices because while Lear Corporation is a Fortune 500 Company in the manufacturing
sector, Dextara Digital is a start-up in the IT sector. Therefore, the organization chart of Lear
Corporation is quite diverse with a variety of HR roles while for Dextara digital is quite compact. Also,
Dextara digital is a close-knit organization, and the roles of HR and line managers are somewhat
overlapping while at Lear Corporation we find that there is distinctiveness among the HR Roles and
being in the manufacturing sector they also deal with issues related to factory and labour. Dextara
Digital being a start-up the HR Ratio is quite high which is a good sign as the company is aiming to
build employee trust and loyalty while the HR ratio at Lear Corporation is 0.33, which is quite poor as
per the industry standards and questions the HR Delivery effectiveness. All the HR related practices
and services broadly come under the purview of the HR Vice President at Lear Corporation, however
the recruitment function at Dextara Digital is handled outside the HR Department and comes under
the purview of the Chief Executive Officer which contrasts with the industry trend. The focus of HR
professionals at Dextara is more on expansion while at Lear Corporation it is more focussed to
incorporating best practices and policies.

Impact of the Pandemic on the Organizations and the

Organizational Response
Lear Corporation
• The HR head explained the impact of Covid 19 as “Disastrous and Chaotic.”
• Since the primary revenue and operation of the business was from manufacturing, the question
was how to run the business?
• There was a lack of suppliers since Covid had a chain effect and every organization was facing
the issue.
• Lear Corporation faced the problem of people not being in the office due government
lockdowns.
• One notable thing that we observed was that Lear Corporation hires a lot of casual labour, but
now the labour was leaving the city and going back to their hometown; leading to lack of means
of productions.
• The HR head recalled that the situation was like the CYNEFIN framework, and the first phase
was chaotic.

Dextara Digital

• The impact of the pandemic on Dextara had not been adverse, in terms of business, and
retrenchment. This was partly because the business was accustomed to employees working
remotely out of office.
• Although, there were challenges with respect to projects which demanded high security and
privacy and was feasible only on internal network.

9
 HR professionals were not used to employees not being present physically in the office for
such long periods and hence found it difficult to maintain connectivity & engagement among
the employees.

Logistics of Establishing WFH culture

Lear Corporation:
HR had a very tough time collecting employee data because employees were not physically
present in the offices. There were concerns regarding if the employees are safe and where they
are currently staying. Their home addresses were available, but the problem was whether where
they are staying in the same address.
Recalling the changes for WFH, HR head said that the IT team did a fantastic job (VPN,
security, policy on broadband usage). Furthermore, the HR team made sure that the entire India
leadership meets every day. They called it Covid touchpoint.
Things started to change drastically in July when the lockdown restriction were eased, and
manufacturing employees started coming back to work but still the issues related to the
shortage of employees were there.
HR also had to take a lot of new things into consideration like employee transportation, safe
food, and new touch free technologies like touch free system bathrooms.

Dextara Digital:
Dextara Digital had a policy of WFH before the shutdown. Employees had the freedom of
flexible working hours. Only those working on confidential and high security projects were
mandated to work from home. Despite the policy in place, employees worked in office and
seldom took the liberty of working from home.
This however changed. All employees were asked to work remotely. To solve the problem of
WFH for high security clients, the company sought the refuge of complex technical firewalls
and VPN to ensure that no breach of data happened. Thus, the company faced no major
impediment in transitioning to a remote work setup. On the contrary, the company grew by 3
times during this period. There were other issues that came up.
Aligning and onboarding new employees was difficult. While the logistics was handled by the
IT department, coordinating between them and each employee was the duty of the human
resources. This was a bit challenging at first, but we decided to subscribe to human resource
management systems (HRMS) to collate employee information.

Health Policies:
Lear Corporation:
HR moved from a very strict based management to trust based management. New Covid leaves
were introduced, Covid Caregiver leaves were introduced for people whose family members
were suffering from Covid. Extra financial support was provided in the current insurance policy
to help them cope up the pandemic. New policies like providing for educational support for the
families of Covid 19 victims were also introduced.

10
 HR framed the new Vaccination policy to spread awareness among the employees. It also
framed a new Business Continuity Policy which was in synchronization with the government
regulations.

Dextara Digital:
The HR also decided to expand the coverage of the health insurance policies. The earlier health
insurance policy was a group insurance policy that covered the employees and their dependents
(spouse and kids). A new reimbursement policy was introduced to aid the existing policy. It
covered parents and in laws of the employee. Employees were allowed to submit
hospital/medicine bills of parents (and in-laws) suffering from covid and 20% of the entire
amount or 50,000 whichever was less would be reimbursed.
The HR dept. Also decided to introduce a special 14 day paid covid leave for all the employees

Hiring Challenge:
Lear Corporation:
• HR had to focus on increased hiring of local candidates instead of people who have to travel
and move for the job. They moved to online virtual interviews and conducted 500 virtual
interviews and accepted 150 virtual joiners. In the online hiring space, “Success Factor” helped
the HR a lot.

Dextara Digital:
• During the first phase of the pandemic, the market was down, most companies had reduced
their focus on hiring. Since the company did not have a major impact, Dextara Digital decided
to continue its hiring efforts to the same degree. It was noticed that it was quite easy to attract
good talent partly due to the higher number of layoffs in other companies.
• However, as the market opened and companies rolled back their hiring freezes, the company
observed a few challenges while hiring owing to the fact that other companies started offering
substantial increases in salaries and hikes.

Performance Appraisal:
Lear Corporation:
• The organization does not follow a bell curve approach for promotion and there is no rating
system for promotions. Employees are analyzed through “talking points” which is a quarterly
discussion all about goals, work, KPIs, help and support required and career goals. There were
no major changes in the appraisal policy
• One notable thing to observe was that the compensation level of the junior staff wasn’t reduced
at all. Instead, there were some deferred salary cuts for the top level management.
• Promotions – The organization doesn’t follow a quota system promotion where a certain
percentage of individuals have to be necessarily promoted after a certain period of time. The
promotions are based on the fact whether there is any role availability and role enhancement.
The same promotion strategy was followed. Surprisingly, the attrition rate fell for Lear
Corporation during pandemic, even in the IT roles.

11
 Dextara Digital:
• The current system of performance management is not the standard bell curve model, owing to
a limited number of employees. However, as the company is growing, and hiring is increasing,
the company is contemplating a gradual shift to the bell curve model.
• The appraisal system is a bi-annual process where employee performances are evaluated and
accordingly the hike percentage is decided.
• The new recruits are put on probation for the initial 6 months following which performance
reviews are conducted and feedback is given.
• Appraisal cycles evaluate employees on a variety of metrics like client satisfaction, adherence
to timelines as well as core competencies such as organizational contribution, team work,
collaboration, innovation & achievement orientation.

Employee Engagement:
Lear Corporation:
• A lot of other initiatives were taken by the HR for employee and company benefits. This
include addressing mental health issues, virtual employee engagement programs (these were
called techgagements), Work-From-Home Diaries for employees, team building games, virtual
fun contests, innovative masks, counsellor sessions, financial knowledge session in the
pandemic by experts, etc.

Dextara Digital:
• Instituting employee engagement programs catered to the new normal was a challenge. Since
people were working on different projects and according to varying time zones, so it was
difficult to bring everyone together.
• To deal with this issue, the company set up town halls every quarter that were mandatory for
everyone to attend. In these meets, information and progress about the company, its future was
to be discussed.
• All managers were also asked to introduce small catch-up meetings for team members on a
biweekly basis. To keep up with the engagement plans, the company also sent out mailers
announcing birthdays/ anniversaries of each employee and hosting small group parties to
celebrate.

Top Management Support:

Lear Corporation:
• The HR received tremendous support from the top management. There was weekly Managing
Director communication with the HR team every week where they used to discuss the problems
faced by the employees and how to address them. There were no blockages from the
management side regarding the policies taken by the HR department, they even openly
supported the steps which may increase cost a bit but increase employee welfare.

12
 Dextara Digital:
• The top management had been extremely supportive and were reachable at any point of time.
There had been times when the CEO had personally counselled a lot of people. There have
been constant engagement and discussions between each other. The management has been
proactive especially before the second wave of the pandemic heat. Before the conditions in the
city severed and lockdown was imposed, the management had made all the arrangements, even
packed desktops wherever needed to enable work from home for all the employees which was
highly appreciated by the employees as they did not have to face travel issues or get stuck away
from home.

13
 Conclusion & Recommendations

Impact of COVID- 19 on HR Profession: Work from Home as an everyday concept isn’t

something that could have been easily handled by the HR professionals as they have been in a setup
which is used to being present physically in the office and hence they feel it is much easier to keep
an employee engaged to the brand , company and to their job and keep them more motivated through
daily interactions in a physical During the pandemic a lot of employees were not engaged or were
demotivated due to several personal reasons and hence were not able to give 100% to the work
dedicated to the work but at a home setup there are a lot of disturbances due to family , kids ,etc. In
office, employees are disconnected from work and are just focused on work, workplace, and
colleagues. The chief challenges hence faced my HR professionals are keeping the employee
motivated and engaged. There was also an issue of burnout and falling work-life balance among the
employees because the employees were not taking time out because the lines between work and
home got blur. The socializing was immensely reduced and were not highly productive even though
they were connected to their work system for long hours. The HR Professionals had to personally
convince employees to take some off – time to rejuvenate.

Impact on HR Professionals: The HR professional, whose work, once largely overshadowed has now
been brought to the forefront in the pandemic. As evident, the scope of the HR has broadened. In
addition to conducting the normal HR functions, there is an increased focus on managing employee
well-being, an issue not prioritized before. To deal with shirking and slumps in productivity of
employees, HR professionals have had to come up with new ways of engaging and motivating
employees to ensure worker productivity and spirits remain high. The HR’s job description now
includes extending support to the employee beyond the traditional employer-employee system
including family benefits and ensuring a healthy work life balance. The HR has had to come up with
strategies to keep the organization connected by focusing on relationship building and greater synergy
between teams through regular townhalls, fun activities, chat sessions. They’ve had to figure out newer
ways of gauging worker performance. Lastly, HR professionals have also had to refocus their hiring
strategies, looking out for prospective employees who would fit in with new remote work culture.

Recommendations: The HR managers will now have to be more flexible and responsive to the needs
of the employees and the organization in general. There will have to be an increased focus on
technology, and how it can be leveraged to measure the employee performance and performance
management given the changing structures. In addition, the HR will need to play a greater role in
positioning the business future goals with respect to the new hiring and firing policies that will come
into place. It is imperative that the HR manger creates an ecosystem of mutual trust and provide
benefits beyond salary and compensation which would be instrumental in attracting the right talent
needed for the organization. In conclusion, the future of those HR professionals looks bright who are
quick to adapt to the changing demands of the society and economy, who will be ready to embrace and
provide a nurturing environment to the new, aware demanding employee with open arms.

14
 Appendix

Interview Questionnaire
1. What is the nature of the business undertaken by your organisation?
2. Which are the prime geographical orientations of your operations?
3. What is the current employee strength of your central location?
4. Can you please describe the position-wise divisions of the various HR professionals
employed by your organisation?
5. What are the HR areas where the managers play quite a significant role?
6. What are the HR areas where the managers’ role is relatively insignificant, and why?
7. How many qualified HR professionals are involved in your HR department?
8. What is the nature of functions performed by the HR professionals?
9. In light of the on-going pandemic, how has your organisation been affected?
10. What challenges have the HR professionals faced due to the pandemic?
11. What are the solutions proposed by the HR department to address these challenges?
12. How has the top management responded to the challenges faced by the HR professionals?
13. What has been your company’s policy to solve the logistics challenge posed by the Work-
From-Home culture?
14. Has the health policy of your company been altered in the wake of the pandemic?
15. What change, if any, has the HR department made in the hiring methodology to negate the
restrictions put by the pandemic & the subsequent lockdowns.
16. What are the activities organised by the HR to enhance the employee engagement?
17. What do you feel is the impact on the HR Profession in general and that on an HR
professional?

15
References

• Carnevale, J. B., & Hatak, I. (2020). Employee Adjustment and Well-Being in the Era of
COVID-19: Implications for Human Resource Management. Journal of Business Research
(116), 183-187. https://doi.org/10.1016/j.jbusres.2020.05.037.

• Comella-Dorda, S., Garg, L., Tharej, S., & Vasquez-McCall, B. (2020, April 28). Revisiting
agile teams after an abrupt shift to remote. Retrieved July 2020, from McKinsey & Company:
https://www.mckinsey.com/business-functions/organization/our-insights/revisiting-ag

• Iza Gigauri. (2020) Effects of Covid-19 on Human Resource Management from the
Perspective of Digitalization and Work-life-balance. International Journal of Innovative
Technologies in Economy. 4(31). doi: 10.31435/rsglobal_ijite/30092020/7148

• Narayandas, D., Hebbar, V., & Liangliang, L. (2020, June 5). Lessons from Chinese
Companies’ Response to Covid-19. Retrieved July 28, 2020, from Harvard Business Review:
https://hbr.org/2020/06/lessons-from-chinese-companies-response-to-covid-19

• Peasley, M. C., Hochstein, B., Britton, B. P., Srivastava, R. V., & Stewart, G. T. (2020).
Can’t leave it at home? The effects of personal stress on burnout and T salesperson
performance. Journal of Business Research (117), 58-70.
https://doi.org/10.1016/j.jbusres.2020.05.014.

• Sheppard, B. (2020, May 18). A guide to thriving in the post-COVID-19 workplace.

Retrieved July 30, 2020, from World Economic Forum:
https://www.weforum.org/agenda/2020/05/workers-thrive-covid-19-skills/

• Singer-Velush, N., Sherman, K., & Anderson, E. (2020, July 15). Microsoft Analyzed Data
on Its Newly Remote Workforce. Retrieved July 30, 2020, from Harvard Business Review:
https://hbr.org/2020/07/microsoft-analyzed-data-on-its-newly-remote-workforce

• Van der Lippe, T., & Lippényi, Z. (2019). Co-workers working from home and individual
and team performance. New Technology, Work and Employment, 35(1), 60-79.
https://doi.org/10.1111/ntwe.12153.

16
 Verification Details

Name: Arnab Goswami

Role: India HR Head
Lear Corporation
LinkedIn Profile: linkedin.com/in/arnabgoswami
Mobile Number: 9168479933

Name: Lavanya Rohit Gandi

Role: Director Human Resources
Dextara Digital
LinkedIn Profile: linkedin.com/in/lavanyarohitgandi
Mobile Number: 7032831038

17