Artificial Intelligence (AI) in Human Resource Management

Introduction Performance management and reward strategies have become central to how Sri Lankan organizations build motivated, high-performing teams. With rapid shifts in technology, customer expectations, and competition, companies now realize that evaluating employee performance once a year is no longer effective. Instead, modern workplaces in Sri Lanka emphasize continuous feedback, fair reward systems, and performance conversations that support employee growth (Dias, 2021). In many Sri Lankan industries, such as banking, telecommunications, apparel, and BPO, performance management has transformed into a more development-oriented process. Companies like Dialog Axiata and Sampath Bank have introduced systems that focus on real-time feedback and goal tracking rather than relying solely on annual reviews (Kumarasinghe, 2022). This shift is influenced by global HR trends but adapted to fit Sri Lanka’s cultural expectations of fairness, recognition, and interpersonal respect. Reward str...

Introduction In today’s fast-changing business environment, organizations in Sri Lanka increasingly recognize that their people are the core drivers of competitiveness. As industries such as IT, banking, apparel, and BPO rapidly evolve, companies can no longer rely on outdated skill sets. This makes training, development, and a strong learning culture essential for long-term growth. Many Sri Lankan firms now focus on continuous learning, not just as an HR function but as a strategic priority that shapes innovation and employee confidence (Perera, 2020). Training and development in Sri Lanka has grown significantly, especially in sectors like technology and manufacturing. Companies such as MAS Holdings, Dialog Axiata, and SLT-Mobitel invest heavily in structured development programs to build both technical and soft skills. This shift is driven by the understanding that a learning-focused workforce adapts faster to market changes and new digital tools (Fernando & Jayasinghe, 2021). ...

Introduction Ethical Human Resource Management (HRM) and Corporate Social Responsibility (CSR) are increasingly central to Sri Lanka’s corporate identity. As public expectations rise and stakeholders demand accountability, organizations from banks and hotels to apparel factories and ICT firms are realigning HR practices with ethical principles and CSR goals. This shift reflects a broader belief that doing business responsibly strengthens reputation, employee morale, and long-term performance (Arulrajah, 2016). Ethical HRM in Sri Lanka means embedding fairness, transparency, and respect into recruitment, reward, grievance handling, and leadership development. Studies show that when HR shapes an ethical climate through codes of conduct, clear disciplinary procedures, and ethics training employee trust and discretionary effort rise (Mithulan, 2023). For example, firms that openly communicate career pathways and apply consistent promotion criteria reduce perceptions of favoritism and buil...

  Introduction As Sri Lanka becomes increasingly integrated into global business networks, cross-cultural management has emerged as a crucial capability for organizations. Many Sri Lankan companies, especially in the IT/BPM, apparel, tourism, and banking sectors, work closely with clients and teams across regions such as Europe, the Middle East, North America, and Southeast Asia. Managing these cultural differences effectively is essential for collaboration, productivity, and long-term success (Abeysekera, 2021). In Sri Lanka, cultural norms tend to emphasize respect for hierarchy, collective decision-making, and relationship-based communication. However, global clients and international teams may operate differently Some cultures prioritize direct communication, speed, and individual decision-making. These differences can sometimes lead to misunderstandings, delays, or reduced team cohesion if not managed strategically (Nandasena, 2023). For example, a Sri Lankan project team wor...

Introduction In today’s digital landscape, social media has become one of the most powerful tools for employer branding in Sri Lanka. Platforms like LinkedIn, Instagram, Facebook, and TikTok are now essential spaces where companies shape how potential employees perceive them. With the rise of digital-savvy youth entering the workforce, organizations realize that strong employer branding is no longer a luxury; it is a necessity for attracting and retaining talent (Jayasuriya, 2022). Sri Lankan companies across industries such as IT, BPO, banking, apparel, and hospitality use social media to showcase their workplace culture, employee achievements, CSR initiatives, and career growth opportunities. These platforms help organizations communicate their identity in a more authentic and human way. Research shows that employees trust content shared by real workers more than traditional corporate advertisements, which is why many Sri Lankan firms encourage their teams to share experiences online...

  Introduction Automation is rapidly transforming the nature of work across Sri Lanka, reshaping industries from manufacturing and logistics to banking, healthcare, and the BPO/RCM sector. As organizations adopt technologies such as robotic process automation (RPA), AI-driven analytics, and smart workflow systems, human resource planning has become more important than ever (Weerasinghe, 2022). The future of work in Sri Lanka is not about replacing people; it is about preparing the workforce to collaborate effectively with emerging technologies. Many Sri Lankan organizations have already begun automating repetitive tasks to improve efficiency. For instance, banks have introduced automated teller solutions, AI chatbots, and digital onboarding systems, reducing manual workload while improving accuracy (Karunathilake, 2023). In manufacturing hubs like Katunayake and Biyagama, smart production lines are helping companies maintain competitiveness in global markets. While these advancemen...

  Introduction Diversity, Equity, and Inclusion (DEI) has become an increasingly important topic in Sri Lankan workplaces as organizations recognize the need to create fair, respectful, and inclusive environments. Sri Lanka’s workforce is naturally diverse, shaped by differences in ethnicity, religion, gender, age, language, and socio-economic background. However, many organizations are still in the early stages of formally embracing DEI practices. Recent studies show that companies that actively foster inclusivity tend to have stronger teamwork, higher employee morale, and better decision-making (Gunawardena, 2021). In many Sri Lankan industries such as banking, apparel, IT/BPO, healthcare, and tourism, DEI challenges often arise from unconscious bias, traditional hierarchies, and limited representation of women and minority groups in leadership roles (Ranasinghe, 2023). For example, although women make up a significant portion of the national workforce, they remain underrepresen...

  Introduction In recent years, employee well-being and mental health have become central concerns for organisations across Sri Lanka. As workplaces become faster, more digital, and increasingly competitive, Sri Lankan employees especially those in sectors like BPO, RCM, IT, banking, and apparel are experiencing rising stress levels, burnout, and emotional fatigue (Perera & Jayasinghe, 2022). This shift has pushed employers to rethink how they support their people, recognising that productivity and mental well-being are deeply connected. Within many Sri Lankan companies, long working hours and high performance pressures remain common, particularly in urban hubs like Colombo and Kandy. Employees often struggle to balance work responsibilities with family and social expectations, which can increase anxiety and reduce job satisfaction (Fernando, 2021). However, a positive change is emerging. Organisations are beginning to invest in wellness programmes, mindfulness activities, flex...

  Introduction The rise of global remote work has transformed how Sri Lankan organisations operate, especially within ICT, BPO, finance, and service sectors. With advancements in digital connectivity, many Sri Lankan professionals now collaborate daily with teams in the US, UK, Australia, the Middle East, and Europe. For employers, this shift offers access to international talent markets and new business opportunities. Yet it also brings challenges related to communication, culture, time zones, and performance management. This blog explores how Sri Lankan organisations are managing global remote workforces and the strategic HRM practices that help them remain competitive. Sri Lanka’s remote-work expansion accelerated during and after the COVID-19 pandemic, with many IT and BPO companies adopting hybrid or fully remote models. Remote work has allowed Sri Lankan firms to widen their talent pool, hire niche specialists from abroad, and offer services across different time zones. Acco...