Professional Documents
Culture Documents
3. Team Management:-
We can see the correlation between the six major managerial aspects
that lead to six organizational aspects as depicted in the Figure.
As we all know that there is a clear i iii, direct and transparent relation-
ship between performance management and motivation as the reward
system is based on the performance of the employee and the organiza-
tion, which is the major motivating factor in organizational settings as
postulated in all motivational theories either as need satisfaction or as
expectancy and equity.
The basic data to design the right HRD program can be available from
the performance management records. We can identify the standards
and actual performance of the employees and the gap between the
training and development needs of the employees. Since not all the
needs of the employees are job-oriented for the desired results, some
of them may be of behavioral in nature. Hence proper care should be
taken by the management to identify the proper training needs of dif-
ferent nature to develop skill, knowledge and behavior of the em-
ployees to have a concerted effort for organizational success. HRD
center, must be viewed not only as the learning and development cen-
tet but also as the collaboration center for having better understanding
of the business philosophy of the organization. Once again it is the
performance management that decides the competence and compe-
tency requirements of the organization.
Team management starts with the forming of the teams. Individual and
organizational culture will play a major role in the formation and
functioning of the team in any organization. Hence before entering into
the team style of management, one has better understand that the
culture prevails in organization. For this, the organizations need to con-
duct attitude surveys among the employees about their job in orga-
nization. Once you start forming the teams after conducting this ex-
ercise, it will definitely produce desired results. The Japanese compa-
nies are successful in team environment because they conduct attitude
surveys before they form any team. Hence organizations while
conducting performance evaluation they should include the aspect of
attitude in their mechanism under competency analysis to get the vital
information for the team formation and its management. As most of
the business now carried out under the team environment, the
organizations should give priority for this aspect to avoid any mishap in
the future.
So far, organizations make use of the IIR Inventory mostly for Human
Resource Planning and rarely for Human Capital Assessment. Vital
information concealed with HR Inventory so far is succession planning
to identify the future leaders. By properly conducting Competency
Mapping of the workforce, we can get accurate talent and its potential
for the future challenges. By conducting succession planning we can
identify and nurture talent for tomorrow’s leadership.
Jack Welch, CEO of GE, has set a role model in his period that has
excelled his organization not only in his tenure but also after him. He
has conducted periodic and systematic evaluation of his employees
and imparted leadership skills that lead the business on several fronts
and in different location for years to come. He himself took classes for
the future leaders at Crotonville by founding the world's first corporate
university. Jack Welch later has emphasized that succession planning is
the main reason for the enduring success of GE against the stiff com-
petition from Japanese companies. He has blended business strategy
with the organizational process and practice which produces
resounding success to his business empire even after his tenure as
CEO. It was only the GE which was not affected by the Japanese
competitors not only in the US but in other parts of the world so far.
This is one of the core strategies Jack Welch has followed in his success
story as CEO of GE. Infosys has even institutionalized leadership
training program in its own institute at Mysore named as ILI (Infosys
Leadership Institute) to nurture the future leaders. We could sec the
success story of the Infosys even after Narayana Murthy's departure.
Hence it is quite true that the organizations can make use of the data
collected in the performance management system for succession
planning for enduring business success.
Conclusion
BRANDING
The HR Way
Today's world is very brand con-sc. ions and the need to create brand
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Reference # 12M-2009-04-11-01
awareness is vital for an organization's survival. We start our day with
a morning jog in Reebok athletic shoes; we eat Maggie noodles; we go
to work dressed in a Reid & Taylor suit in a new Innova car, and stop
on the way for having a cup of coffee at Cafe Coffee Day. What do
these statements signify? It does not imply just a pair of shoes, a
breakfast, clothes or a car. Rut it shows the importance of the concept
of branding in the minds of t he-people. These brands are chosen by an
individual as they not only take care of the basic needs, but also
deliver the promises to the individual customers. These brands simplify
decision-making and communicate the values they create to the cus-
tomers.
What is HR Brand?
Evolution of HR as a "Brand"
Stage 1
Stage 2
Later the companies had a master brand or logo which gave more
emhasis to vision and values of the enterprise. HR's role was to be sup-
portive to individual brands.
Stage 3
Stage 4
The brand ambassadors are the ones who will carry the name of the
organization to the external customers. They talk for the quality
practices of the HR department.
Brand as a System
Brand can be considered a system. 1 he brand system has four compo-
nents which are inextricably tied and interdependent. The four com-
ponents can be highlighted as follows:
• Offer.
• Identity.
• Experience.
• Image.
• Otter
This is what an organization can give to its customers both internal and
external customers. It is the service or a group of services that the
brand renders to its customers. It should he in simple terms so that it
would be easy to communicate the offer to the target segment. Hence
the offer should be clearly described tor a brand to be successful. In
the context of HR, offer could be visualized as the following—Compen-
sation package, training programs, employee assistance programs, a
good working environment, etc.
Identity
Brand image is what people think of the brand. The internal customers
are the people who carry the brand image forward. This is primarily
based on the interactions with the HR department. The first interaction
with the organization helps in creating a brand image for the
organization. For example, the way the secretary interacts with the
prospective employee, the hospitality of the organization, etc., can
help them bridge the gap between brand image and brand identity.
Experience
Every company, big or small, has an image. The labor market and the
employees judge the organization based on their image. And the most
successful companies have cohesive and compelling brand identities.
The building blocks to successful business are not just a quality prod-
uct, a nice logo, a good market share, etc. The market has plenty of
that. What the people are looking for is a reason to join X Company
instead of Y Company. This is where branding comes in. A good brand
is one that lasts through the ever-changing trends, is molded from the
company's core values.
4 Ps of HR
Marketing has developed the four Ps—Product, Price, Place, and Pro-
motion. This has been enhanced to seven Ps in the current scenario. In
the same way, if we can develop 4 Ps for the FIR—People,
Package/Pay, Performance and Prospects. A brand is a part of a
product which helps in differentiating the products in one way or the
other. These differences may be rational and tangible—related to the
performance of the prod
People
These are the most valuable assets of any enterprise. They are the
only assets who do not depreciate over a period of time, but
appreciate with better training and exposure. The concept of people
would include both the internal and the external customers. The
challenge faced while structuring the brand is to establish a
sustainable strong partnership with both internal and external
customers. The ability to see the organization with a broader and a
fuller view is more important, based on the interactions of HR depart-
ment with both internal and external customers.
The internal customers in this context would mean the employees who
are already working in the organization and external customers would
mean the people who are residing outside the organization. The
external customers are the group; with whom the organization has in-
direct interaction whereas they have direct interaction with the internal
customers. HR department should take decisions that would not
discourage employees from being aligned to the brand behavior.
Initially we have to build a brand internally that is possible by making
high participation of internal customers in benefit plans, training
programs and company functions. Performance plans, compensation
programs, and policies and procedures, employee assistance pro-
grams, meditation services lead to higher satisfaction ratings on em-
ployee attitude surveys.
The brand 'HR' can be well built by concentrating on the factors, which
directly or indirectly influence the expectations of an employee, which
is both the employment and psychological contract of the employee
with the organization. Employment contract includes all those tangible
items which are extrinsic, like the actual salary or the CTC, the working
hours, the number of leaves, etc. On the other hand, every employee
will establish an unwritten contract called psychological contract. This
includes the working conditions, the superior-subordinate relationship,
the general working environment, etc. The brand name of an
organization can be identified with both the employment and the
psychological contract. Most of the times the organization satisfies the
employee's employment contract as it is in black
and white. But if they are not able to satisfy their psychological con-
tract, then there would be a problem of retaining the employees. The
brand name of the company would also be harmed to some extent.
Package/Pay
Performance
Prospects
The following are the high Performance HRM Practices which can help
in building a consistent HR brand.
Conclusion
You may find the person you have promoted, progressing much faster
than an external recruit.
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Reference* 12M-2009-04-12-01
Designing a leadership development program The belief that leaders
were born with their qualities is slowly getting eroded and a positive
realization has set in, according to which, development of leadership
skills is possible through correct training. This has led several business
and educational organizations to create leadership development
programs. Although it is gratifying to know that even if you do not
possess good leadership skills, you may be able to develop them; the
process itself is not easy. It requires focus, practice and patience, it
cannot be devejopcd in a day. It is almost like learning a new form of
dance or learning a new musical instrument which cannot be mastered
until and unless it is practiced thoroughly often starting with injuries or
breaking of strings.
Given below is the India Leadership Strategy, Tier I| roadmap for 2008
as an example to how a roadmap within a Tier looks like. All roadmaps
arc a good mix of different learning experiences such as on-the-job
experience, 360 surveys, mentoring programs, classroom training and
executive coaching etc.
Manae
F
ew business authorities question that Talent Management (TM) is
a key global challenge (Goretsky and Pettry, 2007; Rowh, 2007;
and Shadovitz, 2007). Indeed, "nearly three-quarters of the 413
US human resources professionals queried for the 2008 Top Five Total
Rewards Priorities Survey, conducted by Deloitte Consulting and the
International Society of Certified Employee Benefit Specialists
(ISCEBS), cited talent as their top concern" (Talent shortage,' 2008). In
developed economies, TM commands attention due to aging workforce
that is expected to retire at any moment. In developing economies, TM
generates interest due to explosive business growth, aging workforce,
and widespread hijacking of talent across national borders.
Accountabilities
(TM efforts may, of course, have many goals. These must be clarified
and prioritized. Managers must agree on them so that the TM does not
try to be all things to all people.
Of course, many such goals may exist. The goals should be formulated
based on business needs and should be made measurable.
Step 2: Clarify What Work People Do, What People Successfully Do the
Work, and Who Possesses Special Knowledge and Special Social
Relationships £.
Conclusion
There are three places to launch a NGTM program. The first approach
is to start with simple replacement planning and gradually ease into a
more robust effort. The second approach is to start from the top down.
The third approach is to start in a trouble spot*.
ADSFAAASDFFFFFFFFFFFFFFFFFF…………………………………………………………………
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*
Reference # 12M-2008-10-03-01
TALENT MANAGEMENT
Some Profound Considerations for the Human Resources Practitioner
This apparent scarcity of talent has created "The War for Talent". One
of the outcomes of this war is the tactic of posting new organizational
job opportunities internally so that talented employees remain
employed within the organization if they sense a need to change their
current position. However, social science researchers have linked fear
of scarcity as a precursor to diminished creativity and to an
unwillingness to take risks resulting in organizations stifling self-
directed learning practices. Therefore, what is a plausible solution to
this dilemma/ Perhaps, a starting point is to deconstruct talent
management to explore its nuances for some vital clues.
From the outset of this endeavor, it has been pointed out that many
organizations require talented and creative individuals and groups—in
essence, the management of talent may range through several styles
and appropriate models of management. It is suggested that managers
should perhaps alter their perspectives from managing talent to
facilitating environments where creativity and leadership abound
throughout the organization.
A Non-Example
The meeting opened with the CEO of the organization making it very
clear that there were new and improved methods of conducting the
area of their business; and the people in the room should find a way to
creatively improve this process. It was incumbent upon the people in
the department to find a creative new solution to the problem that had
been nagging the organization for years. He further stated that he did
riot know of a better method of conducting the business but he was
counting upon the people present in the meeting to develop a new and
improved method for addressing the problem as well as a strategy for
implementation within the next few months. It was evident to all the
people present at the meeting that their task was a difficult one, which
could adversely affect all their positions within the organization. The
CEO closed the meeting by stating that he would not be disappointed;
and their jobs depended upon a creative solution to the problem.
During the next several months additional meetings were held by the
CEO, the management and the staff of the organization. Patty noticed
that some of the former employees were not present at the meetings;
when anyone asked where someone was, the response was he or she
was no longer with the organization. The talk around the various
offices suggested that some of the people who were not in attendance
had left the organization to work with the competitors; others were
simply fired because they had proposed solutions to the problem that
were viewed as being less than creative or inadequate. The climate of
the organization began to decline tremendously with the perceptions
that being creative and attempting to address the problem would
actually get one fired. The climate that once nurtured creativity and
trust among management and colleagues had become one of distrust
and non-productivity.
During one of the last meetings Patty attended she noticed even more
of her friends and colleagues missing from the meetings—the CEO
closed the meeting by stating that he should fire everyone in the
meeting and start all over again. This comment forced Patty to seek
employment elsewhere—she left a few weeks after that meeting. She
still keeps in touch with several of her former colleagues who say that
the meetings still continue but an adequate solution has not been
presented thus far; and more people are leaving the organization.
Conclusion
• Never attempt to force creativity (the story where Patty and her
colleagues were tow their jobs depended upon it is an excellent
example).
*
Reference # I2M-2008-10-04-01
organization. In general, these programs have been managed
discreetly rather than as part of an overall strategy. As business
leaders look to I IR to support the organization's business objectives
and enhance profitability, the Compensation function within the
broader I IR amhit has a challenging road ahead.
In times when talent has become the most critical resource, managing
this talent effectively and efficiently is central to a company's growth.
This coupled with the increasing complexity of the HR function has
meant adoption of technology today is not a matter of choice but a
business imperative for the HR function. Hence a move towards
automation and standardization of key functions including
compensation management cannot be overlooked. Traditionally, the
HR department has been slow to embrace technology unlike other
departments like Production, Finance, Marketing, Sales.
6. Customer relations.
The 'right' adoption of a 'right-fit' technology can help do just that, and
if that technology promises to accomplish more than just outsourcing -
even better.
Facing employees who are already nervous and angry about losing thei
r jobs is not an easy situation. But what really irks HR managers is the
pain of conveying management's decision, that too, gently and
rationally. Walking the fine line while talking to co-workers and friends,
some try to imagine what it would be like to be in the opposite
person's shoes and how it would feel, affirms psychotherapist Meera
I'andya. "In many cases, HR professionals tend to see laid off
employees as victims. Some even experience the survivor's guilt." Her
advice to survive the emotional roller-coaster ride, guilt, inner conflicts
and handle this stomach-churning challenge: simply acknowledge that
you are sorry and offer support where you can. In the situation of
dealing with a close associate's emotions of dismissal, one has to be
careful and avoid being self-conscious" she believes.
oneself, one's family and social activities. Many choose to do this and
look forward to the same, while sacrificing professional competence.
On the other hand, studies in the west show that as many as 70%
people would like to continue in some profession or another to keep
them busy. Many even wish that their regular job continues. In an
Indian urban context, this can also be a bigger challenge with the
nuclear families setting in and difficulty to connect regularly with near
and dear ones. The opportunity and challenge here is the scope of re-
engaging in any form professional engagement. Many options exist for
a professional after retirement. However, a lot depends on the
preparations that enable the transition and life attitude and
perceptions. Psychologically, retirement is one phase in the
occupation, which would lead either to personal satisfaction and self
fulfillment with contribution to organization, society, family and self or
job discontentment, sense of low self worth, and negative outlook to
organization and society. This ultimately leads to positive or negative
orientation to life. Either way it reflects the life cycle and the options
possible for post-retirement life. The happiness one feels or the
attitude towards others would largely depend on the outcome when
one retires from the career. The positively oriented may go for better
options whereas the frustrated and negatively oriented would opt out
and insulate.
LIFE ASPECTS
• Spiritual pursuits
• Health management
PROFESSIONAL ASPECTS
The next move was much more interesting for him. He took up a role
with a small company which was planning to set up a plant as a joint
venture with a German steel plant equipment supplier. This called for a
more focused approach from his side and he agreed to work for them,
mostly from home. He set up his own office at home and conducted a
series of planned meetings with the clients. Some of the key
challenges that Devanathan had to face in his second career were
EMPLOYEE RETENTION
A Major Concern to Organizations
Some organizations are on the top because they value their employees
and know how to keep them glued to the organization. Whatever the
reason, personal or professional, the employers should take care of
employees. If they don't, they could be left without enough good em-
ployees. The supervisors must be prepared to be collaborative, sup-
portive, and nurturing their people. The "my-way-or-the-highway" style
of management is a thing of the past. Employee retention involves
being sensitive to people's needs and demonstrating the various
strategies, as told in Roger
All the companies are planning to increase their turn over every
moment of time. While in all this workout of increasing the turnover,
they forget about their loss incurred by the resignation ot employees
and the expenses of hiring new employees (Hiring cost, Training Cost,
Productivity Loss, etc.). This hiring of a new employee normally costs
around 35% or more of the average employee salary.
Nearly 90% of the bosses think their employees quit making more
money, but 90% of the bosses are wrong. Ask HR people about their
top issue these days, and it's likely to be retention. That's no surprise.
The cost in dollars and disruption of replacing a trained employee is
enormous. What is surprising is how many employers misunderstand
why their people leave. At a recent SHRM conference the misunder-
standing is evident in one astonishing statistical comparison:
The study identified the following seven "real" reasons why employees
leave.
• Little or no feedback/coaching.
This can seem tough at first, but remember that every company's cul-
ture is different. Organizations should take steps to make the em-
ployees feel proud of their employer.
Techniques
From the organization perspective, rewards help attract and retain em-
ployees, facilitate satisfaction. Good compensation plan within the con-
text of a total rewards system in organization provides a method for
retaining the individuals who are talent. In order to retain the workers
performance-based rewards should be encouraged instead of seniority
for the best performers.
But employees also value rewards that are not monetary. Surveys con-
ducted by the Society of Human Resources Management indicated that
employees ranked high, given training and advancement opportunities
as top factors influencing their decision to change jobs.
There is a good fit between training and other retention practices such
as career development, planning skill-based pay and others. Training
can be particularly strong retention tool when it is combined with mea-
sures designed to allow people to develop and progress within a com-
pany. Thus training when combined with well communicated plans for
advancement and ongoing professional's development within the
company can help companies keep their valued employees. Fur-
thermore evidence seems to confirm that the link between the training
and retention is stronger for highly skilled workers.
Over the 50 years between 1950 and 2000, the US workforce added 79
million workers, according to the US Bureau of Labor Statistics. In
contrast, between 2000 and 2050, American businesses are expected
to face a decrease in the available workforce. This is due, in part, to a
proportionately smaller generation of talent replacing baby boomers
who are retiring or transitioning to part-time roles.
Employee retention is the call of the day and is a fast emerging area
for human resource management, to develop the knowledge, skills,
aptitudes and values of the employees so that they can perform the
present and future job more effectively. The data collected by the HR
regarding the attitude of the respondents in various development
practices and their involvement in employee retention was later
analyzed on the basis of personal and positional demographic variable.
The personal variables include the respondent age, gender, marital
status and academic qualification where as the positional variables
cover hierarchical position, work experience as shown in Table.
Conclusion
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Reference # 12M-2009-04-13-01
met through fresh hiring and creation of an alternate cadre operating
on a lower cost base.
Not all companies will do a good job of penetrating these new markets.
However it is a little early to say who will do well and who will not. In
fact those who appear to do badly at the start may end up doing very
well. If this sounds paradoxical this is just a cue to share an interesting
finding written up by two professors from (current/past), using InMail,
purchasing advertising, and networking, this MR executive filled jobs
from sales to executive level roles using Linked In.
• Increases contacts.
• Can reach job seekers 24/7, provides an easy and informal way
of communicating with them.
Organizations like Oracle, SAP, and Microsoft make use of Linkedln for
their FIR and recruiting functions. Indian companies like Sapient,
Electronic Arts, and Wipro post jobs on Linkedln.
Upcoming trends
Current significance
Job advertising has infiltrated Web 2.0 and employers/ recruiters are
employing this part of cyberspace in a bid to recruit staff. For example,
SNSs have become like a second life. With Facebook and MySpace
bookmarked on computers worldwide, recruiters have turned to this
virtual world to tap candidates and market their organization in an
innovative way.
SNSs are utilized extensively as a HB tool in the U.S. .& UK, especially
to host virtual careers fairs. Social software is changing the
recruitment setting and becoming accustomed to recruiting strategics
and systems accordingly. Gartner analysts predict that "by 2011,
organizations that do not manage their employer brands effectively
will fail to attract key talent".
HR strategies
SNS usually attracts the age group of early 20s to mid I 30s... including
candidates looking for middle management positions covering
candidates across industries like IT, manufacturing, marketing,
communication and more.
There are many ways in which the paradigm of social networking can
align to the recruitment process encouraging employees to be more
visible online and use networks to identify innovators. Some
companies use employee-referral programs to obtain quality
candidates like approach key employees for referrals and influence
non-employee referrals. Or even posting videos about the organization
online or on video-sharing sites such as YouTube, .analogy being if an
ad has thousand words, then short films are more worth demonstrating
I what it's like to work at your company.
Another current study, carried out by the Human Capital Institute and
Saba, titled Capturing the Value of Social Networks showed that
companies are utilizing SNS tools for onboarding (71%), recruiting
(62%) and mentoring/leadership (61%).
Illustrations
Swift flashback