quotes 2010
TRANSCRIPT
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PROJECT ON RECENT TRENDS IN HUMAN RESOUCE
MANAGEMENT
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QUOTES 2010
Following are some quotes by leaders of INDIA INC., which shows the
importance and need of HRM that they felt during the period of recession.
We linked hikes to performance - Vikram Bakshi, MD, MacDonalds India
For the first time, we have an HR professional on the Board of Directors.
Today, every organization recognizes the role of a CFO in managing
money, but there is another important function which is HR, for managing
people- Chanda Kochhar, MD and CEO, ICICI Bank Ltd.
I met all, 100% of our employees Vineet Nayar, CEO, HCL
Technologies.
Invest in Leaders, even at premium Akhil Gupta, MD, Blackstone
Advisors
Cement relationships with your employees-Kiran Karnik, Ex-President,
NASSCOM
You have to be visible as a leader- L. Brooks, CEO, Goldman Sachs India
Keep Employees abreast of all happenings- Onkar S. Kanwar, CEO,
Apollo Tyres
Tough times dont last, tough people doK. M. Birla, Chairman, ABG
The first deliberate call we took is not to lay off anybody. We decided to
reskill all surplus workers- Arun Bharat, CEO, SRF Ltd.
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INDEX
INTRODUCTION
SR NO TOPIC PAGE NO
1 QUOTES 2
2 INDEX 3
3 INTRODUCTION 4
4 WHAT IS OUTSOURCING? 6
5 WHAT IS BUSINESS PROCESS OUTSOURCING (BPO)? 8
6 DOWNSIZING 10
7 HUMAN RESOURCE MANAGEMENT IN INDIA 12
8 NEW TRENDS IN INTERNATIONAL HRM 14
9 HRM SHOULD DO THE FOLLOWING THINGS TO ENSURE
SUCCESS
15
10 TRENDS IN HUMAN RESOURCE PRACTICES-POST RECESSION 16
11 TRENDS IN EMPLOYEE MANAGEMENT 19
12 WORKFORCE TRENDS IN HRM 24
13 TRNDS IN DEMOGRAPHIC AND CHANGING NATURE OF WORK 25
14 TRENDS IN FUTURE OF EMPLOYMENT RELATIONS 27
15 NEW TREND OF UPGRADING TALENT 30
16 TRENDS IN TECHNOLOGY 33
17 CONCLUSION 36
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Human resource management is a process of bringing people and organizations
together so that the goals of each other are met. The role of HR manager is
shifting from that of a protector and screener to the role of a planner and change
agent. Personnel directors are the new corporate heroes. The name of the game
today in business is personnel. Nowadays it is not possible to show a good
financial or operating report unless your personnel relations are in order.
Over the years, highly skilled and knowledge based jobs are increasing while
low skilled jobs are decreasing. This calls for future skill mapping through
proper HRM initiatives.
Indian organizations are also witnessing a change in systems, management
cultures and philosophy due to the global alignment of Indian organizations.
There is a need for multi skill development. Role of HRM is becoming all the
more important.
Some of the recent trends that are being observed are as follows:
The recent quality management standards ISO 9001 and ISO 9004 of
2000 focus more on people centric organizations. Organizations now need to
prepare themselves in order to address people centered issues with commitment
from the top management, with renewed thrust on HR issues, more particularly
on training.
Charles Handy also advocated future organizational models likeShamrock, Federal and Triple I. Such organizational models also refocus on
people centric issues and call for redefining the future role of HR professionals.
To leapfrog ahead of competition in this world of uncertainty,
organizations have introduced six- sigma practices. Six- sigma uses rigorous
analytical tools with leadership from the top and develops a method for
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sustainable improvement. These practices improve organizational values and
helps in creating defect free product or services at minimum cost.
Human resource outsourcing is a new accession that makes a traditional
HR department redundant in an organization. Exult, the international pioneer in
HR BPO already roped in Bank of America, international players BP Amoco &
over the years plan to spread their business to most of the Fortune 500
companies.
With the increase of global job mobility, recruiting competent people is
also increasingly becoming difficult, especially in India. Therefore by creatingan enabling culture, organizations are also required to work out a retention
strategy for the existing skilled manpower.
What is Outsourcing?
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What is outsourcing? Outsourcing is contracting with another company or
person to do a particular function. Almost every organization outsources in
some way. Typically, the function being outsourced is considered non-core to
the business. An insurance company, for example, might outsource its janitorial
and landscaping operations to firms that specialize in those types of work since
they are not related to insurance or strategic to the business. The outside firms
that are providing the outsourcing services are third-party providers, or as they
are more commonly called, service providers.
Although outsourcing has been around as long as work specialization has
existed, in recent history, companies began employing the outsourcing model to
carry out narrow functions, such as payroll, billing and data entry. Those
processes could be done more efficiently and therefore more cost-effectively, by
other companies with specialized tools and facilities and specially trained
personnel.
Currently, outsourcing takes many forms. Organizations still hire service
providers to handle distinct business processes, such as benefits management.
But some organizations outsource whole operations. The most common forms
are information technology outsourcing (ITO) and business process outsourcing
(BPO).
Some nimble companies that are short on time and money, such as start-up
software publishers, apply multisourcing -- using both internal and service
provider staff -- in order to speed up the time to launch. They hire a multitude of
outsourcing service providers to handle almost all aspects of a new project,
from product design, to software coding, to testing, to localization, and even to
marketing and sales.
The process of outsourcing generally encompasses four stages:
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1) Strategic thinking, to develop the organization's philosophy about the role of
outsourcing in its activities;
2) Evaluation and selection, to decide on the appropriate outsourcing projectsand potential locations for the work to be done and service providers to do it;
3) Contract development, to work out the legal, pricing and service level
agreement (SLA) terms; and
4) Outsourcing management or governance, to refine the ongoing working
relationship between the client and outsourcing service providers.
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WHAT IS BUSINESS PROCESS OUTSOURCING (BPO)?
BPO is the process of hiring another company to handle business activities for
you. BPO is distinct from information technology (IT) outsourcing, which
focuses on hiring a third-party company or service provider to do IT-related
activities, such as application management and application development, data
centred operations, or testing and quality assurance.
In the early days, BPO usually consisted of outsourcing processes such as
payroll. Then it grew to include employee benefits management. Now it
encompasses a number of functions that are considered "non-core" to the
primary business strategy.
Now it is common for organizations to outsource financial and administration
(F&A) processes, human resources (HR) functions, call centred and customer
service activities and accounting and payroll.
These outsourcing deals frequently involve multi-year contracts that can run
into hundreds of millions of dollars. Often, the people performing the work
internally for the client firm are transferred and become employees for the
service provider. Dominant outsourcing service providers in the BPO fields
(some of which also dominate the IT outsourcing business) include US
companies IBM, Accenture, and Hewitt Associates, as well as European andAsian companies Capgemini, Genpact, TCS, Wipro and Infosys.
Many of these BPO efforts involve offshoring -- hiring a company based in
another country -- to do the work. India is a popular location for BPO activities.
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Frequently, BPO is also referred to as ITES -- information technology-enabled
services. Since most business processes include some form of automation, IT
"enables" these services to be performed.
KNOWLEDGE PROCESS OUTSOURCING (KPO)
An offshoot of BPO is KPO -- knowledge process outsourcing . Considered by
some to be a subset of BPO, KPO includes those activities that require greater
skill, knowledge, education and expertise to handle. For example, whereas an
insurance company might outsource data entry of its claims forms as part of a
BPO initiative, it may also choose to use a KPO service provider to evaluatenew insurance applications based on a set of criteria or business rules; this work
would require the efforts of a more knowledgeable set of workers than the data
entry would. The current definition of KPO encompasses R&D, product
development and legal e-discovery, as well as a number of other business
functions.
Also coming into use is the term BTO -- business transformation outsourcing.
This refers to the idea of having service providers contribute to the effort of
transforming a business into a leaner, more dynamic, agile and flexible
operation.
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DOWNSIZING
Downsizing rarely achieves its intended level of cost savings. In fact, the
National Human Resources Association reports that reducing employees by 7.7
per cent reduces labour costs by just 1.1 per cent because of compensatory
measures the company must take to get the word one. For example, downsizing
often leads to more overtime pay for remaining employees. Secondary
consequences that leave their marks on employees and the organization's culture
can further offset cost savings. Downsizing reduces costs most effectively when
it serves as one of an arsenal of tactics in an overall cost-reducing strategy.
Downsizing Impact on the Role of Human Resource Management
Human resource management, or HRM, has evolved from a largely
administrative and operational role to one that plays an important part in
strategic planning. Nowhere is this shift more evident than in the trend toward
downsizing that began in the 1980s according to the "Ivey Business Journal."
This expanded role, in which workforce strategies align with the short-,
medium- and long-term objectives of the organization, contributes to the
organization's ability to respond to changing conditions.
DOWNSIZE DECISIONHuman resource managers should weigh in on several factors that influence
downsizing decisions. First, identify the specific problems downsizing is
expected to solve, and then assess the resources that can be devoted to it right
now. Also consider how downsizing will affect the company in the longer term.
For example, the manager must determine if and how strong performers with
unique skills be replaced when things improve, and what risks are involved in
losing those individuals.
EXPLORING ALTERNATIVESHR departments are not immune to the effects of downsizing. HR managers
who implement their own workforce reductions also reduce their ability to
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maintain high levels of productivity in traditional HR roles, such as hiring and
compensation, and any role in guiding corporate strategy. Thinning department
resources may prompt HR management to outsource traditional administrative
functions is it shifts to making strategy its core competency.
PLANNING TO DOWNSIZEHR is heavily involved in the strategic planning process of a downsizing. First,
it must analyse units and functions to determine which are critical and which
employees are critical to their implementation. HR also works with managers to
establish and document the criteria they'll use to decide whom to terminate,
preferably according to a funnel approach that considers critical skills before
job performance. Wayne F. Cascio writes in "If You Must Downsize, Do It
Right," that no class of employee can be disproportionately affected. He
recommends subjecting all documents and recommendations to attorney review.
The process must be a just one at every level.
MANAGING THE PROCESSAlthough initial downsizing announcements should come from the top, and HR
may need to insist that it does, it's up to HR to keep employees in the loop. HR
must explain the reasons and the anticipated effects of the restructuring, and
keep them up to date on progress. When the time comes to terminate, HR
should insist the employees' immediate supervisors deliver the news in person.
Terminated employees should have time to tie up loose ends, say goodbye to
co-workers, and participate in company-sponsored career coaching or jobtraining.
AFTER THE DOWNSIZINGDownsizing often causes poor morale, high levels of stress and even guilt
among employees who retained their jobs. HR should implement measures to in
still confidence the company and its employees will ultimately benefit from the
changes. HR should also maintain contact with terminated employees it would
like to rehire at a later date as employees or as consultants.
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HUMAN RESOURCE MANAGEMENT IN INDIA
India is being widely recognized as one of the most exciting emerging
economics in the world. Besides becoming a global hub of outsourcing, Indian
firms are spreading their wings globally through mergers and acquisitions.
During the first four months of 1997, Indian companies have bought 34 foreign
companies for about U.S. $11 billion dollars. This impressive development has
been due to a growth in inputs (capital and labour) as well as factor
productivity. By the year 2020, India is expected to add about 250 million to its
labour pool at the rate of about 18 million a year, which is more than the entire
labour force of Germany. This so called demographic dividend has drawn a
new interest in the Human Resource concepts and practices in India.
Indian HRM in Transition
One of the noteworthy features of the Indian workplace is demographic
uniqueness. It is estimated that both China and India will have a
population of 1.45 billion people by 2030; however, India will have a
larger workforce than China. Indeed, it is likely India will have 986
million people of working age in 2030, which will probably be about 300
million more than in 2007. And by 2050, it is expected India will have 230
million more workers than China and about 500 million more than the
United States of America (U.S.). It may be noted that half of Indias
current population of 1.1 billion people are under of 25 years of age.
While this fact is a demographic dividend for the economy, it is also a
danger sign for the countrys ability to create new jobs at an
unprecedented rate.
The divergent view, that each society has a unique set of national nuances,
which guide particular managerial beliefs and actions, is being challenged in
Indian society. An emerging dominant perspective is the influence of
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globalization on technological advancements, business management, and
education and communication infrastructures are leading to a converging effect
on managerial mind-sets and business behaviours. And when India embraced
liberalization and economic reform in the early 1990s, dramatic changes were
set in motion in terms of corporate mind-sets and HRM practices as a result of
global imperatives and accompanying changes in societal priorities. Indeed, the
onset of a burgeoning competitive service sector compelled a demographic shift
in worker educational status and heightened the demand for job relevant skills
as well as regional diversity. Expectedly, there has been a marked shift towards
valuing human resources (HR) in Indian organizations as they become
increasingly strategy driven as opposed to the culture of the status quo.
Accordingly, competitive advantage in industries like software services,
pharmaceuticals, and biotechnology (where India is seeking to assert global
dominance), the significance of HRs is being emphasized. These relativities
were demonstrated in a recent study of three global Indian companies with (235
managers) when evidence was presented that positively linked the HRMpractices with organizational performance. In spite of this trend of convergence,
a deep sense of locality exists creating more robust cross vengeance in the
conceptual as well as practical domain.
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NEW TRENDS IN INTERNATIONAL HRM
International HRM places greater emphasis on a number of responsibilities and
functions such as relocation, orientation and translation services to help
employees adapt to a new and different environment outside their own country.
Selection of employees requires careful evaluation of the personal
characteristics of the candidate and his/her spouse. Training and development
extends beyond information and orientation training to include sensitivity
training and field experiences that will enable the manager to understandcultural differences better. Managers need to be protected from career
development risks, re-entry problems and culture shock. To balance the pros
and cons of home country and host country evaluations, performance
evaluations should combine the two sources of appraisal information.
Compensation systems should support the overall strategic intent of the
organization but should be customized for local conditions.
In many European countries - Germany for one, law establishes representation.
Organizations typically negotiate the agreement with the unions at a national
level. In Europe it is more likely for salaried employees and managers to be
unionized.
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HR Managers should do the following things to ensure success
Use workforce skills and abilities in order to exploit environmentalopportunities and neutralize threats.
Employ innovative reward plans that recognize employee contributionsand grant enhancements.
Indulge in continuous quality improvement through TQM and HRcontributions like training, development, counseling, etc
Utilize people with distinctive capabilities to create unsurpassedcompetence in an area, e.g. Xerox in photocopiers, 3M in adhesives,
Telco in trucks etc.
Lay off workers in a smooth way explaining facts to unions, workers andother affected groups e.g. IBM, Kodak, Xerox, etc.
HR Managers today are focusing attention on the following-
Policies- HR policies based on trust, openness, equity and consensus. Motivation- Create conditions in which people are willing to work with
zeal, initiative and enthusiasm; make people feel like winners.
Relations- Fair treatment of people and prompt redress of grievanceswould pave the way for healthy work-place relations.
Change agent- Prepare workers to accept technological changes byclarifying doubts.
Quality Consciousness- Commitment to quality in all aspects ofpersonnel administration will ensure success.
Due to the new trends in HR, in a nutshell the HR manager should treatpeople as resources, reward them equitably, and integrate their aspirations
with corporate goals through suitable HR policies.
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TRENDS IN HUMAN RESOURCE PRACTICES-POST RECESSION
HR Practices that can help you achieve organizational goals every year:
1. Safe, Healthy and Happy Workplace: Creating a safe, healthy and happy
workplace will ensure that your employees feel homely and stay with your
organization for a very long time. Capture their pulse through employee
surveys.
2. Open Book Management Style: Sharing information about contracts, sales,
new clients, management objectives, company policies, employee personal data
etc. ensures that the employees are as enthusiastic about the business as the
management. Through this open book process you can gradually create a culture
of participative management and ignite the creative endeavour of your work
force.. It involves making people an interested party to your strategic decisions,
thus aligning them to your business objectives. Be as open as you can. It helps
in building trust & motivates employees. Employee self-service portal, Manager
on-line etc. are the tools available today to the management to practice this
style.
3. Performance linked Bonuses: Paying out bonuses or having any kind of
variable compensation plan can be both an incentive and disillusionment, based
on how it is administered and communicated. Bonus must be designed in such a
way that people understand that there is no pay-out unless the company hits a
certain level of profitability. Additional criteria could be the team's success and
the individual's performance. Never pay out bonus without measuring
performance, unless it is a statutory obligation.
4. 360 Degree Performance Management Feedback System: This system,
which solicits feedback from seniors (including the boss), peers and
subordinates, has been increasingly embraced as the best of all available
methods for collecting performance feedback. Gone are the days of working
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hard to impress only one person, now the opinions of all matter, especially if
you are in a leadership role (at any level). Every person in the team is
responsible for giving relevant, positive and constructive feedback. Such
systems also help in identifying leaders for higher level positions in the
organization. Senior managers could use this feedback for self-development.
5. Fair Evaluation System for Employees: Develop an evaluation system that
clearly links individual performance to corporate business goals and priorities.
Each employee should have well defined reporting relationships. Self-rating as
a part of evaluation process empowers employees. Evaluation becomes fairer if
it is based on the records of periodic counselling & achievements of the
employee, tracked over the year. For higher objectivity, besides the immediate
boss, each employee should be screened by the next higher level (often called a
Reviewer). Crossfunctional feedback, if obtained by the immediate boss from
another manager (for whom this employee's work is also important), will add to
the fairness of the system. Relative ratings of all subordinates reporting to the
same manager are another tool for fairness of evaluation. Normalization of
evaluation is yet another dimension of improving fairness.
6. Knowledge Sharing: Adopt a systematic approach to ensure that knowledge
management supports strategy. Store knowledge in databases to provide greater
access to information posted either by the company or the employees on the
knowledge portals of the company. When an employee returns after attending
any competencies or skills development program, sharing essential knowledge
with others could be made mandatory. Innovative ideas (implemented at the
work place) are good to be posted on these knowledge sharing platforms.
However, what to store & how to maintain a Knowledge base requires deep
thinking to avoid clutter.
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7. Highlight performers: Create profiles of top performers and make these
visible through company intranet, display boards etc. It will encourage others to
put in their best, thereby creating a competitive environment within the
company. If a systems approach is followed to shortlist high performers, you
can surely avoid disgruntlements.
8. Open house discussions and feedback mechanism: Ideas rule the world.
Great organizations recognize, nurture and execute great ideas. Employees are
the biggest source of ideas. The only thing that can stop great ideas flooding
your organization is the lack of an appropriate mechanism to capture ideas.
Open house discussions, employee-management meets, suggestion boxes and
ideas capture tools such as Critical Incidents diaries are the building blocks that
can help the Managers to identify & develop talent.
9. Reward Ceremonies: Merely recognizing talent does not work, you need to
couple it with ceremonies where recognition is broadcast. Looking at the Dollar
Check is often less significant than listening to the thunderous applause by
colleagues in a public forum.
10. Delight Employees with the Unexpected: The last but not least way is to
occasionally delight your employees with unexpected things that may come in
the form of a reward, a gift or a well-done certificate. Reward not only the top
performers but also a few others who are in need of motivation to exhibit their
potential.
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TRENDS IN EMPLOYEE MANAGEMENT
The Indian workplace has undergone a sea change, and human resource
priorities have now taken centre stage. In a knowledge economy, it is people
not capital or marketwho make all the difference. As talent occupies centre
stage in the Indian workplace, managing and retaining manpower is becoming
crucial to an organization's success. To achieve this, companies across sectors
are focusing on some of the more critical HR practices. Ten such trends are:
1. Leadership Development: Creating a pipeline of leadership talent is key to a
business' future growth. Peter Cappelli, the professor of management anddirector of the Center for Human Resources, The Wharton School, University of
Pennsylvania, says it is imperative for the top level of an organization to make
leadership talent management a priority, and put its money into long-term plans,
as opposed to short-term ones. If companies are worried about their talent
pipeline, they have to develop their people, says Cappelli. Also, good bench
strength helps companies deal with volatility in labour supply. "Companies
including Hindustan Unilever, Procter and Gamble and GlaxoSmithKline have
been able to withstand attrition in key executives because they have always
invested in developing leaders," says P. Dwarakanath, president, National
Human Resource Development Network. Experts say succession planning
should not be seen in isolation, but as part of overall organizational
development.
2. Work-life Balance: No company or employee has found the Holy Grail of
balancing work and life, but that is a work in progress. However, multinationals,
information technology (IT) and IT enabled services (ITeS) companies have
been able to promote the balance between career, family and leisure-time better.
Other sectors have also been increasingly promoting a work-life balance.
Interestingly, most companies in India use benefits such as flexible timings,
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telecommuting, crche facilities and concierge services as an attraction and
retention strategy. "We are yet to fully buy into the fact that employees become
more productive and remain motivated when companies allow them to have a
life beyond work," says Prabir Jha, global head, human resources, Dr Reddy's
Laboratories Ltd.
3. Inclusion and Diversity: With higher numbers of people joining the
workforce in India at a time when companies across the world have an ageing
workforce on their rolls, conflicts are to be expected. "One of the challenges
companies face today is resolving conflicts among different generations," says
Pavan Bhatia, executive director, human resources, PepsiCo India Holdings Pvt.
Ltd. "An inclusive and diverse workforce is the future of the workplace," he
adds. Therefore, companies are investing both time and resources in ensuring
that all age groups are comfortable working together. Organizations in India
have also been focusing on making workplaces more representative. For
companies such as ICICI Bank Ltd, Hindustan Unilever Ltd, Vedanta
Resources, PepsiCo India, Shell Companies in India and Bharti Airtel Ltd,
gender diversity has become a critical area of focus.
4. Health and wellness: The work culture at globalized workplaces involves
long working hours, frequent travel, multitasking and tight deadlinesand all
this often leaves employees mentally and physically stressed. "Employees are
increasingly grappling with lifestyle-related diseases such as hypertension,
diabetes and cholesterol, which can be checked by regular monitoring and a
healthy lifestyle," says A. Sudhakar, executive vice-president, Human
Resources, Dabur India. Companies have begun to realize that healthy
employees contribute to higher efficiency and productivity. Apart from medical
benefits, companies are also offering yoga classes and health camps and have
doctors on campus. HCL Technologies Ltd, for instance, like many other IT
companies, has 24/7 medical facilities in all its centres. DuPont has an Intranet-
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based tool, which assesses an employee's health through a questionnaire and
makes recommendations based on the scores.
5. Right Skilling: Right skilling, or matching jobs with a particular level of
training rather than hiring over skilled workers, is gaining currency. Companies
use this strategy to tide over a manpower supply crunch and to broaden their
talent base. "You don't need an IITian to supervise a car maker's shop floor or a
management graduate from a premier business school to sell soaps, which
largely has been the case," says T.V. Mohandas Pai, head, human resources,
Infosys Technologies Ltd.
6. Managing Solid Citizens: "Solid citizens" are the second-rung performers
who make up 50-60% of employees in any organization. They are the backbone
of any company. Although they contribute significantly to the company's
overall performance, they don't have the potential to become leaders.
"Unfortunately, most organizations focus on the 15-20% key talent at the
expense of solid citizens," says Dwarakanath.Organizations which neglect their
solid citizens are doing this at their own peril, say experts. Unlike star
performers who are potential leaders, and therefore more likely to move out of
an organization faster, this group provides stability and bench strength to an
organization.
7. Instant Rewards: Recognizing and rewarding performers is one of the most
effective tools to attract and retain the right talent. Companies in India are
looking at rewards systems more seriously, and are adopting total rewards
practices that include compensation in both cash and kind. Apart from lifestyle
perquisites such as a house, a car or a club membership, profit-linked
incentives, deferred gratuity, and wealth-building programs in the form of stock
options and soft loans, companies are also including work-life balance
programs; competency pay packages where niche skills are compensated; and
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career opportunities, such as overseas assignments, new projects, etc., to reward
staff. These rewards can be tailored to suit the top performers' aspirations to
achieve maximum effect.
8. Measuring human capital: Evaluation of performance plays a key role, not
just in rewarding an individual employee, but also in setting performance
benchmarks. And hence, there is the need for a fair and transparent performance
management system. A strong performance analysis helps make human
resources both efficient and effective."In today's business environment, where
the focus is on increasing performance, companies must have robust systems to
identify performers so that the best performers get identified, recognized and
duly rewarded," says Ganesh Shermon, partner and head, human capital
advisory service, KPMG India. Shermon cites the example of oil and gas
company Bharat Petroleum Ltd, which has instituted a balanced scorecard based
on key result areas to measure performance.
9. Managing Aspirations: As aspirations of organizations grow, so do those of
employees. And, with the changing lifestyles and profiles of the workforce,
personal and professional aspirations of employees are not just varied, but are
increasingly on the rise. "Since competitive advantage depends on competent
people, knowing what employees aspire for could just be the way to have an
edge over competitors," says Kishore Poduri, head, human resources, eClerx
Services Ltd.
10. 360 Degrees Feedback: Finally, recognizing the need to make performance
appraisal systems more effective, an increasing number of companies are using
the 360 degrees or multi-rater feedback process. Unlike the traditional appraisal
system, which gives one-dimensional feedback, this one allows an employee to
give feedback to her reporting manager, peers, direct reports and others. "Multi-
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rater feedback not only reduces the risk of biased perceptions, but also gives
you a holistic view from all the stakeholders within the company," says Sanjay
Bali, vice-president, HR, Samsung India Electronics Pvt. Ltd. While most
companies started using this system as a means for performance appraisal, most
of them now use the 360 degrees feedback system to identify the learning and
development needs of employees.
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WORKFORCE TRENDS HRM
1. A global war for Smart Talent will be the top driver of competitiveadvantage, as educated, skilled and experienced employees will be in
demand.
2. The aging of the population in America and Europe will have dramaticeffect on society and the economy impacting productivity, knowledge and
growth.
3. An increase in women in the U.S. workforce will change the policies,power and positioning of organizations.
4. A diversity savvy workforce will be required to understand and align withthe diversity in the global marketplace.
5. Finding, training and retaining high-tech skilled employees from a globaltalent pool will be the greatest challenge for every organization.
6. Incorporating innovation into the organizational DNA will be a key driverof future competitive advantage.
7. Building a sustainable, healthy and green workplace will be an essentialcapability for retaining talent and attracting the future workforce
8. Preparing employees to meet the challenges of a complex and stressfulfuture, where accelerated change and risks can be managed effectively
with high performance agility, will be vitally important.
9. An organization that is committed to employee development, continualeducation and training, will return to the organization new skills and
new competencies.
10.Attracting the next workforce, or preparing the current one, will require anew workforce culture to better understand transnational teams, online
collaboration, globalization and business process transformation.
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TRNDS IN DEMOGRAPHIC AND CHANGING NATURE OF WORK
One of the most powerful forces affecting the changing nature of work and the
work force is demographicsthe changing distribution of the work force along
a number of important dimensions. Here we can only briefly highlight the most
important demographically- related changes that will be occurring during the
next decade. The work force of 2010 will be significantly different than it is in
2004, but the characteristics of workers today are already very different from
what most of us think they are. And basic changes in the characteristics, beliefs,
values, and expectations of millions of workers in all functional areas will
require equally fundamental changes in the way those individuals and teams are
managed. The Changing Nature of Workand the Demand for Workers One
of the most important changes that affects both organizations and management
is what we like to call the demand sidethe kinds of workers who are required
to do the kind of work that needs to be done Changing Work Force
Demographics but equally dramatic changes are occurring on the supply side of
work. The behavioural and emotional attributes of the workers who constitute
todays work force are changing so rapidly that it is an open question whether
organizations will be able to adapt at all.
First, just consider the fundamental impact of recently changing birth rates
along with the aging of the so-called Baby Boomers. Birth rates have an
enormous impact on the labour pool, and thus on job opportunities, wage and
salary expectations, and related attitudes about work and life.
Implications for Real Estate Executives The general business implication of
these demographic shifts is that there is going to be a major talent shortage,
especially for knowledge workers, in the developed world within five years.
Although the human resource management challenges are fairly obvious, the
implications for the real estate professional are perhaps less clear. We believe
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that changes in demographics and an increased demand for creative talent
means that more work will have to be taken to the worker, not that workers
will migrate and relocate to wherever companies want to be. The basic location
strategy for sustainable companies within five years will be the development of
a workplace portfolio that has as its primary focus, Where are the workers we
need and how do we move our business there? In addition, this new work
force will demandand expectvery different workplace configurations
more collaborative space in corporate facilities, a wider variety of locations and
facilities in which work can be accomplished, more personal control over when
and where they will work, and more support for remote and mobile work styles.
The task of real estate and facilities managers is clearly shifting from providing
a place to enabling the organizations work to get done wherever and
whenever it must be done. Organizations will need comprehensive real estate
strategies of place that appeal to all the major demographic segments. No one
group will supply the talent needed in the future. And the various groups will
continue to have varying needs and expectations. Providing work force supportis not going to get any easier in the future; in fact, it will be far more complex
than it is today.
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TRENDS IN FUTURE OF EMPLOYMENT RELATIONS
THE CHANGING CHARACTER, PLACES AND PATTERNS OF WORK
have been the subject of intense policy debate and speculation. Will there be
sufficient paid jobs to support the wealth and health of the nation? Will the
employment opportunities of the future assume a radically different character
from the present, and are we, as some commentators contend, poised to
experience a radical re-drawing of the boundaries between paid and unpaid
work? As a consequence of policymakers, think tanks and other visionaries
vying to impose their particular interpretations of the future, there is no shortage
of responses to these complex questions. Commentators typically assert that the
forces of globalization, new technologies and business restructuring are
challenging current patterns of working, but find little else on which to agree.
The more pessimistic accounts suggest that the new millennium will be blighted
by diminishing job opportunities in the economys traditional industries and
occupations, rising levels of unemployment and widening social divisions.
Others, however, point to developing shortages of suitably trained and skilled
workers to support the growth of new production and service industries and
signal new possibilities for more liberating forms of work and a better blend of
leisure and working time.
IN CONTEMPORARY DEBATE OVER THE FUTURE of employment
relations not enough attention is focused any longer in research on the nature of
the power relationship in the workplace. This is a strategic mistake. The role of
trade unions as voluntary and autonomous institutions committed to social
justice in the workplace is being underplayed. By contrast their function as
partners of companies in assisting to bring about improvements in productivity,
competitiveness and profitability are perhaps being over-stressed. In the
nineteenth century many craft trade unions sought to justify their existence in a
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hostile political economy that questioned their right to exist by emphasizing
their role as stabilizing and respectable forces in the maintenance of order and
authority in the workplace. In the search for legitimacy they argued there was a
harmonious common interest uniting capital with labour that transcended any
underlying division of purpose. The strike weapon and the threat of its use was
kept well out of sight most of the time and yet even the most peacefully-minded
unions argued the case for their independence and autonomy from employers
and the state. They did so because they recognized the needs and demands of
workers and companies were not only not always identical but often based on
an unequal relationship in the distribution of power.
There is no reason to doubt todays workplaces are also based on a realistic
perception by employers, employees and unions about the nature of that power.
The implicit assumption that lies behind the onward march of individual
employee rights is a tacit acknowledgement of the urgent need for workers to
enjoy a much stronger representative voice. But a number of difficulties arise as
a result of this that few trade unions have yet to grapple with. The most seriousproblem remains the often neglected but entrenched nature of trade union
structures. Historically our trade unions have found it difficult to establish
rational forms of organisation that were able to limit competition between them
in the endless struggle to gain new members. By international standards as
varied as collectivist Sweden and the free market United States, Britains
employees have always tended to have trade unionism on the cheap withrelatively low subscription rates and limited services on offer. There are few
signs of any improvement. But the demands made by todays workers now
facing the trade unions make them vulnerable to accusations of under-
achievement. Employees are much more concerned to have an effective and
professional servicing of their individual concerns than in the past. They expect
a greater degree of competence from trade union officials and shop stewards.
But the numbers of qualified people holding positions of authority in the trade
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unions to service those demands are far less than they were thirty years ago.
There are now only an estimated 5,000 full-time trade union officers. In the past
trade unions were able to make them more effective by the mobilization of their
collective strength. Now this is no longer possible and we are unlikely to see
any improvement in the degree of leverage trade unions may expect to wield in
the years ahead.
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NEW TREND OF UPGRADING TALENT
A downturn can give smart companies a chance to upgrade their talent.
Downturns place companies' talent strategies at risk. As deteriorating
performance forces increasingly aggressive headcount reductions, it's easy to
lose valuable contributors inadvertently, damage morale or the company's
external reputation among potential employees, or drop the ball on important
training and staff-development programs. But there is a better way. By
emphasizing talent in cost-cutting efforts, employers can intelligently strengthen
the value proposition they offer current and potential employees and position
themselves strongly for growth when economic conditions improve.
Companies can maintain their attractiveness to internal and external talent by
using cost-cutting efforts as an opportunity to redesign jobs so that they become
more engaging for the people undertaking them. A job's level of responsibility,
degree of autonomy, and span of control all contribute to employee satisfaction.
Headcount reductions provide a powerful incentive to use existing resources
better by breaking down silos and increasing the span of control for challenging
managerial roles-thus improving the odds of engaging key talent in the
redesigned jobs.
Consider Cisco Systems' approach to downsizing during the last recession. In2001, as deteriorating financial performance forced the elimination of 8,500
jobs, Cisco redesigned roles and responsibilities to improve cross-functional
alignment and reduce duplication. The more collaborative environment fostered
by such moves increased workplace satisfaction and productivity for many
employees. Initiatives like Cisco's succeed when companies focus on
redesigning jobs and retaining talent at the outset of downsizing efforts.
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In addition to redesigning roles, companies cutting jobs should carefully protect
training and development programs. These are not only essential to maintaining
workplace morale and increasing long-term productivity, but they also give
people the skills necessary to carry out redesigned jobs that have greater spans
of control. During the last recession, International Paper continued offering
classes at its leadership institute by replacing external facilitators with the
company's senior leaders. This approach not only reduced the cost of delivery
but also, thanks to the involvement of senior leaders, redirected the content of
the leadership program by tying it more closely to decisions and skills affecting
the company's current performance. Similarly, IBM retained its employee-
development programs during its major performance challenges in the mid- to
late 1980s. It took the arrival of Lou Gerstner as CEO and a new strategy to turn
the company around, but the historical investments IBM had made in
developing its people helped achieve a successful turnaround.
Before undertaking widespread layoffs, companies should use their
performance-management processes to help identify strong employees.
Companies that conduct disciplined, meritocratic assessments of performance
and potential are well placed to make good personnel decisions. These
companies should also bring additional strategic considerations to the decisions.
They should assess which types of talent drive business value today and which
will drive it three years from now, as well as which talent segments are
currently available and which will be in the future-keeping in mind, for
example, that new MBAs will be equally available in two years. They should
also look at which types of talent would take years to replace or develop-for
instance, skilled electric utility engineers in an environment where retirements
are dramatically reducing supply. Performance management well informed by
key strategic questions can minimize the negative cultural impact of
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downsizing, improve the bottom line, and help identify talented people the
company should try to retain.
Counteracting these tendencies requires creativity. In 2001, Cisco gave
generous severance packages and assistance with job searches to the workers it
laid off and launched a program that paid one-third of salary, plus benefits and
stock options, to ex-employees who agreed to work for a local charity or
community organization. Steps like these protected Cisco's employer brand by
attempting to make departing employees feel better about Cisco and
underscored the company's commitment to its people for those who remained.
The results were measurable: employee satisfaction remained high, and Cisco
retained a prominent spot on Fortune magazine's "Best Companies to Work
For" list.
A strong employer brand is also important for companies undertaking selective
recruitment even as they cut personnel costs elsewhere. Using slowdowns to
uncover and hire displaced talent is often fruitful. Studies have shown that
although overall levels of recruitment may level off or even fall, the quality of
workers hired rises in recessions. And opportunities to find and hire displaced
talent may be particularly valuable during this downturn, as massive downsizing
in the financial-services sector makes available to nonfinancial companies a
large pool of highly educated and motivated professionals who previously might
not have considered jobs outside their previous employers or industries.
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TRENDS IN TECHNOLOGY
Technology may have made things easier for recruiting managers, but its
beginning to show its evil side as managers go overboard with it...
Technology is a toolthat can be used to aid the recruiting process.
Technology cannot replace human touch and therefore cannot be used to build
relationships
TECHNOLOGY HAS INDEED BEEN A BLESSING. The reaction time to
any problem has been slashed over a hundred times and leaders, managers and
the worker fraternity in general is more connected now than ever before.
However, like all good things, the positive streak of technology too can fade if
it's taken too far. Critics who play down the role of technology, have always
condemned the way technology has eroded the personal touch among people. In
addition, they blame it for the way managers use it for the sake of speed and not
quality. Amidst the brickbats, technology has emerged as a force to reckon with
and has undoubtedly redefined the way business is done.
TECHNOLOGY IS SECULAR. It has touched every aspect of business
however little it may be. And the human resources function is no exception. In
fact the role of technology in the arena of staff management has been incredible
and today the function has become completely technology-driven. The function
right from the recruiting stage to the exit interview and everything that comes in
between is largely driven by technology. While this may be seen as a revolution
of sorts by some, for many such aggressive takeover is beginning to take its toll
on the efficiency with which the function is meant to be executed. And
according to analysts the first casualty is the recruiting function.
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IMPERSONAL RECRUITING: A recent forum on "Technology and Its
Application in the Human Resources Function", conducted at the Town's hall, at
Vancouver, presented a rather scary picture of what awaits us in the near future.
A few speakers at the forum unintentionally spelt horror for the recruiting
function. They were rather candid about the way they recruit and the role of
technology in their recruiting process. One of the speakers went to the extent of
saying that thanks to technology there is no real need of meeting the candidate
or even speaking to him. Recruiting managers can make their decision by
simply exchanging mails!
THE TREND IS INDEED HORRIFYING. How can one replace personal
relationships that we by virtue of being humans share with everything that we
come in contact with? Reducing the potency of a relationship to a mere click of
a button can be damaging to the very basis on which an organization is built. If
every recruiting manager were to select recruits on the basis of the mails
exchanged then the concept of a "competitive edge" or a "differentiating factor"
will not be there at all since everybody would be doing exactly the same thing.
Moreover in such a technologically-intensive scenario , the need for any other
staff management initiative too would seem redundant as people would barely
interact personally and even if they did it would only happen in case of a system
crash.
Thescenario can be nerve- wreckingand therefore it's time recruiting managers
wake up and understand that technology is only a tool and it can be no standards
be used to replace relationships.
Focus does not stray. When recruiting managers lose perspective of the core
issue, the entire exercise fails. In this case, recruiting managers must understand
that recruitment is like sales, and they are the salesmen. Their main job
therefore is to sell the job And sales is a process that needs human interaction.
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Hence handing over this process to technology can sabotage the defining
purpose of the activity and therefore may not give the desired outcome.
Understanding that technology is a mere tool to accomplish the objectives of the
sales activity, which is recruiting in this case would help recruiting managers
keep technology in its right place.
Each of these factors is relevant even as we see recruiting as a sales strategy.
Hence recruiting managers must use technology in the third stage where
difficulties hampering the activity need to be overcome by use of means that are
both time and cost-effective.
Understanding how technology can aid the process of recruiting will help
recruiting managers maximize their efficiencies. However, if they let
technology drive the process then the intended benefit may fizzle out and the
process efficiency would be affected adversely. The best solution therefore
would be to integrate the benefits of technology with the recruiting process in a
way that helps maximise its efficiency.
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CONCLUSION
The World Competitiveness Report rated Indias human resource capabilities as
being comparatively weaker than most Asian nations. A dramatic shift in
recruitment practices has been taking place as globally pretend Indian
companies as well as global technical services rivals have made India a
battlefield of recruitment for the best workers. The recognition of world class
human resource capability as being pivotal to global success has changed Indian
HRM cultures in recent years. While the historical and traditional roots remaindeeply embedded in the subjective world of managers, emphasis on objective
global concepts and practices are becoming more common. Three very different
perspectives in HRM are evident. Firstly, Indian firms with a global outlook;
secondly, global firms seeking to adapt to the Indian context; and thirdly, the
HRM practice in public sectors undertakings (PSVS). As the Indian economy
becomes more globally linked, all three perspectives will move increasingly
towards a cross verging strengthening. Interestingly, within the national context,
India itself is not a homogenous entity. Regional variations in terms of industry
size, provincial business culture, and political issues play very relevant roles.
The nature of hierarchy, status, authority, responsibility and similar other
concepts vary widely across the nations synerging system maintenance. Indeed,
organisational performance and personal success are critical in the new era.