Hello mam!
This Kezhdai MBA-IB.
Summary of Innovative HR practices
1. Safe, Healthy And Happy Workplace
2. Open Book Management Style
3. Performance Linked Bonuses
4. 360-Degree Performance Management Feedback System
5. Fair Evaluation System For Employees
6. Knowledge Sharing
7. Highlight Performers
8. Open House Discussions And Feedback Mechanisms
9. Reward Ceremonies
10. Delight Employees With The Unexpected
Philips Software Center
HR Policies
• The first one that needs to be mentioned is the dream project. Dream projects allow every employee to pursue a project of their own interest in the technical area. They invest time while the company given them resources and encouragement.However, the project has to help Philips in some way or the other. It has to be relevant for what Philips is pursuing.
• We also have a sponsorship program for higher studies. Our employees can join a .Tech program or an MS program or even pursue a Ph.D. Our Company will fund them right up to 100% of the cost.
• Once an employee completes 3 years with Philips Software, Bangalore, we will consider him/her for an international assignment within Philips. Further any employee who completes 18 months experience can seek transfer from within the company, from one technology to the other, one product division to another. We facilitate such a job rotation systematically.
• In our cafeteria, we also provide a diet meal section to interested employees and it is well appreciated.
• We have well furnished bedrooms for those people who stay back late in office working.
• Another brilliant concept practiced is the Philips Yellow pages. It is an internal network, which connects people across all our offices worldwide. It is very easy for one to locate people who are known for particular domain knowledge or a skill or talent. Any employee, who needs to learn about a subject, can get connected to the subject expert through the yellow Pages.
• Philips is probably one of the few organizations which has an offsite three-day Leadership program for all its managers.
We remind our managers that they would be measured as much by their deliverables as by their practice of the company values. These values are :
Let us delight our customers
Let us Value People as greatest resource
Let us deliver Quality and Excellence in all our actions
Let us achieve Premium return on equity
Let us encourage entrepreneurial behavior at all levels
• We have a community involvement team. The team is entirely manned by young professionals. A budget is given and they decide how to use the money. There is no interference from any senior managers.
• We also believe that charity begins at home. We have a green team, which monitors environmental related issues so far as it relates to the organization. Young professionals are involved in this. Thus we ensure that environmental concerns are not just spoken about but we actually do something about it.
• We follow a global appraisal system, which totally involves the employee in the whole performance management process. Planning, goal-setting, work review, coaching and developmental appraisal are part of this process chain
• There is some compulsory training that every appraiser and the appraised go through before the appraisal. We have one full day training program for managers who do the appraisal. It is mandatory . If the manager doesn’t go through it, the company holds the right to not let him do the appraisal. This training is not a once in a lifetime affair. Every year before the appraisal, the training is given.
• A half-day training is given to the appraised personnel to make them aware of the nitty gritties of the appraisal program. They are reminded about the importance of doing home work, receiving and sending feedback and reflecting on the feedback in the right way.
These sorts of training programs prepare people to see appraisals as development processes rather than as a judgmental process.
• We have plenty of reward programs. We closely watch people who contribute towards product quality, process quality, internal trainers who train colleagues, people who bring best practices from outside and implement if here and so on. They are rewarded and as you know rewards are inspiring and infectious.
• Soon after a person joins our organization (within one, one and a half months), the HR managers are expected by training, to sit with every new employee and start capturing what he or she likes best in the organization, we take inputs about matters regarding say, if he or she has the power to change what would he or she change in the organization and where do they think they can contribute a lot more than what is presently done and so on.This feedback is carried to the management team of the organization and the employees are given the opportunity in terms of their interest in technology and outside of technology, into more suitable platforms.
Wipro Technologies:
• Every four months we conduct an employee survey where all our employees provide inputs on the health of the workplace. This survey enables us to identify how strongly the person feels about the organization, and how strong is the person’s clarity of his/her existence in the organization. It also enables us to see the person’s own ability to identify with the vision of the organization, and whether he thinks the organization listens to what he has to say. He also reveals whether he feels that his supervisor takes interest in his/her development, has he/she received any word of praise from the boss for a good job done and so on. This proves to be an eye opener for the managers as well.
• We have the HR review in the planning cycle, which is a rigorous process involving everyone, right upto the head of the organization. We do succession planning for individuals wherein we identify the best talents – the top ten people. We also identify our bottom ten people, who are asked to pull up their socks and improve, failing which they will have to leave. We carry out this exercise every quarter and this enables us to be well informed about our people asset.
From India, Mumbai
This Kezhdai MBA-IB.
Summary of Innovative HR practices
1. Safe, Healthy And Happy Workplace
2. Open Book Management Style
3. Performance Linked Bonuses
4. 360-Degree Performance Management Feedback System
5. Fair Evaluation System For Employees
6. Knowledge Sharing
7. Highlight Performers
8. Open House Discussions And Feedback Mechanisms
9. Reward Ceremonies
10. Delight Employees With The Unexpected
Philips Software Center
HR Policies
• The first one that needs to be mentioned is the dream project. Dream projects allow every employee to pursue a project of their own interest in the technical area. They invest time while the company given them resources and encouragement.However, the project has to help Philips in some way or the other. It has to be relevant for what Philips is pursuing.
• We also have a sponsorship program for higher studies. Our employees can join a .Tech program or an MS program or even pursue a Ph.D. Our Company will fund them right up to 100% of the cost.
• Once an employee completes 3 years with Philips Software, Bangalore, we will consider him/her for an international assignment within Philips. Further any employee who completes 18 months experience can seek transfer from within the company, from one technology to the other, one product division to another. We facilitate such a job rotation systematically.
• In our cafeteria, we also provide a diet meal section to interested employees and it is well appreciated.
• We have well furnished bedrooms for those people who stay back late in office working.
• Another brilliant concept practiced is the Philips Yellow pages. It is an internal network, which connects people across all our offices worldwide. It is very easy for one to locate people who are known for particular domain knowledge or a skill or talent. Any employee, who needs to learn about a subject, can get connected to the subject expert through the yellow Pages.
• Philips is probably one of the few organizations which has an offsite three-day Leadership program for all its managers.
We remind our managers that they would be measured as much by their deliverables as by their practice of the company values. These values are :
Let us delight our customers
Let us Value People as greatest resource
Let us deliver Quality and Excellence in all our actions
Let us achieve Premium return on equity
Let us encourage entrepreneurial behavior at all levels
• We have a community involvement team. The team is entirely manned by young professionals. A budget is given and they decide how to use the money. There is no interference from any senior managers.
• We also believe that charity begins at home. We have a green team, which monitors environmental related issues so far as it relates to the organization. Young professionals are involved in this. Thus we ensure that environmental concerns are not just spoken about but we actually do something about it.
• We follow a global appraisal system, which totally involves the employee in the whole performance management process. Planning, goal-setting, work review, coaching and developmental appraisal are part of this process chain
• There is some compulsory training that every appraiser and the appraised go through before the appraisal. We have one full day training program for managers who do the appraisal. It is mandatory . If the manager doesn’t go through it, the company holds the right to not let him do the appraisal. This training is not a once in a lifetime affair. Every year before the appraisal, the training is given.
• A half-day training is given to the appraised personnel to make them aware of the nitty gritties of the appraisal program. They are reminded about the importance of doing home work, receiving and sending feedback and reflecting on the feedback in the right way.
These sorts of training programs prepare people to see appraisals as development processes rather than as a judgmental process.
• We have plenty of reward programs. We closely watch people who contribute towards product quality, process quality, internal trainers who train colleagues, people who bring best practices from outside and implement if here and so on. They are rewarded and as you know rewards are inspiring and infectious.
• Soon after a person joins our organization (within one, one and a half months), the HR managers are expected by training, to sit with every new employee and start capturing what he or she likes best in the organization, we take inputs about matters regarding say, if he or she has the power to change what would he or she change in the organization and where do they think they can contribute a lot more than what is presently done and so on.This feedback is carried to the management team of the organization and the employees are given the opportunity in terms of their interest in technology and outside of technology, into more suitable platforms.
Wipro Technologies:
• Every four months we conduct an employee survey where all our employees provide inputs on the health of the workplace. This survey enables us to identify how strongly the person feels about the organization, and how strong is the person’s clarity of his/her existence in the organization. It also enables us to see the person’s own ability to identify with the vision of the organization, and whether he thinks the organization listens to what he has to say. He also reveals whether he feels that his supervisor takes interest in his/her development, has he/she received any word of praise from the boss for a good job done and so on. This proves to be an eye opener for the managers as well.
• We have the HR review in the planning cycle, which is a rigorous process involving everyone, right upto the head of the organization. We do succession planning for individuals wherein we identify the best talents – the top ten people. We also identify our bottom ten people, who are asked to pull up their socks and improve, failing which they will have to leave. We carry out this exercise every quarter and this enables us to be well informed about our people asset.
From India, Mumbai
HR PRACTICES
GOOGLE
1. Building innovation into job descriptions: '20 percent time'
Technical employees are required to spend 80% of their time on the core search and advertising businesses, and 20% on technical projects of their own choosing."
"Employees' work structure follows a '70/20/10' model,
2. Eliminating friction at every turn: ensuring change can happen quickly and efficiently Google’s approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature.
3. Letting the market choose: “crowdsourcing” its product strategy
4. Supporting inspiration with data - making extensive, aggressive use of data and testing to support ideas.'
5. Google's use of algorithms in recruitment First, you survey current employees on a variety of characteristics and traits, including teamwork, biographical information, past experiences and accomplishments (i.e., have they started a company, written a book, won a championship, set a record).
Wal-Mart’s main strategy has been to become a price leader through efficiency and processing, and in doing this it has positioned itself as the world’s largest retailer, accounting for ten percent of the United States’ two and a half percent annual productivity growth over the past decade.This success has not come without a cost though. Wal-Mart has faced much criticism, as well as litigation, for its human resource (HR) policies, being accused of underpaying and demanding too much of its associates. Research has shown that HR practices are the leading indicators of lagging financial performance measures, but Wal-Mart is making itself an exception to this rule.
Microsoft’s HR, like most has implemented practices that are critical to the company’s success, and others that prevent the company from reaching even greater heights.
An HR practice which always has been crucial to Microsoft is its recruitment style. Microsoft is only interested in the best, to the point where they prefer to leave a position vacant rather than settle for someone who just gets by. This practice began with Microsoft’s founders Bill Gates and Paul Allen, who would recruit the best minds from the colleges and confirm they are the best through an interview process that relentlessly tested their pure intellect.
The company maintained a large team of recruiting experts who identified the industry’s finest and worked relentlessly to bring them to Microsoft. While it did not offer the highest salaries, Microsoft showered its best with stock options that turned many employees into millionaires. Recruitment of new elite talent is still a priority of all of Microsoft’s managers. Even Gates gets involved with the occasional phone call to a hot prospect.
TCS is known for its human resource practices
in India as well as globally. In the EU, it continues
to be the employer of choice and has the lowest
attrition rate of 9.9 per cent.The company lays
emphasis on the overall development of its
employees and also offers multi-lingual capability
training modules.TCS enables its employees to
meet their career objectives through rotation
across projects, functions and locations globally.
It also helps employees in building new skills and
competencies, and promotes knowledge sharing
and team building.
From India, Ludhiana
1. Building innovation into job descriptions: '20 percent time'
Technical employees are required to spend 80% of their time on the core search and advertising businesses, and 20% on technical projects of their own choosing."
"Employees' work structure follows a '70/20/10' model,
2. Eliminating friction at every turn: ensuring change can happen quickly and efficiently Google’s approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature.
3. Letting the market choose: “crowdsourcing” its product strategy
4. Supporting inspiration with data - making extensive, aggressive use of data and testing to support ideas.'
5. Google's use of algorithms in recruitment First, you survey current employees on a variety of characteristics and traits, including teamwork, biographical information, past experiences and accomplishments (i.e., have they started a company, written a book, won a championship, set a record).
Wal-Mart’s main strategy has been to become a price leader through efficiency and processing, and in doing this it has positioned itself as the world’s largest retailer, accounting for ten percent of the United States’ two and a half percent annual productivity growth over the past decade.This success has not come without a cost though. Wal-Mart has faced much criticism, as well as litigation, for its human resource (HR) policies, being accused of underpaying and demanding too much of its associates. Research has shown that HR practices are the leading indicators of lagging financial performance measures, but Wal-Mart is making itself an exception to this rule.
Microsoft’s HR, like most has implemented practices that are critical to the company’s success, and others that prevent the company from reaching even greater heights.
An HR practice which always has been crucial to Microsoft is its recruitment style. Microsoft is only interested in the best, to the point where they prefer to leave a position vacant rather than settle for someone who just gets by. This practice began with Microsoft’s founders Bill Gates and Paul Allen, who would recruit the best minds from the colleges and confirm they are the best through an interview process that relentlessly tested their pure intellect.
The company maintained a large team of recruiting experts who identified the industry’s finest and worked relentlessly to bring them to Microsoft. While it did not offer the highest salaries, Microsoft showered its best with stock options that turned many employees into millionaires. Recruitment of new elite talent is still a priority of all of Microsoft’s managers. Even Gates gets involved with the occasional phone call to a hot prospect.
TCS is known for its human resource practices
in India as well as globally. In the EU, it continues
to be the employer of choice and has the lowest
attrition rate of 9.9 per cent.The company lays
emphasis on the overall development of its
employees and also offers multi-lingual capability
training modules.TCS enables its employees to
meet their career objectives through rotation
across projects, functions and locations globally.
It also helps employees in building new skills and
competencies, and promotes knowledge sharing
and team building.
From India, Ludhiana
Infosys
Most of the HR practices of Infosys were a result of the vision of its founders and the culture that they had created over the years. The founders advocated simplicity and maintained the culture of a small company. The employees were encouraged to share their learning experiences...
Recruitment
While recruiting new employees, Infosys took adequate care to identify the right candidates. On the qualities that Infosys looked for in a candidate, Nilekani said, "We focus on recruiting candidates who display a high degree of 'learnability.' By learnability we mean the ability to derive generic knowledge from specific experiences and apply the same in new situations.
We also place significant importance on professional competence and academic excellence. Other qualities we look for are analytical ability, teamwork and leadership potential, communication and innovation skills, along with a practical and structured approach to problem solving."
Training
Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys, they were trained through fresher training courses. They were trained then on new processes and technologies. As they reached the higher levels, they were trained on project management and later were sent for management development programs, followed by leadership development programs...
Training New Recruits
Infosys conducted a 14.5 week technical training program for all new entrants. The company spent around Rs 200,000 per year on training each new entrant. The new recruits were trained at the Global Education Center (GEC) in Mysore, which had world class training facilities and the capacity to train more than 4500 employees at a time. GEC, which was inaugurated in February 2005 was spread over 270 acres and was the largest corporate training center in the world with 58 training rooms and 183 faculty rooms...
Training Programs for Employees
Infosys also conducted training programs for experienced employees. The company had a competency system in place which took into account individual performance, organizational priorities, and feedback from the clients...
From India, Amritsar
Most of the HR practices of Infosys were a result of the vision of its founders and the culture that they had created over the years. The founders advocated simplicity and maintained the culture of a small company. The employees were encouraged to share their learning experiences...
Recruitment
While recruiting new employees, Infosys took adequate care to identify the right candidates. On the qualities that Infosys looked for in a candidate, Nilekani said, "We focus on recruiting candidates who display a high degree of 'learnability.' By learnability we mean the ability to derive generic knowledge from specific experiences and apply the same in new situations.
We also place significant importance on professional competence and academic excellence. Other qualities we look for are analytical ability, teamwork and leadership potential, communication and innovation skills, along with a practical and structured approach to problem solving."
Training
Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys, they were trained through fresher training courses. They were trained then on new processes and technologies. As they reached the higher levels, they were trained on project management and later were sent for management development programs, followed by leadership development programs...
Training New Recruits
Infosys conducted a 14.5 week technical training program for all new entrants. The company spent around Rs 200,000 per year on training each new entrant. The new recruits were trained at the Global Education Center (GEC) in Mysore, which had world class training facilities and the capacity to train more than 4500 employees at a time. GEC, which was inaugurated in February 2005 was spread over 270 acres and was the largest corporate training center in the world with 58 training rooms and 183 faculty rooms...
Training Programs for Employees
Infosys also conducted training programs for experienced employees. The company had a competency system in place which took into account individual performance, organizational priorities, and feedback from the clients...
From India, Amritsar
1 Google
The faces and voices of the world's most innovative company
2 FACEBOOK
In 2007, the social-networking juggernaut had variously impressed with its ability to reinvent the wheel (opening its platform to outside developers) and drawn cyberpickets with its boneheaded missteps (trying to sell advertising by telegraphing its users' every move). But after a year lived dangerously, Facebook is officially A-list, with a $15 billion valuation to boot, thanks to Microsoft's $240 million investment. That's nothing to throw a sheep at.
3 GE
GE makes our list not on reputation but on the strength of its breakthrough products. Among them: an HD CT scanner that reduces radiation exposure by half, a reengineering of the best-selling CF34 jet engine for the booming Chinese aviation market, and a hybrid locomotive that cuts emissions by 50% -- evidence that Ecomagination is more than just marketing babble. Coming up, commercially viable OLED lighting by 2010.
4 NOKIA
Once a maker of wood products and tires, the Finnish firm has thrived in the wireless world. Today, Nokia has a 37% (and growing) share of the global cell-phone market, more than twice that of its closest competitor, Motorola. How? A two-tiered design process that identifies the “remarkable similarities in what global consumers want and need in their mobile devices,” says senior design manager Rhys Newman, then adds local insight. Bright colors are key to success in India, China, and the Middle East, “where a phone can show status,” he says. Markets with low literacy rates get phones without written menus. The company’s next challenge is to gain momentum in the U.S., where it has less than 10% of the market. It’s betting big on the feature-rich N95 smartphone -- and a strategy of welcoming third-party apps.
From India, Ludhiana
The faces and voices of the world's most innovative company
2 FACEBOOK
In 2007, the social-networking juggernaut had variously impressed with its ability to reinvent the wheel (opening its platform to outside developers) and drawn cyberpickets with its boneheaded missteps (trying to sell advertising by telegraphing its users' every move). But after a year lived dangerously, Facebook is officially A-list, with a $15 billion valuation to boot, thanks to Microsoft's $240 million investment. That's nothing to throw a sheep at.
3 GE
GE makes our list not on reputation but on the strength of its breakthrough products. Among them: an HD CT scanner that reduces radiation exposure by half, a reengineering of the best-selling CF34 jet engine for the booming Chinese aviation market, and a hybrid locomotive that cuts emissions by 50% -- evidence that Ecomagination is more than just marketing babble. Coming up, commercially viable OLED lighting by 2010.
4 NOKIA
Once a maker of wood products and tires, the Finnish firm has thrived in the wireless world. Today, Nokia has a 37% (and growing) share of the global cell-phone market, more than twice that of its closest competitor, Motorola. How? A two-tiered design process that identifies the “remarkable similarities in what global consumers want and need in their mobile devices,” says senior design manager Rhys Newman, then adds local insight. Bright colors are key to success in India, China, and the Middle East, “where a phone can show status,” he says. Markets with low literacy rates get phones without written menus. The company’s next challenge is to gain momentum in the U.S., where it has less than 10% of the market. It’s betting big on the feature-rich N95 smartphone -- and a strategy of welcoming third-party apps.
From India, Ludhiana
SAHIL GARG
MBA-IB
SUBJECT- NEW HR TRENDS
1.RELIANCE-RIL focuses on building specialist skills and multiple cadres in the organisation to support its goals and aspirations.RIL's campus hiring programme from the engineering, finance and management institutes has been far more robust, with wider coverage to ensure higher caliber as well diversity.
2. EASTMAN INTERNATIONAL - Companies like eastman are focusing more on their HR DEPARTMENT . As they want those people to work with them who can nourish and enhance their skills and talents as they mainly provide the best training programmes and making people to work like in a actual work environment .
3.TAKE Solutions:-- offers cost-effective and complete solutions for enterprises across different sectors including pharmaceuticals, high technology, consumer packaged goods, oil/gas and automotive. TAKE’s SCM product suite includes distinct technology with embedded IP that spans enterprise mobility, trading partner collaboration and material tracking.
4.WHIRLPOOL
5.TATA TELECOM
6 IKEA-IKEA adopted a positive approach toward human resource management. The company implemented several initiatives that promoted 'life balance' and diversity... the innovative human resource management practices adopted by IKEA and describes its work culture.
From India, Chandigarh
MBA-IB
SUBJECT- NEW HR TRENDS
1.RELIANCE-RIL focuses on building specialist skills and multiple cadres in the organisation to support its goals and aspirations.RIL's campus hiring programme from the engineering, finance and management institutes has been far more robust, with wider coverage to ensure higher caliber as well diversity.
2. EASTMAN INTERNATIONAL - Companies like eastman are focusing more on their HR DEPARTMENT . As they want those people to work with them who can nourish and enhance their skills and talents as they mainly provide the best training programmes and making people to work like in a actual work environment .
3.TAKE Solutions:-- offers cost-effective and complete solutions for enterprises across different sectors including pharmaceuticals, high technology, consumer packaged goods, oil/gas and automotive. TAKE’s SCM product suite includes distinct technology with embedded IP that spans enterprise mobility, trading partner collaboration and material tracking.
4.WHIRLPOOL
5.TATA TELECOM
6 IKEA-IKEA adopted a positive approach toward human resource management. The company implemented several initiatives that promoted 'life balance' and diversity... the innovative human resource management practices adopted by IKEA and describes its work culture.
From India, Chandigarh
Hi,
Greetings,
Let me reveal a trend that is prevailing in most manpower intensive industry, " A BPO". to maintain the relations with employees. HR people use special softwares like LOTUS notes to convey personal messages to HR,s.. These threads are not routed through any other employee or any other manager so that the problems could be personal and identity of the reporter remains hidden.
Also to attract the new employees the HR's have given a very attractive thing that attract people "MONEY", the existing employees get nearly 4 Grands for every referral of their.. if some one manages to give more than 3-4 references then you would get something in return ( for e.g i got a blackberry BOLD 3 costing around 20 grands) trust me thats not less. and people like me are always after friends to join in.
The HR people their have direct contact with the Clients and the owners sitting in the foreign so that they may convey the problems to them of people. and again the identity of the HR is not revealed to anyone..
the name of the company is IBM...
Bonjour
From India, Ludhiana
Greetings,
Let me reveal a trend that is prevailing in most manpower intensive industry, " A BPO". to maintain the relations with employees. HR people use special softwares like LOTUS notes to convey personal messages to HR,s.. These threads are not routed through any other employee or any other manager so that the problems could be personal and identity of the reporter remains hidden.
Also to attract the new employees the HR's have given a very attractive thing that attract people "MONEY", the existing employees get nearly 4 Grands for every referral of their.. if some one manages to give more than 3-4 references then you would get something in return ( for e.g i got a blackberry BOLD 3 costing around 20 grands) trust me thats not less. and people like me are always after friends to join in.
The HR people their have direct contact with the Clients and the owners sitting in the foreign so that they may convey the problems to them of people. and again the identity of the HR is not revealed to anyone..
the name of the company is IBM...
Bonjour
From India, Ludhiana
Harmandeep grewal
mba (ib)
1 AMAZON
Without much fanfare, Amazon has more than tripled its revenues since 2002, to $13 billion. The key: giving customers choices, not just among products, but also between buying from Amazon directly or from outside vendors on the site. Amazon’s new digital offerings -- in e-books, videos, and music -- present a fresh menu of options. The company’s digital music store, launched in May, already comprises 3 million songs, all compatible with any device and any music software. Similarly, Unbox allows Amazon customers to rent or buy films and TV shows, and watch them on a variety of players. In an era of fighting formats and fears of piracy, that’s uncommonly ecumenical.
2 PROCTER & GAMBLE
When Procter & Gamble’s stock tanked by more than half in 2000, CEO A.G. Lafley knew he was facing the dilemma of giant companies everywhere: Despite pouring money into R&D, P&G couldn’t create new products fast enough to keep growing. The only way out, Lafley realized, was to innovate innovation. So he launched the Connect + Develop program, which allows outside developers to get their concepts and designs into P&G’s product pipeline. An applicator developed by Cardinal Health (now Catalent), for example, helped P&G launch Olay Regenerist Eye Derma-Pods, now its top-selling skin-care item. Today, 42% of P&G products have an externally sourced component. And this giant is growing: Revenues rose 8%, to $78 billion, last fiscal year, while profits climbed 14%, to $11 billion.
3 DISNEY
Two years into the job, CEO Bob Iger continues to mold Disney into the digital-media innovator to watch. ABC was the first network to sell TV episodes on iTunes and to stream them for free on its Web site. Pirates of the Caribbean and High School Musical showed multiplatform agility. And Pixar’s latest hit, Ratatouille, was a masterful blend of technical brilliance, artistry, and narrative that evoked Walt’s original magic. Pixar cofounder Ed Catmull, now president of Pixar and Disney Animation Studios, is encouraging the Big Mouse to rediscover and build on its rich tradition.
4 SAMSUNG
The first bendable OLED screen. An ultrathin double-sided LCD. A solid-state drive to replace the hard disk in your laptop. And soon, in a collaboration with game company Reactrix: a TV that lets viewers move what’s on the screen with the wave of a hand. Just a taste of the impact of the world’s fastest-growing consumer-electronics company.
From India, Ludhiana
mba (ib)
1 AMAZON
Without much fanfare, Amazon has more than tripled its revenues since 2002, to $13 billion. The key: giving customers choices, not just among products, but also between buying from Amazon directly or from outside vendors on the site. Amazon’s new digital offerings -- in e-books, videos, and music -- present a fresh menu of options. The company’s digital music store, launched in May, already comprises 3 million songs, all compatible with any device and any music software. Similarly, Unbox allows Amazon customers to rent or buy films and TV shows, and watch them on a variety of players. In an era of fighting formats and fears of piracy, that’s uncommonly ecumenical.
2 PROCTER & GAMBLE
When Procter & Gamble’s stock tanked by more than half in 2000, CEO A.G. Lafley knew he was facing the dilemma of giant companies everywhere: Despite pouring money into R&D, P&G couldn’t create new products fast enough to keep growing. The only way out, Lafley realized, was to innovate innovation. So he launched the Connect + Develop program, which allows outside developers to get their concepts and designs into P&G’s product pipeline. An applicator developed by Cardinal Health (now Catalent), for example, helped P&G launch Olay Regenerist Eye Derma-Pods, now its top-selling skin-care item. Today, 42% of P&G products have an externally sourced component. And this giant is growing: Revenues rose 8%, to $78 billion, last fiscal year, while profits climbed 14%, to $11 billion.
3 DISNEY
Two years into the job, CEO Bob Iger continues to mold Disney into the digital-media innovator to watch. ABC was the first network to sell TV episodes on iTunes and to stream them for free on its Web site. Pirates of the Caribbean and High School Musical showed multiplatform agility. And Pixar’s latest hit, Ratatouille, was a masterful blend of technical brilliance, artistry, and narrative that evoked Walt’s original magic. Pixar cofounder Ed Catmull, now president of Pixar and Disney Animation Studios, is encouraging the Big Mouse to rediscover and build on its rich tradition.
4 SAMSUNG
The first bendable OLED screen. An ultrathin double-sided LCD. A solid-state drive to replace the hard disk in your laptop. And soon, in a collaboration with game company Reactrix: a TV that lets viewers move what’s on the screen with the wave of a hand. Just a taste of the impact of the world’s fastest-growing consumer-electronics company.
From India, Ludhiana
Yes thats true,that due to new technological developments,the companies are going for new HR practices. Google- Microsoft,AMAZON,TATA motors,whirlpool.
From India, Chandigarh
From India, Chandigarh
INTRODUCTION:
The management of Human Resources has now assumed strategic importance in the achievement of organizational growth and excellence. Organizations of 21st century can not expect to be successful without an understanding and response to changes. In this competitive world these employees require HR practices and system that are well conceived and implemented to ensure high performance and continued success.
Some of the new practices in the field of HRM are:
1. Virtual HRM
2. Moon lighting by employees: Blue Moon to full moon
3. Golden Hand cuffs
4. Golden Handshake
5. Employee’s Proxy
6. HR Branding
7. HR Data Marts
8. HR Outsourcing
INNOVATIVE HR PRACTICES FOLLOWED BY GOOGLE IN INDIA
Attract and Access:
Attracting and retaining talent is becoming a big problem for every organization, they are following every trick and strategy to recruit and retain the employees.
Develop and Grow:
Nowadays organizations try to recognize the aspirations of employees and focus on their growth and development. India provides job rotation opportunities to high – performing employees from operations division. This gives them broader understanding of the business.
Engage and Align:
Employee engagement has retained the focus of organizational leadership and many companies keep launching new practices to woo employees.
From India, Ludhiana
The management of Human Resources has now assumed strategic importance in the achievement of organizational growth and excellence. Organizations of 21st century can not expect to be successful without an understanding and response to changes. In this competitive world these employees require HR practices and system that are well conceived and implemented to ensure high performance and continued success.
Some of the new practices in the field of HRM are:
1. Virtual HRM
2. Moon lighting by employees: Blue Moon to full moon
3. Golden Hand cuffs
4. Golden Handshake
5. Employee’s Proxy
6. HR Branding
7. HR Data Marts
8. HR Outsourcing
INNOVATIVE HR PRACTICES FOLLOWED BY GOOGLE IN INDIA
Attract and Access:
Attracting and retaining talent is becoming a big problem for every organization, they are following every trick and strategy to recruit and retain the employees.
Develop and Grow:
Nowadays organizations try to recognize the aspirations of employees and focus on their growth and development. India provides job rotation opportunities to high – performing employees from operations division. This gives them broader understanding of the business.
Engage and Align:
Employee engagement has retained the focus of organizational leadership and many companies keep launching new practices to woo employees.
From India, Ludhiana
These are some of the companies
1. Syntel
This global IT Company recently awarded in several categories of human resource management in the HRD congress. The use of technology for achievement of strategic HR objectives and creative practices in HR solution made it to be one of the most valued companies with most innovative human resource management practice.
2. Google
Google is still considered to be one of the most popular and preferred destination for the career aspirants in information technology. Google is a brand name where ideas of the employees are most valued and encouraged and it has a unique culture for supporting the employee at every possible difficulty. The most innovative idea of Google is to encourage the employees to spend 20% of their productive time on their own creative ideas and value addition initiatives.
3. Larsen and Toubro
L&T engineering and construction division is recently awarded the Asia Pacific HR Conclave Award for most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines and business policy and this made L&T as one of the top companies with most innovative human resource management practices.
4. Infosys BPO Ltd
In the recent world HRD congress held in Mumbai the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment and retention process.
Above mentioned companies with most innovative human resource management practices have a significantly higher rate of retention and gross wellbeing of the employees which made these companies a preferred place of work.
From India, Delhi
1. Syntel
This global IT Company recently awarded in several categories of human resource management in the HRD congress. The use of technology for achievement of strategic HR objectives and creative practices in HR solution made it to be one of the most valued companies with most innovative human resource management practice.
2. Google
Google is still considered to be one of the most popular and preferred destination for the career aspirants in information technology. Google is a brand name where ideas of the employees are most valued and encouraged and it has a unique culture for supporting the employee at every possible difficulty. The most innovative idea of Google is to encourage the employees to spend 20% of their productive time on their own creative ideas and value addition initiatives.
3. Larsen and Toubro
L&T engineering and construction division is recently awarded the Asia Pacific HR Conclave Award for most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines and business policy and this made L&T as one of the top companies with most innovative human resource management practices.
4. Infosys BPO Ltd
In the recent world HRD congress held in Mumbai the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment and retention process.
Above mentioned companies with most innovative human resource management practices have a significantly higher rate of retention and gross wellbeing of the employees which made these companies a preferred place of work.
From India, Delhi
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HR Trends - Global HR practices.doc
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Emerging HR Trends.pdf