B2E - business to employee - future trends
The latest, addition to the glossary of new economy terms is B2E and what is it? It is about Business to Employee, with the former empowering the latter with the help of technology like Intranet. Bijay Sahoo, General Manager, HR, Wipro Technologies and Hema Ravichander, Senior Vice-president, HR, Infosys shed more light on this at the E-HR conference organised by the Bangalore chapter of NHRD, on Nov 1-3, 2001.
Bijay shared his experiences with B2E Portals and illustrated how the HR division in Wipro was using technology to deliver service to its employees. He noted that workplace dimensions had altered over the years, "From being a closed economy, we have become a global work force. The definition of jobs is changing and people are giving more importance to family and life after work". The focus, he said, was moving towards enabling employee processes.
For a similar reason, the HR functions in Infosys was also globalised. Hema pointed out that the HR had to globalise, scale up and handle employees who wanted more information about the organisation and beyond. She said, "People are critical to any organisation and if they are well informed they are happy and happy employees are the best brand ambassadors of the company."
The Wipro Intranet, "Channel W" bonds 9500 Wiproites across the globe. It addresses all the areas that an employee needs - community, collaboration and care. The portal has affinity clubs, message boards, chat, Intranet search, personalisation engine and even a space for Wiproites to buy and sell stuff. It however is not just for fun alone.
As a knowledge-intensive company, which is growing at a rapid pace, it knows it must use the technology to manage and share this knowledge. The portal provides a framework that encourages and facilitates Knowledge Management. One section of Channel W is devoted to internal corporate communication, white papers, articles and knowledge and idea sharing.
"Sparsh", the Intranet where Infoscions get in touch with other, answers all FAQ's on income tax, company policies or security. "An employee can easily navigate to other department portals for information on training or leadership programs without as much as moving out of his cubicle", Hema said. There is also help available online to learn how to do things in the company. The 'Employee Data Sheet' allows the employee to update his personal information online. The 'Request Tracker' is an application where an employee can request for information or service. 'Connect Infy' is a referral-hiring scheme, which allows the employee to refer a candidate who he knows will fit the role.
Highlighting the benefits of an employee portal, Hema said portals were a big source of Knowledge dispersion. Bijay noted that, "A portal can provide employee self-service solution, act as a binding force across various HR initiatives and result in a clear, orchestrated and powerful HR strategy."
In his concluding remarks, Bijay further espoused the advantages of the B2E initiatives. He said, "Since the focus of HR has shifted from administrative to value added services, the B2E portals aid HR executives of the company to be available to employees and strategise. It reduces operating costs, improves awareness, employee feedback and communication". Hema, however pointed out that, "IT should enable HR, but HR should not lose it’s human face."
From United States
The latest, addition to the glossary of new economy terms is B2E and what is it? It is about Business to Employee, with the former empowering the latter with the help of technology like Intranet. Bijay Sahoo, General Manager, HR, Wipro Technologies and Hema Ravichander, Senior Vice-president, HR, Infosys shed more light on this at the E-HR conference organised by the Bangalore chapter of NHRD, on Nov 1-3, 2001.
Bijay shared his experiences with B2E Portals and illustrated how the HR division in Wipro was using technology to deliver service to its employees. He noted that workplace dimensions had altered over the years, "From being a closed economy, we have become a global work force. The definition of jobs is changing and people are giving more importance to family and life after work". The focus, he said, was moving towards enabling employee processes.
For a similar reason, the HR functions in Infosys was also globalised. Hema pointed out that the HR had to globalise, scale up and handle employees who wanted more information about the organisation and beyond. She said, "People are critical to any organisation and if they are well informed they are happy and happy employees are the best brand ambassadors of the company."
The Wipro Intranet, "Channel W" bonds 9500 Wiproites across the globe. It addresses all the areas that an employee needs - community, collaboration and care. The portal has affinity clubs, message boards, chat, Intranet search, personalisation engine and even a space for Wiproites to buy and sell stuff. It however is not just for fun alone.
As a knowledge-intensive company, which is growing at a rapid pace, it knows it must use the technology to manage and share this knowledge. The portal provides a framework that encourages and facilitates Knowledge Management. One section of Channel W is devoted to internal corporate communication, white papers, articles and knowledge and idea sharing.
"Sparsh", the Intranet where Infoscions get in touch with other, answers all FAQ's on income tax, company policies or security. "An employee can easily navigate to other department portals for information on training or leadership programs without as much as moving out of his cubicle", Hema said. There is also help available online to learn how to do things in the company. The 'Employee Data Sheet' allows the employee to update his personal information online. The 'Request Tracker' is an application where an employee can request for information or service. 'Connect Infy' is a referral-hiring scheme, which allows the employee to refer a candidate who he knows will fit the role.
Highlighting the benefits of an employee portal, Hema said portals were a big source of Knowledge dispersion. Bijay noted that, "A portal can provide employee self-service solution, act as a binding force across various HR initiatives and result in a clear, orchestrated and powerful HR strategy."
In his concluding remarks, Bijay further espoused the advantages of the B2E initiatives. He said, "Since the focus of HR has shifted from administrative to value added services, the B2E portals aid HR executives of the company to be available to employees and strategise. It reduces operating costs, improves awareness, employee feedback and communication". Hema, however pointed out that, "IT should enable HR, but HR should not lose it’s human face."
From United States
Kretha T Mbambo
Lately companies have become innovative with diversifing their products and services.
For example: "Zirtual, a virtual assistance services wants to make it easier and more affordable for busy professionals to retain an assistant.
The company connects its registered clients, primarily small business owners and entrepreneurs, with virtual helpers.
It’s far cheaper than hiring a personal assistant but gives you more oversight than you’d have if you hired a random stranger
''.
From India, Delhi
Lately companies have become innovative with diversifing their products and services.
For example: "Zirtual, a virtual assistance services wants to make it easier and more affordable for busy professionals to retain an assistant.
The company connects its registered clients, primarily small business owners and entrepreneurs, with virtual helpers.
It’s far cheaper than hiring a personal assistant but gives you more oversight than you’d have if you hired a random stranger
''.
From India, Delhi
Pardeep Singh
MBA IB
Nobel Prize-winning economist Gary S. Becker, who coined the term “human capital,” says that”the basic resource in any company is the people.
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 endeavor 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 a disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout 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 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 feed back 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 counseling & 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). Cross - functional 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 is 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.
7. Highlight performers
Create profiles of top performers and make these visible though 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.
EmpXtrack' is a composite HR solution which helps in the institutionalization of most of these best practices by utilizing software tools. EmpXtrack team is always available to provide you with systems which are synchronized with your HR processes.
some companies are:Google,hero,ibm,Banksia
From India, Delhi
MBA IB
Nobel Prize-winning economist Gary S. Becker, who coined the term “human capital,” says that”the basic resource in any company is the people.
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 endeavor 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 a disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout 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 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 feed back 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 counseling & 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). Cross - functional 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 is 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.
7. Highlight performers
Create profiles of top performers and make these visible though 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.
EmpXtrack' is a composite HR solution which helps in the institutionalization of most of these best practices by utilizing software tools. EmpXtrack team is always available to provide you with systems which are synchronized with your HR processes.
some companies are:Google,hero,ibm,Banksia
From India, Delhi
Deloitte India on Tuesday released its first annual "Human Capital Trends 2012" report titled, 'Leap ahead' which examines the broad impacts of eight trends that are reshaping both HR in the business - and the business of HR. Each year Deloitte begins with a wide range of potential topics, then work with clients, vendor teams, academics, analysts, and Deloitte practitioners to refine the list. These trends highlight the most potential business impact over the next 18 to 24 months. Deloitte also conducted its Inaugural India Talent Survey in collaboration with AIMA. The India Talent Survey 2012 helps in understanding the evolving perspective of talent - retention, corporate values, communications, leadership and what do employees think of their HR and talent functions.
INFOSYS will throw open a satellite centre in the heart of the city to enable employees (particularly new and to-be mothers) to cut down on travel time to work.
• The centre, which can accommodate up to 50 women at a time, is expected to be opened in the second week of January.
• The company has also initiated a pilot project for employees giving them an opportunity to opt for a one-year sabbatical at any point in their careers.
TATA CONSULTANCY SERVICES- Outrageous referral practices – the quality-of-hire results provided by employee referrels has encouraged firms to redesign their programs. While many firms discourage nominating friends as referrals, Tata Consultancy Services of India did the opposite. It developed a program that was specifically designed to encourage buddy referrals by making “your friends your colleagues.” Its slogan “what if all your friends worked with you at TCS?” is a powerful one. The pressure to increase employee referrals has become even stronger now that employees can use social media to make more contacts so DNA nexus raised the reward bar by offering a $20,000 referral bonus … plus a free DNA screening for referring a software engineer who was hired.
MAX INDIA- STARTED A NEW STRATERGIC HR SUMMIT . The “Strategic HR Summit” will highlight the current challenges, opportunities, technologies, strategies & future trends for HR Leaders. This summit will focus how to keep your organizations agile for ongoing change, and become more flexible in adapting to a changing economic environment, strategies in engaging employees of different generation, talent management in a changing organization etc.
From India, Kumar
INFOSYS will throw open a satellite centre in the heart of the city to enable employees (particularly new and to-be mothers) to cut down on travel time to work.
• The centre, which can accommodate up to 50 women at a time, is expected to be opened in the second week of January.
• The company has also initiated a pilot project for employees giving them an opportunity to opt for a one-year sabbatical at any point in their careers.
TATA CONSULTANCY SERVICES- Outrageous referral practices – the quality-of-hire results provided by employee referrels has encouraged firms to redesign their programs. While many firms discourage nominating friends as referrals, Tata Consultancy Services of India did the opposite. It developed a program that was specifically designed to encourage buddy referrals by making “your friends your colleagues.” Its slogan “what if all your friends worked with you at TCS?” is a powerful one. The pressure to increase employee referrals has become even stronger now that employees can use social media to make more contacts so DNA nexus raised the reward bar by offering a $20,000 referral bonus … plus a free DNA screening for referring a software engineer who was hired.
MAX INDIA- STARTED A NEW STRATERGIC HR SUMMIT . The “Strategic HR Summit” will highlight the current challenges, opportunities, technologies, strategies & future trends for HR Leaders. This summit will focus how to keep your organizations agile for ongoing change, and become more flexible in adapting to a changing economic environment, strategies in engaging employees of different generation, talent management in a changing organization etc.
From India, Kumar
1. AIRTEL
Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc.
The Company has a unique policy like ‘HR Reach out’. Every HR member is assigned a department. He She works with the department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies.
The Management conducts Employee Satisfaction Surveys, have departmental strategic matrices developed to work on employees feedback, etc.
2. CISCO
The line managers have been provided with HR tools, technologies, online tools etc., which give them an edge over their counterparts in other organizations.
At the click of a button, a manager can look at the database of his/her own people, track history of development, increments, promotions, stock options etc.
They are also given the rating and ranking tools.
They could recommend changes and training needs and they could draw upon the resources available
3. McDonalds
McDonald's emphasizes on providing its employees with 'Skills for Life' that will help each and every employee progress in every walk of life within and outside of the organization.
The employees are one of the pillars that the McDonald's brand has been built on which is why we at McDonald's lay great emphasis in valuing and nurturing this asset.
McDonald's is an important "mentor', teaching the interpersonal and organizational skills necessary for functioning effectively on any job anywhere.
From India, Ludhiana
Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc.
The Company has a unique policy like ‘HR Reach out’. Every HR member is assigned a department. He She works with the department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies.
The Management conducts Employee Satisfaction Surveys, have departmental strategic matrices developed to work on employees feedback, etc.
2. CISCO
The line managers have been provided with HR tools, technologies, online tools etc., which give them an edge over their counterparts in other organizations.
At the click of a button, a manager can look at the database of his/her own people, track history of development, increments, promotions, stock options etc.
They are also given the rating and ranking tools.
They could recommend changes and training needs and they could draw upon the resources available
3. McDonalds
McDonald's emphasizes on providing its employees with 'Skills for Life' that will help each and every employee progress in every walk of life within and outside of the organization.
The employees are one of the pillars that the McDonald's brand has been built on which is why we at McDonald's lay great emphasis in valuing and nurturing this asset.
McDonald's is an important "mentor', teaching the interpersonal and organizational skills necessary for functioning effectively on any job anywhere.
From India, Ludhiana
IBM and Hewlett Packard
employee of companies like IBM and Hewlett Packard, being socially aware can be a rewarding experience. IBM offers an adoption maternity leave for those who choose to bring someone else’s child into their families.
[B][/B]accenture
The Surprise Factor
Surprise deserving employees – when they are least expecting it. It could be a gift certificate or a small reward of some sort. Such healthy HR practices encourage the growth of the organization as employees after all play a major role in the well-being of a company.
Genpact,
a Delhi-based BPO, has launched eight "Launchpads" across the country in cities like Kolkata, Delhi, Kochi, Indore, Lucknow, Dehradun and Vishakhapanam. These are hiring offices where job interviews are conducted on a daily basis. On an average, Genpact hires 1,000 people in a month.
From India, Ludhiana
employee of companies like IBM and Hewlett Packard, being socially aware can be a rewarding experience. IBM offers an adoption maternity leave for those who choose to bring someone else’s child into their families.
[B][/B]accenture
The Surprise Factor
Surprise deserving employees – when they are least expecting it. It could be a gift certificate or a small reward of some sort. Such healthy HR practices encourage the growth of the organization as employees after all play a major role in the well-being of a company.
Genpact,
a Delhi-based BPO, has launched eight "Launchpads" across the country in cities like Kolkata, Delhi, Kochi, Indore, Lucknow, Dehradun and Vishakhapanam. These are hiring offices where job interviews are conducted on a daily basis. On an average, Genpact hires 1,000 people in a month.
From India, Ludhiana
BELL Canada - Canada's largest supplier of telecommunications services.
In deciding to migrate its system to the SAP HR solution, Bell was seeking to upgrade its technology and streamline its operations by consolidating its HR systems onto a single platform. In doing so, Bell was also migrating to a single common set of business processes and ultimately reducing overall operational, technical and business operations costs.
The ultimate goal of Bell HR department is to attract top talent and make optimum use of employees' skills, knowledge and potential. Technology can reduce the costs, and improve the ease, of managing complex HR processes.
GOOGLE- known for its best HR services that requires innovative practices which leads to the company growth.
Other companies going for innovative practices are RELIANCE, TATA, MCDONALDS, etc.
From India, Ludhiana
In deciding to migrate its system to the SAP HR solution, Bell was seeking to upgrade its technology and streamline its operations by consolidating its HR systems onto a single platform. In doing so, Bell was also migrating to a single common set of business processes and ultimately reducing overall operational, technical and business operations costs.
The ultimate goal of Bell HR department is to attract top talent and make optimum use of employees' skills, knowledge and potential. Technology can reduce the costs, and improve the ease, of managing complex HR processes.
GOOGLE- known for its best HR services that requires innovative practices which leads to the company growth.
Other companies going for innovative practices are RELIANCE, TATA, MCDONALDS, etc.
From India, Ludhiana
according to James W. Robertson, HR Transformation Management Consultant for PwC, is “HR wanting to ‘own’ their technology and making a move to cloud based solutions that they can maintain cheaply without having to be dependent upon IT or a big ERP system.”
In addition, many organizations are automating processes through either technology or vendors.
“Most organizations are moving away from handling the labor intensive areas in human resources and managing them through trusted vendors who learn their company culture,” says Charles Little, JR. SPHR, President & CEO at Strategic HR Partners. “These areas include payroll, recruiting, benefits administration, training & development, and organizational development,” says Little.
But why automate the processes that are seemingly an integral part of the HR function? “The rationale is simple: it frees up time to devote to strategic initiatives driven by the senior management team, and gives human resources the time to concentrate on defining processes, creating measurements, and affecting the bottom line,” says Little.
“I think the one unifying trend is segmentation,” says Kaushik Mitter, Senior Director HR at Dr. Reddys Laboratories. “There are parallels between what is happening in HR and Marketing-Consumer behavior.”
But will this shift be guaranteed to streamline and ease HR functionalities? “The challenge will be to offer a common and consistent employer experience while leveraging technology and touch to understand each person better and build flexibility in to each of these processes, ” says Mitter.
1.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.
2.AIR TEL Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc. The Company has a unique policy like ‘HR Reach out’. Every HR member is assigned a department. He She works with the department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies. ‘Customer Contact Programme ’. Once a month, all senior managers reach out to customers to get a first hand feel and feedback from them. The Management conducts Employee Satisfaction Surveys, have departmental strategic matrices developed to work on employees feedback, etc.
3.FedEx- pay exception is a procedure at FedEx which allows managers to recommend and give exceptional pay increases to their highly performing employees when it is not covered by normal policy!
From India, Mumbai
In addition, many organizations are automating processes through either technology or vendors.
“Most organizations are moving away from handling the labor intensive areas in human resources and managing them through trusted vendors who learn their company culture,” says Charles Little, JR. SPHR, President & CEO at Strategic HR Partners. “These areas include payroll, recruiting, benefits administration, training & development, and organizational development,” says Little.
But why automate the processes that are seemingly an integral part of the HR function? “The rationale is simple: it frees up time to devote to strategic initiatives driven by the senior management team, and gives human resources the time to concentrate on defining processes, creating measurements, and affecting the bottom line,” says Little.
“I think the one unifying trend is segmentation,” says Kaushik Mitter, Senior Director HR at Dr. Reddys Laboratories. “There are parallels between what is happening in HR and Marketing-Consumer behavior.”
But will this shift be guaranteed to streamline and ease HR functionalities? “The challenge will be to offer a common and consistent employer experience while leveraging technology and touch to understand each person better and build flexibility in to each of these processes, ” says Mitter.
1.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.
2.AIR TEL Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc. The Company has a unique policy like ‘HR Reach out’. Every HR member is assigned a department. He She works with the department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies. ‘Customer Contact Programme ’. Once a month, all senior managers reach out to customers to get a first hand feel and feedback from them. The Management conducts Employee Satisfaction Surveys, have departmental strategic matrices developed to work on employees feedback, etc.
3.FedEx- pay exception is a procedure at FedEx which allows managers to recommend and give exceptional pay increases to their highly performing employees when it is not covered by normal policy!
From India, Mumbai
Here are the 8 top HR trends to wach out for
Mini Joseph Tejaswi, TNN | Jul 31, 2012, 07.55PM IST
BANGALORE: Deloitte India on Tuesday released its first annual "Human Capital Trends 2012" report titled, 'Leap ahead' which examines the broad impacts of eight trends that are reshaping both HR in the business - and the business of HR. Each year Deloitte begins with a wide range of potential topics, then work with clients, vendor teams, academics, analysts, and Deloitte practitioners to refine the list. These trends highlight the most potential business impact over the next 18 to 24 months. Deloitte also conducted its Inaugural India Talent Survey in collaboration with AIMA. The India Talent Survey 2012 helps in understanding the evolving perspective of talent - retention, corporate values, communications, leadership and what do employees think of their HR and talent functions.
"As we move forward in 2012, many CEOs are facing a critical, dual imperative ie. to focus on enabling both their organization's overall growth agenda and on driving efficiency in the business of HR. This dual focus demands decisive action as the stakes are greater than ever" said Thiruvengadam P, Leader, Human Capital Advisory Services, Deloitte in India. He further opined that, "In this competitive world, CEOs today look at every advantage they can find to drive growth and they are of the firm belief that talent is a key enabler of growth. Leaders all over, have come to understand that people risks represent a significant area of potential exposure".
The report identifies the top eight trends that will shape potential business impact globally over the next year. These are
-In 2012, growth is job #1 - Growth is the top priority for many CEOs in 2012 with many organizations focusing on three key strategies: emerging markets, mergers and acquisitions (M&A), and innovation.
-Operation globalization - Many companies around the world are moving to new global operating models, driven by the rapid rise of emerging and developing economies - both as customers and as sources of talent - and by continuing pressure to reduce costs.
-Fast-track to the top - Developing the next generation of leaders to drive future growth.High-potential leaders must be able to operate on a global scale and adapt quickly to change. They also need the depth and breadth of skills and experience to work across converging industries.
-People risk is risky business - in a world of low-probability events that have far-reaching impact and growing uncertainty, HR's role in managing enterprise risk is expanding
Seeing around corners - Advanced tools are turning workforce data into powerful insights that help businesses navigate uncertainty.By capitalizing on the latest analytical tools and techniques, they are improving acquisition, retention, and rewards; reducing labor costs; improving productivity and employee effectiveness; and managing risk more effectively.
-#social #mobile @work - Social media and mobile devices are raising the bar on HR service delivery. HR has an opportunity to use social media and mobile tools to create communities for sharing knowledge - and to support employees through direct, yet informal communication.
-Clouds in the forecast - Cloud services are changing the way business operates, and HR has a key role in helping organizations adapt.Cloud computing is changing the way people and businesses work, upending conventional ideas about time-to-value, service levels, infrastructure needs, and more
-Stay in front with an effective sales force - A multichannel environment is creating the need for a different kind of sales force.
From India, Delhi
Mini Joseph Tejaswi, TNN | Jul 31, 2012, 07.55PM IST
BANGALORE: Deloitte India on Tuesday released its first annual "Human Capital Trends 2012" report titled, 'Leap ahead' which examines the broad impacts of eight trends that are reshaping both HR in the business - and the business of HR. Each year Deloitte begins with a wide range of potential topics, then work with clients, vendor teams, academics, analysts, and Deloitte practitioners to refine the list. These trends highlight the most potential business impact over the next 18 to 24 months. Deloitte also conducted its Inaugural India Talent Survey in collaboration with AIMA. The India Talent Survey 2012 helps in understanding the evolving perspective of talent - retention, corporate values, communications, leadership and what do employees think of their HR and talent functions.
"As we move forward in 2012, many CEOs are facing a critical, dual imperative ie. to focus on enabling both their organization's overall growth agenda and on driving efficiency in the business of HR. This dual focus demands decisive action as the stakes are greater than ever" said Thiruvengadam P, Leader, Human Capital Advisory Services, Deloitte in India. He further opined that, "In this competitive world, CEOs today look at every advantage they can find to drive growth and they are of the firm belief that talent is a key enabler of growth. Leaders all over, have come to understand that people risks represent a significant area of potential exposure".
The report identifies the top eight trends that will shape potential business impact globally over the next year. These are
-In 2012, growth is job #1 - Growth is the top priority for many CEOs in 2012 with many organizations focusing on three key strategies: emerging markets, mergers and acquisitions (M&A), and innovation.
-Operation globalization - Many companies around the world are moving to new global operating models, driven by the rapid rise of emerging and developing economies - both as customers and as sources of talent - and by continuing pressure to reduce costs.
-Fast-track to the top - Developing the next generation of leaders to drive future growth.High-potential leaders must be able to operate on a global scale and adapt quickly to change. They also need the depth and breadth of skills and experience to work across converging industries.
-People risk is risky business - in a world of low-probability events that have far-reaching impact and growing uncertainty, HR's role in managing enterprise risk is expanding
Seeing around corners - Advanced tools are turning workforce data into powerful insights that help businesses navigate uncertainty.By capitalizing on the latest analytical tools and techniques, they are improving acquisition, retention, and rewards; reducing labor costs; improving productivity and employee effectiveness; and managing risk more effectively.
-#social #mobile @work - Social media and mobile devices are raising the bar on HR service delivery. HR has an opportunity to use social media and mobile tools to create communities for sharing knowledge - and to support employees through direct, yet informal communication.
-Clouds in the forecast - Cloud services are changing the way business operates, and HR has a key role in helping organizations adapt.Cloud computing is changing the way people and businesses work, upending conventional ideas about time-to-value, service levels, infrastructure needs, and more
-Stay in front with an effective sales force - A multichannel environment is creating the need for a different kind of sales force.
From India, Delhi
AIR TEL
Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc. The Company has a unique policy like ‘HR Reach out’.
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.
From India, Amritsar
Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc. The Company has a unique policy like ‘HR Reach out’.
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.
From India, Amritsar
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HR Trends - Global HR practices.doc
Trends in HR.ppt
Emerging HR Trends.pdf