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Published by RD Group, 2018-12-19 11:02:07

HRNV-Dec-2018

HRNV-Dec-2018

HR NEWS & VIEWS
DECEMBER | 2018

EMPLOYEE ENGAGEMENT
TALENT MANAGEMENT
HR INTERNATIONAL
COMPANY UPDATES

APPRECIATIVE MINDSET
can do wonders

Chapter 4 : Cleaning

vvvvvvvvvvvvvvvvv Doing the Cleaning
vvvvvvvvvvvvvvvvv ‘So we should just do the cleaning as a matter of
routine ,’ I ( Joshua Pollock ) said, ‘ Correct ,’ said
Daaji . ‘ Do it in the same spirit that you take a bath
or shower – as a habit of good hygiene . To bath or
brush your teeth is a matter of outer hygiene . The
cleaning is all about inner hygiene . It makes your
consciousness crystal clear.’ When you say impurities ,
you mean samskaras , right ?’ I ( Joshua Pollock )
asked . ‘ Yes , ‘said Daaji . ‘ But this is all within the
realm of theory and philosophy . When you actually
do the cleaning , you feel so light afterward . You feel
so fresh . It is a tangible feeling . That feeling
motivates you , regardless of whether you are
convinced by the theory of samskaras or not . I think
that the feeling of lightness is the reason that most
people use this method . They feel a difference in
themselves , which they appreciate. ’Over time, we
also find changes in ourselves . Many habits and
tendencies simply drop off . Sometimes , you don’t
even notice that they are gone . Then somebody
says, “ What happened to you man ? You used to be so
irritated all the time .” “ Oh really ?” you say. You
don’t even remember it ….



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APPRECIATIVE
MINDSET

Organisations, Societies, Groups or you talk about any working set /
performing set ups, they are all a result of a contributed effort of the

human potential.
Whenever we associate the word "Human" with any activity it will

draw the human being aspect involved in the same.
It is almost a natural phenomena that any human being if given an
option to choose from "Appreciation" or "Criticism" will choose the

first over the other.

WHAT IS
APPRECIATIVE MINDSET









Raju Foujdar
Corporate HR Head

API Business
Cadila Healthcare

TECHNOLOGICAL BOON IN PMS

In employee life cycle, PMS works as dose of life. This gives new
lease of life to employees on year-on-year basis. This works as
booster and source of new energy

A talented and skilled workforce is the lifeblood of every
organization. As the war for talent escalates, companies are quickly
learning the importance of having the right people:

“Talent is one of the last frontiers for differentiation. Any
company can have a patent or produce a product. The
difference is the quality of that product comes with the value of
the talent you have.” – Elaine Orler, President and Founder of
the Talent Function Group.

This investment in performance management is unsurprising,
considering the top three challenges for organizations are:

Retention, engagement, and culture

Building a global leadership pipeline

The need to revamp and improve employee learning

Challenges in Performance Management

Many companies are guilty of treating performance management as a
yearly event. Would Tiger Woods be one of the most successful golfers
of all time if he was only given direction, feedback, and development
once per year? It’s time to stop equating.

performance management with a dreaded annual appraisal. In reality,
it’s much more.

However, research shows that organizations with an ongoing focus on
performance management have better business results.

Companies where employees revise or review their goals quarterly or
more frequently are:

45 percent more likely to have above-average financial performance and

64 percent more likely to be effective at holding costs at or below level of
competitors.

But are these figures really that shocking?

Why organizations opt for “Ongoing Performance Management”

Performance appraisals and assessments are just one piece of the
talent management puzzle. In order to build an empowered and skilled
workforce, companies need do more than audit employee
achievements. Organization should work towards a management cycle
where judgement isn’t the sole focus— ongoing support and
improvement should be just as important, if not more.

So what exactly does “ongoing performance management” look like?

It’s a series of continuous events that include the following processes
and benefits

Target and easy to revise: Every employee needs a clear
understanding of expectations for their work. This starts with
company and executive goal setting, which cascades into manager,
team, and individual goal setting which can help feel ownership in
the business through individual objectives.

Mentoring and coaching: Though some goals may need adjusting,
other times employees just may not have the skills to reach them
— yet. Performance appraisals were intended to identify gaps in
employee skillsets. But it’s self-defeating to identify the gaps without
offering any type of solution. Improved employee performance and
engagement is a result of consistent feedback and coaching.

Development Path: Employees need regular, quality feedback on
their performance and specific details on how they can improve.
Once skill gaps are identified, employees have clear insight into the
skills they need to develop if they wish to progress in their career.

Rewards and recognition: Recognition helps employees receive a
balance of positive to negative feedback. A little unexpected
appreciation can go a long way. It satisfies our fundamental need for
praise, reinforces the right behaviors and culture, and leverages
social engagement. Rewards and recognition can improve employee
retention and engagement, which creates ambassadors of your
organization and its culture.

Performance management doesn’t end once a performance
appraisal is delivered. Managers should take an integrated approach
to employee learning. This means creating development plans that
support an employee’s goals, career interests, and potential, as well
as the organization’s business and talent needs. Evaluation is only
effective when used as a tool for growth and success.

To recap, ongoing performance management should produce

Increased focus on driving business results
An empowered and engaged workforce
Foundational knowledge of talent

Interpretation of Technology in PMS:- Manual working in Performance
Management system may not bring the desired results. The human
memory has it’s own implications and limitations. But, the use of
Technology and help in setting the systems and eliminate human
interventions. Technology will also bring in transparency. The importance
of performance management to measure and improve employee
capabilities cannot be understated. Technology that supports modern
performance management not only facilitates a transparent process, but
provides valuable data you need to measure your success. This data
gives HR insight into where deficiencies exist and how that affects other
processes, like recruiting and training. A performance management
system should integrate with existing human resources software, like
talent and learning management suites. Integration is key to facilitate
knowledge sharing and collaboration, as well as to provide metrics and
analytics. Investing in modern performance management processes and
technology that supports it can be the competitive edge your company
needs. As businesses tackle the intersection of retention, engagement,
culture, and learning, modern performance management will be good
management.

Another key piece of value that comes from having the right technology
is mobility. In a previous article, I wrote that our employees are
evaluating our value as employers based on the technology we offer.
Allowing them to use a technology that is mobile, intuitive, and user-
friendly is a great way to demonstrate the value we place on them.
Although not yet mainstream, mobile access is important because it
encourages managers and employees to assess performance on-the-fly
when they see/think about it as well as when it is convenient.

Look at how this delivers value for both managers and employees:
• A manager accesses performance goals on his tablet during one-

on-one meetings with his/her employee so they can discuss daily
tasks and long-term development and objectives
• An employee is preparing to ask for a raise; as she rides the train
to work, she uses her smartphone to access her performance
goals and accomplishments from the last year or two to refresh
herself and help build her case
• A group of leaders is discussing succession planning and who is
the right fit in terms of performance and potential. Managers can
have the previous accomplishments of their top candidates on
their mobile device during the meeting to go to bat for their
inclusion in succession
These use cases illustrate how leveraging a purpose-built system is
more valuable than a traditional, paper-based approach. Again,
performance management is just one example of how technology can
bring value to a legacy HR process, but it helps to demonstrate how
important it is to have the right technology in place to solve those
common, yet challenging, problems.

TALENT
MANAGEMENT

YATENDRA KUMAR -
HEAD HR ESSEL
GROUP





HIRING
METRICS

SURESH MUCHIPALLI
HEAD HR - METRO LINK



Key Innovative
Product

click to explore more about our products

Paul Strange HR
HR Consultant INTERNATIONAL
EUROPE HR
GERMANY: GENDER PAY GAP –
SAP TAKES ACTION

Gender pay gaps in the workforce Germany prohibits companies
is a common 21st century topic in
newspapers and HR magazines. from paying different wages to
men and women who do the same
In Europe, companies and or similar work. Despite this law,
organisations are subject to legal the gap for the same or similar
regulations to pay men and work is still thought to be 5-6%.
women equally for the same job. Often workers are unaware of the
Despite this, gender pay gaps
persist. In Europe, the average pay gap or unable to prove that
any exists. Despite this law, the
gap is 16%, and Germany has one gap for the same or similar work is
of the worst records. In Germany, still thought to be 5-6%. Often
German women are paid on workers are unaware of the pay
average 22 per cent less than gap or unable to prove that any
men, and it has not changed much
during this century. exists.

A new 2018 law now grants individuals the right to ask their employer to
explain how their salary measures up to that of a group of comparable
employees. The salary law is not Germany’s first effort to highlight
gender discrimination. A 2016 initiative required large companies to
appoint at least 30 percent women to their supervisory boards.

The new law has provoked an interesting response from one well-
known German company – SAP. "We have set ourselves the goal as a
company to pay equal money for equal work and contribution", SAP
Head of Human Resources Germany, told the German newspapers.
The company brought in consultants to study the salaries of all of its
German employees. The resulting corrections to pay levels should be
completed in the course of December.

POLAND: WORKERS APPRECIATING HOME COMFORTS

Once upon a time, Polish workers travelled to almost all countries in
Europe for employment. Since it joined the European Union in 2004,
about 2.6 million of Poland’s 38 million people emigrated, leaving
behind low wages and high unemployment for jobs in richer Western
Europe. The United Kingdom was once Poles’ favoured destination.

Now 90% of Poles reject the idea of emigrating, according to a local
survey published in November. Comparison with a survey made four
years ago, shows a change. Then, a fifth of the population was
considering emigration.

Improvements in the Polish job market seem to explain this with more
jobs, and better pay. Average salaries have risen at an annual pace of 7
percent for the second year running. The unemployment rate is at 3.6
percent, according to Eurostat, one of the lowest in the EU. For those
who do go abroad, Germany is now the most favoured destination.

NON-DISCLOSURE AGREEMENTS – PROTECTING THE BOSS’S
REPUTATION?

Part of the preparation for any transformation programme is establishing
confidentiality rules. Organisation transformation must be managed
carefully, and communication to those affected is most important from an
HR viewpoint. Also, there are issues of business confidentiality which
may impact shareholders and business reputation. I, myself, am still
subject to a confidentiality agreement I signed with a client company last
year and several months after the project ended.

It is a chore, but recently I had to talk to a director about confidentiality
rules ahead of a project I was managing. Confidentiality was required as
we were entering a planning stage with managers that might lead to
redundancies.

The normal process is to get the employees affected to sign an internal
non-disclosure agreement (NDA). This is an extension of their
employment contract, but which explicitly points to a business area or
management information which is regarded as confidential by the
company. Himself, a long serving employee, the director did not want to
do this. “I just feel your contract of employment is a NDA.”, he said.

Legally in the UK, this is not correct. The employer needs to specify the
confidentiality matter. I needed a written agreement with each manager –
the NDA. This is an agreement not to disclose confidential company
information. It is usual in high-risk matters only, such as protecting trade
secrets or entering a business deal. For him, it was a question of loyalty
to the company, and trust.

Recently, there has been a high-profile news story about a UK
industrialist who arranged for many NDAs to be signed by employees
after their employment was terminated. In all cases, the ‘confidential
matter’ was his own bullying behaviour. A national newspaper found out,
and he was exposed. However, the NDAs stay in force. The details of
five different cases have not been reported. Only that these NDAs existed
and the broad reason for them – to protect the industrialist. Why?

In almost all cases, there is mutual benefit to NDAs. Both parties get
something. Normally, for the employee this is inclusiveness. Being
included in future planning, or business deals that others are not. For the
chosen business matter, you are more important than other employees.
In the case of NDAs signed at employment termination, the normal
reasons for the employee are financial reward and privacy. It was so in
the case of the industrialist. Five employees did not want their names
exposed in newspapers, so they did not breach the NDA even when the
boss’s name was reported. It is an issue for HR people, who will have
arranged the NDA. Should we protect the boss’s reputation, even though
they are breaking company rules with their behaviour? Personally, I would
not help the boss in this way. It is a professional decision for me, but I
know many other HR people would cooperate and arrange an NDA in
these circumstances.

NDAs can be necessary for genuine business use, but the concern is
when they are used to prevent allegations of assault and harassment
becoming public. The UK government is now considering changes to the
law. This is probably right in my opinion, and will save HR managers
from moral challenges in future.

ITS CRAZY: EMPLOYEE BENEFIT THAT REWARDS GOOD SLEEP

I liked the story from Japan of a company that is worried about how much
sleep that its employees get in the working week. The company is an
agency called Crazy Inc. They found a new employee benefit to mitigate
sleeplessness.

Employees can choose to install a sleep tracking app developed by a
mattress manufacturer. Points are given if the employee sleeps no less
than six hours a night for at least five days in a week. The more days the
employee has enough rest in a week, the more points they get. Workers
can then use these points directly as money to exchange for food in the
company cafeteria. Early results show the overall health of its employees
has improved.

The owner of Crazy Inc. believes that employees with happier lives will
lead to better performance in the office, and hopes this innovative reward
scheme can promote a healthier lifestyle among workers, and hence,
increase productivity.

UPDATES

Mr. Subhamay Chatterjee  has joined Anmol Industries Limited as Group  Vice
President – Human Resources 

In his current responsibility he will be heading the Human Resource and Administration
Functions of Anmol Industries Limited and group Companies. Subhamay has a rich
experience over 24 years. Before joining Anmol Industries Limited, he was associated
with M/s. Bajaj Corp Limited FMCG business, Mumbai as  Vice President – Human
Resources.  At Bajaj Corp, he was instrumental in  Implementing a  large scale
organizational transformation ,culture change , Process optimizations of Talent
Acquisition, Performance Management and employee life cycle management. His
initiaves in Learing Management System, Coaching and Mentoring and Employee
Engagement helped Bajaj Corp to scale new heights.    In his earlier assignments,   he
was associated with Fresenius Kabi Oncology Limited (Formerly Dabur Pharma Limited),
Dabur India Limited, Allied Resins and Chemicals Limited and Shivnath Organics Private
Limited.

Amazon India looking to hire over 2,000 people for tech and non-tech roles

Amazon is looking to hire over 2,000 people for technology and non-technology
positions in India. The new hires will take up tech and non-tech roles across the
ecommerce company’s various divisions in the country including Amazon.com, Amazon
Web Services, Amazon.in and its Devices division. While Bengaluru accounts for the
majority of the open job positions with 587 vacancies, Hyderabad follows with 374
open positions. These positions include Software Development Engineer, Program
Manager -Business Quality, Vendor Operations Associate, Manager – Risk Investigations,
Quality Assurance Technician – Amazon Appstore, among many others. Ms. Deepti
Varma, HR Director, Amazon India said, “We have over 2,000 open job positions of
which, 50 per cent are for tech and 50 per cent are for non-tech roles and this number
is growing as we speak.” While earlier in the year, Amazon laid off several hundred
people at its Seattle headquarters and hundreds more at other global locations,
however, it continues on a hiring spree in India. The company has a global workforce
base of over 6,00,000 employees of which, India accounts for over 50,000 employees,
making the country the second largest workforce centre for Amazon after the US.
Source : Peoplematters.in

Samsung to hire 300 engineers from IITs


Samsung India is planning to hire over 300 engineers from the Indian Institutes of
Technology (IIT) this placement season to strengthen its Research and Development
(R&D) operations in the country. Company officials from three R&D centres located in
Bengaluru, Delhi and Noida, will visit the IITs at Delhi, Kanpur, Mumbai, Chennai,
Kharagpur, Guwahati, Varanasi and Roorkee starting December 1. The R&D centres will
also hire engineers from the newer IITs at Hyderabad, Dhanbad, Ropar, Indore,
Gandhinagar, Patna, Bhubaneswar, Mandi and Jodhpur. “Our R&D centres are focusing
on cutting edge technologies, developing innovations for the Indian market as well as
for the globe. We will continue to add engineers for research and development in these
areas and further our commitment to making a strong research base in India,” said Mr.
Sameer Wadhawan, Head, Human Resources, Samsung India. Samsung has offered over
200 Pre-Placement Offers (PPOs) to students at the IITs this year. “There’s a tactical
shift that we have made to spot talent early and offer PPOs. This year, we had a
slightly longer internship period so that students can spend more time in the company,
giving them opportunity to interact with the leaders and managers. Source :
Financialexpress.com





Ernst & Young to hire 2,000 digital technology experts

EY will be hiring 2,000 employees in the country in the next three years to expand its
digital solution services to clients, focusing on domains such as analytics, new
technologies, intelligent automation, artificial intelligence, blockchain and tax
technology. The headcount is also being beefed up for big automation projects for the
government and the private sector. In particular, EY has been bullish on analytics as a
business for a while now - the company is reportedly hiring about 600 people every six
months in this domain across all businesses. For the government business, EY claimed
to have added close to 700 people in the last 18 months. "The government is heavily
investing in digital from a citizen services perspective. Many of the traditional
customer-oriented industries are trying to find models which allow access to customers
to tier-two, tier-three towns from a digital perspective," Mr. Ram Sarvepalli, leader,
advisory services India and partner, emerging markets centre at EY, said. Source :
Businesstoday.in

General Motors to slash jobs and production as US sedan sales sink


General Motors Co said it will cut production of slow-selling models and slash its North
American workforce in the face of a declining market for traditional gas-powered
sedans, shifting more investment to electric and autonomous vehicles. GM's actions
add up to the biggest restructuring for the US No. 1 carmaker since its bankruptcy a
decade ago, and mark a turning point for the North American auto industry. US
automakers have enjoyed nearly a decade of prosperity since the 2008-2009 financial
crisis and the government bailouts of GM and the former Chrysler Corp. Now, GM and
its rivals are facing rising bills for technological transformation, increased risks from
trade policy and investors reluctant to fund their traditional product strategies. US
President Mr. Donald Trump highlighted the political risks facing GM by demanding the
automaker find a new vehicle to build in Ohio and adding that he had told GM Chief
Executive Ms. Mary Barra he was unhappy with her decision to cut production at an
Ohio factory. Ohio will be a key state in the 2020 presidential campaign. Source :
Moneycontrol.com




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