Professional Documents
Culture Documents
H.R. department.
The Coca-Cola H.R. department provides associates with the opportunities to
develop knowledge and skills that lead to more effective job performance. The
developmental process is a joint responsibility between managers and
associates. This process includes determining development needs, agreeing on
the development methods, and coaching. Methods of development may include
on-the-job experiences, specific training programs, or other developmental
approaches. Development, coaching, and feedback are extensions of the
performance appraisal process, and prepare associates for current and future
business needs.
To enhance the performance of individuals and departments to meet business
needs, a combination of internal and external resources may be utilized.
Coca-Cola operates in a pay for performance business environment. The
companys total compensation programs are structured to drive value creation,
to provide cost-effective rewards that are meaningful to associates, and to
encourage continuous learning, making the company as successful as it can be.
Integral to the success in the nearly 200 countries where they do business are
the people of the Coca-Cola business system who remain intensely focused on
creating long-term value for their share owners. Such value creation depends on
the people ability to consistently identify new growth opportunities and to
develop innovative ways to convert opportunity to value. The company institute
processes to enhance skills and capabilities.
Q7- As director to H.R. department with Coca-Cola, what are the main reasons
behind expatriate failure in his/her international assignment?
The company uses expatriate for many reasons, including their competence to
fill positions, their need to foreign experience, the need to refine their business
skills, and their ability to control operations according to headquarters
preferences.
Some candidates face problem during their international assignment. Some of
these problems are the following:

Technical competence

Adaptiveness

Local acceptance
A major failure occurs when the expatriate is unfamiliar with the technical
necessities of the position and how to adapt to foreign variations. Because of the
need of technical competence, managers have several years of work experience
behind them before a company offers them a foreign assignment.
A malfunction also exists when the expatriate lack the following types of
adaptive characteristics:
Cognitive skills and sensitivities that help one to perceive accurately what is
One of the biggest mistakes managers make is that they dont listen to their employees, says
Sameer Wadhawan, who heads human resources for Coca-Cola Co.s India and South West
Asia operations.
Mr. Wadhawan says that in a rush to accomplish targets, managers often dont take the time
to listen to their subordinates aspirations and problems. If they did, this could boost the
teams performance and elevate the manager into a leader.
In a wide-ranging interview with India Real Time, Mr. Wadhawan shared tips on how to
become better managers and how Coca-Cola hires in India. The following interview has been
edited.
WSJ: What are common mistakes managers make?
Mr. Wadhawan: Management is all about leadership. Im not talking about setting an
example in your area of expertise. Thats taken for granted. What matters is your ability to
envision, inspire, and accordingly motivate others to excel at what they do.
One of the biggest mistakes managers make is that, in a rush to accomplish their targets, they
sacrifice quality listening time. They dont stop to ask: Is my team member motivated
enough? Is he happy working for the organization? Is he performing up to his potential?
A simple, two-minute conversation can go a long way in solving your employees concerns
and addressing potential issues which may hamper their performance in the future.
WSJ: How can managers deal with employees who are upset about their performance
reviews?
Mr. Wadhawan: The trick to tackling this situation is to let there be no surprises at the yearend performance review.
For instance, if throughout the year, you are telling an employee hes excellent at his job and
at the end of the year his score card reads no better than an average performer, theres clearly
a problem.
So, the onus lies on how well a manager defines objectives for his team, sets tangible goals
for each team member and imparts regular feedback for each of the assigned tasks.
However, if such a situation still arises, have an open door discussion and spell out why you
rated an employee in a particular way. While setting up a transparent mechanism is important,
dont forget to picture yourself in the employees shoes while imparting feedback.
WSJ: How should an employee cope with office politics?
Mr. Wadhawan: Well, office politics is a reality. The only way to tackle the situation is to
create a free, fair and transparent environment where coworkers are encouraged to put forth
their views.
Coca-Cola India
Pictured, Mr. Wadhawan.
The first step would be to facilitate a debate and discussion with the colleague affecting you.
While you are entitled to spell out whats on your mind, recognize that the coworker in
question is also entitled to his view.
Dont be stuck up on what you feel is right. Try understanding the issue from his perspective.
By doing so, you may realize that the problem lies in your perception of the situation.
However, if that doesnt solve things, leverage off your companys whistle-blowing
mechanisms. For example, at Coca-Cola, you can choose to anonymously report your
grievances at an employee hotline or approach the ethics officer in your branch with your
concerns.
WSJ: What can a manager do in such a situation?
Mr. Wadhawan: Take immediate action if politics is being played. Spend time to understand
the situation and facilitate a healthy discussion among your team members. As a manager, its
your responsibility to take an informed, apolitical, and transparent decision at the end of the
day.
WSJ: On another note, what are Coca-Cola Indias hiring plans for the year?
Mr. Wadhawan: We hire as per requirement. Our attrition is much below the industry
average and hence we dont have to hire too many employees. The business unit along with
its bottling partners currently has about 25,000 employees.
Our hiring spans diverse domains. Being a marketing and bottling company, a major chunk of
our talent is primarily for those functions, but we also hire for our tech, finance, human
resources, communications and operations divisions.
WSJ: What are the big no-nos in a managerial interview?
Mr. Wadhawan: For starters, dont talk about something if you are unsure of it. Instead, be
candid and admit your lack of expertise in that particular field. Its a quality well appreciated
by an interviewer. Youre not expected to know everything!
Second, dont let the brand name be the driving force for a job switch. Of course, its
phenomenal that you want to work for a great brand, but what interviewers really want to
hear is how the job would enhance your long term career.
Third, dont talk about what youve accomplished stress how you accomplished it.
Lastly, you may have the right skills for the job, but if you dont appear to have invested in
building the softer aspects of your personality, you are unlikely to be picked. Are you
positive, open-minded, relationship-oriented, or perhaps a good listener? Your personality can
go a long way in ensuring you have a successful interview. Dont overlook that factor.
Correction: Coca-Cola system, which includes a bottling unit and some bottling partners,
has 25,000 employees in India. An earlier version of this post misstated the number of
employees.
which facilitates the rapid transfer of innovative and valuable HRM tools from region to
region.
As much as possible, Coca-Cola tries to staff its operations with local personnel. To quote
one senior executive: "We strive to have a limited number of international people in the field
because generally local people are better equipped to do business at their home locations."
However, expatriates are needed in the system for two main reasons. One is to fill a need for
a specific set of skills that might not exist at a particular location. For example, when CocaCola started operations in Eastern Europe, it had to bring in an expatriate from Chicago, who
was of Polish descent, to fill the position of finance manager. The second reason for using
expatriates is to improve the employee's own skill base. Coca-Cola believes that because it is
a global company, senior managers should have had international exposure.
The corporate HRM group has about 500 high-level managers involved in its "global service
program." Coca-Cola characterizes these managers as people who have knowledge of their
particular field, plus knowledge of the company, and who can do two things in an
international location--add value by the expertise they bring to each assignment and enhance
their contribution to the company by having international experience. Of the 500 participants
in the program, about 200 move each year. To ease the costs of transfer for these employees,
Coca-Cola gives those in its global service program a US-based compensation package. They
are paid according to US benchmarks, as opposed to the benchmark prevailing in the country
in which they are located. Thus, an Indian manager in this program who is working in Britain
will be paid according to US salary benchmarks--and not those prevailing in either India or
Britain. An ultimate goal of this program is to build a cadre of internationally minded highlevel managers from which the future senior managers of Coca-Cola will be drawn.
Introduction
Continuing our survey of specific functions within an international business, this chapter
examines international human resource management (HRM). Human resource
managementrefers to the activities an organization carries out to use its human resource
effectively.1 These activities include determining the firm's human resource strategy, staffing,
performance evaluation, management development, compensation, and labor relations. As the
opening case on Coca-Cola makes clear, none of these activities is performed in a vacuum;
all are related to the strategy of the firm because, as we will see, HRM has an important
strategic component.2 Through its influence on the character, development, quality, and
productivity of the firm's human resources, the HRM function can help the firm achieve its
primary strategic goals of reducing the costs of value creation and adding value by better
serving customer needs.
The strategic role of HRM is complex enough in a purely domestic firm, but it is more
complex in an international business, where staffing, management development, performance
evaluation, and compensation activities are complicated by profound differences between
countries in labor markets, culture, legal systems, economic systems, and the like (see
Chapters 2 and 3). For example,
If it is to build a cadre of international managers, the HRM function must deal with a host of
issues related to expatriate managers. (An expatriate manager is a citizen of one country
who is working abroad in one of the firm's subsidiaries.)
The opening case detailed how Coca-Cola deals with some of these issues. Coca-Cola copes
with differences between countries by articulating a common HRM philosophy, but by letting
each national operation translate this philosophy into HRM specific policies that are best
suited to their operating environment. Coca-Cola also tries to build a cadre of internationally
minded executives through its global service program, which involves the HRM function of
identifying and managing the career development of a key group of executives from which
future senior management will be selected. Finally, and perhaps most importantly, Coca-Cola
sees the HRM function as a vital link in the implementation of its strategic goal of thinking
globally and acting locally.
In this chapter, we will look closely at the role of HRM in an international business. We begin
by briefly discussing the strategic role of HRM. Then we turn our attention to four major
tasks of the HRM function--staffing policy, management training and development,
performance appraisal, and compensation policy. We will point out the strategic implications
of each of these tasks. The chapter closes with a look at international labor relations and the
relationship between the firm's management of labor relations and its overall strategy.
Human Resources: its a term that, in recent years, has become more associated with process and
administration than care, and the employees journey. However, as companies increasingly examine
the treatment of people outside their corporate walls their customers and their experience at every
point of engagement with the company, so are leadership teams scrutinizing the employee
experience, and looking to ensure their internal customers are on a similarly joyful path.
For the regular shared services organization, sometimes there is confusion over who the customer is
is it the payee of the shared services bill (ie the country CFO or the Managing Director of a business
unit), or is it all employees that have a touch point with the SSO? Shared services globally have
begun to register the importance of the internal customer journey. But so far it seems especially to
be the companies that have made or are making the transition to Global Business Services that really
get the importance of the concept and know how to deliver on it.
This article examines how shared services and Global Business Services can get better at enhancing
not just the internal customer experience, but the employee experience as well, when engaging with
the GBS on HR matters.
At a recent sharedserviceslink event in Atlanta, speaker Patrick van Hoegaerden, Global Director of
HR Operations at The Coca-Cola Company, illustrated the steps taken by the companys Global
Business Services to look specifically at the employees journey, to see that an employee is treated
with compassion, care, thoughtfulness and consistency.
Here are the nine recommendations that Patrick shared with the audience:
1. Start with the end user experience in mind. When mapping out ideal processes, we often start
in the weeds, without asking ourselves, What is the intention of this process? What does the end
result look like that shows us we have been successful in this process? Start with the end, and build
your process from there. For The Coca-Cola Company, this has meant that the Global Business
Service organization has gotten as close as possible to what a company associate would want to
experience when engaging with HR. This means a Global Business Services needs empathy they
need to walk in the shoes of their employees, and be sensitive to the emotional state that an
associate might be in at a particular HR moment.
2. Avoid the cold experience. We are all aware when we are at the receiving end of a cold
experience but sometimes unaware when we are creating one. Being empathetic when looking at
your HR strategy at a macro level, and then in the thick of an HR moment at a micro level, is key.
Always check in with yourself are you listening? Do you understand? Are you showing care? How
would you feel in their shoes right now? Are you letting the process dominate this experience, or are
you showing real thoughtfulness and consideration?
3. Move away from scripts. When we talk to someone who is obviously reading off a script, we feel
as if we may as well be speaking to a machine. Care never comes from reading a script. Care relies
on thoughtfulness, not script-following. This may mean you will require a different calibre of person in
your Global Business Services center. But if you start with the end in mind, you may be recruiting a
different type of person anyway.
4. Decide which HR experiences to insource and outsource. The Coca-Cola Company initially
outsourced tier one HR activities, but decided to insource when employees started to experience
coldness, and as a result stopped calling in. The outsourcer relied on scripts, so the experience was
bound to be cold. When starting with the end in mind, and then drawing up the ideal process, be clear
on who is best placed to manage which part of the process, based on your key requirements. You will
likely end up with a blended approach stemming from outsourced and captive services, but you need
clarity on who is really better at what, for each step in the process.
5. Standardize and consolidate as much as you can, while being sensitive to local cultures and
habits. The Coca-Cola Company came from a place of complex systems, where it had eight hundred
benefit programs, and over one hundred payroll providers. This complexity meant programs and
providers could potentially become unmanageable. By standardizing and consolidating, you are
introducing efficiencies which the employee will certainly benefit from. The Coca-Cola Company now
has a reduced number of benefit programs and two payroll providers, globally.
6. Deal with the employee, not the request. This is a key tip, and Patrick talked about the big
difference this approach made. By focusing on a request, a service agent can think job done, when
they havent really understood the context of the employee's problem. The Global Business Services
team has moved away from a task-focussed perspective, to being clear on what success looks like
a happy and cared-for employee.
7. Use a CRM tool and run reporting off it. The Coca-Cola Company uses salesforce.com and by
ensuring all information is captured in the tool, they can recognize any inconsistencies in its service.
The Global Business Services organization offers twelve services per associate, but by reporting off
salesforce.com, it would be able, for example, to see that in a given country it only offered six. Data,
tools, and analytics can deliver this information, and enable you to respond appropriately.
8. Watch out for your language. Patrick talked about having a high awareness of what language
you use when talking with the associate. Within HR, certain terms and language are used which can
be confusing to anyone outside the function. Move away from the jargon, (however non-jargony it
seems to you), and talk like a regular person. See that you are communicating in terms that dont
leave the associate feeling confused or isolated.
9. Look after your new joiners. We all remember our first few days at a company. And we certainly
remember the glitches, like desks not being assigned, our lap top not being ready, no induction taking
place. At The Coca-Cola Company, the Global Business Services center has one person looking after
each recruit, and seeing that all onboarding steps are started, finished and completed. This means the
new joiner is essentially account-managed by one person through this sometimes tense experience.
The HR results have been impressive for The Coca-Cola Companys Global Business Services.
The service level agreement is now 97%
The HR part of the Global Business Services is increasing its scale, and taking on more HR
services
The customer satisfaction score stands at 4.8 out of 5
And every good story ends with a twist. Patrick leads the HR part of the Global Business Services, but
heres the rub: this is the first HR role hes had. He joined The Coca-Cola Company in 1998 as CFO
for Egypt, and became Finance Director for larger markets and, most recently, Finance
Transformation Director for Europe. The message is this: with Global Business Services now
encompassing finance, HR, procurement and other chief back-office functions, finance processionals,
who make up the majority of Shared Services Leaders, need not be daunted by the prospect of
leading a multi-functional Global Business Services organization.
- See more at: http://www.sharedserviceslink.com/article/9-ways-the-coca-cola-company-is-puttinghuman-back-into-hr#sthash.3lM4G1FN.dpuf
1a) Critically appraise varied human resource management perspectives and their
impacts on the development of business strategy.
Three varied human management perspectives are Universalist approach, fit or contingency approach and
resource-based approach.
Positive impacts of the Universalist approach are: not dependent on competitive strategy of organization, based
on four HR policy goals (strategic integration, commitment, flexibility and equality), clarify organisational goals,
considers stakeholder's influence on employee's performance. The negative impacts are: the goals are often
unachievable, internal consistency difficult due to contradictions, some elements lead to confusion.
Positive impacts of the fit or contingency approach are: provides a simple framework showing how selection,
appraisal, development and rewards can be mutually geared to produce required employee performance.
Negative impacts of this approach are: does not address what to do if unable to produce required employee
behavior and performance, assumes employees will behave as requested.
Positive impacts of the resource-based approach are: it's concerned with the relationships between internal (HR)
resources, strategy and firm performance, focuses on achieving competitive advantage using human capital,
focus on behavior, skills, knowledge, attitudes and competencies, involves measuring, reporting and managing
human capital, organisation can 'loan' human capital. Negative impacts are: requires coherent framework in order
to decide on the measures, and refers to people as 'human capital'.
1b) What are the current situations/difficulties regarding these issues in Coca-Cola and
Dabur companies?
Coca-Cola changed their pay rate in line with other Indian companies, thus meaning it was dependent on their
competitive strategy. This does not follow the Universalist approach as it contradicts their decision. Coca-Cola
instead adapted the resource-based approach; they focused on achieving competitive advantage by investing in
developing human capital. The fact they concentrated significantly on human resource development satisfied
several criteria of this approach.
Dabur to some degree maintained the universalist approach as it provided clarity of goals (the three-fold
recommendations), and it recognized the majority stakeholders' (the Burman family) influence in creating a
'family-oriented' working environment for its employees. Dabur met the criteria of the fit or contingency approach
by aiming for consistency across workforce; recognizing it had to give rewards to junior sales officers and
representatives for achieving target, they allowed certain employees to club their leaves and enjoy a vacation.
2b) Then by considering the case study compare real activities about alignment between
an organizations corporate strategy and objectives in Coca Cola and Dabur with best
practice (theoretical view) to identify what the difficulties are regarding this issue in
these companies?
Coca-Cola began by recognising human resource's significance in the restricting process. This led to
appointment of managers in the six regions, and an area general. They then recognised the importance of two
communications by ensuring the Regional General Managers report to the VP, who in turn report to the CEO.
Coca-Cola then took the fourth step by recognising their employees as the key to competitive advantage by
bringing together employees from different work cultures and value systems. Their final step was to put the
employees in prime position by taking a strategic level decision to turn itself into people-driven company.
Dabur used HR strategy as an important part of its restructuring process. It started by recognising the importance
of people in achieving the organisational strategy by introducing employee friendly initiatives like annual sales
conferences. It then recognised two-way communication by introducing an interactive newsletter. It further
recognised employees as key to competitive advantage by commissioning consultants to formulate an employee
stock Option Plan. To put HR in prime position they decided to extend the scheme.
3a). Judge the required processes of assessing the effectiveness of a given human
resource strategy and its impact on overall corporate strategy.
In assessing the effectiveness of a HR strategy we use the below issues: the HR approach by reaching the
corporate strategy objectives. We evaluated the impact of human resource (HR) managers' capabilities on HR
management effectiveness and the latter's impact on corporate strategy. Effectiveness is associated with
capabilities and attributes of HR staff. We also found relationships between HR management effectiveness and
productivity, cash flow, and market value. Findings were consistent across market and accounting measures of
performance and with corrections for biases.
3b). What are the existing condition/difficulties regarding this issue in these companies?
Coca-Cola HR carefully revised plan to achieve goals, or developing/carrying-out planned strategies. Coca-cola
decreased payment and additional facilities for the employees. Virtually they compact the needless extra facilites.
At the first phase Coca-Cola HR strategy could not develop leadership and management released a flow of
records which led the company to loss with extra outlay.
Darbur has a people-leaning work culture, therefore has no proper HR development to target. The evaluation of
companionship earnings and expenses is not vigorously monitored it was a stride following its competitors. From
the case study we could not find any loot system from the Dabur before restricting. According to information given
Dabur is a family business so the relation between family members are okay but the relation between employees
and higher management might be problematic.
3c) How can these companies improve their situation regarding this issue?
The companies need to reform their organization and make sure that changes need to be accepted by people.
The concern is Coca-cola need a stable leader. Because need of business chiefs will affect company's direction
and profits. The rewards are incentives, oversee operation etc. Also, employee encouragement needed for better
outcome.
4a) Argue the appropriate human resource strategies for organizations facing mergers,
acquisitions, strategic alliances and joint ventures.
Mergers and acquisitions (M&A) and corporate restructuring are a big part of the corporate finance world. We
have little information regarding these events. To understand and study the authors mainly developed a
connectional framework. HR management gives a border process of leaning model. This model represents
similarities and complements of merging companies. The HR strategies are different for each company, and also
depend on circumstances. The merger, acquisition, strategies and joint venture take place because of four
motives. Those are enlargement and synergy. Actually human resources management will study both motives of
these companies. They will decide whether they will merge or acquisition a company for faster growth synergy, if
these companies rapidly increase. We can say using the change in technique. In some company merger or
acquisition planning, we need to understand what we are getting into (Do I go ahead? Adjust the price? Walk
away?). This is your one shot in understanding the business before closing the deal. You also want to reduce any
post-acquisition surprises (what will we need to work on after acquisition; integration issues, personnel issues,
obsolete equipment requiring replacement, warranty exposures, major contracts, and customer's base). An
important key to remember is "It's not only the numbers!"
4b). After that by relying on the given information in the case study compare current
situation of HR strategies in the occasions of mergers, acquisitions, strategic alliances
and joint ventures in Coca Cola and Dabur with best practice (theoretical views) to
detect possible difficulties regarding this issue in these companies?
In the case study Coca-cola used the HR management strategy. Coca-Cola merged with four bottling companies.
Coca-cola used growth and synergy for these merges. This means harder HR issues because of merges, CocaCola brought 10000 employees, meaning doubled work force. In this condition Coca-cola faced complexity with
unnecessary employees and, resignations and sacks. Under these circumstances HR management needed to
decrease outlay. With too much labor they cannot be so, they discharge people so it threats an unstable situation.
5b) What are the current situations/difficulties regarding these issue in these
companies?
Coca-cola appointed a new CEO, a VP (Operations), six Regional General Manager. They also appointed Arthur
Anderson to inspect accounts in North India.
Dabur appointed a new CEO and 3 vice presidents.
6b) Then by considering the case study compare real activities about "employee
development, performance and retention" in Coca Cola & Dabur with best practice
(theoretical views) to identify what the difficulties are regarding these issues in these
companies?
Coca-cola decided to employ new managers and senior officers, which required Employee Deployment, during
their restructuring. They used Employee Redeployment in order to ensure the new 10,000 employees brought
from merger were being used efficiently. They tried combating Poor Performance by introducing 'talent
development meetings', training and foreign internship. But, couldn't prevent Employee Retention as 40
managers and some senior personnel left.
Dabur used Employee Deployment to employ new senior officers (i.e. a CEO and three Vice Presidents) and
restructure their business. Dabur tried to prevent Poor Performance by introducing newsletters for better
employee communication. Dabur maintained Employee Retention as they successfully kept hold of employees.
7a). Assess the relative importance of the creation of the learning organization through
self-managed learning, the promotion of intellectual capital and knowledge
management.
Learning organization is the organization's ability to use mental capacity of its members to create the processes
that will improve its own. The technical view assumes that organizational learning is about the effective
processing interpretation of, and response to, information both inside and outside the organization.
The points below will help understand why the learning organization is important to both companies, they are:
Awareness of new and different perspectives.
Personal growth and development.
Ability to see complexities in making decisions.
Awareness of new options and ability to create options
Companies to thinking about reduce to the work force, as they have double than required.
Sense of career directions.
The promotion of intellectual capital and knowledge management:
Intellectual capital is knowledge that can be exploited for money - making or other useful purpose. The term
combines the idea of the intellect or brain power with the economic concept of capital, the saving of entitled
benefits so that they can be invested in producing more goods and services.
Enhance productivity through improved creation, access and distribution of knowledge. Promoting changed
organization to achieve more effective knowledge management. Coordinating technology and human resource
development. The management of the intellectual capital in the knowledge intensive organization might also
contribute positively to individual well being, as well argue.
Knowledge management is the first competency that an organization needs to develop for the management of
intellectual capital. Knowledge management constitutes the ability of an organization to learn, to remember what
it learned, and to leverage what it learned internally and externally. Internally by transferring it to different workers
and department. Externally by sharing it with supplier's distributor's partners and customers.
7b). What are the existing condition/difficulties regarding this issue in these companies?
There were difficulties in Coca Cola and Dabur. They are: learning organization, intellectual capital, knowledge
management.
Difficulties of learning organization: there is no problem with teaching workers presentation skills. Coca cola and
Dabur's scheme did not. Companies thought about reducing employees.
Intellectual capital is more difficult to put a value on, the extent to which it has loyal customers, how it is regarded
in the local community and the extent to which it has long term satisfactory relationship with key external
agencies. For company recruitment of pupils from the local catchments area might seem an obvious surrogate
but it is not a good measure on its own as parents often have no choice.
Difficulties of knowledge management: reports about successful and failed knowledge management initiatives
using various IT systems exist, it is important to analyse the reports before defining the requirement of a
knowledge management. The following list shows the problems and they are;
Restructuring are a big part of both company, it has to resolve.
System not accepted. Lack of user uptake due to insufficient communication.
Information is not classified properly in knowledge management system.
Using theoretical knowledge for practical problem.
Lack of time and training.
The knowledge distribution system does not make sense.
Knowledge management not integrated into normal work procedures.
7c). How can these companies improve their situation regarding this issue?
Difficulties in Coca Cola and Dabur: negative media reports, heavy investment in India and Japan,
accommodation and foreign trips for bottlers. Both companies think about reducing employees.
Hence, we believe the below discussions may help to improve their situation regarding the above mentioned
issues:
We must be completely updated on current assignments and accomplishments of employees. If employees do
not have own initiatives to work, then HR consultants need to review the situation with the employee to achieve
more work progress and to reduce employees.
Specify problems with productivity, quality of work, interactions with co-workers, clients or any other problematic
behaviour/incidents in the office. If there are specific complaints from supervisors, clients and customers we
should read them and conduct necessary investigation to obtain full details and follow proper procedure
regarding how we are handled Coca Cola and Dabur evaluation.
8a) Critically evaluate the role of performance review and strategies for management
development.
The Appraisal Scheme aims to identify the management development needs of staff in order to improve the
performance of individuals and of the organisation to achieve company's key objectives.
We believe, it'ss responsible for the line manager to check and review each objectives every year. 6-monthly
interim reviews are optional. Such as:
staffs need to know how they can contribute to organisational success
8b). After that by relying on the given information in the case study compare current
situation of performance review and management development in Coca-cola and Dabur
with best practice (theoretical views) to detect possible difficulties regarding this issue in
these companies?
Both companies have difficulties with media reports, heavy investment in India and Japan, accommodation and
foreign trips, we also believe both companies' managers hasn't conducted the staff performance review and
haven't given objectives to employees. They had other staff during that period and so was having financial
looses.
As best practice management development is best described as the process from which managers learn and
improve their skills, investment in management development can have economic benefits to the organization.
Conclusion:
The company outlook to reduce employees, so companies could consider employees experience, provide
compensation for dismissal.
Advertising and promotion required for both companies to achieve goals. Performance of employees is
evaluated. We also found relationships between HR management effectiveness and productivity, cash flow, and
market value.
The companies need reorganization with expert employees to overcome the issues faced.
Introduction
In the era of present competitive business world, Human Resource Management is an important and
one of the vital issues for any type of organization. Day by day human resource management is
becoming as a part and parcel study management. By human resource management we mean that it is
a process of recruiting, selecting and developing people at work. Human resource management can be
distinguished from personnel management in terms of some key issues of managerial activities.
Human Resources: its a term that, in recent years, has become more associated with process and
administration than care, and the employees journey. However, as companies increasingly examine
the treatment of people outside their corporate walls their customers and their experience at every
point of engagement with the company, so are leadership teams scrutinizing the employee
experience, and looking to ensure their internal customers are on a similarly joyful path.
For the regular shared services organization, sometimes there is confusion over who the customer is
is it the payee of the shared services bill (ie the country CFO or the Managing Director of a business
unit), or is it all employees that have a touch point with the SSO? Shared services globally have
begun to register the importance of the internal customer journey. But so far it seems especially to
be the companies that have made or are making the transition to Global Business Services that really
get
the
importance
of
the
concept
and
know
how
to
deliver
on
it.
This article examines how shared services and Global Business Services can get better at enhancing
not just the internal customer experience, but the employee experience as well, when engaging with
the
GBS
on
HR
matters.
At a recent sharedserviceslink event in Atlanta, speaker Patrick van Hoegaerden, Global Director of
HR Operations at The Coca-Cola Company, illustrated the steps taken by the companys Global
Business Services to look specifically at the employees journey, to see that an employee is treated
with
compassion,
Here
1.
are
the
nine
care,
thoughtfulness
recommendations
that
Patrick
and
shared
consistency.
with
the
audience:
Start with the end user experience in mind. When mapping out ideal processes, we often start
in the weeds, without asking ourselves, What is the intention of this process? What does the end
result look like that shows us we have been successful in this process? Start with the end, and build
your process from there. For The Coca-Cola Company, this has meant that the Global Business
Service organization has gotten as close as possible to what a company associate would want to
experience when engaging with HR. This means a Global Business Services needs empathy they
need to walk in the shoes of their employees, and be sensitive to the emotional state that an
associate
2.
might
be
in
at
particular
HR
moment.
Avoid the cold experience. We are all aware when we are at the receiving end of a cold
experience but sometimes unaware when we are creating one. Being empathetic when looking at
your HR strategy at a macro level, and then in the thick of an HR moment at a micro level, is key.
Always check in with yourself are you listening? Do you understand? Are you showing care? How
would you feel in their shoes right now? Are you letting the process dominate this experience, or are
you
3.
showing
real
thoughtfulness
and
consideration?
Move away from scripts. When we talk to someone who is obviously reading off a script, we feel
as if we may as well be speaking to a machine. Care never comes from reading a script. Care relies
on thoughtfulness, not script-following. This may mean you will require a different calibre of person in
your Global Business Services center. But if you start with the end in mind, you may be recruiting a
different
4.
type
of
person
anyway.
Decide which HR experiences to in source and outsource. The Coca-Cola Company initially
outsourced tier one HR activities, but decided to in source when employees started to experience
coldness, and as a result stopped calling in. The outsourcer relied on scripts, so the experience was
bound to be cold. When starting with the end in mind, and then drawing up the ideal process, be clear
on who is best placed to manage which part of the process, based on your key requirements. You will
likely end up with a blended approach stemming from outsourced and captive services, but you need
clarity
5.
on
who
is
really
better
at
what,
for
each
step
in
the
process.
Standardize and consolidate as much as you can, while being sensitive to local cultures and
habits. The Coca-Cola Company came from a place of complex systems, where it had eight hundred
benefit programs, and over one hundred payroll providers. This complexity meant programs and
providers could potentially become unmanageable. By standardizing and consolidating, you are
introducing efficiencies which the employee will certainly benefit from. The Coca-Cola Company now
has
6.
reduced
number
of
benefit
programs
and
two
payroll
providers,
globally.
Deal with the employee, not the request. This is a key tip, and Patrick talked about the big
difference this approach made. By focusing on a request, a service agent can think job done, when
they havent really understood the context of the employee's problem. The Global Business Services
team has moved away from a task-focussed perspective, to being clear on what success looks like
a
7.
happy
and
cared-for
employee.
Use a CRM tool and run reporting off it. The Coca-Cola Company uses salesforce.com and by
ensuring all information is captured in the tool, they can recognize any inconsistencies in its service.
The Global Business Services organization offers twelve services per associate, but by reporting off
salesforce.com, it would be able, for example, to see that in a given country it only offered six. Data,
tools, and analytics can deliver this information, and enable you to respond appropriately.
8.
Watch out for your language. Patrick talked about having a high awareness of what language
you use when talking with the associate. Within HR, certain terms and language are used which can
be confusing to anyone outside the function. Move away from the jargon, (however non-jargony it
seems to you), and talk like a regular person. See that you are communicating in terms that dont
leave
9.
the
associate
feeling
confused
or
isolated.
Look after your new joiners. We all remember our first few days at a company. And we certainly
remember the glitches, like desks not being assigned, our lap top not being ready, no induction taking
place. At The Coca-Cola Company, the Global Business Services center has one person looking after
each recruit, and seeing that all onboarding steps are started, finished and completed. This means the
new joiner is essentially account-managed by one person through this sometimes tense experience.
The HR results have been impressive for The Coca-Cola Companys Global Business Services.
The
service
level
agreement
is
now
97%
The HR part of the Global Business Services is increasing its scale, and taking on more HR
services
The
customer
satisfaction
score
stands
at
4.8
out
of
And every good story ends with a twist. Patrick leads the HR part of the Global Business Services, but
heres the rub: this is the first HR role hes had. He joined The Coca-Cola Company in 1998 as CFO
for Egypt, and became Finance Director for larger markets and, most recently, Finance
Transformation Director for Europe. The message is this: with Global Business Services now
encompassing finance, HR, procurement and other chief back-office functions, finance processionals,
who make up the majority of Shared Services Leaders, need not be daunted by the prospect of
leading
multi-functional
Global
Business
Services
organization.
There are a few good habits an HR manager must adopt to stay relevant and be highly effective
Shyam Sharma
An organisation is only as good as its people. Organisations today lay greater emphasis on the alignment of people
with the business to ensure sustainable growth. HR professionals now serve more as strategic partners than
transactional and administrative facilitators. Businesses have realised that their ability to compete in the market is
directly related to their ability to attract, train, develop, engage, motivate and retain talented people; and hence, HR
professionals have a very critical role to play.
Lets look at certain habits an HR professional should inculcate and practice, so as to excel in todays dynamic
environment:
1. Be with the business:
What is required for the business, determines everything, including the need for people. An HR professional must keep
sharpening his/her business acumen and learning about the business as it grows. He/she should continually analyse HR
metrics to ensure people in the organisation are heading in the right direction.
2. Be with the people:
It is critical for the HR manager to strike a balance and yield win-win outcomes for sustainable growth of organisation.
Only a right blend of motivated people and business acumen can help actualise the vision. An HR professional should
make oneself available to people as a mentor to create comfort among people.
3. Keep updating self:
Knowledge and skills ought to be updated from time to time. Learning is an ongoing process; and an HR professional
should keep oneself abreast of new HR practices and trends in the industry and beyond. He/she should be an avid
reader, stay creative and be open to new ideas.
4. Communicate Act - Communicate:
There is no other way to drive people and business in the right direction than communication. Being an HR
professional, one must continuously and directly communicate all good or bad news occurring in the organisation - in
the right manner at the right time. Speaking to people strengthens the trust of people and therefore, they stay aligned
with the business needs. Listening empathetically to the concerns of people forms an inseparable part of
communication; hence, an HR professional should keep enhancing one's listening skills. It should be better done than
said. Every action-oriented communication must be followed by appropriate action, and closing the loop with
communication on the action taken.
5. Take charge of the change:
An HR professional should not only act as an authority, but also as a friend and facilitator who helps people grow with
time. S/he should take charge of the changes needed for organisational development. He/she should analyse
organisational reality and study best practices in the market to proactively come up with change solutions. He/she
should continuously think out-of-box for various processes and systems innovations required in the organisation.
He/she should initiate, control and implement the change, thus collaborating people across the organisation. It must be
borne in the mind that no one is the expert of all areas, and metamorphosis occurs with integrated efforts of diverse
people in the organisation.
There are many facets to the laissez faire style of leadership at the workplace
Palak Bhatia
A critical part of an organisations culture is the style of leadership adopted by the superiors. While certain employees
require constant guidance, others need freedom to let their imagination fly. Laissez-faire leadership is a style that gives
the requisite space and encouragement to the latter kind. However, leaders need to be careful in adopting such a
style, for it can considerably lower performance in employees that are not suited for such leadership.
What kind of employees is this style of leadership suitable for? Swapnil Kamat, founder, CEO and chief trainer, Work
Better, answers, Employees who are highly skilled, motivated, and capable of working on their own are best suited for
laissez-faire leadership. Such employees are capable of accomplishing tasks with very little guidance and have the
knowledge and skills to work independently. They have a high-level of passion and intrinsic motivation for their work.
On the other hand, employees who lack the knowledge or experience, are not good at setting their own deadlines,
managing their own projects and solving problems on their own, should not have laissez-faire leaders. Leadership can
and should be situational, depending on the needs of the team.
There are many benefits and pitfalls associated with this laissez-faire leadership. Kamat lists a few:
This leadership style leads to advantages like:
>> It promotes trust in the employees;
>> This style instills a higher sense of responsibility among team members;
>> It allows the visionary worker the opportunity to do what they want to free from any interference.
This leadership style leads to disadvantages like:
>> Team members may get off track and may not prioritise correctly;
>> Laissez-faire leaders are often seen as uninvolved and withdrawn, which can lead to a lack of cohesiveness within
the group;
>> The achievement of targets may be at great risk due to potential less productivity from workers.
It is important for leaders to observe and analyse their team members, and pick a leadership style that works best for
them. Rajneesh Mishra, AVP, HR, Bajaj Allianz Life Insurance, elaborates, Every organisation should enable its leaders
with instruments to know the strengths and capabilities of their team-members well in order to drive them in an
appropriate path that suits best for each individual to ultimately leverage opportunities and achieve its goals.
Hence, the laissez-faire style of leadership can be effectively used to promote efficiency and innovation in skilled
employees.
One goal;
Set of rules;
Risk mitigation.
Challenges
Even within a traditional system where a person is allocated greater responsibility, the challenges suddenly become
more visible. In the scenario of multi-functional teams, the challenges are that much greater considering the
complexity that is already inherent within the demands of such a structure.
Here are some of the challenges and questions that need answering if a multi-functional team is going to
be out together and for it to be successful:
What is the level of management buy-in and where does this feature in their list of priorities high-mediumlow?
Are they fully dedicated to the project or carry this responsibility in addition to their regular deliverables?
If fully dedicated, there is the risk of feeling lost once the project is over and having to go back to a routine
role;
If in addition, they might have conflicting priorities, balancing time between the two jobs could be stressful or
have an adverse impact on time schedules, quality, costs, etc;
The absence of a strong leader can put the project in jeopardy. Likewise, losing a team member in the midst
of the project can put a strain on all involved;
If there is no one project leader and say four managers driving the project - they need to be significantly
aligned with the ability to take decisions in a democratic manner;
Is it a completely new area of work or is it an extension of known skills since that will require different types
of timeline, approaches and constitution of teams?
A multi-functional team has high rewards but the foundation for success has to be present across different
levels within the organisation.
Nina Chatrath
Is there a position of head of talent that exists in organisations, today? If there is, then the incumbent is likely to be
fighting a battle on many fronts - a battle of aligning talent with business strategy, battle of not being bestowed with
adequate power, or indeed not having enough metrics to show to one and all that they are doing a good job! Couple
this with the role itself being somewhat intangible, not very clear, and can be seen to cross the fine line between what
the business head, or indeed the head of HR ought to be delivering on. So there are many disparities regarding this
new and evolving position, including its nomenclature that differs from company to company; therefore a lot depends
on what the incumbent delivers to bring credibility to the role.
If heads of talent can clearly define their roles and overcome some of the problems (detailed below), they can make an
invaluable contribution to a companys success.
SOME OF THE ISSUES A HEAD OF TALENT IS MOST LIKELY TO FACE:
1. SEEMS TO HAVE INSUFFICIENT EXPERIENCE FOR THE ROLE
Since the current heads of talent are the first to take up the role, with the scope of their job being undefined, their
focus may also be unclear, else different folks interpret it differently! Some may concentrate on infrastructure and
leadership development, others flag off specific development initiatives, and since the CEOs themselves feel less
familiar with the HR aspect, instead of having better comfort with established functions like marketing, sales or even
distribution, they may not know how to best align talent management with business strategies. This can be seen as an
opportunity by the heads of talent and they can define how to find and develop effective managers, conduct regular
talent reviews and keep track of their progress.
2. A LACK OF ALIGNMENT OF BUSINESS AND TALENT STRATEGY
This seems like the most obvious thing to do, which is placing leaders with the appropriate skills in the optimal
positions, to help companies better execute their business strategy. Then why is it so hard to do? One issue is the
changing demographics as business moves from the East to the West, jobs increasingly require more diverse
leadership skills to bridge the gap. In addition, heads of talent need to understand the needs and views of a whole new
generation of leaders. You could address the challenges in these ways:
>> Work backwards from identifying the companys strategy to assessing the talent execution of the strategy requires;
>> Work forward while looking at the talent risk facing the company and gauging the risk to the firms growth;
>> Make a hybrid glocal talent model that blends local delivery needs and global consistency.
3.CHALLENGES OF NOT HAVING ADEQUATE POWER
Due to downsizing and de-centralisation, many companies have appointed line managers to hire, develop and retain
talent in their units. Although this makes line managers more accountable, heads of talent are usually given the task of
dealing with the resulting inconsistencies in the divisions. To tackle this issue, they can:
>> Bring together their relationship skills and business acumen;
>> Act as diplomats rather than commanders;
>> Talk business rather than HR and form ties with line managers, CEO and senior leadership;
>> Use their strengths, such as influence, interpersonal skills, HR knowledge, strategic thinking and resilience.
4. TOO LITTLE ACTION ON SUCCESSION PLANNING, BUT THAT CAN BE CHANGED
Organisations need to reduce their leadership risk by aligning their leadership pipeline practices, coupled with talent
agendas so they have succession-ready pools internally and externally. Once succession planning becomes identified
as a priority area, the heads of talent can drive it to be a sustainable and a successful model.
5. SKILLS SHORTAGE
Despite the economic crisis that leads to unemployment, it is not easy to find high-quality, commercially-savvy people
with the right brand-building, marketing and client relationship building skills. Skilled people are hesitant to change
jobs and need very attractive incentives. Talent management is therefore required to shift its focus from identifying and
attracting new executives, to developing, motivating and retaining existing ones.
6. NO MEASURES FOR SUCCESS
Are there any metrics at all that indicate to us that the heads of talent are succeeding, in what they set out to do? The
following can be some indicators:
>> Directly monitoring small pools of talent moving to larger pools;
>> Comparing the companys performance to others in the industry;
>> Keeping track of the demand for leadership interventions;
>> Focusing on regular assessments and benchmarking to know the organisations pool of talent;
>> Putting together a nine-box matrix that plots managers on axes for performance and potential.
Although heads of talent have one of the most significant roles in talent management, they lack clarity about their role
and the power to perform effectively. By aligning talent and business strategies, they can speed up change and
mitigate risk to future performance. If they have established long-term aims, their colleagues will better understand
their function and these heads of talent will more effectively nurture current and future talent that will go a long way in
adding to the business.
- The author is founder, Enhance Consulting
Get to know them better: Psychological and behavioural assessments have been statistically linked to the
current and future success in leadership roles;
Understand the culture better: Ask your board, employees, vendors and consultants for insight into what
makes an effective leader in the company.
Use both sets of information to find alignments or disparities. If there is a glaring cultural conflict, be ready to
find a better candidate who possesses the unique skills your organisation requires.
2. Identify current and potential leaders within or outside the company:
Leaders can be found both internally and externally. Companies must weigh the cost and timing of developing internal
leadership against the cost and availability of hiring from outside the firm. Research has shown that one of the key
advantages of developing leaders internally is that they achieve productivity almost 50 per cent faster than external
candidates.
3. Identify leadership gaps:
To fully recognise leadership gaps, companies should determine current and future leadership requirements and
compare those with the current leadership team. Then, look at the leadership development pipeline and identify gaps
in skills and the time required to fill those gaps, either via a succession plan or recruitment.
4. Develop succession plans for critical roles:
Succession planning avoids disruption and employee trauma when the CEO leaves, whether the departure is
anticipated or not. But a succession plan should not be confined to executive roles only. As a part of the leadership
programme, companies should evaluate critical roles throughout the organisation.
For the greatest efficacy, succession planning should be supported by technology systems that provide the ability to:
Create backfill strategies that use data captured in the recruiting and performance review processes, coupled
with individual career plans;
Add multiple candidates to a succession shortlist and view all the best options;
Display multiple talent profilesfrom C-level executives to individual contributorsside by side to quickly
identify the best fit;
Track candidate readiness based on skills, competencies, and performance. Also, promote top candidates
based on relative ranking and composite feedback scores.
5. Develop career planning goals for potential leaders
Companies that support career planning for their employees gain in retention, engagement, and protection of the
leadership pipeline. Combining employee development with career planning enables employees to select development
activities necessary to attain them.
6. Develop a skill roadmap for future leaders:
In todays connected world, development programmes need to support both traditional and non-traditional learning
such as incorporating networking tools into the development process.
y Kumar Parakala
As we move into the future, we experience both changes and opportunities in the business
world that challenge us in ways we have never experienced in the past. Life is full of
changes, some good and some bad. Imagine this, when clouds roll in and thunder is heard in
the distance, it is an indication of change in weather patterns. Just as with the weather, change
can be indicators of storms presenting unexpected and chaotic measures. These changes can
bring uncertainty, conflict, and confusion. So, is change a bad thing?
Leading change is an important leadership skill; it is rarely for the faint hearted. Such
challenging programs require good planning and utilization of time. Strangely enough, the
best way to ensure successful change is to know what to do wrong!
During my travels, I had the opportunity of meeting some of the most successful change
drivers in the current history who transformed the face of law enforcing agencies in US and
UK. The current FBI director - Robert Mueller and former British Intelligence Agency (MI5)
director-general - Baroness Eliza Manningham-Buller have become internationally renowned
for driving unprecedented changes in the organizations they lead. Both leaders forged change
through their sheer determination and an unrelenting attitude. They tore across bureaucracy
and politics and transformed their age old intelligence agencies to combat major threats in
face of terrorism post the 9/11 attacks.
So how did they do this? Mueller took over as the FBI director just one week before the 9/11
attacks and faced one of the biggest security challenges in the American history. He had the
difficult task of protecting the people for future attacks. To fulfill this objective, Mueller
sought to transform FBI's entire institutional and operational architecture. He declared that
the FBI's top priority was preventing domestic terrorist attacks and that the FBI needed to
become an intelligence-centric agency rather than purely law-enforcement? centric
organization. Manningham-Buller had a similar task of transforming MI5 to prevent future
attacks on British soil.
They both faced differences of opinion in their organization and had to deal with bureaucracy
and politicians. However, they remained firm on their plans in the face of opposition. Both of
them were extremely successful in driving unprecedented change and transforming their
organization into protecting thousands of lives. This is a great example of sticking by your
beliefs and remaining undeterred when driving change. CEOs must remember that people are
threatened by change and prefer to stick to routine. It is a challenge to shift this mind frame in
any organization. Hence, change has to be driven from the top and must comprise among the
top priorities of a CEOs agenda.
Change surrounds us and is unrelenting. All a person needs to do is walk into an electronics
store and survey all the new gadgets available for purchase and you will witness a world of
change. Change is an essential component of every organization to remain abreast with
today's market, technology, competition and maintain revenues. As changing and adopting
helps organizations remain relevant to the evolving marketplace.
So we ask ourselves, how do some leaders make change seem easy? During my interaction
with both Intelligence agency chiefs, I learnt a few valuable lessons on driving change, this is
applicable to every leader in an organization. I understood that both leaders did not fear
change and had the courage to do things differently against long standing traditions. They
operated at a large scale and expanded their agencies to a significant size. So, that they were
capable of dealing with major national threats. Both of them earned a reputation for being
open and honest and proactive to criticism. They were both dealing with a major national
problem that was difficult to either fully comprehend or quantify, yet they did not balk at the
challenge. They judged the circumstance and took the necessary action to succeed under very
difficult conditions.
There are several lessons to be learned for today's corporate leaders in driving change. Some
of the important lessons include, being open and honest in their approach, seeking proactive
feedback on their initiatives, standing by their values and ensuring they are firm on their
commitment to bring in change. When leaders apply this approach, trust and confidence is
build within a team to embark on the journey of change.
After all, we have to remember that changes are made necessary for the greater good of the
organization to maintain their competitive-edge. Most importantly, a leader needs to take bold
steps, so that their organization thrives in tomorrow's world rather than being complacent
with today's reality!
HR COMPETENCY
1) Strategic Contribution High-performing companies have HR professionals
involved in the business at a strategic level. These HR professionals manage the
culture, facilitate rapid change, and are involved in the strategic decision making
and create market-driven connectivity of the operation [7]. In this competency
area, culture management, rapid change efforts, and a business partner role
It involves the planning for the future and finding out how many employees will
be needed in the future by the business and what types of skills should they
possess.
It depends on the following factors
The number of people leaving the job
The projected growth in sales of the business
Technological changes
Productivity level of the workers
Job analysis and Job description
HR Department is also involved in designing the Job analysis and Job description
for the prospective vacancies.
A job analysis is the process used to collect information about the duties,
responsibilities, necessary skills, outcomes, and work environment of a particular
job.
Job descriptions are written statements that describe the:
duties,
responsibilities,
most important contributions and outcomes needed from a position,
required qualifications of candidates, and
reporting relationship and co-workers of a particular job.
Determining wages and salaries
HR Department is also involved in conducting market surveys and determining
the wages and salaries for different position in an organization. These decisions
may be taken in consultation with top management and the Finance department.
Performance appraisal is the process of obtaining, analyzing and recording information about the
relative worth of an employee. The focus of the performance appraisal is measuring and
improving the actual performance of the employee and also the future potential of the employee.
Its aim is to measure what an employee does.
Human resource planning is the responsibility of all managers. It focuses on the demand and supply of labour and
involves the acquisition, development and departure of people. This is recognised as a vital HR function as the success
of an organisation depends on its employees.
The purpose of HR planning is to ensure that a predetermined number of persons with the correct skills are available at
a specified time in the future. Thus, HR planning systematically identifies what must be done to guarantee the
availability of the human resources needed by an organisation to meet its strategic business objectives. To achieve this
HR planning cannot be undertaken in isolation. It must be linked to the organisations overall business strategy, and
concentrate on the organisations long-range human resource requirements.
Process of Human Resource Planning
1. Analysing the Corporate Level Strategies: Human Resource Planning should start with analysing corporate level
strategies which include expansion, diversification, mergers, acquisitions, reduction in operations, technology to be
used, method of production etc. Therefore Human Resource Planning should begin with analysing the corporate plans
of the organisation before setting out on fulfilling its tasks.
2. Demand forecasting: Forecasting the overall human resource requirement in accordance with the organisational
plans is one of the key aspects of demand forecasting. Forecasting of quality of human resources like skills, knowledge,
values and capabilities needed in addition to quantity of human resources is done through the following methods: a. Executive or Managerial Judgement: Here the managers decide the number of employees in the future. They adopt
one of the three approaches mentioned below: -
Bottom-Up approach: Here the concerned supervisors send their proposals to the top officials who compare
these with the organisational plans, make necessary adjustments and finalise them.
Top-Down approach: Here the management prepares the requirements and sends the information
downwards to the supervisory level who finalises the draft and approves it.
Participative Approach: Here the supervisors and the management sit together and projections are made
after joint consultations.
Drawbacks
The chief drawback of these methods is that estimation of manpower is made using guesswork.
b. Statistical Techniques: These methods use statistical methods and mathematical techniques to forecast and
predict the supply and demand of Human Resources in the future.
Ratio-Trend analysis: In this method depending on the past data regarding number of employees in each
department, like production department, sales department, marketing department and workload level, etc ratios for
manpower are estimated. Past values are plotted and extrapolated to get fairly accurate future projections.
c. Work Study method: This technique is suitable to study the correlation between volume of work and labour i.e.
demand for human resources is estimated based on the workload. Work study method is more appropriate for repetitive
and manual jobs when it is possible to measure work and set standards.
d. Delphi Technique: Delphi Technique is named after the Greek Oracle at the city of Delphi. In this method, the
views of different experts related to the industry are taken into consideration and then a consensus about the Human
Resource requirement is arrived at. Delphi technique is used primarily to assess long-term needs of human resource.
3. Analysing Human Resource Supply: Every organisation has two sources of supply of Human Resources: Internal
& External. Internally, human resources can be obtained for certain posts through promotions and transfers. In order to
judge the internal supply of human resources in future human resource inventory or human resource audit is necessary.
Human resource inventory helps in determining and evaluating the quantity of internal human resources available. Once
the future internal supply is estimated, supply of external human resources is analysed.
4. Estimating manpower gaps: Manpower gaps can be identified by comparing demand and supply forecasts. Such
comparison will reveal either deficit or surplus of Human Resources in the future. Deficit suggests the number of
persons to be recruited from outside, whereas surplus implies redundant employees to be re-deployed or terminated.
Employees estimated to be deficient can be trained while employees with higher, better skills may be given more
enriched jobs.
5. Action Planning: Once the manpower gaps are identified, plans are prepared to bridge these gaps. Plans to meet
the surplus manpower may be redeployment in other departments and retrenchment. People may be persuaded to quit
voluntarily through a golden handshake. Deficit can be met through recruitment, selection, transfer and promotion. In
view of shortage of certain skilled employees, the organisation has to take care not only of recruitment but also retention
of existing employees. Hence, the organisation has to plan for retaining of existing employees.
6. Modify the Organisational plans: If future supply of human resources form all the external sources is estimated to
be inadequate or less than the requirement, the manpower planner has to suggest to the management regarding the
alterations or modifications in the organisational plans.
7. Controlling and Review: After the action plans are implemented, human resource structure and the processes
should be controlled and reviewed with a view to keep them in accordance with action plans.
WHAT IS KNOWLEDGE?
something
with
familiarity
gained
through
experience
or
and
information
are
the
essential
components
of
Knowledge
Management but are totally different entities. Knowledge often gets mixed up
with data and information and creates problems. The understanding of these
three distinct concepts is therefore equally important.
Data can be broadly defined as a collection of facts, facts about specific
events and about an industry in general. These facts can originate from a
variety of sources and includes such items as raw statistics, demographic and
marketing information, and so forth. Data can form the basis of knowledge,
as it is gathered, analysed, and synthesized by individuals within an
organization.
Information, which is sometimes referred to as explicit knowledge, results
from the collection and communication of ideas and experiences. Information
is usually codified into documents, e-mail, voice mail, and other forms of
communication, which can be easily shared between individuals. It is explicit
precisely because it has been written down in some format, and it is useful
because it can be stored and reused to avoid the duplication of work and the
repetition of mistakes.
Knowledge, however, transcends both data and information in that it
comprises ideas, experiences, and insights themselves. For this reason, true
knowledge is often referred to as tacit knowledge. Knowledge also
represents the intelligence that individuals apply to data and information to
draw conclusions and to make decisions. Without intelligence, information
cannot become knowledge. Therefore, it is the possession of knowledge,
along with intelligence and the ability to create new knowledge, which
determines an individuals value to a business. Thus knowledge is not just an
explicit tangible thing, like information, but information combined with
experience, context, interpretation and reflection. Knowledge involves the full
person, integrating the elements of both thinking and feeling.
Knowledge Management is the process through which organizations
generate value from their intellectual and knowledge-based assets. Most
often, generating value from such assets involves sharing them among
employees, departments and even with other companies in an effort to
devise best practices. The term is used loosely to refer to a broad collection
of organizational practices and approaches related to generating, capturing
and disseminating know-how and other content relevant to the organizations
business.
Knowledge management can be explained as an effort by organizations to
manage some or all of the knowledge within them as a resource, much as
they manage real estate, inventory, and human resources. It involves the
following:
Capturing it; that is, explicitly recording the tacit knowledge within an
organization.
Cataloguing and storing it; that is, placing the information into a central
area where all members of an organization who have a need to know have
access to it
connections
among
pieces
of
information
to
create
new
approaches
1. Illumination Experiment:
socio-psychological
factors
such
as
feeling
of
being
important,
considered
important
by
managers
and
researchers.
The
Contributions
of
the
Hawthorne
Experiment to Management
Elton Mayo and his associates conducted their studies in the Hawthorne plant
of the western electrical company, U.S.A., between 1927 and 1930. According
to them, behavioral science methods have many areas of application in
management. The important features of the Hawthorne Experiment are:
1. A business organization is basically a social system. It is not just a
techno-economic system.
2. The employer can be motivated by psychological and social wants
because his behavior is also influenced by feelings, emotions and
attitudes. Thus economic incentives are not the only method to motivate
people.
In
order
toachieve
participation,
effective
two-way
Disadvantages of Outsourcing
When a company outsources HR activities such as Training and Development,
Payroll and Recruitment services, there is a significant level of risk if
confidential company information is exposed to a third-party. If wrong party is
selected for work, it may result a low quality output or inappropriate timing. It
is easier to control quality inside the organisation rather than with an
outsourced party. In case of outsourcing it is very difficult to ensure specific
customer focus. An outsourced vendor may work on task of many companies
at a time. It results ales customer focus. There may have some hidden costs
in
case
of
outsourcing.
Outsourcing
requires
international
contract.
1. Classical Conditioning
The work of the famous Russian physiologist Ivan Pavlov demonstrated the
classical conditioning process. When Pavlov presented a piece of meat to the
dog in the experiment, Pavlov noticed a great deal of salivation. He termed
the food an unconditioned stimulus and the salivation an unconditioned
response. When the dog saw the meat, it salivated. On the other hand, when
Pavlov merely rang a bell, the dog did not salivate. Pavlov subsequently
introduced the sound of a bell each time the meat was given to the dog. The
dog eventually learned to salivate in response to the ringing of the-bell-even
when there was no meat. Pavlov had conditioned the dog to respond to a
learned stimulus. Thorndike called this the law of exercise which states that
2. Operant Conditioning
An operant is defined as a behavior that produces effects. Operant
conditioning, basically a product of Skinnerian psychology, suggests that
individuals emit responses that are either not rewarded or are punished.
Operant conditioning is a voluntary behavior and it is determined, maintained
and controlled by its consequences.
Operant conditioning is a powerful tool for managing people in organizations.
Most behaviors in organizations are learned, controlled and altered by the
consequences; i.e. operant behaviors. Management can use the operant
conditioning process successfully to control and influence the behavior of
employees by manipulating its reward system.
3. Reinforcement Theory
Reinforcement is anything that both increases the strength of response and
tends to induce repetitions of the behavior. Four types of reinforcement
strategies can be employed by managers to influence the behavior of the
employees, viz., positive reinforcement, negative reinforcement, extinction
and punishment.
food-producing
behavior.
Secondary
reinforcers
like
job
Extinction :
Extinction
is
an
effective
method
of
controlling
Punishment :
Punishment
is
control
device
employed
in
ORGANISATIONAL LEARNING
Organizational
learning
is the activity and the process by which
organizations eventually reach the ideal of a learning organization (Senge,
1990). Organizational learning is just a means in order to achieve strategic
objectives. But creating a learning organization is also a goal, since the ability
permanently and collectively to learn is a necessary precondition for thriving
in the new context. Therefore, the capacity of an organization to learn, that
is, to function like a learning organization, needs to be made more concrete
and institutionalized, so that the management of such learning can be made
more effective (Dunphy, 1998).
Learning organizations are organizations where people continually expand
their capacity to create the results they truly desire, where new and
expansive patterns of thinking are nurtured, where collective aspiration is set
free, and where people are continually learning to see the whole together.
(Senge 1990: 3)
Coaching
Coaching is a powerful teaching and learning process that can enhance
learning and effectiveness and help to achieve personal and organizational
change. Coaching frequently is an integral part of the process of planning and
implementing other interventions, such as team development, survey
feedback, organization and process redesign, strategic leadership, and largegroup development activities. Coaching is defined as helping someone else
expand and apply his or her skills, knowledge, and attitudes. It generally
takes place within a defined context, such as a specific task, skill, or
responsibility. Coaching might also be developing and maintaining an ongoing
developmental relationship with one or more of the organizations rising
stars. In general, a successful coach helps others succeed through guiding,
teaching, motivating, and mentoring (Aldrich, 1999).
to
facilitate
professional
and
career
development.
Mentoring
stimulus that impels action. Drives are basically of two types -primary (or
physiological); and secondary (or psychological). These two categories of
drives often interact with each other. Individuals operate under many
drives at the same time. To predict a behavior, it is necessary to establish
which drives are stimulating the most.
Cue
Stimuli: Cue
stimuli
are
those
factors
that
exist
in
the
of
evoking
specified
response.
The
principle
of
such
as
happiness,
sadness,
anger,
and
fear,
were
universally
emotions to guide the cognitive system and promote thinking and help
direct thinking toward matters that are truly important. A number of
researchers have suggested that emotions are important for certain kind
of creativity to emerge.
3. Understanding emotions: Emotions convey its own pattern of
extent that it is under self control, a person may want to remain open to
emotional signals so long as they are not too painful, and block out those
that are overwhelming. In between, within the persons emotional comfort
zone, it becomes possible to regulate and manage ones own and others
emotions so as to promote ones own and others personal and social
goals. An emotionally intelligent teacher can guide students in a better
way.
The first two branches of four branch model of emotional intelligence,
Perception, and Facilitation, are termed experiential EI, because they
relate most closely to feelings. They involve, first, the capacity to perceive
emotions in others accurately, and, second, the ability to use emotions to
enhance how we think. The third and fourth branches are termed strategic
EI because they pertain to calculating and planning with information about
emotions. The third branch, Understanding Emotions, involves knowing how
emotions change, in and of themselves, as well as how they will change
people and their behaviors over time. The fourth branch, Emotional
Management, focuses on how to integrate logic and emotion for effective
decision-making. These four skill areas are related to one another, but they
are functionally distinct as well.
5 DOMAINS OF EMOTIONAL INTELLIGENCE
Several studies have demonstrated that individuals with purely high IQs
possess a great range of intellectual interests and abilities, they have
difficulty dealing with their own emotions and with the emotions of others.
Other intangible characteristics and abilities, such as self-motivation, impulse
control, the ability to regulate ones own emotions, and empathizing with
others clearly have an effect on a persons accomplishments in life; these
qualities have been collectively termedEmotional Intelligence. People with
high emotional intelligence levels excel socially, are outgoing and cheerful,
are rarely fearful or worried, and are sympathetic and caring in their
relationships.
emotions,
managing
emotions,
motivating
oneself,
recognizing
reason. Ways in which people manage their anger include reflection on the
situation, distraction through a long walk or exercise, and relaxation.
However, if individuals are not aware of their anger, it will be difficult for
them to cool off. Worry is another emotion that can spiral out of control
without careful management. Chronic worry can lead to an intensifying cycle,
possibly leading to phobias, obsessions and compulsions, or panic attacks.
Worry can also worsen feelings of melancholy and depression. Like anger,
worry can be controlled through self-awareness of its onset, and further
control may be achieved through relaxation techniques. Individuals who are
able to manage their emotions can more easily rebound from setbacks,
disappointments, and frustrations, while those who are poor managers of
their feelings find themselves always fighting feelings of distress and anger.
In contrast, positive
motivation has an obvious positive function in successful individuals. Selfmotivation may include pleasure from performing the current task, a healthy
degree of anxiety, optimism, or hope. In addition, emotional self-control, or
the ability to stifle impulsiveness and delay gratification, is the building block
for achievement.
Successful individuals have described situations in which they have achieved
a level of peak performance, and have disappeared into an ecstatic and
steady absorption in the moment. This state is called flow or the zone.
People in the flow state have perfect control over the task at hand, are able
to unconsciously respond to changing demands, and receive positive selffeedback in the form of ecstasy and relaxation. Some have proposed using
the concept of flow in education. Entry to the flow state can occur when
students find a task they are skilled at, and face it at a level that slightly
taxes their ability. In addition, because being in the flow state results in
positive self-feedback, students who are in flow will be more interested in
what they are learning about. Further, students in the flow state are not
bored because their tasks are not too simple, nor are they worried and
anxious because their tasks are not overly difficult. Being able to get into the
flow state enables outstanding performance of all types; people who have
this skill tend to be more highly productive and effective in any enterprise.
In contrast,
individuals who are empathic are more attuned to the subtle social signals
that indicate what others need or want, making them proficient in
occupations
such
as
the
caring
professions,
teaching,
sales,
and
management. In addition, empathy is the root for caring for others and acts
of altruism.
these
emotional
signals
are
essential
in
interpersonal
interactions; people who are poor at receiving these cues are prone to
problems in their relationships.
connection, and social analysis. Unlike some people who would do almost
anything to gain approval, these individuals are able to please others while
staying true to themselves and without compromising their own beliefs or
values. Studies of children trying to become part of an established play
group have found that popular children take time to passively observe the
group dynamic, eventually join the group in a tentative and cautious fashion,
and then continue to observe the groups interactions in an attempt to
understand the group dynamic before entering in the group activity or
conversation. On the other hand, children who have trouble reading others
emotions are often frustrated, unpopular, and socially isolated. The ability to
initiate and maintain relationships is due, in large part, to skill in managing
emotions in others.
The book
organizes
the
information
into a
Components
Emotional Intelligence
Golemans
Model: Four
of
You Do (right column) is the ability to manage your own emotions and
behaviors to interact effectively with other people. The horizontal axis
describes an individual perspective vs. group/interactive perspective. What
Im aware of and how I manage myself (top row) and whats happening with
others and how I manage those relationships (bottom row). All four
perspectives should be considered in order to have the most positive result in
your interactions with others.
1. Self-Awareness
Self-Awareness means being aware of your own emotions, and being able to
identify them correctly. This is the most important of the EI skills. It allows you
to recognize your own strengths and weaknesses. If you are aware of your
feelings, you know what causes you to feel happy, proud, alarmed, disgusted,
and so on. These are your biases, positive as well as negative. When you are
aware of your feelings you can more easily manage your own reactions and
your behavior. This is very important to managing relationships with others
successfully.
2. Self-Management
Self-Management is the ability to control your emotional reactions while still
behaving
with
honesty
and
integrity.
person
who
is emotionally
intelligent does not let bad moods or a strong emotional reaction govern his
or her behavior. She or he is able to be honest and frank in a calm manner,
without attacking others. When moods or feelings are too strong to set aside,
an emotionally intelligent person lets others know she/he is upset, and how
long this is likely to last so they know what to expect and can adjust.
Self-Management also means being able to direct your own behavior toward a
goal. It means being able to put off gratification in the present in order to get
better results at a future time, like saving money now to buy a house later.
And it means being able to motivate yourself to stick with something over
time, even though it may be difficult and time consuming.
3. Social Awareness
Social awareness has two parts: empathy, and attention (noticing how others
are reacting to you).
Empathy means being able to sense what the other person is feeling, and to
know what their emotion feels like from your own experience. It does not
necessarily mean you agree with the other person. However it does mean
that you know how they feel and can communicate that you understand, and
that you care.
The other part of social awareness is attention or knowing how other people
are reacting, or anticipating how they are likely to react to what you do and
say. It means having a sense of how others feel when you announce a
change, make a request, or simply make a statement. Once you have the
ability to sense how others react, you can be more effective in choosing how
to deliver a message. This lays the foundation for the fourth skill, relationship
management.
4. Relationship Management
Relationship management includes the ability to communicate in a clear and
convincing way. Being clear means being able to say what you mean simply,
and being able to offer examples.
Being
convincing
does
not
rely
on
rational
argument.
It
relies
on
understanding how people feel and what emotions are important in their
decision-making process. You can observe this in the way national and
community leaders attempt to influence their constituents. They will typically
talk about issues of security, faith, family, health and prosperity all things
that have a strong emotional impact on people. This does not mean you
should abandon rational argument, it means you must also understand how
to use emotion to communicate and persuade.
A person who is emotionally intelligent can communicate ideas, information,
and requests to others effectively. They pay attention to how others are
reacting and adjust their approach to get a better result. Because they pay
attention to emotional response, they are often able to predict how others will
react and plan accordingly. They are often quite good at building enthusiasm
and calming down interpersonal conflicts. The key is social awareness and
flexibility in how they talk to other people. They can adjust words, non-verbal
behavior, and timing to get the best reaction from others.
Conclusion
Emotional intelligence is a set of skills that involve the ability to identify and
monitor their own thoughts, as well as those of others, using them to steer
the way of thinking and acting. Emotional intelligence is therefore an ability,
single or composite, which helps people to harmonize it.
and in other instances they are an informal and integral part of daily
activities. Thus, across the human activities someway or other performance
appraisal is conducted in different ways and all of us, consciously or
unconsciously evaluate our own actions from time to time. In social situation,
performance is conducted in a systematic and planned manner to achieve
various organizational goals in social system.
Read More:
1. Performance Appraisal
2. Objectives of Performance Appraisal
simple methods of income justification. That is, appraisal was used to decide
whether or not the salary or wage of an individual employee was justified.
The process was firmly linked to material outcomes. If an employees
performance was found to be less than ideal, a cut in pay would follow. On
the other hand, if their performance was better than the supervisor expected,
a pay rise was in order. As a result, the traditional emphasis on reward
outcomes was progressively rejected. In the 1950s in the United States, the
potential usefulness of appraisal as tool for motivation and development was
gradually recognized. The general model of performance appraisal, as it is
known today, began form that time.
appraisal
is
the
systematic evaluation
of
the
individual with regard to his or her performance on the job and his
potential for development.
According to Gary Dessler,
Performance appraisal is an evaluation of employees current or
past performance relative to his/her performance standards. Further
he mentioned that the appraisal process involves three steps;
1. Setting work standards,
2. Assessing the employees actual performance relative to
these standards, and
3. Providing
feedback
to
the
employee
with
the aim
of
McGregor discusses
the
formal
performance
appraisal
plans
in
view
of meeting three needs. Out of which one is relating to organization and other
two for
individual.
The
first
one,
organization
level,
is
to
provide
appraisal may
be
defined
as
structured
formal
interaction between a subordinate and supervisor, that usually takes the form
of
periodic interview
(annual
or
semi-annual),
in
which
the
work
weaknesses and
strengths
as
well
as
opportunities
for
the
quantitative
and qualitative
aspects
of
job
of
worker
on
focus
on
the
job
but
also employee
planning
and continuous
potential
performance
review
for
Every organization has to decide upon the content to be appraised before the
programme is approved. Generally content to be appraised is determined
on the basis of job analysis. Contents to be appraised in the form of
contribution to organizational objectives like production cost saving return on
capital so on. Other measures are based on; behavior which meaner
observable physical actions and movements, objectives which measure job
related results like amount of deposits mobilized, and traits which measures
in terms of personal characteristics observable in employees job activities.
The contents to be appraised may vary with the purpose of appraisal and
type and level of employee. There are different methods designed and
experimented in this regard.
METHODS OF PERFORMANCE APPRAISAL
Performance appraisal are considered to be the vital tool, to measure the
performance of an employee and use the information collected, to optimize
the resource of individuals in an organization. It is systematic evaluation of
individuals with respect to their task performance and their potential for
development individually and collectively. It refers to the assessments of an
employees actual performance, behaviour on jobs and his/her potential for
further performance. The main purposes of appraisal are to assess training
need to effect promotion and to give high pay.
We may say that appraising the performance of an individual has been known
as merit rating, but in recent years, we may closure different terminologies
have been used to denote this process such as performance appraisal,
performance review, performance evaluation, employee appraisal, progress
appraisal report, personal preview and so on.
Following methods are widely used in Performance Appraisal.
1. Forced-Choice Rating
This technique was developed to reduce bias and establish objective
standards of comparison between individuals, but it does not involve the
intervention of a third party. Although there are many variations of this
method, the most common one asks raters to choose from among groups of
statements those which best fit the individual being rated and those those
which least fit him. The statements are then weighted or scored, very much
the way a psychological test is scored. People with high scores are, by
definition, the better employees; those with low scores are the poorer ones.
Since the rater does not know what the scoring weights for each statement
are, in theory at least, he cannot play favorites. He simply describes his
people, and someone in the personnel department applies the scoring
weights to determine who gets the best rating.
The rationale behind this technique is difficult to fault. It is the same rationale
used in developing selection test batteries. In practice, however, the forced
choice methods tend to irritate raters, who feel they are not being trusted.
They want to say openly how they rate someone and not be second-guessed
or tricked into making honest appraisals.
2. Field Review
When there is reason to suspect rater bias, when some raters appear to be
using higher standards than others, or when comparability of ratings is
essential, essay or graphic ratings are often combined with a systematic
review process. The field review is one of several techniques for doing this. A
member of the personnel or central administrative staff meets with small
groups of raters from each supervisory unit and goes over each employees
rating with them to (a) identify areas of inter-rater disagreement, (b) help the
group arrive at a consensus, and (c) determine that each rater conceives the
standards similarly.
This group-judgment technique tends to be fairer and more valid then
individual ratings and permits the central staff to develop an awareness of
the varying degrees of leniency or severity-as well as bias- exhibited by
raters in different departments. On the negative side, the process is very
time consuming.
3. Essay Appraisal
In its simplest form, this technique asks the rater to write a paragraph or
more covering an individuals strengths, weaknesses, potential, and so on. In
technique, the former proved to be fully as valid as the best of the forcedchoice forms, and better than most of them. It is also cheaper to develop and
more acceptable to raters than the forced-choice form. For many purposes
there is no need to use anything more complicated than a graphic scale
supplement by a few essay questions.
7. Ranking Mathods
For comparative purposes, particularly when it is necessary to compare
people who work for different supervisors, individual statements, ratings, or
appraisal forms are not particularly useful. Instead, it is necessary to
recognize that comparisons involve an overall subjective judgment to which a
host of additional facts and impressions must somehow be added. There is no
single form or way to do this.
Certain
techniques
in
performance
appraisal
have
been
thoroughly
investigated, and some have been found to yield better results than others.
Encourage Discussion
Research studies show that employees are likely to feel more satisfied with
their appraisal result if they have the chance to talk freely and discuss their
performance. It is also more likely that such employees will be better able to
meet future performance goals. Employees are also more likely to feel that
the appraisal process is fair if they are given a chance to talk about their
performance. This especially so when they are permitted to challenge and
appeal against their evaluation.
Constructive Intention
It is very important that employees recognize that negative appraisal
feedback is provided with a constructive intention, i.e., to help them
overcome present difficulties and to improve their future performance.
Employees will be less anxious about criticism, and more likely to find it
useful, when the believe that the appraisers intentions are helpful and
constructive. In contrast, other studies have reported that destructive
criticism which is vague, ill-informed, unfair or harshly presented will lead
to problems such as anger, resentment, tension and workplace conflict, as
well as increased resistance to improvement, denial of problems, and poorer
performance.
and
credible.
Appraisers
should
feel
comfortable
with
the
LEARNING STYLES
Learning style refers to the ability of an individual to learn. A managers
long-term success depends more on the ability to learn than on the mastery
of the specific skills or technical knowledge.
of
experience.
Knowledge
results
from
the
the ability to view concrete situations from different angles. When solving
problems, diverger enjoys brainstorming. He takes time and analyses
many alternatives. Diverger is imaginative and sensitive to the needs of
the other people. He seeks careers in entertainment, arts and services
sector.
3. Converger: A converger learns by doing and thinking. The converger
seeks practical use for information. When presented with problems and
making decisions, the converger tends to focus on solutions. Converger
tends to prefer dealing with technical tasks and problems rather than
social and interpersonal issues. Converger seeks technical careers in
various
scientific
fields
and
work
at
engineering,
production
and culture ( in terms of values, morals, customs and laws) of the host
country.
Human Resource Management (HRM) must also develop mechanisms that
will help multicultural individuals work together. As background, language,
custom or age differences become more prevalent, there are indications that
employee conflict will increase. HRM would be required to train management
to be more flexible in its practices. Because tomorrows workers will come in
different colors, nationalities and so on, managers will be required to change
their ways. This will necessitate managers being trained to recognize
differences in workers and to appreciate and even celebrate these
differences.
2. Workforce Diversity
In the past HRM was considerably simpler because our work force was
strikingly homogeneous. Todays work force comprises of people of different
gender,
age,
social
class
sexual
orientation,
values,
personality
4. Corporate downsizing
Whenever an organization attempts to delayer, it is attempting to create
greater efficiency. The premise of downsizing is to reduce the number of
workers employed by the organization. HRM department has a very important
role
to
play
in
downsizing.
HRM
people
must
ensure
that
proper
communication must take place during this time. They must minimize the
negative effects of rumors and ensure that individuals are kept informed with
factual data. HRM must also deal with actual layoff. HRM dept is key to the
downsizing discussions that have to take place.
7. Contingent workforce
A very substantial part of the modern day workforce are the contingent
workers. Contingent workers are individuals who are typically hired for
shorter periods of time. They perform specific tasks that often require special
job skills and are employed when an organization is experiencing significant
deviations in its workflow. When an organization makes its strategic decision
to employ a sizable portion of its workforce from the contingency ranks,
several HRM issues come to the forefront. These include being able to have
these virtual employees available when needed, providing scheduling options
that meet their needs and making decisions about whether or not benefits
will be offered to the contingent work force.
No organization can make the transition to a contingent workforce without
sufficient planning. As such, when these strategic decisions are being made,
HRM must be an active partner in these discussions. After all its HRM
departments responsibility to locate and bring into the organization these
temporary workers. As temporary workers are brought in, HRM will also have
the responsibility of quickly adapting them to the organization. HRM will also
have to give some thought to how it will attract quality temporaries.
completion.
Work
at
home
may
also
require
HRM
to
rethink
its compensation policy. Will it pay by the hour, on a salary basis, or by the
job performed. Also, because employees in decentralized work sites are full
time employees of the organization as opposed to contingent workers, it will
be
organizations
responsibility
to
ensure
health
and
safety
of
the
9. Employee involvement
For todays organizations to be successful, there are a number of employee
involvement
concepts
that
appear
to
be
management, work
accepted.
teams,
These
goal
HRM has a
Training
and
Comparison
Development
Thus, training and development differ from each other in terms of their
objectives and consequently in terms of their contents.
Steinmetz has differentiated the two concepts as: Training is a
short-term process utilizing a systematic and organized procedure
by which non-management personnel learn technical knowledge and
skills for a definite purpose. Development is a long-term educational
process utilizing a systematic and organized procedure by which
managerial personnel learn conceptual and theoretical knowledge
for general purpose.
Training
and
development continuum has manual training at the one end and philosophy
at the other end. The training-development continuum contains the following
stages:
Manual Skills
Techniques
Concepts
Philosophy
The manual skills training is given to operatives for performing specific jobs.
As it progresses, we find more emphasis on other points of the continuum.
Managerial personnel have greater needs for conceptual and human relations
skills as compared to job-related skills. Therefore, their need for training does
not remain confined to the development of skills needed for specific jobs.
They require skills and competence for future managerial jobs besides their
present of contents rather than on account of process involved.
1,
an
organization
has
no
consistent
way
of
Capability
knowledge-intense
Maturity
organizations
Model was
and workforce
designed
initially
for
management processes.
to the offending person off-line, and have the team agree in the needs for
limits and a balanced participation. In addition the leader may act as a
gatekeeper by asking questions.
4. Reluctant participants
They feel shy or unsure of themselves and must be encouraged to contribute.
Problems developed when there are no built-in activities that encourage
introverts to participate and extraverts to listen. In addition to structured
activities, solution includes dividing the task into individual assignment and
acting as a gatekeeper by asking questions such as, what is your
experience in this area?
5. Unquestioned acceptance of opinions as facts occurs
When members assert personal beliefs with such confidence that other
members think they are facts. Solutions are to request data and to follow the
problem-solving method.
6. Rush to accomplish
It is common to teams being pushed by one or more members who are
impatient for results. Teams must realize that improvements do not come
easily and rarely overnight. Solutions are to remind members that the ground
rules call for the problem-solving method or to confront the rusher off-line
and explain the effects of impatience.
7. Attribution
This is the activity of guessing at a persons motives when team members
disagree or dont understand his or her opinion or behavior. Solutions are to
reaffirm the importance of the problem-solving method, question whether
this opinion is based on data, and find out the real meaning of the problem.
8. Discounts and plops
These things arise when members fail to give credit to anothers opinions or
no one responds to a statement that plops. Every member deserves the
respect and attention from the team. Solutions are to reinforce active
listening as a team behaviour, support the discounted member, or talk offline with members who frequently discount, put down or ignore.
9. Wanderlust
Digression and tangents happened when members loss track of the
meetings purpose or want to avoid a sensitive topic. Discussions then
wonder off in many directions at once. Solutions are to use a written agenda
with time estimates, write meeting topics on flip charts or redirect the
conversation back to the agenda.
10. Feuding team members
This can disrupt an entire team with their disagreement. Usually these feuds
predate the team and are best dealt with outside the team meetings. Solution
are to get the adversaries to discuss the issues off-line, offer to facilitate the
discussion, and encourage them to forms some contract about their
behaviours.
of
the
trainees
in
the learning
process.
There
is
also
only fulfill the ritual of training and leave the trainee to sink and swim at his
own risk.
The main methods of on-the job training are:
i) Job Instruction Method: It is also called, on the job training . In this
method the trainee is placed directly on the job under the care of his
immediate supervisor. This training involves five steps: First, the supervisortrainer explains to him the basic nature of the job, rules, procedures,
methods, dos and donts etc. Second, he demonstrates to him, step-by
step, how the work is done, explaining every step carefully. Third, he makes
the trainee practice the work in front of him repeatedly, guiding him every
time when he falters because of lack of confidence or skill. At the fourth step
the supervisor allows the trainee to perform simple routines at first at his own
and then more difficult operations in his guidance. Lastly, the supervisor
leaves the trained worker free under the guidance of some senior co-worker
and occasionally checks his progress and gives him more practical tips.
The main advantages of this method are: i) It is easily organized, and
realistic, ii) it stimulates high motivation, iii) it speeds up the workers
adjustment to his superior and fellow workers, iv) its cost is less, v) in terms
of learning principles the method is job-relevant, facilitates repetition and
positive transfer, provides active participation, and immediate knowledge of
results.
The main disadvantages are: i) The immediate supervisor may be a poor
instructor or unwilling instructor, ii) the worker in his haste for immediate
production, may fail to learn the best way of doing the job, iii) the actual
costs, considering lost time of trainee and trainer, as well as the wasted
material and damaged equipment, may be heavy, and iv) this training is
often too brief and poorly structured to provide complete training.
ii) Vestibule Training: In this method, the trainees, before being placed on
the job, are trained, in a training-workshop attached and adjacent to the main
production line almost on identical equipment, but by trained instructors. This
training is more systematic and complete because it moves on the principle
of progressive learning, i.e. first learn the first step and then only move to the
learning of the second step. This gives greater satisfaction and confidence to
the trainee and saves costly equipment from misuse. However, its cost is a
little higher because it requires spare equipment, special instructors, and a
special training workshop near the main production line. This type of training
is given to workers on technical jobs where costly equipment is used and the
operations require meticulous moves, or where the operation cycle is long
and
workers
performing
several
requirements.
d) Learning is
more
effective
because
of higher
Coaching
and
Counseling: At
management
levels,
coaching
involves
effective
use
of
main
learning
principles:
relevance,
The lecture method may be strengthened with the use of several instructional
audio-visual aids like Blackboards, Flip-charts, Magnetic Boards, Overhead
Projectors as tools of effective presentation, and short visuals, slides,
enactments, case films etc. as tools to highlight the concepts. These aids
make presentations more lively, precise and understandable. Further, the
contents get etched in the memory of the trainees more permanently.
ii)
Conference
(Discussion)
Method: This
method
encourages
the
persons past history, ii) securing information about the candidates aptitudes
and interests through various psychological tests, and of his occupational
abilities and skills through various trade tests iii) Making an opinion about the
candidates talent, interests and potential, iv) Matching the candidates
capabilities with various jobs/positions available or likely to be available in
the organization v) Giving vocational advice and guidance to the candidate
how he can benefit.
v) Case Study Method: It is a written description of an actual situation in
business which provokes, in the reader, the need to decide what is going on,
what the situation really is, or what the problems are, and what can and
should be done. Taken from actual experience of organizations, these cases
represent attempts to describe, as accurately as possible, real problems that
managers face. Trainees study the cases to determine problems, analyze
causes, develop alternative solutions, select the best and workable, and
debate and defend their choices. Case study can provide stimulating
discussions among participants, as well as excellent opportunities for
individuals to develop their analytical and judgmental abilities. It appears to
be an ideal method to promote decision-making abilities within the
constraints of limited data. Cases are usually organized around one or more
problems or issues that are confronted by an organization. They are meant to
illustrate problematic issues, rather than to portray success stories.
The main advantages of case study method are: a) It allows participative
discussion, b) when cases are meaningful and similar to work related
situations,
there
is
immediate
learning
transference,
c)
it
improves
role has to think of his moves and statements as per the on-going
dialogue, there and then, and not forget the basic purpose, which that
role confers on him. This method is used for the development of interpersonal skills, or human relation skills as well as customer relation skills.
2. In basket Exercise: In this method the trainee managers are
confronted with real management situation. They are placed on the job for
which they are trained and given two basketsan in basket in which the
days decisional problem are lined up and an out basket in which the
trainees decisions are passed on. The trainee takes actual decisions
under the watchful eyes of the experienced managers and at the end of
the day these decisions are discussed to understand and evaluate the
decision-making abilities of the trainee manager.
3. Business Games: These games are designed to develop decisionmaking skills of the trainees in a group. Participants are divided into
teams, which compete with each other in achieving some business
goals in a given external and internal environment, with the help of
available resources. They have to plan their team strategy, define
functional goals for members, allocate resources, plan action programmes,
budget and schedules, coordinate the programmes of different functional
in-charges, follow the market changes and show how their plans, in the
light of the competitive teams plans, work better.
vii) Sensitivity Training: This training uses small number of trainees,
usually 10-12 in a group. They meet with a passive trainer and gain insight
into their own and others behaviours and sensitivities. Meetings, that have
no agenda, are held away from workplaces, and questions deal with the here
and now of the group process. Discussions focus on why participants behave
as they do, how they perceive each other, and the feelings and emotions
generated in the interaction processes.
The main objectives of sensitivity training are: a) to make participants
increasingly aware of, and sensitive to, the emotional reactions and
expressions in themselves and others, b) to increase the ability of
participants to perceive, and to learn from, the consequences of their actions
through attention to their own and others feelings, c) to stimulate the
clarification and development of personal values and goals consonant with a
democratic and scientific approach to problems of personal and social
decisions and actions, d) to develop achievement of behavioral effectiveness
in participants, and e) to develop concepts and theoretical framework for
linking personal values and goals to actions consistent with these inner
factors and situational requirements.
go for a toss and things will go out of control. I have heard, people saying that I am doing this or that because others
are also doing it but that is not expected from HR Professionals. Discipline in life is a must to grow, prosper and being
successful. So, set standards and dont just flow.
9) Trust Worthy This is very important quality and must have for all HR Professionals. Candidates, at the time of
interview share important information with HR; Employees share lots information, personal, professional, ideas,
suggestions, future related, dreams etc. Imagine, if the HR professional keep sharing that information with everyone
in the team of HR; will that employee ever comeback to HR to share anything with him. NEVER. HR professionals need
to win that trust and then maintain and keep that trust. This is very true for HR Professionals, who are working in
Employee Relations. Relation of any kind, be it with employees, is based on trust and honesty. If ever, you break that
trust, you will never be able to win it again.