Hello can anyone enlighten on what are the various tasks and roles of a Human Resource professional ?
From India, Gurgaon
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3From India, Gurgaon
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Hi
This has been discussed many times in this forum.
Please try Cite HR archives.
Type “.Roles of HR Professional.” inside the box ‘Search Cite Co’
that you find in the title bar right above.
After typing in the box, press the 'research' button next to it.
You will get lot of information.
You can also try with alternate descriptions.
V.Raghunathan
From India
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This has been discussed many times in this forum.
Please try Cite HR archives.
Type “.Roles of HR Professional.” inside the box ‘Search Cite Co’
that you find in the title bar right above.
After typing in the box, press the 'research' button next to it.
You will get lot of information.
You can also try with alternate descriptions.
V.Raghunathan
From India
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Dear All,
It's okay that a new person, when joining the department and new to the whole HR domain, has lots of questions to ask. Instead of saying bluntly that it has been discussed a number of times, one must understand the reason for asking apathetically. Maybe that person wants to be more familiar with the forum and seniors. I think we need to be more polite and give a more specific answer.
Hello Akshay,
Human resources, if you understand, involve managing the human resources. When you talk about managing humans, it encompasses all responsibilities starting from manpower planning, recruitment, induction, joining, statutory compliance, compensation and benefits, payroll processes, performance management, training and development, grievance handling, employee engagement, strategic new policies framework, and much more within HR. The responsibilities diversify depending upon the experience and role you are handling, and each function is vast in its perspective.
From India, Jaipur
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It's okay that a new person, when joining the department and new to the whole HR domain, has lots of questions to ask. Instead of saying bluntly that it has been discussed a number of times, one must understand the reason for asking apathetically. Maybe that person wants to be more familiar with the forum and seniors. I think we need to be more polite and give a more specific answer.
Hello Akshay,
Human resources, if you understand, involve managing the human resources. When you talk about managing humans, it encompasses all responsibilities starting from manpower planning, recruitment, induction, joining, statutory compliance, compensation and benefits, payroll processes, performance management, training and development, grievance handling, employee engagement, strategic new policies framework, and much more within HR. The responsibilities diversify depending upon the experience and role you are handling, and each function is vast in its perspective.
From India, Jaipur
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Dear Shweta Varma,
Your post is rather amusing as you found a way out to make an allegation out of an innocuous message. Had I written that it has been discussed many times and left it at that level, it would sound unkind.
The first sentence is information, and what follows is beyond doubt a polite way of conveying as to where one can find the information. The initiator has thanked after understanding the message in the correct perspective. Hence, your comments are unfounded.
V. Raghunathan
From India
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Your post is rather amusing as you found a way out to make an allegation out of an innocuous message. Had I written that it has been discussed many times and left it at that level, it would sound unkind.
The first sentence is information, and what follows is beyond doubt a polite way of conveying as to where one can find the information. The initiator has thanked after understanding the message in the correct perspective. Hence, your comments are unfounded.
V. Raghunathan
From India
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Hey,I have just graduated and am looking for a job.Can somebody tell me that what do employers look for and why are they in a dilemma lately?
From India, Gurgaon
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From India, Gurgaon
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Dear Aakshay,
Congratulations on completing graduation.
The answer to your query is that it is not the company that is in a dilemma, but the candidate who is. Your query itself mentions that you have just graduated and are looking for a job. Questions like where, what type, which stream, which department, what salary range, and where all you have applied, arise.
To share a fact, 83% of companies worldwide are hiring candidates below their required level. However, they have to do so to get their job done and keep moving.
Two things any employer will love to see in a candidate are: 1) the candidate's deepest desire to join the company, with a specific reason such as the company's growth, and 2) the candidate's clear-cut understanding and dedication to his role and responsibilities. All other qualities will be a plus point and a differentiator among other candidates.
Candidates these days are often confused about their careers. There is a lack of research or study being done before any job interview. They do not even know where they are applying, which company, which profile, and at what salary. It's common to see candidates simply selecting all jobs appearing on their profile on a job portal and clicking "Apply All."
Where do you land... Nowhere.
From India, Delhi
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Congratulations on completing graduation.
The answer to your query is that it is not the company that is in a dilemma, but the candidate who is. Your query itself mentions that you have just graduated and are looking for a job. Questions like where, what type, which stream, which department, what salary range, and where all you have applied, arise.
To share a fact, 83% of companies worldwide are hiring candidates below their required level. However, they have to do so to get their job done and keep moving.
Two things any employer will love to see in a candidate are: 1) the candidate's deepest desire to join the company, with a specific reason such as the company's growth, and 2) the candidate's clear-cut understanding and dedication to his role and responsibilities. All other qualities will be a plus point and a differentiator among other candidates.
Candidates these days are often confused about their careers. There is a lack of research or study being done before any job interview. They do not even know where they are applying, which company, which profile, and at what salary. It's common to see candidates simply selecting all jobs appearing on their profile on a job portal and clicking "Apply All."
Where do you land... Nowhere.
From India, Delhi
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hi people.Could anyone please enlighten me about how difficult it is to fill job vacancies?
From India, Gurgaon
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From India, Gurgaon
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One of the most notable employer complaints about applicants points to what employers claim is a general lack of necessary skills: 52 percent report they cannot fill job vacancies because applicants are unqualified, and 61 percent claim to have hired a person who does not fully meet the stated requirements for a job.
For more info, search "infographic skills gap a rising threat to industries and economies".
From India, Gurgaon
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For more info, search "infographic skills gap a rising threat to industries and economies".
From India, Gurgaon
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I think talent gap is the disparity between the demand and supply of skillful workforce.
From India, Salem
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From India, Salem
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Addressing senior members as ""Hey"" is not in good taste. Forum decorum of courtesy and politeness needs to be maintained. Learned member above has in one line given you a helpful answer.
From India, Pune
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From India, Pune
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The skills gap is a multi-dimensional problem with widespread roots. Or you can simply check out this infographic which I found while I was searching about it: "INFOGRAPHIC: SKILLS GAP - A RISING THREAT TO INDUSTRIES & ECONOMIES."
From India, Gurgaon
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From India, Gurgaon
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To fill a vacancy is a challenge for all recruiters. You might face difficulties in every single part of the recruitment process, from sourcing to decision-making. We used to think that candidates need jobs and they will find us by themselves, but times have changed!
Is it time for recruiters to put themselves in candidates' shoes?
From Vietnam, Hanoi
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Is it time for recruiters to put themselves in candidates' shoes?
From Vietnam, Hanoi
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Skill gap is understood in HR terminology as the gap between the actual skills required to perform a job and the skills possessed by an employee doing that job. Sources to understand the gap can be job description, job design, KPAs, KRAs, and the performance review reports, etc.
B. Saikumar
From India, Mumbai
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B. Saikumar
From India, Mumbai
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National Association of Colleges and Employers (NACE) has released the results of the survey in 2014, in which HR professionals will tell us what skills they most appreciated in recruiting. You may be surprised with "top 10" skills below:
- Teamwork ability;
- Ability to make decisions and solve problems;
- The ability to communicate with others (both inside and outside the enterprise);
- Ability to plan, organize and division of work, receive and process information.
You can see all the above elements are soft skills that could help people work together more effectively. And all are determined by EQ. Therefore, you would be hard-pressed to find a specific course in school only teaching these skills.
- Ability to analyze data on technological knowledge related to work
- Ability to use computer software fluently. Ability to write / edit reports
- Sales ability and influential to others
The next 5 skills in the ranking focus more on specific skills, including the ability to analyze, writing skills, and proficiency in the use of computers.
Source: The skills required for a job in 2015
From Vietnam, Hanoi
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- Teamwork ability;
- Ability to make decisions and solve problems;
- The ability to communicate with others (both inside and outside the enterprise);
- Ability to plan, organize and division of work, receive and process information.
You can see all the above elements are soft skills that could help people work together more effectively. And all are determined by EQ. Therefore, you would be hard-pressed to find a specific course in school only teaching these skills.
- Ability to analyze data on technological knowledge related to work
- Ability to use computer software fluently. Ability to write / edit reports
- Sales ability and influential to others
The next 5 skills in the ranking focus more on specific skills, including the ability to analyze, writing skills, and proficiency in the use of computers.
Source: The skills required for a job in 2015
From Vietnam, Hanoi
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hi please suggest something good on professional certifications as i am planning to pursue one.
From India, Gurgaon
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From India, Gurgaon
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hi guys do we need to recertify even if we are not in tech field? because I feel recertification is really not a big issue if you are not in any technology related job
From India, Gurgaon
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From India, Gurgaon
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hi please answer what is challenge to retain talent in any organization?
From India, Gurgaon
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From India, Gurgaon
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Please give us your background and tell us why you have raised that question. Sometimes I wonder if it is a student that is raising a question to answer his/her assignment!!
From United Kingdom
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From United Kingdom
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Dear Aakshay Singh
The topic of Talent retention has been discussed many times in this forum.
Please try Cite HR archives to study them.
Type “Talent Retention” inside the box 'Search'
that you find in the title bar right above.
After typing in the box, press the “Enter” key.
You will get lot of information.
V.Raghunathan
From India
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The topic of Talent retention has been discussed many times in this forum.
Please try Cite HR archives to study them.
Type “Talent Retention” inside the box 'Search'
that you find in the title bar right above.
After typing in the box, press the “Enter” key.
You will get lot of information.
V.Raghunathan
From India
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Talent retention strategy varies from sector to sector. When investment goes into training of freshers, retaining them for at least a 2-year period may be of utmost importance for any organization. Similarly, at the mid-management and top management levels, retaining key performers is important. Employee engagement on a continuous basis will help in retention.
From India, Chennai
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From India, Chennai
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Why this question, if you are HR? Have you got any confusion about HR roles? If so, what are they? If you are not HR, what is the context in which this question is raised so that members can address that? A plain answer can be that HR roles embrace all people-oriented functions from recruitment to retirement with development roles in between like training and development, performance management, and employee welfare, etc.
B. Saikumar
From India, Mumbai
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B. Saikumar
From India, Mumbai
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HR is a vast subject, and the roles of HR are equally extensive, as posted by Saiconsult. Defining the HR role in one sentence could be MANAGEMENT, i.e., MANAGING MEN T (TACTFULLY) - which starts from sourcing to separation and beyond separation as well.
bgramesh
hosur
From India, Vellore
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bgramesh
hosur
From India, Vellore
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Hey,can somebody please tell me that what is causing skill gap in the market now a days?
From India, Gurgaon
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From India, Gurgaon
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There is no awareness among the candidates about the concept of skill and the difference between a qualification (academic) and a skill. Most of them are under the impression that acquiring a qualification is more important than the skill. Because of this wrong notion, many students ignore the importance of internships and take them as academic rituals, thus losing the opportunity to understand and acquire even basic skills.
The syllabus in schools and institutes is often more theoretical and less industry-relevant because there is no partnership between industry and institutes to design a skill-based and industry-relevant curriculum. The number of trade schools or industrial training institutes is inadequate for the demand, resulting in a lack of enough skilled workforce.
Even though some individuals are skilled, they may not know how to approach an industry in need of their skills, and the industry may be unaware of how to identify such skills. Additionally, hiring managers and recruiting consultants contribute to this gap. Hiring managers may not fully understand the core competencies of a job and often rely on the reputations of institutes, leading to the hiring of wrong candidates. Recruiters may not conduct sufficient research or leverage technology to identify the right talent.
Factors such as a negative corporate culture and unattractive compensation packages also contribute to the failure to attract talent, further exacerbating the internal skill gap.
B. Saikumar
From India, Mumbai
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The syllabus in schools and institutes is often more theoretical and less industry-relevant because there is no partnership between industry and institutes to design a skill-based and industry-relevant curriculum. The number of trade schools or industrial training institutes is inadequate for the demand, resulting in a lack of enough skilled workforce.
Even though some individuals are skilled, they may not know how to approach an industry in need of their skills, and the industry may be unaware of how to identify such skills. Additionally, hiring managers and recruiting consultants contribute to this gap. Hiring managers may not fully understand the core competencies of a job and often rely on the reputations of institutes, leading to the hiring of wrong candidates. Recruiters may not conduct sufficient research or leverage technology to identify the right talent.
Factors such as a negative corporate culture and unattractive compensation packages also contribute to the failure to attract talent, further exacerbating the internal skill gap.
B. Saikumar
From India, Mumbai
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The skills gap in all economies, from developed to developing countries, raises the need for changing attitudes towards vocational education. We often don't appreciate vocational graduates because we believe that they have lower qualifications and social status than college graduates. Additionally, students and their parents hesitate to enroll in vocational schools due to concerns about limited innovation, low income, and social bias against vocational education. These misleading mindsets need to change immediately, especially in technology-based economies.
Academic education is valuable, but it's not the only path for students. The widespread participation in colleges and universities does not guarantee a highly qualified workforce for the economy. Traditional education typically takes 4-5 years to complete a bachelor's program, focusing mainly on theoretical knowledge. In contrast, students opting for vocational schools often spend about 2 years acquiring both fundamental knowledge and practical skills for their future jobs. Beyond duration, vocational education and training benefit from the strong connection between schools and businesses. Skill-based schools ensure that their graduates can perform well immediately after graduation, with minimal additional training.
The increasing number of university graduates in both developed and developing countries does not address the global issues of unemployment or skill shortages. China and India, the world's largest producers of graduates, still struggle with high unemployment rates, especially among young people. It is unfortunate that a significant proportion of unemployed individuals hold academic degrees.
For a more comprehensive understanding of the global skills gap and potential solutions, please refer to my article at [Why Employers Should Love Vocational Education](http://vnmanpower.com/en/why-employers-love-vocational-education-bl231.html).
From Vietnam, Hanoi
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Academic education is valuable, but it's not the only path for students. The widespread participation in colleges and universities does not guarantee a highly qualified workforce for the economy. Traditional education typically takes 4-5 years to complete a bachelor's program, focusing mainly on theoretical knowledge. In contrast, students opting for vocational schools often spend about 2 years acquiring both fundamental knowledge and practical skills for their future jobs. Beyond duration, vocational education and training benefit from the strong connection between schools and businesses. Skill-based schools ensure that their graduates can perform well immediately after graduation, with minimal additional training.
The increasing number of university graduates in both developed and developing countries does not address the global issues of unemployment or skill shortages. China and India, the world's largest producers of graduates, still struggle with high unemployment rates, especially among young people. It is unfortunate that a significant proportion of unemployed individuals hold academic degrees.
For a more comprehensive understanding of the global skills gap and potential solutions, please refer to my article at [Why Employers Should Love Vocational Education](http://vnmanpower.com/en/why-employers-love-vocational-education-bl231.html).
From Vietnam, Hanoi
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Our education system is too old and not as per current market requirements. It takes time and money to acquire certain skills. Unfortunately, nowadays students don't want to spend time acquiring skills. We don't have a part-time culture where students can earn money while studying. Most of these part-time jobs in India pay less or are in the unorganized sector.
The Government of India has implemented vocational courses in India, and these are mostly free of cost to students. Unfortunately, this has not worked well due to a lack of proper training and government delays in repayments to training providers. Nowadays, we have a huge number of educated, unemployed youth who are not getting jobs because of a lack of skills and unwillingness to learn skills.
From India, Delhi
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The Government of India has implemented vocational courses in India, and these are mostly free of cost to students. Unfortunately, this has not worked well due to a lack of proper training and government delays in repayments to training providers. Nowadays, we have a huge number of educated, unemployed youth who are not getting jobs because of a lack of skills and unwillingness to learn skills.
From India, Delhi
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I agree with the views of Saiconsult. Further to these views, I have to state the following:
I have been involved in the training of apprentices in a large petrochemical plant (a few decades ago). I would like to share my views on the topic.
Our education system is old and not relevant to the demands of industry. Students think that acquiring educational qualifications with good grades is adequate. There are very few technical institutes (like ITIs) that impart training in basic skills. However, most ITIs do not have competent faculty and facilities. In many ITIs, despite qualified faculty, the teaching quality is very poor. The ITI-passed candidates need to be trained again by the industry to enhance their skills to the required level.
There is an Apprenticeship scheme introduced by the Government under the Apprentices Act, 1961. The aim of this scheme is to (1) regulate the program of apprenticeship training in the industry and (2) ensure conformance to the prescribed syllabi and period of training by utilizing the facilities available in the industry for imparting practical training with a view to meeting the requirements of skilled manpower in the industry. Initially, it was meant for candidates who have passed 8th, 10th, or 12th standard for different industrial trades. At the end of training, the Trade Apprentices have to pass an examination conducted by the National Council for Training in the Vocational Trades (NCTVT). NCTVT was established in 1956 by the Ministry of Labour, Government of India, in pursuance of the recommendations of the All-India Council for Technical Education. It was established with a view to ensuring and maintaining uniformity in the standards of training all over the country. NCTVT has been entrusted with the responsibilities of (1) prescribing standards and curricula for craftsmen training, (2) advising the Government of India on the overall policy and programs, (3) conducting All-India Trade Tests, and (4) awarding National Trade Certificates.
In 1973, the apprenticeship training of engineering degree and diploma holders was also brought under the purview of the Apprentices Act, 1961 by the Apprentices (Amendment) Act, 1973. There are four categories of Apprentices: (1) Trade Apprentices [for 8th, 10th, and 12th standard passed and ITI certificate holders] (2) Graduate Apprentices [for fresh engineering degree holders] (3) Technician Apprentices [for fresh engineering diploma holders] (4) Vocational Apprentices [for 10 + 2 (Vocational) passed] The training of Trade Apprentices [serial no. (1)] is monitored by the State Government through the Regional Directorate of Apprenticeship Training. The training of the rest (Graduate Apprentices, Technician Apprentices, and Vocational Apprentices) is monitored by the Central Government through the Board of Apprenticeship Training, Ministry of HRD.
The training period for Trade Apprentices varies from 6 months to 3 years, depending on the trade. There are a little more than 250 trades like Fitter, Turner, Welder, Electrician, Operators (Chemical Plant), Maintenance Mechanics (Chemical Plant), Laboratory Technician, etc. The training period for fresh graduate engineers is one year and for engineering diploma holders 10+2 Vocational candidates, it is 3 years. Basically, this scheme is intended to meet the requirement of skilled manpower in the industry.
The number of apprentices to be trained by an industrial establishment is in a certain proportion to the number of employees in different trades as prescribed by the Apprentices Act. All apprentices are paid a stipend by the company as mandated by the Act. There is no obligation on the industry to necessarily give employment to the candidates who complete the training successfully. The idea is to make these people employable in the industry. Usually, large organizations have established good training centers with very good facilities and competent instructors/trainers. However, many industries take the apprentices only to meet the legal obligation, but the quality of training leaves much to be desired. (They follow the Apprentices Act in letter, not in spirit.) Hence, many "trained" apprentices do not possess the required trade skills. Also, the engineering institutions and industry should collaborate so that the curriculum can be modified to make it suitable for the requirements of the industry. The engineering institutions have a requirement of internship in the industry, but it is generally not taken seriously.
I think these are reasons why there is a skill gap in the market.
A.K. Gupta
From United States, Des Plaines
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I have been involved in the training of apprentices in a large petrochemical plant (a few decades ago). I would like to share my views on the topic.
Our education system is old and not relevant to the demands of industry. Students think that acquiring educational qualifications with good grades is adequate. There are very few technical institutes (like ITIs) that impart training in basic skills. However, most ITIs do not have competent faculty and facilities. In many ITIs, despite qualified faculty, the teaching quality is very poor. The ITI-passed candidates need to be trained again by the industry to enhance their skills to the required level.
There is an Apprenticeship scheme introduced by the Government under the Apprentices Act, 1961. The aim of this scheme is to (1) regulate the program of apprenticeship training in the industry and (2) ensure conformance to the prescribed syllabi and period of training by utilizing the facilities available in the industry for imparting practical training with a view to meeting the requirements of skilled manpower in the industry. Initially, it was meant for candidates who have passed 8th, 10th, or 12th standard for different industrial trades. At the end of training, the Trade Apprentices have to pass an examination conducted by the National Council for Training in the Vocational Trades (NCTVT). NCTVT was established in 1956 by the Ministry of Labour, Government of India, in pursuance of the recommendations of the All-India Council for Technical Education. It was established with a view to ensuring and maintaining uniformity in the standards of training all over the country. NCTVT has been entrusted with the responsibilities of (1) prescribing standards and curricula for craftsmen training, (2) advising the Government of India on the overall policy and programs, (3) conducting All-India Trade Tests, and (4) awarding National Trade Certificates.
In 1973, the apprenticeship training of engineering degree and diploma holders was also brought under the purview of the Apprentices Act, 1961 by the Apprentices (Amendment) Act, 1973. There are four categories of Apprentices: (1) Trade Apprentices [for 8th, 10th, and 12th standard passed and ITI certificate holders] (2) Graduate Apprentices [for fresh engineering degree holders] (3) Technician Apprentices [for fresh engineering diploma holders] (4) Vocational Apprentices [for 10 + 2 (Vocational) passed] The training of Trade Apprentices [serial no. (1)] is monitored by the State Government through the Regional Directorate of Apprenticeship Training. The training of the rest (Graduate Apprentices, Technician Apprentices, and Vocational Apprentices) is monitored by the Central Government through the Board of Apprenticeship Training, Ministry of HRD.
The training period for Trade Apprentices varies from 6 months to 3 years, depending on the trade. There are a little more than 250 trades like Fitter, Turner, Welder, Electrician, Operators (Chemical Plant), Maintenance Mechanics (Chemical Plant), Laboratory Technician, etc. The training period for fresh graduate engineers is one year and for engineering diploma holders 10+2 Vocational candidates, it is 3 years. Basically, this scheme is intended to meet the requirement of skilled manpower in the industry.
The number of apprentices to be trained by an industrial establishment is in a certain proportion to the number of employees in different trades as prescribed by the Apprentices Act. All apprentices are paid a stipend by the company as mandated by the Act. There is no obligation on the industry to necessarily give employment to the candidates who complete the training successfully. The idea is to make these people employable in the industry. Usually, large organizations have established good training centers with very good facilities and competent instructors/trainers. However, many industries take the apprentices only to meet the legal obligation, but the quality of training leaves much to be desired. (They follow the Apprentices Act in letter, not in spirit.) Hence, many "trained" apprentices do not possess the required trade skills. Also, the engineering institutions and industry should collaborate so that the curriculum can be modified to make it suitable for the requirements of the industry. The engineering institutions have a requirement of internship in the industry, but it is generally not taken seriously.
I think these are reasons why there is a skill gap in the market.
A.K. Gupta
From United States, Des Plaines
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Why is People Analytics the next in thing in Human Resource Management?
From India, Gurgaon
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From India, Gurgaon
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I think that it is because it helps analyze the talent in an employee. You may find this article helpful http://www.credforce.com/Spotlight/insight/people-analytics-all-set-to-redefine-hr
From India, Gurgaon
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From India, Gurgaon
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An organization’s workforce is an important asset. People Analytics helps keep tabs on the potential of this workforce. Read this article for clarity http://www.credforce.com/Spotlight/insight/people-analytics-all-set-to-redefine-hr
From India, Gurgaon
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From India, Gurgaon
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These days, the HR realm is witnessing several breakthroughs like talent management and workforce re-engineering. However, People Analytics is the latest buzzword. Studies have shown it to be a game-changer for the future of an organization. Read more about it here: http://www.credforce.com/Spotlight/insight/people-analytics-all-set-to-redefine-hr
If you have any further questions, feel free to ask.
From India, Gurgaon
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If you have any further questions, feel free to ask.
From India, Gurgaon
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The cloud has proved to be a very efficient and user-friendly platform for development and integration of software and user applications. It is also an environment friendly option for organization management. Since most companies are attempting to go green, using software applications to replace the conventional paper based procedure is in trend. I can confidently say that the cloud is the best thing that could happen to HR management. Companies don’t have to rely on spreadsheets or expensive ERP software to manage their HR tasks. Cloud-based HR software, such as SutiHR (http://www.sutihr.com/), now make it easier and cheaper for companies to automate their HRM & payroll.
From United%20States, Manassas
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From United%20States, Manassas
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Please read this article People Analytics All Set to Redfine HR | Blog
From India, Gurgaon
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From India, Gurgaon
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Hi Akshya Singh, Please try in Cite HR archives. Type "SKILL GAP IN ORGANIZATION" inside the 'search' box that you find above in the title bar. Then press 'enter' key. You will get a lot of information.
V. Raghunathan
From India
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V. Raghunathan
From India
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Hiring managers are searching for people with the ability to be productive immediately, not candidates who may need extra training to do well in a job. For more information, visit http://www.credforce.com/Spotlight/insight/Infographic-skills-gap-arising-threat-to-industries-economies.
From India, Gurgaon
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From India, Gurgaon
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Well, yes, I understand how difficult it is to get a job in this highly competitive world. I went through the following article a few days back. Read this to get a better understanding of the topic: [Infographic: Skills Gap](http://www.credforce.com/Spotlight/insight/Infographic-skills-gap-arising-threat-to-industries-economies)
From India, Gurgaon
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From India, Gurgaon
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Hi, read this blog and this might help:Effective Ways to Revive Talent Management in Asia | Blog
From India, Gurgaon
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From India, Gurgaon
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Hi, nurturing internal talent and recruiting new talents are some practices. For more details, read this blog Effective Ways to Revive Talent Management in Asia | Blog
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Hi, nurturing internal talent and recruiting new talent are some practices. For more details, read this blog Effective Ways to Revive Talent Management in Asia | Blog
From India, Gurgaon
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Hi, nurturing internal talent and recruiting new talent are some practices. For more details, read this blog Effective Ways to Revive Talent Management in Asia | Blog
From India, Gurgaon
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Hi, here is something related to the topic. Please see the link http://www.credforce.com/Spotlight/insight/effective-ways-to-revive-talent-management-in-asia
From India, Gurgaon
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From India, Gurgaon
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Dear Akshay Singh, Why are you making this repeat post ? V.Raghunathan
From India
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From India
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Hi. Can anyone tell how to maintain the level of talent in any organization?
From India, Gurgaon
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From India, Gurgaon
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Hi! Yes, it is a difficult task for HR and talent management professionals. Therefore, they should put more emphasis on training and development of their workforce so that it can realize its true potential. For further details, see [Overcoming HR Challenges in Southeast Asia's Retail Sector | Blog](http://www.credforce.com/Spotlight/insight/over-coming-hr-challenges-in-southeast-asia-retail-sector)
From India, Gurgaon
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From India, Gurgaon
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Hi please tell me the advantage of having a certified HR professional?
From India, Gurgaon
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From India, Gurgaon
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Dear,
First of all, you need to have clearly defined KRAs and KPIs for every position. Based on KPIs, you can compare at any point in time through performance appraisal to determine if there is any gap between the current level of performance and the desired level. If a gap exists, then competency mapping needs to be conducted.
Here is a stepwise guide on what you need to do:
Step 1: Define KRAs and KPIs for every position.
Step 2: Conduct performance appraisals monthly, quarterly, or biannually to identify any gaps. It is preferable to do this quarterly; however, the duration may vary depending on management style and work culture.
Step 3: If a gap is identified between the desired and current level of performance, determine the possible reasons for it. Take proactive and corrective actions to align competency with the desired level.
The reasons behind the performance gap may vary. The employee might not be clear about their job role, might lack proper support/guidance from their reporting boss, may not understand the company's products or services and require training, could be demotivated due to bias in the team, might not be compensated adequately compared to similar-level employees or based on their merits, could lack interest in the job they were hired for, among many other reasons. It is crucial to identify the reasons and take corrective action.
As a proactive measure, ensure right recruitment, offer suitable profiles and salaries, provide product training in advance periodically, conduct employee counseling and motivational training regularly to keep employees motivated, engage employees with the organization through programs, establish transparent career paths, offer opportunities for skill development, and take other necessary actions. By consistently taking proactive measures, the performance level of every employee can be maintained.
In conclusion, it is essential to understand that maintaining performance levels requires correct recruitment initially and continuously taking proactive actions to keep employees satisfied and motivated at all times.
For more detailed information, please feel free to contact me directly.
From India, Delhi
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First of all, you need to have clearly defined KRAs and KPIs for every position. Based on KPIs, you can compare at any point in time through performance appraisal to determine if there is any gap between the current level of performance and the desired level. If a gap exists, then competency mapping needs to be conducted.
Here is a stepwise guide on what you need to do:
Step 1: Define KRAs and KPIs for every position.
Step 2: Conduct performance appraisals monthly, quarterly, or biannually to identify any gaps. It is preferable to do this quarterly; however, the duration may vary depending on management style and work culture.
Step 3: If a gap is identified between the desired and current level of performance, determine the possible reasons for it. Take proactive and corrective actions to align competency with the desired level.
The reasons behind the performance gap may vary. The employee might not be clear about their job role, might lack proper support/guidance from their reporting boss, may not understand the company's products or services and require training, could be demotivated due to bias in the team, might not be compensated adequately compared to similar-level employees or based on their merits, could lack interest in the job they were hired for, among many other reasons. It is crucial to identify the reasons and take corrective action.
As a proactive measure, ensure right recruitment, offer suitable profiles and salaries, provide product training in advance periodically, conduct employee counseling and motivational training regularly to keep employees motivated, engage employees with the organization through programs, establish transparent career paths, offer opportunities for skill development, and take other necessary actions. By consistently taking proactive measures, the performance level of every employee can be maintained.
In conclusion, it is essential to understand that maintaining performance levels requires correct recruitment initially and continuously taking proactive actions to keep employees satisfied and motivated at all times.
For more detailed information, please feel free to contact me directly.
From India, Delhi
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Dear Sujan Roy,
What you have written is correct however, your post misses one important thing and it is about organisational performance. Talent Management or Talent Profiling or as simple as your recruitment standards should be designed on the performance that your company wishes to achieve. Example of organisational performance are:
a) We wanted to elevate Inventory Turnover Ratio (ITR) from _____ to _____.
b) We wanted to increase Account Receivable Turnover Ratio (ARTR) from ____ to _____
c) We wanted to improve Customer Satisfaction Index from ____ to ____
d) We wanted to reduce per shift energy consumption from _____ to _____
If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness.
Let me give little different example but context is same. Recently interview of Mr Arun Jain, Found CEO of Polaris was published in the "Business Line". The headline of the interview read "It’s important to pay well to get top talent". He has blamed poor talent for his company's inability to catch with IT bigwigs like Wipro, Infosys etc. It took twenty years for him to understand his mistake. Not that Polaris did not have KRAs for their employees. However, focus was on employees and not on where organisation wanted to go.
Many companies have budget for their employee cost. Based on this cost, the recruitment and selection is done. Based on the person's on board, the KRAs are set because the everybody knows that the it would be beyond the scope of available manpower to attain stellar performance like big companies.
Thanks,
Dinesh Divekar
From India, Bangalore
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What you have written is correct however, your post misses one important thing and it is about organisational performance. Talent Management or Talent Profiling or as simple as your recruitment standards should be designed on the performance that your company wishes to achieve. Example of organisational performance are:
a) We wanted to elevate Inventory Turnover Ratio (ITR) from _____ to _____.
b) We wanted to increase Account Receivable Turnover Ratio (ARTR) from ____ to _____
c) We wanted to improve Customer Satisfaction Index from ____ to ____
d) We wanted to reduce per shift energy consumption from _____ to _____
If our focus is on individuals, then we start looking at or even rewarding at individual excellence but organisation continues to stagnate. This is far more dangerous as it reduces the organisation's competitiveness.
Let me give little different example but context is same. Recently interview of Mr Arun Jain, Found CEO of Polaris was published in the "Business Line". The headline of the interview read "It’s important to pay well to get top talent". He has blamed poor talent for his company's inability to catch with IT bigwigs like Wipro, Infosys etc. It took twenty years for him to understand his mistake. Not that Polaris did not have KRAs for their employees. However, focus was on employees and not on where organisation wanted to go.
Many companies have budget for their employee cost. Based on this cost, the recruitment and selection is done. Based on the person's on board, the KRAs are set because the everybody knows that the it would be beyond the scope of available manpower to attain stellar performance like big companies.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Mr. Divekar,
Your reply is in context to organizational performance. Whereas, as per the question asked above, I could understand Aakshay wanted to know how to maintain the performance level of talent (employees), not of the organization. Had it been about the organization, I would have replied accordingly. However, my reply also conveys factors for organizational performance.
Now, on your statement "If our focus is on individuals, then we start looking at or even rewarding individual excellence but the organization continues to stagnate. This is far more dangerous as it reduces the organization's competitiveness." I do not fully agree with that.
KRAs and KPIs should be designed as per a top-down approach. This means based on our company/corporate objective, we should define departmental objectives, and based on departmental objectives, we should define individual objectives. So when we do that, then after execution as per a bottom-up approach, individual performance will collectively help to achieve departmental objectives, which in turn serve the company's objectives. Therefore, it is important to focus on individual performance. Additionally, a company will never stagnate if it has short-term goals along with long-term ones. Based on short-term incremental company goals, departments will also have short-term incremental goals from time to time, as will employees. Hence, it is important to focus on employee performance and development too.
Therefore, we should define KRAs and KPIs carefully, taking ROI into consideration for any particular position. When we talk about ROI, everything comes under it, including the examples of organizational performance mentioned above.
Regarding the example you cited for Polaris, they faced that problem because, as per their business plan, they couldn't draw a manpower plan and the required skill sets for the manpower to achieve it. This implies no correct recruitment, no suitable KRAs, KPIs, and no appropriate development plan.
From India, Delhi
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Your reply is in context to organizational performance. Whereas, as per the question asked above, I could understand Aakshay wanted to know how to maintain the performance level of talent (employees), not of the organization. Had it been about the organization, I would have replied accordingly. However, my reply also conveys factors for organizational performance.
Now, on your statement "If our focus is on individuals, then we start looking at or even rewarding individual excellence but the organization continues to stagnate. This is far more dangerous as it reduces the organization's competitiveness." I do not fully agree with that.
KRAs and KPIs should be designed as per a top-down approach. This means based on our company/corporate objective, we should define departmental objectives, and based on departmental objectives, we should define individual objectives. So when we do that, then after execution as per a bottom-up approach, individual performance will collectively help to achieve departmental objectives, which in turn serve the company's objectives. Therefore, it is important to focus on individual performance. Additionally, a company will never stagnate if it has short-term goals along with long-term ones. Based on short-term incremental company goals, departments will also have short-term incremental goals from time to time, as will employees. Hence, it is important to focus on employee performance and development too.
Therefore, we should define KRAs and KPIs carefully, taking ROI into consideration for any particular position. When we talk about ROI, everything comes under it, including the examples of organizational performance mentioned above.
Regarding the example you cited for Polaris, they faced that problem because, as per their business plan, they couldn't draw a manpower plan and the required skill sets for the manpower to achieve it. This implies no correct recruitment, no suitable KRAs, KPIs, and no appropriate development plan.
From India, Delhi
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Hello! According to what I have read, a certified HR professional drives its workforce to optimum performance. For further details, see link: [Overcoming HR Challenges in Southeast Asia's Retail Sector | Blog](http://www.credforce.com/Spotlight/insight/over-coming-hr-challenges-in-southeast-asia-retail-sector)
From India, Gurgaon
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From India, Gurgaon
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The challenge in retaining talent is to innovate ways to engage them to remain with the organization because talent, like precious metals, is subject to the demand and supply principle and, like them, is scarcely available.
B. Saikumar
From India, Mumbai
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B. Saikumar
From India, Mumbai
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Hi, nowadays Big Data is everywhere and it is involved in talent management practices too. Check out this infographic Infographic: Infusing Big Data into Talent Management | Blog
From India, Gurgaon
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From India, Gurgaon
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Hi, Big Data is playing a crucial role when it comes to HR. Check out this infographic:Infographic: Infusing Big Data into Talent Management | Blog
From India, Gurgaon
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From India, Gurgaon
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