Hi Hrich,
I am pursuing an MBA in HR and I am looking for your help. I have to make a presentation and report on compensation management. If you have any information regarding this topic, please send it to me at hricha_paliwal@yahoomail.com.
Regards,
Hricha
From India, Pune
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I am pursuing an MBA in HR and I am looking for your help. I have to make a presentation and report on compensation management. If you have any information regarding this topic, please send it to me at hricha_paliwal@yahoomail.com.
Regards,
Hricha
From India, Pune
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Hi,
I am doing a project on compensation and management in the GIS industry. Could anybody help me with some kind of data or reports? Please help me out as it's urgent. I have also posted about it before but received no replies. Could someone provide me with information? Please email me at ekta.p21@gmail.com.
Regards,
Ekta Paliwal
From India, Delhi
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3I am doing a project on compensation and management in the GIS industry. Could anybody help me with some kind of data or reports? Please help me out as it's urgent. I have also posted about it before but received no replies. Could someone provide me with information? Please email me at ekta.p21@gmail.com.
Regards,
Ekta Paliwal
From India, Delhi
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7 Rules of Excellence for HR Managers
*Santosh Barnwal (LNMI, PATNA)*
In today's competitive business environment where people management has come to the forefront, excellence in discharging HR functions is in high demand from HR managers. There cannot be any magic stick by which any HR manager can be transformed into an excellent one. It is only by a proactive mindset and practice that an HR manager can bring excellence in themselves. No one is born with the value of excellence. Practically, it is developed slowly over time.
It is not necessary that only a highly qualified manager from a premier management school brings with them the guarantee of excellence. I have witnessed many individuals with an average upbringing, educational, and social background proving themselves to be excellent HR managers. What is required is the quest for learning and an attitude of taking ownership of the problems in the organization.
The following are the rules of excellence for HR managers:
1. Become a leader, not just a manager.
The basic skills of excellence in HR require a manager to build and bind people together with hearts, minds, and souls. For this, they have to become a leader and not just a manager. Every organization that has maintained its excellence over time has been able to do so because it had a leader, not just a manager, who could transform the culture of excellence. While a manager does things right, as a leader, an HR manager should always do the right things. While a manager may be efficient in moving in the right direction to achieve excellence, as an HR manager, you should have a vision to choose that direction. While a manager may use authority to discharge their functions, as a leader, you should use the power derived from employees' respect. An HR manager has to develop the capability to work well without losing balance in times of crisis.
2. Be careful, honest, and sincere while selecting a person.
Engage the right person for the right job. Don't try to fit a square peg in a round hole. Discourage favoritism in recruitment. Don't compromise on the quality and requirements of the job. Always prefer attitude in a person. Engage for attitude and train for skills. It is the attitude of the person that makes a difference while performing their job. Problems start from this point.
3. Don't make induction a ritual.
Most HR managers treat this exercise as a ritual and delegate it to a subordinate, which ultimately results in a failure to achieve the purpose of this exercise. It is high time for HR managers to mold new employees and align them with the organizational culture. Many new employees leaving an organization in a short tenure reveal the startling fact of their poor/negative induction at the time of joining, making demotivation a primary cause.
4. Make it clear to employees what is expected from them.
It is the HR manager's responsibility to ensure that employees working in the organization are well aware of what the organization expects from them. In one reputable organization where I was called in as an expert to diagnose people management problems, after observing the work culture, I commented, 'In your organization, everybody is doing everybody's job, and nobody knows what they are doing.' The HR manager needs to be cautious about this silent killer of the organization's culture.
5. Be firm and fair.
The HR manager must practice this policy consistently. When dealing with employee relations, they must demonstrate firmness and fairness even in sensitive situations to command respect from all corners. They must champion the causes of both employees and the employer.
6. Confront problems.
An HR manager who avoids tricky situations and problems cannot excel in discharging their functions. They must confront problems as they arise and address them. Remember that avoiding problems and sweeping issues under the rug will not lead to excellence. In any organization where HR personnel pass the buck and shift the burden of problems like a shuttlecock, they are bound to face more complex situations that may explode in a more aggressive manner, causing irreparable losses to the organization's culture.
7. Apply the principle of 20-80.
As an HR professional, it is not always necessary to rely on technical knowledge to achieve excellence. What is required is the skill of dealing with people, known as the 20-80 ratio. 80% is your people-handling skills in all situations, managing human dignity with common sense, and 20% is your technical knowledge. Reversing this ratio may hinder your path to excellence.
From India, Calcutta
Acknowledge(0)Amend(0)
*Santosh Barnwal (LNMI, PATNA)*
In today's competitive business environment where people management has come to the forefront, excellence in discharging HR functions is in high demand from HR managers. There cannot be any magic stick by which any HR manager can be transformed into an excellent one. It is only by a proactive mindset and practice that an HR manager can bring excellence in themselves. No one is born with the value of excellence. Practically, it is developed slowly over time.
It is not necessary that only a highly qualified manager from a premier management school brings with them the guarantee of excellence. I have witnessed many individuals with an average upbringing, educational, and social background proving themselves to be excellent HR managers. What is required is the quest for learning and an attitude of taking ownership of the problems in the organization.
The following are the rules of excellence for HR managers:
1. Become a leader, not just a manager.
The basic skills of excellence in HR require a manager to build and bind people together with hearts, minds, and souls. For this, they have to become a leader and not just a manager. Every organization that has maintained its excellence over time has been able to do so because it had a leader, not just a manager, who could transform the culture of excellence. While a manager does things right, as a leader, an HR manager should always do the right things. While a manager may be efficient in moving in the right direction to achieve excellence, as an HR manager, you should have a vision to choose that direction. While a manager may use authority to discharge their functions, as a leader, you should use the power derived from employees' respect. An HR manager has to develop the capability to work well without losing balance in times of crisis.
2. Be careful, honest, and sincere while selecting a person.
Engage the right person for the right job. Don't try to fit a square peg in a round hole. Discourage favoritism in recruitment. Don't compromise on the quality and requirements of the job. Always prefer attitude in a person. Engage for attitude and train for skills. It is the attitude of the person that makes a difference while performing their job. Problems start from this point.
3. Don't make induction a ritual.
Most HR managers treat this exercise as a ritual and delegate it to a subordinate, which ultimately results in a failure to achieve the purpose of this exercise. It is high time for HR managers to mold new employees and align them with the organizational culture. Many new employees leaving an organization in a short tenure reveal the startling fact of their poor/negative induction at the time of joining, making demotivation a primary cause.
4. Make it clear to employees what is expected from them.
It is the HR manager's responsibility to ensure that employees working in the organization are well aware of what the organization expects from them. In one reputable organization where I was called in as an expert to diagnose people management problems, after observing the work culture, I commented, 'In your organization, everybody is doing everybody's job, and nobody knows what they are doing.' The HR manager needs to be cautious about this silent killer of the organization's culture.
5. Be firm and fair.
The HR manager must practice this policy consistently. When dealing with employee relations, they must demonstrate firmness and fairness even in sensitive situations to command respect from all corners. They must champion the causes of both employees and the employer.
6. Confront problems.
An HR manager who avoids tricky situations and problems cannot excel in discharging their functions. They must confront problems as they arise and address them. Remember that avoiding problems and sweeping issues under the rug will not lead to excellence. In any organization where HR personnel pass the buck and shift the burden of problems like a shuttlecock, they are bound to face more complex situations that may explode in a more aggressive manner, causing irreparable losses to the organization's culture.
7. Apply the principle of 20-80.
As an HR professional, it is not always necessary to rely on technical knowledge to achieve excellence. What is required is the skill of dealing with people, known as the 20-80 ratio. 80% is your people-handling skills in all situations, managing human dignity with common sense, and 20% is your technical knowledge. Reversing this ratio may hinder your path to excellence.
From India, Calcutta
Acknowledge(0)Amend(0)
7 Rules of Excellence for HR Managers
In today’s competitive business environment where people management has come on priority, excellence in discharging HR functions is on high demand from HR managers. There can not be any magic stick by which any HR manager can be transformed into an excellent one. It is only by proactive mindset and practice; HR manager can bring excellence in him. No one is born with the excellence value. Practically it is developed slowly by passage of time.
It is not necessary that only a highly qualified manager from a premier management school bring with him the guarantee of excellence. I have witnessed many persons with average upbringing; educational and social back ground proving themselves to be an excellent HR managers. What is required is the quest of learning and attitude of taking ownership of the problems in the organization by the person.
The following are the rules of excellence for HR managers:
1. Become leader not a manager.
The basic skills of excellence in HR require a manager to build people, bind people together with hearts minds and souls and for this he has to become a leader and not a mere manager. Every organization that has maintained its excellent over the period of time has been able to do so because it had a leader and not a manager who was able to transform the culture of excellence. While a manager does things right, as a leader HR manager should always do right things. While a manager may be efficient to move in a right direction to achieve excellence, as a HR manager you should have a vision to choose that direction. While manager may use the authority to discharge his functions, as a leader you should use your power derived from employees’ respect. HR manager has to develop the capability of working well without loosing balance in times of crisis.
2. Be careful, honest and sincere while selecting a person.
Engage right person at the right job. Don’t try to fit a square in a hole. Discourage favoritisms in recruitment. Don’t compromise with the quality and requirement of the job. Always prefer attitude in a person. Engage for attitude and train for skills. It is the attitude of the person which makes a difference while performing his job. Problem starts from this point.
3. Don’t make induction a ritual.
Most of the HR managers do this exercise as a ritual and leave it on a subordinate which ultimately turns out to be a utter failure in achiveing purpose of this exercise. This is high time for HR manager to mould new employee and tune him with the organizational culture. Most of the new employees leaving organization in a short tenure reveal the startling fact of their poor/negative induction at the time of joining making their prime cause demotivation.
4. Make the employee clear what is expected from him.
It is for the HR manager to ensure that employees working in the organization are well aware of what the organization expects from them. In one of the reputed organization when I was called as an expert to diagnose the problem in people management, after observing the work culture I commented, ‘In your organization everybody is doing every body’s job and no body knows what he is doing’. HR Manager has to be cautious about this silent killer of the organization culture.
5. Be firm and fair.
HR manager has to practice this policy down the line all the time. While dealing employee relations he has to exhibit and display his firmness and fairness even in sensitive situations to command respect from all corners. He has to champion the cause of employees and employer too.
6. Confront Problems.
HR manager who escape from tricky situations and problems can not excel in discharging his functions. He has to confront the problems as they arise and disseminate them. Always remember that avoiding problems and keeping the dust under the corpet will not pave the way of excellence. In any organization where HR people pass the buck and shift the burden of problems like shuttle cock are bound to face more complex situations which may explode in a more aggressive way causing irreparable losses to organization culture.
7. Apply the principle of 20-80.
As a HR professional it is not necessary all the time to use your technical knowledge for achieving excellence but what is required is skill of dealing with people and this ratio is known as 20-80. 80% is of your people handling skills in all situations with common sense management of human dignity and 20% is of your technical knowledge. If your reverse this ratio, you may never achieve excellence.
From India, Calcutta
Acknowledge(0)Amend(0)
Santosh Barnwal
(LNMI, PATNA)
(LNMI, PATNA)
In today’s competitive business environment where people management has come on priority, excellence in discharging HR functions is on high demand from HR managers. There can not be any magic stick by which any HR manager can be transformed into an excellent one. It is only by proactive mindset and practice; HR manager can bring excellence in him. No one is born with the excellence value. Practically it is developed slowly by passage of time.
It is not necessary that only a highly qualified manager from a premier management school bring with him the guarantee of excellence. I have witnessed many persons with average upbringing; educational and social back ground proving themselves to be an excellent HR managers. What is required is the quest of learning and attitude of taking ownership of the problems in the organization by the person.
The following are the rules of excellence for HR managers:
1. Become leader not a manager.
The basic skills of excellence in HR require a manager to build people, bind people together with hearts minds and souls and for this he has to become a leader and not a mere manager. Every organization that has maintained its excellent over the period of time has been able to do so because it had a leader and not a manager who was able to transform the culture of excellence. While a manager does things right, as a leader HR manager should always do right things. While a manager may be efficient to move in a right direction to achieve excellence, as a HR manager you should have a vision to choose that direction. While manager may use the authority to discharge his functions, as a leader you should use your power derived from employees’ respect. HR manager has to develop the capability of working well without loosing balance in times of crisis.
2. Be careful, honest and sincere while selecting a person.
Engage right person at the right job. Don’t try to fit a square in a hole. Discourage favoritisms in recruitment. Don’t compromise with the quality and requirement of the job. Always prefer attitude in a person. Engage for attitude and train for skills. It is the attitude of the person which makes a difference while performing his job. Problem starts from this point.
3. Don’t make induction a ritual.
Most of the HR managers do this exercise as a ritual and leave it on a subordinate which ultimately turns out to be a utter failure in achiveing purpose of this exercise. This is high time for HR manager to mould new employee and tune him with the organizational culture. Most of the new employees leaving organization in a short tenure reveal the startling fact of their poor/negative induction at the time of joining making their prime cause demotivation.
4. Make the employee clear what is expected from him.
It is for the HR manager to ensure that employees working in the organization are well aware of what the organization expects from them. In one of the reputed organization when I was called as an expert to diagnose the problem in people management, after observing the work culture I commented, ‘In your organization everybody is doing every body’s job and no body knows what he is doing’. HR Manager has to be cautious about this silent killer of the organization culture.
5. Be firm and fair.
HR manager has to practice this policy down the line all the time. While dealing employee relations he has to exhibit and display his firmness and fairness even in sensitive situations to command respect from all corners. He has to champion the cause of employees and employer too.
6. Confront Problems.
HR manager who escape from tricky situations and problems can not excel in discharging his functions. He has to confront the problems as they arise and disseminate them. Always remember that avoiding problems and keeping the dust under the corpet will not pave the way of excellence. In any organization where HR people pass the buck and shift the burden of problems like shuttle cock are bound to face more complex situations which may explode in a more aggressive way causing irreparable losses to organization culture.
7. Apply the principle of 20-80.
As a HR professional it is not necessary all the time to use your technical knowledge for achieving excellence but what is required is skill of dealing with people and this ratio is known as 20-80. 80% is of your people handling skills in all situations with common sense management of human dignity and 20% is of your technical knowledge. If your reverse this ratio, you may never achieve excellence.
From India, Calcutta
Acknowledge(0)Amend(0)
Dear Hricha,
I am pursuing an MBA in HR and am seeking your help. I have to prepare a presentation and report on compensation management. If you have any information on this topic, please send it to me at hricha_paliwal@yahoomail.com.
Regards,
Hricha
Dear Hricha,
You may find Paycheck India helpful in understanding minimum wages in India based on industry and skill levels.
Regards,
Diwakar
From India, Delhi
Acknowledge(0)Amend(0)
I am pursuing an MBA in HR and am seeking your help. I have to prepare a presentation and report on compensation management. If you have any information on this topic, please send it to me at hricha_paliwal@yahoomail.com.
Regards,
Hricha
Dear Hricha,
You may find Paycheck India helpful in understanding minimum wages in India based on industry and skill levels.
Regards,
Diwakar
From India, Delhi
Acknowledge(0)Amend(0)
"The word salary applies to compensation that is uniform from one period to the next and does not depend upon the number of hours worked." Take a look at from an online theory of compensation management & salary negotiation.
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"The word 'salary' applies to compensation that is uniform from one period to the next and does not depend upon the number of hours worked." Take a look at [Compensation Management](http://mymbaclasses.blogspot.com/2009/02/compensation-management-salary.html) from an online theory of compensation management and salary negotiation.
From India, Delhi
Acknowledge(0)Amend(0)
---
"The word 'salary' applies to compensation that is uniform from one period to the next and does not depend upon the number of hours worked." Take a look at [Compensation Management](http://mymbaclasses.blogspot.com/2009/02/compensation-management-salary.html) from an online theory of compensation management and salary negotiation.
From India, Delhi
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