Hi,
Would be of great help if I could understand the practices followed your Company in the following areas of Talent Management:
1. Corporate Identity – how are the core values/beliefs institutionalised with your employees.
2. Performance Management Process – What are the areas where the employees is evaluated apart from his KRAs
3. Talent Retention- What are the retention practices/employee recognition practices.
4. What are the practices adopted in employee engagement.
Talent Development:
1. How do you motivate employees to attend trainings? Are trainings given weightage during appraisals
2. How do you identify and build the competencies for various job roles.
3. What are the various practices adopted to enable continuous learning
4. Modes of imparting trainings. (How do you promote learning culture within the organisation).
5. How do you measure the effectiveness of the training programme.
Please send your feedback on
.
From India, Hyderabad
Would be of great help if I could understand the practices followed your Company in the following areas of Talent Management:
1. Corporate Identity – how are the core values/beliefs institutionalised with your employees.
2. Performance Management Process – What are the areas where the employees is evaluated apart from his KRAs
3. Talent Retention- What are the retention practices/employee recognition practices.
4. What are the practices adopted in employee engagement.
Talent Development:
1. How do you motivate employees to attend trainings? Are trainings given weightage during appraisals
2. How do you identify and build the competencies for various job roles.
3. What are the various practices adopted to enable continuous learning
4. Modes of imparting trainings. (How do you promote learning culture within the organisation).
5. How do you measure the effectiveness of the training programme.
Please send your feedback on
From India, Hyderabad
Hi Veena,
You are asking questions for which the answers would have to be really altered or tweaked to suit your organization. They cannot be replied to in isolation else they will become theoretical in nature.
I can surely assist you, but also would like to know the following:
1) How old is your organization? Where is it based?
2) What industry does it come under?
3) some demographics of your employee base, like age, qualification, experience
4) some information on the culture
Most importantly - why do you ask your questions? what is the requirement to do so?
Please write back accordingly.
Regards
Ryan
From India, Mumbai
89You are asking questions for which the answers would have to be really altered or tweaked to suit your organization. They cannot be replied to in isolation else they will become theoretical in nature.
I can surely assist you, but also would like to know the following:
1) How old is your organization? Where is it based?
2) What industry does it come under?
3) some demographics of your employee base, like age, qualification, experience
4) some information on the culture
Most importantly - why do you ask your questions? what is the requirement to do so?
Please write back accordingly.
Regards
Ryan
From India, Mumbai
I am Rama, a trainer.
I have been a fan of citehr - following it, learning from it.
I would like some ppts, videos and materials on :
Cultural diversity
Generation gap
Woman empowerment
Sales training.
Requesting for help from fellow citehrs.
From India, Bangalore
I have been a fan of citehr - following it, learning from it.
I would like some ppts, videos and materials on :
Cultural diversity
Generation gap
Woman empowerment
Sales training.
Requesting for help from fellow citehrs.
From India, Bangalore
Hello Veena,
I would need much the same type of information as asked by Ryan.
1. Nature of the industry in which you prevail
2. How long has the organization been in existence?
3. If there are any processes what are they - you talk of talent retention, but even before that is what are the practices
you have to identify the right talent.
4. What is the process that you follow for induction, then how is the performance goal instituted for people to know what
are the performance practices.
a. How will the goal setting be.
b. How will the evaluation process be
c. Is there a mid-term review, and if things are not going according to plan then how should it be brought back to track.
5. Here is where aspects of training, Learning and Development will come in
Areas such as competencies employee engagement are pretty vast and they need a lot of professional advise from external sources - this is where your organization needs a "coach"
I suggest you should call me, as I am in the same city that you are. May be an exchange of thought can be f great value before making suggestions off the cuff.
Warm regards,
TSK. Raman
8374111185
From India, Hyderabad
I would need much the same type of information as asked by Ryan.
1. Nature of the industry in which you prevail
2. How long has the organization been in existence?
3. If there are any processes what are they - you talk of talent retention, but even before that is what are the practices
you have to identify the right talent.
4. What is the process that you follow for induction, then how is the performance goal instituted for people to know what
are the performance practices.
a. How will the goal setting be.
b. How will the evaluation process be
c. Is there a mid-term review, and if things are not going according to plan then how should it be brought back to track.
5. Here is where aspects of training, Learning and Development will come in
Areas such as competencies employee engagement are pretty vast and they need a lot of professional advise from external sources - this is where your organization needs a "coach"
I suggest you should call me, as I am in the same city that you are. May be an exchange of thought can be f great value before making suggestions off the cuff.
Warm regards,
TSK. Raman
8374111185
From India, Hyderabad
Hi Veena,
I would like to share my views as follows:
1. Corporate Identity – how are the core values/beliefs institutionalised with your employees.
My Views: Some of Unique identity has been followed in my organisation such Dress codes, Sophisticated work environment, unique furnitures etc., are to execute their values in front of the outsider's, visitor's and our customer's.
2. Performance Management Process – What are the areas where the employees is evaluated apart from his KRAs
My views: Time Management is personally monitored to their roles and also their reporting time for duty.
Employees Relationship, Self initiation, Job attachment.
3. Talent Retention- What are the retention practices/employee recognition practices.
My views: Encashment benefits for Job Performance, Awards.
4. What are the practices adopted in employee engagement.
My views: Weekend/Monthend Party, occasional Tours, LTA, Remuneration, Participation on Staff's festivals and also on their funerals.
Talent Development:
1. How do you motivate employees to attend trainings? Are trainings given weightage during appraisals
My views: Of course, Yes! We insist each and individual staff's to nominate for their training programmes and also we will evaluate and make peoples understand about their current position of their role on every month.
2. How do you identify and build the competencies for various job roles.
My views: By Skill Mapping process for all the roles.
3. What are the various practices adopted to enable continuous learning
My views: Knowledge sharing about the new methodologies lies into the market.
4. Modes of imparting trainings. (How do you promote learning culture within the organisation).
My views: Make the people to understand their efficiency first and automatically interested people will put an effort for their next level and others will eliminate (or) terminate.
5. How do you measure the effectiveness of the training programme.
My views: Score Card contains objective questions and Feedbacks in person by both verbal and written.
Regards,
Balamurugan
Assistant Manager - HR
From India, Salem
I would like to share my views as follows:
1. Corporate Identity – how are the core values/beliefs institutionalised with your employees.
My Views: Some of Unique identity has been followed in my organisation such Dress codes, Sophisticated work environment, unique furnitures etc., are to execute their values in front of the outsider's, visitor's and our customer's.
2. Performance Management Process – What are the areas where the employees is evaluated apart from his KRAs
My views: Time Management is personally monitored to their roles and also their reporting time for duty.
Employees Relationship, Self initiation, Job attachment.
3. Talent Retention- What are the retention practices/employee recognition practices.
My views: Encashment benefits for Job Performance, Awards.
4. What are the practices adopted in employee engagement.
My views: Weekend/Monthend Party, occasional Tours, LTA, Remuneration, Participation on Staff's festivals and also on their funerals.
Talent Development:
1. How do you motivate employees to attend trainings? Are trainings given weightage during appraisals
My views: Of course, Yes! We insist each and individual staff's to nominate for their training programmes and also we will evaluate and make peoples understand about their current position of their role on every month.
2. How do you identify and build the competencies for various job roles.
My views: By Skill Mapping process for all the roles.
3. What are the various practices adopted to enable continuous learning
My views: Knowledge sharing about the new methodologies lies into the market.
4. Modes of imparting trainings. (How do you promote learning culture within the organisation).
My views: Make the people to understand their efficiency first and automatically interested people will put an effort for their next level and others will eliminate (or) terminate.
5. How do you measure the effectiveness of the training programme.
My views: Score Card contains objective questions and Feedbacks in person by both verbal and written.
Regards,
Balamurugan
Assistant Manager - HR
From India, Salem
Dear Ms. Veena,
You've already got probable solutions to some of the issue raised by you courtesy of Mr. Balamurugan.
However, I would like to emphasize that there is no "one-size-fit-all" solution.
While these measures may be basic things that could be followed, with due respects, let me state that HR in a technology environment demands a lot more from HR professionals.
It ranges from - Vision, Mission and Values, Human Resource Management Plan, Manpower Planning, Recruitment, Selection, and Induction, Compensation and Benefit, Performance Management, Training and Development, Compensation and Benefit, Rewards and Recognition, Service Quality Enhancement, Customer Service Orientation, etc., a few to name.
Primary Conditions for HR Best Practices to prevail
HR should have a place in the Top Management where it can participate in Policy Matter. This is to enable get first hand understanding what the business leaders expect and then translate that to reality by getting the organizational forces aligned to meet the goals of the organization using the best values based, ethical practices.
Workforce Size Matters in Charting the Course to High-Impact HR
HR Organizations Must Get the Basics Right before Pursuing a Strategic HR Agenda
High-Impact HR Organizations Focus on Continuous Improvement, Not Radical HR Transformations
But, before all this it is also essential to know if the management is committed to make a "stand out" organization or a run-in-the-mill one."
Many start off with the noblest of intents but along the path "profit and fat bottom line" dominates everything leading to greed, and ultimately it'll reaches a point of no return.
Satyam is a classic case of what I am referring to, for I know personally what it started out to be an finally where one saw it's demise.
We can go on like this till the cows come back home and yet all that you will keep getting is more and more responses. The best way of getting things out of this group would be to spell out the "problem statement" clearly crisply rather than spreading it on a broad canvas.
From India, Hyderabad
You've already got probable solutions to some of the issue raised by you courtesy of Mr. Balamurugan.
However, I would like to emphasize that there is no "one-size-fit-all" solution.
While these measures may be basic things that could be followed, with due respects, let me state that HR in a technology environment demands a lot more from HR professionals.
It ranges from - Vision, Mission and Values, Human Resource Management Plan, Manpower Planning, Recruitment, Selection, and Induction, Compensation and Benefit, Performance Management, Training and Development, Compensation and Benefit, Rewards and Recognition, Service Quality Enhancement, Customer Service Orientation, etc., a few to name.
Primary Conditions for HR Best Practices to prevail
HR should have a place in the Top Management where it can participate in Policy Matter. This is to enable get first hand understanding what the business leaders expect and then translate that to reality by getting the organizational forces aligned to meet the goals of the organization using the best values based, ethical practices.
Workforce Size Matters in Charting the Course to High-Impact HR
HR Organizations Must Get the Basics Right before Pursuing a Strategic HR Agenda
High-Impact HR Organizations Focus on Continuous Improvement, Not Radical HR Transformations
But, before all this it is also essential to know if the management is committed to make a "stand out" organization or a run-in-the-mill one."
Many start off with the noblest of intents but along the path "profit and fat bottom line" dominates everything leading to greed, and ultimately it'll reaches a point of no return.
Satyam is a classic case of what I am referring to, for I know personally what it started out to be an finally where one saw it's demise.
We can go on like this till the cows come back home and yet all that you will keep getting is more and more responses. The best way of getting things out of this group would be to spell out the "problem statement" clearly crisply rather than spreading it on a broad canvas.
From India, Hyderabad
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