I wanted to know, what are the challenges that HR is facing these days? Waiting for the expert opinions.
From India, Mumbai
12From India, Mumbai
Dear Pallavi,
The challenges that HR is facing arise from the very issues that it try to address. These can be visualised
when you ask certain questions pertaing to the aspect of HR you are interested in. These questions can be
open questions, internal questions and even wonder questions. These will help you in attaing an original insight to your topic. Even though there may be substantial written material available,but believe me you will be more clear in your mind.
Thanks an regards,
Hemant Johri
From India, New Delhi
The challenges that HR is facing arise from the very issues that it try to address. These can be visualised
when you ask certain questions pertaing to the aspect of HR you are interested in. These questions can be
open questions, internal questions and even wonder questions. These will help you in attaing an original insight to your topic. Even though there may be substantial written material available,but believe me you will be more clear in your mind.
Thanks an regards,
Hemant Johri
From India, New Delhi
Greetings,
I had a long telecon with an HR Head to a global firm on a similar topic. His question was what are the greatest challenge any HR Leader would face, while joining any new firm?
Here are my thoughts on the same :
From India, Mumbai
I had a long telecon with an HR Head to a global firm on a similar topic. His question was what are the greatest challenge any HR Leader would face, while joining any new firm?
Here are my thoughts on the same :
1.Every business leaders believe an HR Leader would join with a magic wand and solve all their problems, be it customer retention or any thing else, under the sun. Since every problem involve some talents within the company. Hence, the Business leaders would expect HR to solve it !These reflections are on totality. These can be worked out to each intricate details to find specific solution. Please add on what I missed out. I look forward to hear from you !
2.Every employee would see the leader as a gateway, to a great career and a plum salary
Now begins the leader's work to understand the processes, find the gaps and look through them.
3.Not every situation which may pose as a problem , be an actual trouble. The problem can often lie in stating them.
4.Even when redefining the process and HR system might be a necessity , it cant be done over-night. Every change will create more friction than results initially.
5.Dash boards, data-analytic and industry research are used as facilitators to sell an idea, owning a solution stands different from that.
6.Collaboration and community, within the company are essential, but requires a top down approach. If the transparency cant come from the top, forcing it at the grass root level, will only remain an initiative
7.Employee-satisfaction survey will reflect your worst fears. Be prepared to accept and resolve it, before asking for it.
8.Compensation review will not address the best employees leaving the company . We all know very well, we cant pay as much as our employees expect. We can only show how we are doing our best within the budget. Hence, most often, create a friction !
9.Performance management is not an event to run down an employee, or force a manager to rank his team member. Addressing an employee's growth and grooming them for the next level role, is an everyday job , a daily process and not an one-time event.
10.Office politics will be there till eternity. Iron hand to suppress grapevine will not yield results. Fueling it with result-oriented stories, is a twin edged sword. Transparency is the only way out! There is no secondary to integrity.
From India, Mumbai
Greetings to all,
Let me share our old discussion with you on the same topic and im sure this will help you to get the answers
https://www.citehr.com/10646-problem...21st-cent.html
https://www.citehr.com/320415-what-t...r-company.html
https://www.citehr.com/198816-challa...r-manager.html
https://www.citehr.com/69936-challen...-managers.html
From India, Gurgaon
Let me share our old discussion with you on the same topic and im sure this will help you to get the answers
https://www.citehr.com/10646-problem...21st-cent.html
https://www.citehr.com/320415-what-t...r-company.html
https://www.citehr.com/198816-challa...r-manager.html
https://www.citehr.com/69936-challen...-managers.html
From India, Gurgaon
HR is supposed and accepted to be a crux of the company. It feels proud to me and all other HR's that we mean special position to a company. Although, there are challenges hugely delimited.
- To remain cognizant of of teh delicate issues created and strive to maintain an inclusive office culture.
- HR always have to put in a position where they are expected to meet impossibe demands for efficient and productive cause.
- HR has to run through political agenda, vindictiveness etc., which actually determines the fortitude of his persona and also appropriate response to that situation.
- The ability to remain calm in the midst of chaos and aptly resspond to the solution is one such good practise of HR.
However, HR stands for ones reality which is unpredictable and surviving in difficulty is the greatest deed of all.
From India, Visakhapatnam
- To remain cognizant of of teh delicate issues created and strive to maintain an inclusive office culture.
- HR always have to put in a position where they are expected to meet impossibe demands for efficient and productive cause.
- HR has to run through political agenda, vindictiveness etc., which actually determines the fortitude of his persona and also appropriate response to that situation.
- The ability to remain calm in the midst of chaos and aptly resspond to the solution is one such good practise of HR.
However, HR stands for ones reality which is unpredictable and surviving in difficulty is the greatest deed of all.
From India, Visakhapatnam
Dear Friends,
Below are the Highlights of the Strategic HR Summit held by Chennai edition of SiliconIndia recently :
The Chennai edition of SiliconIndia's Strategic HR Summit focused on the current challenges, opportunities, technologies, strategies & future trends of the HR sector. Held in hotel Rain Tree, this event took a realistic tour on the present economy scenario and offered insights, strategies and practical examples to rise above the challenges faced by HR professionals.
This grand event started with the Inaugural Keynote speech by Mohan Kumar, President, NHRD Chennai Chapter.
The keynote was followed by a session on "Attrition Management: Retaining vs. fresh hiring" by Chandrasekhar Chenniappan, Country HR Manager - Application Services Global Delivery - India, HP.
The first panel focused on "Engaging Gen Y - Leadership and Organisation Culture". With panelists like Ravi Mishra, Vice President - HR & Admin from Birla Carbon; Mohan Kumar, President of NHRD Chennai Chapter and Srimathi Shivashankar, Associate Vice President - Diversity & Sustainability from HCL Technologies, audiences were enlightened with every possible aspect of Gen Y related issues.
Here are some key points that were explained by Ravi.
"It is important for organizations to socialize with Gen Y to be an integral part of organization and engage with them. Issue of engagement is quiet important and it is not possible without understanding their perspectives, accepting their value system, and thought process. They are career oriented contrary to baby boomers that were more focused on doing a job with a belief that Work is Worship."
"Organization needs to design the model of engagement that suits the requirement based on location, demographic profile and work standards. We must understand that engagement is not entertainment. Many times organization equates entertainment with engagement and in the end it used to be found counterproductive."
Panel two, enlightened the topic "Innovation in performance management". Four renowned HR personalities Aashish Singh, Vice President & Head HR, Sutherland Global Services; Natarajan B, Head HR, Amrutanjan Health Care; Sumendra Chakraborty, VP- HR & Admin, Renault India and Ravi B S, VP- Human Potential Development, Nagarjuna Oil Corporation elucidated the audience about the complexities of managing innovation with productivity.
Here Aashish said that "organizations should look for continuous performance management system and the ultimate goal of performance management is to reduce the delta between org DNA and employee DNA."
The third thought-provoking panel was on "Talent management in changing times". Here the panelists were seasoned HR experts like Venkatanarayanan R, President - HR, Rane Holdings; S Raghuraman, Head - HR & Administration, Sundaram Infotech Solutions; V Sivaram Prasad, Vice President- HRD & Services, The KCP Limited and Sumithra Mathew, Vice President & Head HR, Indiaproperty.com.
Raghuraman pointed out that Talent Management is an ongoing process. We all look for Super Performers who can produce results on the first day, which is incorrect. People who are super performers are employees who have good attitude and requisite skills and competencies. Talent Management starts right from identifying people for the job. In order to retain good talent in the organization we should build trust with the employees. Transparency at the time of hiring and thereafter is essential. HR and the organization should walk the talk, should communicate to people in a correct manner during adverse situation. Especially during the recessionary phase transparent top down communication is very important. HR and the Management should be ethical in their approach which is one of the essentials to manage the talent.
The final panel enlightened on "How to maximize the potential of your workforce". This invigorating panel endeavored to boost employee potential, and comprised of distinguished speakers like Sukumaran Mariappan, Head - HR ( SAARC Region & Dubai), Trimble Navigation; K Shyaam Sunder, Chief Knowledge Officer, Ramco Systems; Niranjan Kumar, Assistant Vice president HR, HDFC; and K Sundaram, Head Employee Relation, Nokia India.
On the whole, the Strategic HR Summit was a splendid success, bringing together CEOs, MDs, CPOs, VPs and several other senior most HR Executives of Chennai with a complete solution for all their HR related worries.
From India, New Delhi
Below are the Highlights of the Strategic HR Summit held by Chennai edition of SiliconIndia recently :
The Chennai edition of SiliconIndia's Strategic HR Summit focused on the current challenges, opportunities, technologies, strategies & future trends of the HR sector. Held in hotel Rain Tree, this event took a realistic tour on the present economy scenario and offered insights, strategies and practical examples to rise above the challenges faced by HR professionals.
This grand event started with the Inaugural Keynote speech by Mohan Kumar, President, NHRD Chennai Chapter.
The keynote was followed by a session on "Attrition Management: Retaining vs. fresh hiring" by Chandrasekhar Chenniappan, Country HR Manager - Application Services Global Delivery - India, HP.
The first panel focused on "Engaging Gen Y - Leadership and Organisation Culture". With panelists like Ravi Mishra, Vice President - HR & Admin from Birla Carbon; Mohan Kumar, President of NHRD Chennai Chapter and Srimathi Shivashankar, Associate Vice President - Diversity & Sustainability from HCL Technologies, audiences were enlightened with every possible aspect of Gen Y related issues.
Here are some key points that were explained by Ravi.
"It is important for organizations to socialize with Gen Y to be an integral part of organization and engage with them. Issue of engagement is quiet important and it is not possible without understanding their perspectives, accepting their value system, and thought process. They are career oriented contrary to baby boomers that were more focused on doing a job with a belief that Work is Worship."
"Organization needs to design the model of engagement that suits the requirement based on location, demographic profile and work standards. We must understand that engagement is not entertainment. Many times organization equates entertainment with engagement and in the end it used to be found counterproductive."
Panel two, enlightened the topic "Innovation in performance management". Four renowned HR personalities Aashish Singh, Vice President & Head HR, Sutherland Global Services; Natarajan B, Head HR, Amrutanjan Health Care; Sumendra Chakraborty, VP- HR & Admin, Renault India and Ravi B S, VP- Human Potential Development, Nagarjuna Oil Corporation elucidated the audience about the complexities of managing innovation with productivity.
Here Aashish said that "organizations should look for continuous performance management system and the ultimate goal of performance management is to reduce the delta between org DNA and employee DNA."
The third thought-provoking panel was on "Talent management in changing times". Here the panelists were seasoned HR experts like Venkatanarayanan R, President - HR, Rane Holdings; S Raghuraman, Head - HR & Administration, Sundaram Infotech Solutions; V Sivaram Prasad, Vice President- HRD & Services, The KCP Limited and Sumithra Mathew, Vice President & Head HR, Indiaproperty.com.
Raghuraman pointed out that Talent Management is an ongoing process. We all look for Super Performers who can produce results on the first day, which is incorrect. People who are super performers are employees who have good attitude and requisite skills and competencies. Talent Management starts right from identifying people for the job. In order to retain good talent in the organization we should build trust with the employees. Transparency at the time of hiring and thereafter is essential. HR and the organization should walk the talk, should communicate to people in a correct manner during adverse situation. Especially during the recessionary phase transparent top down communication is very important. HR and the Management should be ethical in their approach which is one of the essentials to manage the talent.
The final panel enlightened on "How to maximize the potential of your workforce". This invigorating panel endeavored to boost employee potential, and comprised of distinguished speakers like Sukumaran Mariappan, Head - HR ( SAARC Region & Dubai), Trimble Navigation; K Shyaam Sunder, Chief Knowledge Officer, Ramco Systems; Niranjan Kumar, Assistant Vice president HR, HDFC; and K Sundaram, Head Employee Relation, Nokia India.
On the whole, the Strategic HR Summit was a splendid success, bringing together CEOs, MDs, CPOs, VPs and several other senior most HR Executives of Chennai with a complete solution for all their HR related worries.
From India, New Delhi
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
GLOBAL RESOURCING CHALLENGES.zip
7 Challenges - A Workbook on Communications. pdf
Special Challenges in Career Management - PPT 12.ppt