1. American Express Middle East was recognised for its commitment to using innovative HR practices to develop its 500-strong workforce across 18 countries. The company's HR department has worked to create a true learning environment by using the latest techniques to motivate employees and equip them with the skills to deliver world-class customer service
2. GOOGLE - known for its best HR practices to make them indulge with company that they r the family members by providing them benefits.
3.AMAZON
4. MICROSOFT
5.TAKE Solutions:-- offers cost-effective and complete solutions for enterprises across different sectors including pharmaceuticals, high technology, consumer packaged goods, oil/gas and automotive. TAKE’s SCM product suite includes distinct technology with embedded IP that spans enterprise mobility, trading partner collaboration and material tracking.
6. MOTOROLA :- HR 2000 Programme HR 2000 Programme - With the emerging globalization trend, Motorola has designed a common program for all its diverse business locations. All the participants undergo rigorous training programs as follows: -
An intensive 3-week orientation to Motorola culture, values, goals and initiatives.
An 18-month training program consisting of at least 3 rotations in at least 3 different sectors.
Functional training in at least 3 or more of HR areas.
From India, Mumbai
2. GOOGLE - known for its best HR practices to make them indulge with company that they r the family members by providing them benefits.
3.AMAZON
4. MICROSOFT
5.TAKE Solutions:-- offers cost-effective and complete solutions for enterprises across different sectors including pharmaceuticals, high technology, consumer packaged goods, oil/gas and automotive. TAKE’s SCM product suite includes distinct technology with embedded IP that spans enterprise mobility, trading partner collaboration and material tracking.
6. MOTOROLA :- HR 2000 Programme HR 2000 Programme - With the emerging globalization trend, Motorola has designed a common program for all its diverse business locations. All the participants undergo rigorous training programs as follows: -
An intensive 3-week orientation to Motorola culture, values, goals and initiatives.
An 18-month training program consisting of at least 3 rotations in at least 3 different sectors.
Functional training in at least 3 or more of HR areas.
From India, Mumbai
Companies are taking up people-related initiatives as there is a need to manage human resources advantageously, so as not to lose the competitive edge in talent that they have built. In managing their human resources, companies have time and again focused on values, invested in personnel, emphasized on meritocracy and consequently attaining excellence in HR processes.
Innovative Practices of Recruitment and Selection
* Second career Internship Program:
Tata SCIP was launched in March 2008 on International Women’s Day . It is a career transition management programme for women professionals who have taken a break of 1-8 years for any reason, and wish to re-enter the professional space.
* Holding on to the employees
Quatrro BPO Solutions has nurtured a concept of keeping in touch with high performers who leave the concern and hone in them, whenever they want to come back.
* Making use of pre hiring Process:
Genpact, the BPO pioneer, uses a pre-hiring process to aid in arresting attrition. The organisation brings people before they join, and have them look at the workplace. If the people choose to join, that reduces potential attrition.
* Checking the Profile on Social Networking Sites:
Organisations are pursing the candidate’s profile on sites such as Face book and LinkedIn. Once a candidate applies, his social behavior is traced. The persons social Skills decide if he fits the job. This practice has also started in India.
Innovative practices of Reward and Recognition
In today’s competitive world, rewards and recognition plays an important role in motivating and retaining employees. Rewards and recognition is an important part in every HR plan these days. Rewarding the high performing and motivating others to become such is becoming mandatory in IT & BPO industry
From India, Ludhiana
Innovative Practices of Recruitment and Selection
* Second career Internship Program:
Tata SCIP was launched in March 2008 on International Women’s Day . It is a career transition management programme for women professionals who have taken a break of 1-8 years for any reason, and wish to re-enter the professional space.
* Holding on to the employees
Quatrro BPO Solutions has nurtured a concept of keeping in touch with high performers who leave the concern and hone in them, whenever they want to come back.
* Making use of pre hiring Process:
Genpact, the BPO pioneer, uses a pre-hiring process to aid in arresting attrition. The organisation brings people before they join, and have them look at the workplace. If the people choose to join, that reduces potential attrition.
* Checking the Profile on Social Networking Sites:
Organisations are pursing the candidate’s profile on sites such as Face book and LinkedIn. Once a candidate applies, his social behavior is traced. The persons social Skills decide if he fits the job. This practice has also started in India.
Innovative practices of Reward and Recognition
In today’s competitive world, rewards and recognition plays an important role in motivating and retaining employees. Rewards and recognition is an important part in every HR plan these days. Rewarding the high performing and motivating others to become such is becoming mandatory in IT & BPO industry
From India, Ludhiana
Innovative HR Practices by different companies
1.TATA
Second Career Internship Program (SCIP): Tata has launched this program on SCIP in March 2008 on International Women's Day. It is a career transition programme for women professionals who are not working from past few years or have taken a break of 1-8 years from the job in their professional career for any reason, and wish to work again in the organization.
2. HCL Technologies
It got on board almost 60% of its senior-level executives (general managers and above) in 2011 through professional online networking platforms, primarily LinkedIn. "We have a dedicated team which looks into hiring through social media. As early adopters, we are at a stage where the numbers are much higher in terms of percentage of workforce hired from these new channels compared to any of our peers," says Ravi Shankar , senior VP, HR, at HCL Technologies . Shankar says HCL started using portals such as LinkedIn way back in 2007 and, other than hiring a huge chunk of its senior executives, it also employs 20% of its junior and 40% of its mid-level staff through it. HR heads at companies say for senior positions candidates who are not actively looking out for a job change can also be tapped through such platforms and at much lesser costs whilst a consultant at an executive search firm charges a huge fee.
3. LG
LG has a On-Line Recruitment Management System. Under this prospective candidates visit their website and directly register their CV as a result duplication of CV is immediately identified and not accepted. This process speeds up the whole process as it does initial screening of vital parameters like age, qualification, experience etc.
4. Monte Carlo
HR managers struggle to maintain data quality in their systems,master data management will be one of the predominant HR technology trends in 2013.
5.Larsen and Toubro
L&T engineering and construction division is recently awarded the Asia Pacific HR Conclave Award for most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines and business policy and this made L&T as one of the top companies with most innovative human resource management practices.
6. Infosys Technologies
A leading software company based in India, was voted the best employer in the country in many HR surveys in the recent years. The company was well known for its employee friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world, and recruited candidates by conducting one of the toughest selection process. All the selected candidates were required to go through an intensive 14 week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.
From India, Ludhiana
1.TATA
Second Career Internship Program (SCIP): Tata has launched this program on SCIP in March 2008 on International Women's Day. It is a career transition programme for women professionals who are not working from past few years or have taken a break of 1-8 years from the job in their professional career for any reason, and wish to work again in the organization.
2. HCL Technologies
It got on board almost 60% of its senior-level executives (general managers and above) in 2011 through professional online networking platforms, primarily LinkedIn. "We have a dedicated team which looks into hiring through social media. As early adopters, we are at a stage where the numbers are much higher in terms of percentage of workforce hired from these new channels compared to any of our peers," says Ravi Shankar , senior VP, HR, at HCL Technologies . Shankar says HCL started using portals such as LinkedIn way back in 2007 and, other than hiring a huge chunk of its senior executives, it also employs 20% of its junior and 40% of its mid-level staff through it. HR heads at companies say for senior positions candidates who are not actively looking out for a job change can also be tapped through such platforms and at much lesser costs whilst a consultant at an executive search firm charges a huge fee.
3. LG
LG has a On-Line Recruitment Management System. Under this prospective candidates visit their website and directly register their CV as a result duplication of CV is immediately identified and not accepted. This process speeds up the whole process as it does initial screening of vital parameters like age, qualification, experience etc.
4. Monte Carlo
HR managers struggle to maintain data quality in their systems,master data management will be one of the predominant HR technology trends in 2013.
5.Larsen and Toubro
L&T engineering and construction division is recently awarded the Asia Pacific HR Conclave Award for most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines and business policy and this made L&T as one of the top companies with most innovative human resource management practices.
6. Infosys Technologies
A leading software company based in India, was voted the best employer in the country in many HR surveys in the recent years. The company was well known for its employee friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world, and recruited candidates by conducting one of the toughest selection process. All the selected candidates were required to go through an intensive 14 week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.
From India, Ludhiana
Innovative HR Practices by different companies
1.TATA
Second Career Internship Program (SCIP): Tata has launched this program on SCIP in March 2008 on International Women's Day. It is a career transition programme for women professionals who are not working from past few years or have taken a break of 1-8 years from the job in their professional career for any reason, and wish to work again in the organization.
2. HCL Technologies
It got on board almost 60% of its senior-level executives (general managers and above) in 2011 through professional online networking platforms, primarily LinkedIn. "We have a dedicated team which looks into hiring through social media. As early adopters, we are at a stage where the numbers are much higher in terms of percentage of workforce hired from these new channels compared to any of our peers," says Ravi Shankar , senior VP, HR, at HCL Technologies . Shankar says HCL started using portals such as LinkedIn way back in 2007 and, other than hiring a huge chunk of its senior executives, it also employs 20% of its junior and 40% of its mid-level staff through it. HR heads at companies say for senior positions candidates who are not actively looking out for a job change can also be tapped through such platforms and at much lesser costs whilst a consultant at an executive search firm charges a huge fee.
3. LG
LG has a On-Line Recruitment Management System. Under this prospective candidates visit their website and directly register their CV as a result duplication of CV is immediately identified and not accepted. This process speeds up the whole process as it does initial screening of vital parameters like age, qualification, experience etc.
4. Monte Carlo
HR managers struggle to maintain data quality in their systems,master data management will be one of the predominant HR technology trends in 2013.
5.Larsen and Toubro
L&T engineering and construction division is recently awarded the Asia Pacific HR Conclave Award for most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines and business policy and this made L&T as one of the top companies with most innovative human resource management practices.
6. Infosys Technologies
A leading software company based in India, was voted the best employer in the country in many HR surveys in the recent years. The company was well known for its employee friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world, and recruited candidates by conducting one of the toughest selection process. All the selected candidates were required to go through an intensive 14 week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.
SUMEET PALTA
MBA IB 1B
From India, Ludhiana
1.TATA
Second Career Internship Program (SCIP): Tata has launched this program on SCIP in March 2008 on International Women's Day. It is a career transition programme for women professionals who are not working from past few years or have taken a break of 1-8 years from the job in their professional career for any reason, and wish to work again in the organization.
2. HCL Technologies
It got on board almost 60% of its senior-level executives (general managers and above) in 2011 through professional online networking platforms, primarily LinkedIn. "We have a dedicated team which looks into hiring through social media. As early adopters, we are at a stage where the numbers are much higher in terms of percentage of workforce hired from these new channels compared to any of our peers," says Ravi Shankar , senior VP, HR, at HCL Technologies . Shankar says HCL started using portals such as LinkedIn way back in 2007 and, other than hiring a huge chunk of its senior executives, it also employs 20% of its junior and 40% of its mid-level staff through it. HR heads at companies say for senior positions candidates who are not actively looking out for a job change can also be tapped through such platforms and at much lesser costs whilst a consultant at an executive search firm charges a huge fee.
3. LG
LG has a On-Line Recruitment Management System. Under this prospective candidates visit their website and directly register their CV as a result duplication of CV is immediately identified and not accepted. This process speeds up the whole process as it does initial screening of vital parameters like age, qualification, experience etc.
4. Monte Carlo
HR managers struggle to maintain data quality in their systems,master data management will be one of the predominant HR technology trends in 2013.
5.Larsen and Toubro
L&T engineering and construction division is recently awarded the Asia Pacific HR Conclave Award for most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines and business policy and this made L&T as one of the top companies with most innovative human resource management practices.
6. Infosys Technologies
A leading software company based in India, was voted the best employer in the country in many HR surveys in the recent years. The company was well known for its employee friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world, and recruited candidates by conducting one of the toughest selection process. All the selected candidates were required to go through an intensive 14 week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.
SUMEET PALTA
MBA IB 1B
From India, Ludhiana
Four broad trends which will reach a tipping point in 2013:
1. Talent Acquisition +Talent Mobility = Talent success.
2. Analytics become the HR director's strategic weapon.
3. The rise of social media.
4. The need for diversity.
From India, Moga
11. Talent Acquisition +Talent Mobility = Talent success.
2. Analytics become the HR director's strategic weapon.
3. The rise of social media.
4. The need for diversity.
From India, Moga
companies across sectors are focusing on some of the more critical HR practices. Some of the trends that have been noticed are:
Leadership development
Creating a pipeline of leadership talent is key to a business’ future growth. It is imperative for the top level of an organization to make leadership talent management a priority, and put its money into long-term plans, as opposed to short-term ones. If companies are worried about their talent pipeline, they have to develop their people.
Work-life balance
No company or employee has found the Holy Grail of balancing work and life, but that is a work in progress. However, multinationals, information technology (IT) and IT enabled services (ITeS) companies have been able to promote the balance between career, family and leisure-time better. Other sectors have also been increasingly promoting a work-life balance.
Interestingly, most companies in India use benefits such as flexible timings, telecommuting, crèche facilities and concierge services as an attraction and retention strategy. Experts say companies should see the work-life balance as a business proposition since progressive companies carry business forward with employees and families.
Inclusion and diversity
With higher numbers of Gen Yers joining the workforce in India at a time when companies across the world have an ageing workforce on their rolls, conflicts are to be expected. Therefore, companies are investing both time and resources in ensuring that all age groups are comfortable working together.
Organisations in India have also been focusing on making workplaces more representative. For companies such as ICICI Bank Ltd, Hindustan Unilever Ltd, Vedanta Resources, PepsiCo India, Shell Companies in India and Bharti Airtel Ltd, gender diversity has become a critical area of focus.
Health and wellness
The work culture at globalized workplaces involves long working hours, frequent travel, multitasking and tight deadlines - and all this often leaves employees mentally and physically stressed. Companies have begun to realize that healthy employees contribute to higher efficiency and productivity. Apart from medical benefits, companies are also offering yoga classes and health camps and have doctors on campus.HCL Technologies Ltd, for instance, like many other IT companies, has 24/7 medical facilities in all its centres. DuPont has an Intranet-based tool, which assesses an employee’s health through a questionnaire and makes recommendations based on the scores.
Right skilling
Right skilling, or matching jobs with a particular level of training rather than hiring overskilled workers, is gaining currency. Companies use this strategy to tide over a manpower supply crunch and to broaden their talent baseApart from IT and ITeS firms, organizations in the banking and financial services sector, too, have been increasingly hiring graduates and training them. The upside? Lower attrition rates and wage costs. Pai explains that when you have an over-qualified employee, it is very difficult to meet her aspiration levels and, therefore, the chances of the employee moving on to something more challenging are higher.
Managing ‘solid citizens
Organizations which neglect their solid citizens are doing this at their own peril, say experts. Unlike star performers who are potential leaders, and therefore more likely to move out of an organization faster, this group provides stability and bench strength to an organization. Experts say companies need to take a fresh look at solid citizens and invest time and resources in managing and developing this group.
Instant rewards
Recognizing and rewarding performers is one of the most effective tools to attract and retain the right talent. Companies in India are looking at rewards systems more seriously, and are adopting total rewards practices that include compensation in both cash and kind.
Apart from lifestyle perquisites such as a house, a car or a club membership, profit-linked incentives, deferred gratuity, and wealth-building programmes in the form of stock options and soft loans, companies are also including work-life balance programmes; competency pay packages where niche skills are compensated; and career opportunities, such as overseas assignments, new projects, etc., to reward staff. These rewards can be tailored to suit the top performers’ aspirations to achieve maximum effect.
Measuring human capital: Evaluation of performance plays a key role, not just in rewarding an individual employee, but also in setting performance benchmarks. And hence, the need for a fair and transparent performance management system. A strong performance analysis helps make human resources both efficient and effective.
Managing aspirations
As aspirations of organizations grow, so do those of employees. And, with the changing lifestyles and profiles of the workforce, personal and professional aspirations of employees are not just varied, but are increasingly on the rise. Experts say people as well as organizations have aspirations, and when the two get aligned, achieving business goals becomes easier. Companies should be clear about goals of individuals as well as of the organization, and the role each needs to play. The firm should also communicate the goals, and have robust and reliable processes to execute them.
360 degrees feedback
Finally, recognizing the need to make performance appraisal systems more effective, an increasing number of companies are using the 360 degrees or multi-rater feedback process. Unlike the traditional appraisal system, which gives unidimensional feedback, this one allows an employee to give feedback to her reporting manager, peers, direct reports and others. While most companies started using this system as a means for performance appraisal, most of them now use the 360 degrees feedback system to identify the learning and development needs of employees.
Since companies are finally valuing people and their softer skills, does that make it easier to hire good people? The answer is no. In today’s business climate, attracting and retaining the best employees is very difficult. The reason is a combination of the change in business practices and the shift in employee attitudes.
The business landscape has changed dramatically in the past decade as a result of many factors from the feverish hiring boom of the 90s to the economic slowdown in the later part of the last decade. During this same period of time, employee attitudes have changed dramatically. Exposure to widespread layoffs and corporate scandals has led to an erosion of company loyalty and reevaluation of career and life priorities by many employees.
So now we have companies looking to acquire the best talent and a growing workforce of talented individuals who are no longer attracted by compensation alone, but who require and value intangibles as well.
The bottom line is this. In order to achieve professional growth and success in the next period of increased talent acquisition, technology professionals are going to have to step out of their comfort zone and develop the holistic, relationship-focused business skills that companies are requiring.
And by the same token, companies are going to have to take a more strategic and supportive approach to recruiting and retention if they want to find and keep the new breed of evolving talent.
From India, Moga
Leadership development
Creating a pipeline of leadership talent is key to a business’ future growth. It is imperative for the top level of an organization to make leadership talent management a priority, and put its money into long-term plans, as opposed to short-term ones. If companies are worried about their talent pipeline, they have to develop their people.
Work-life balance
No company or employee has found the Holy Grail of balancing work and life, but that is a work in progress. However, multinationals, information technology (IT) and IT enabled services (ITeS) companies have been able to promote the balance between career, family and leisure-time better. Other sectors have also been increasingly promoting a work-life balance.
Interestingly, most companies in India use benefits such as flexible timings, telecommuting, crèche facilities and concierge services as an attraction and retention strategy. Experts say companies should see the work-life balance as a business proposition since progressive companies carry business forward with employees and families.
Inclusion and diversity
With higher numbers of Gen Yers joining the workforce in India at a time when companies across the world have an ageing workforce on their rolls, conflicts are to be expected. Therefore, companies are investing both time and resources in ensuring that all age groups are comfortable working together.
Organisations in India have also been focusing on making workplaces more representative. For companies such as ICICI Bank Ltd, Hindustan Unilever Ltd, Vedanta Resources, PepsiCo India, Shell Companies in India and Bharti Airtel Ltd, gender diversity has become a critical area of focus.
Health and wellness
The work culture at globalized workplaces involves long working hours, frequent travel, multitasking and tight deadlines - and all this often leaves employees mentally and physically stressed. Companies have begun to realize that healthy employees contribute to higher efficiency and productivity. Apart from medical benefits, companies are also offering yoga classes and health camps and have doctors on campus.HCL Technologies Ltd, for instance, like many other IT companies, has 24/7 medical facilities in all its centres. DuPont has an Intranet-based tool, which assesses an employee’s health through a questionnaire and makes recommendations based on the scores.
Right skilling
Right skilling, or matching jobs with a particular level of training rather than hiring overskilled workers, is gaining currency. Companies use this strategy to tide over a manpower supply crunch and to broaden their talent baseApart from IT and ITeS firms, organizations in the banking and financial services sector, too, have been increasingly hiring graduates and training them. The upside? Lower attrition rates and wage costs. Pai explains that when you have an over-qualified employee, it is very difficult to meet her aspiration levels and, therefore, the chances of the employee moving on to something more challenging are higher.
Managing ‘solid citizens
Organizations which neglect their solid citizens are doing this at their own peril, say experts. Unlike star performers who are potential leaders, and therefore more likely to move out of an organization faster, this group provides stability and bench strength to an organization. Experts say companies need to take a fresh look at solid citizens and invest time and resources in managing and developing this group.
Instant rewards
Recognizing and rewarding performers is one of the most effective tools to attract and retain the right talent. Companies in India are looking at rewards systems more seriously, and are adopting total rewards practices that include compensation in both cash and kind.
Apart from lifestyle perquisites such as a house, a car or a club membership, profit-linked incentives, deferred gratuity, and wealth-building programmes in the form of stock options and soft loans, companies are also including work-life balance programmes; competency pay packages where niche skills are compensated; and career opportunities, such as overseas assignments, new projects, etc., to reward staff. These rewards can be tailored to suit the top performers’ aspirations to achieve maximum effect.
Measuring human capital: Evaluation of performance plays a key role, not just in rewarding an individual employee, but also in setting performance benchmarks. And hence, the need for a fair and transparent performance management system. A strong performance analysis helps make human resources both efficient and effective.
Managing aspirations
As aspirations of organizations grow, so do those of employees. And, with the changing lifestyles and profiles of the workforce, personal and professional aspirations of employees are not just varied, but are increasingly on the rise. Experts say people as well as organizations have aspirations, and when the two get aligned, achieving business goals becomes easier. Companies should be clear about goals of individuals as well as of the organization, and the role each needs to play. The firm should also communicate the goals, and have robust and reliable processes to execute them.
360 degrees feedback
Finally, recognizing the need to make performance appraisal systems more effective, an increasing number of companies are using the 360 degrees or multi-rater feedback process. Unlike the traditional appraisal system, which gives unidimensional feedback, this one allows an employee to give feedback to her reporting manager, peers, direct reports and others. While most companies started using this system as a means for performance appraisal, most of them now use the 360 degrees feedback system to identify the learning and development needs of employees.
Since companies are finally valuing people and their softer skills, does that make it easier to hire good people? The answer is no. In today’s business climate, attracting and retaining the best employees is very difficult. The reason is a combination of the change in business practices and the shift in employee attitudes.
The business landscape has changed dramatically in the past decade as a result of many factors from the feverish hiring boom of the 90s to the economic slowdown in the later part of the last decade. During this same period of time, employee attitudes have changed dramatically. Exposure to widespread layoffs and corporate scandals has led to an erosion of company loyalty and reevaluation of career and life priorities by many employees.
So now we have companies looking to acquire the best talent and a growing workforce of talented individuals who are no longer attracted by compensation alone, but who require and value intangibles as well.
The bottom line is this. In order to achieve professional growth and success in the next period of increased talent acquisition, technology professionals are going to have to step out of their comfort zone and develop the holistic, relationship-focused business skills that companies are requiring.
And by the same token, companies are going to have to take a more strategic and supportive approach to recruiting and retention if they want to find and keep the new breed of evolving talent.
From India, Moga
CASE OF TOYOTA
"Because people make our automobiles, nothing gets started until we train and educate our people." As seen in these words, which were expressed by Honorary Advisor Eiji Toyoda, Toyota seeks to develop human resources through the activity of making things. Toyota believes that the development of human resources requires the handing down of values and perspectives. In conjunction with the geographic expansion of business and the growth of business areas, undertaking global actions for the development of human resources has become a priority issue. Toyota is building both tangible (a new learning facility) and intangible (course content) structures relating to team member development that ensures a secure and steady flow of qualified human resources to conduct Toyota's global business in the 21st century.
Fully Committed and Thorough Human Resources Development Toyota conducts systematic company-wide and divisional training and assignments for training purposes with an emphasis on on-the-job training (OJT) to ensure that associates can fully utilize their abilities. Toyota has defined the required qualifications of "professional staff" 1
for office and engineering positions, and "T shaped human resources" 2 who are able to perform day-to-day activities and expand their skills in technical positions. Company-wide training is conducted based on employee qualifications, as well as specialized training for individual divisions, language training, and special knowledge and skill training. In October 2002, Toyota created the booklet "Toyota — Developing People" and distributed it to all associates to create a common understanding that "the source of Toyota's competitiveness is human resources development" and to promote the creation of workplaces where personnel development takes place at all sites and at all levels.
CASE OF HINDUSTAN UNILEVER LIMITED
HR supports and develops Unilever’s most important asset –our people – by enabling them to deliver outstanding business performance.
An eye on the future
There environment is about empowering people.
Both to contribute to there business objectives and to achieve their own personal and career goals. We also keep an eye on the future, with our 'leadership behaviours' initiative aiming to identify the next generation of leaders.
In HR, you’re not just a part of the Unilever culture – you help create it. What we do impacts everyone within the organisation, which in turn impacts the consumer and the bottom line
Diverse roles
HR's job is to make sure we have highly-skilled, exceptional people in all areas of the organisation.
Within that, there are numerous possibilities split into three broad areas
HR Business Partners
…identify the needs of the business in order to develop, manage and implement appropriate strategies.
They ensure that the right structure, culture, people and capabilities are in place to foster positive working relationships.
HR Expertise Teams
…work on policies, processes, systems and tools that allow each business area to attract, select and develop talented individuals.
They also provide a connection with world-class external experts and keep us up-to-date with industry best practice.
HR Services
…deliver and continuously improve services such as payroll, recruitment, pensions and benefits.
They also track, monitor and aggressively manage service performance to ensure that it’s delivered to the required quality and at the optimum cost.
SOME OF THE HR PRACTICES FOLLOWED BY COMPANIES NOWADAYS
1. Safe, Healthy And Happy Workplace
2. Open Book Management Style
3. Performance Linked Bonuses
4. 360-Degree Performance Management Feedback System
5. Fair Evaluation System For Employees
6. Knowledge Sharing
7. Highlight Performers
8. Open House Discussions And Feedback Mechanisms
9. Reward Ceremonies
10. Delight Employees With The Unexpected
From India, Mumbai
"Because people make our automobiles, nothing gets started until we train and educate our people." As seen in these words, which were expressed by Honorary Advisor Eiji Toyoda, Toyota seeks to develop human resources through the activity of making things. Toyota believes that the development of human resources requires the handing down of values and perspectives. In conjunction with the geographic expansion of business and the growth of business areas, undertaking global actions for the development of human resources has become a priority issue. Toyota is building both tangible (a new learning facility) and intangible (course content) structures relating to team member development that ensures a secure and steady flow of qualified human resources to conduct Toyota's global business in the 21st century.
Fully Committed and Thorough Human Resources Development Toyota conducts systematic company-wide and divisional training and assignments for training purposes with an emphasis on on-the-job training (OJT) to ensure that associates can fully utilize their abilities. Toyota has defined the required qualifications of "professional staff" 1
for office and engineering positions, and "T shaped human resources" 2 who are able to perform day-to-day activities and expand their skills in technical positions. Company-wide training is conducted based on employee qualifications, as well as specialized training for individual divisions, language training, and special knowledge and skill training. In October 2002, Toyota created the booklet "Toyota — Developing People" and distributed it to all associates to create a common understanding that "the source of Toyota's competitiveness is human resources development" and to promote the creation of workplaces where personnel development takes place at all sites and at all levels.
CASE OF HINDUSTAN UNILEVER LIMITED
HR supports and develops Unilever’s most important asset –our people – by enabling them to deliver outstanding business performance.
An eye on the future
There environment is about empowering people.
Both to contribute to there business objectives and to achieve their own personal and career goals. We also keep an eye on the future, with our 'leadership behaviours' initiative aiming to identify the next generation of leaders.
In HR, you’re not just a part of the Unilever culture – you help create it. What we do impacts everyone within the organisation, which in turn impacts the consumer and the bottom line
Diverse roles
HR's job is to make sure we have highly-skilled, exceptional people in all areas of the organisation.
Within that, there are numerous possibilities split into three broad areas
HR Business Partners
…identify the needs of the business in order to develop, manage and implement appropriate strategies.
They ensure that the right structure, culture, people and capabilities are in place to foster positive working relationships.
HR Expertise Teams
…work on policies, processes, systems and tools that allow each business area to attract, select and develop talented individuals.
They also provide a connection with world-class external experts and keep us up-to-date with industry best practice.
HR Services
…deliver and continuously improve services such as payroll, recruitment, pensions and benefits.
They also track, monitor and aggressively manage service performance to ensure that it’s delivered to the required quality and at the optimum cost.
SOME OF THE HR PRACTICES FOLLOWED BY COMPANIES NOWADAYS
1. Safe, Healthy And Happy Workplace
2. Open Book Management Style
3. Performance Linked Bonuses
4. 360-Degree Performance Management Feedback System
5. Fair Evaluation System For Employees
6. Knowledge Sharing
7. Highlight Performers
8. Open House Discussions And Feedback Mechanisms
9. Reward Ceremonies
10. Delight Employees With The Unexpected
From India, Mumbai
The research study comes out of Bersin & Associates’ new HR Practice, which was recently launched, the company says, to “address long-standing requests from HR professionals to help them build their skills, and prioritize and align their HR strategies with the business to deliver the greatest return.”
“The challenge for HR professionals today is living up to the high expectations that come with a seat at the table — expectations to drive business results through people and culture,” said Bersin’s Harris. “Our new HR Practice and this particular body of research reveal the keys to driving impact. We are also addressing long-standing requests by our Bersin & Associates members to help them prioritize and align their HR strategies with the business to deliver the greatest return.”
I’m not sure how the HR Practice will go for Bersin, but if it performs like other parts of the Bersin organization, it should give all the other HR consultants a good run for their money.
In fact, just this list of the Top 10 best HR Practices is a great start because it clearly gets to the heart of what HR needs to be doing to add value to an organization. And if you have spent much time around HR, you know that just about everyone needs to focus a lot more on that.
From India, Chandigarh
“The challenge for HR professionals today is living up to the high expectations that come with a seat at the table — expectations to drive business results through people and culture,” said Bersin’s Harris. “Our new HR Practice and this particular body of research reveal the keys to driving impact. We are also addressing long-standing requests by our Bersin & Associates members to help them prioritize and align their HR strategies with the business to deliver the greatest return.”
I’m not sure how the HR Practice will go for Bersin, but if it performs like other parts of the Bersin organization, it should give all the other HR consultants a good run for their money.
In fact, just this list of the Top 10 best HR Practices is a great start because it clearly gets to the heart of what HR needs to be doing to add value to an organization. And if you have spent much time around HR, you know that just about everyone needs to focus a lot more on that.
From India, Chandigarh
Employers are realizing that the success of an organization
relies on more than hiring qualified candidates. Effective
human resource (HR) planning and management is
required at all stages of an employee’s corporate lifecycle
to help ensure employee growth and satisfaction. When
employees are satisfied, they are more likely to produce
high quality work, optimize performance, and exercise
more critical thought and creativity. This combination of
high satisfaction and maximum productivity amounts to
employee engagement.
THE NVCA..Canadian Eco Co.
Selective Recruitment Using Job Boards
Although staff turnover is not a major issue for the
Nottawasaga Valley Conservation Authority (NVCA), the
agency relies on selective recruitment techniques to
maximize the use of limited hiring budgets.
To ensure the most appropriate methods of sourcing
and attracting qualified candidates are used, the agency
considers the following details for each position: level
of entry (junior, intermediate, senior), level of education
(degree, diploma), professional association, and technical
requirements (Engineer, GIS tech). Using this information,
the company determines which job boards, communication
channels, and advertisement strategies are best for
targeting candidates with the required skill sets.
A key component of this process is having an in-depth
understanding of the variety of job boards in the market
and what types of candidates they attract. Depending on
the position, NVCA will either choose to advertise using
a niche job board or employ a mass recruitment strategy
that utilizes a variety of job advertisement services. For
positions that require specific technical skill sets, the
company often relies on niche job boards since they
reduce the candidate pool by targeting a more applicable
audience. On the other hand, the NVCA utilizes as many
free job posting or partner sites as it can to maximize
exposure and increase the number of applicants for
other positions.
From India, Ludhiana
relies on more than hiring qualified candidates. Effective
human resource (HR) planning and management is
required at all stages of an employee’s corporate lifecycle
to help ensure employee growth and satisfaction. When
employees are satisfied, they are more likely to produce
high quality work, optimize performance, and exercise
more critical thought and creativity. This combination of
high satisfaction and maximum productivity amounts to
employee engagement.
THE NVCA..Canadian Eco Co.
Selective Recruitment Using Job Boards
Although staff turnover is not a major issue for the
Nottawasaga Valley Conservation Authority (NVCA), the
agency relies on selective recruitment techniques to
maximize the use of limited hiring budgets.
To ensure the most appropriate methods of sourcing
and attracting qualified candidates are used, the agency
considers the following details for each position: level
of entry (junior, intermediate, senior), level of education
(degree, diploma), professional association, and technical
requirements (Engineer, GIS tech). Using this information,
the company determines which job boards, communication
channels, and advertisement strategies are best for
targeting candidates with the required skill sets.
A key component of this process is having an in-depth
understanding of the variety of job boards in the market
and what types of candidates they attract. Depending on
the position, NVCA will either choose to advertise using
a niche job board or employ a mass recruitment strategy
that utilizes a variety of job advertisement services. For
positions that require specific technical skill sets, the
company often relies on niche job boards since they
reduce the candidate pool by targeting a more applicable
audience. On the other hand, the NVCA utilizes as many
free job posting or partner sites as it can to maximize
exposure and increase the number of applicants for
other positions.
From India, Ludhiana
1.TAKE Solutions:-- offers cost-effective and complete solutions for enterprises across different sectors including pharmaceuticals, high technology, consumer packaged goods, oil/gas and automotive. TAKE’s SCM product suite includes distinct technology with embedded IP that spans enterprise mobility, trading partner collaboration and material tracking.
2. MOTOROLA :- HR 2000 Programme HR 2000 Programme - With the emerging globalization trend, Motorola has designed a common program for all its diverse business locations. All the participants undergo rigorous training programs as follows: -
An intensive 3-week orientation to Motorola culture, values, goals and initiatives.
An 18-month training program consisting of at least 3 rotations in at least 3 different sectors.
Functional training in at least 3 or more of HR areas.
3. HCL Technologies
It got on board almost 60% of its senior-level executives (general managers and above) in 2011 through professional online networking platforms, primarily LinkedIn. "We have a dedicated team which looks into hiring through social media. As early adopters, we are at a stage where the numbers are much higher in terms of percentage of workforce hired from these new channels compared to any of our peers," says Ravi Shankar , senior VP, HR, at HCL Technologies . Shankar says HCL started using portals such as LinkedIn way back in 2007 and, other than hiring a huge chunk of its senior executives, it also employs 20% of its junior and 40% of its mid-level staff through it. HR heads at companies say for senior positions candidates who are not actively looking out for a job change can also be tapped through such platforms and at much lesser costs whilst a consultant at an executive search firm charges a huge fee
.4. Infosys Technologies
A leading software company based in India, was voted the best employer in the country in many HR surveys in the recent years. The company was well known for its employee friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world, and recruited candidates by conducting one of the toughest selection process. All the selected candidates were required to go through an intensive 14 week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.
5. .TATA
Second Career Internship Program (SCIP): Tata has launched this program on SCIP in March 2008 on International Women's Day. It is a career transition programme for women professionals who are not working from past few years or have taken a break of 1-8 years from the job in their professional career for any reason, and wish to work again in the organization.
6. AMAZON
7. GOOGLE
From India, Ludhiana
2. MOTOROLA :- HR 2000 Programme HR 2000 Programme - With the emerging globalization trend, Motorola has designed a common program for all its diverse business locations. All the participants undergo rigorous training programs as follows: -
An intensive 3-week orientation to Motorola culture, values, goals and initiatives.
An 18-month training program consisting of at least 3 rotations in at least 3 different sectors.
Functional training in at least 3 or more of HR areas.
3. HCL Technologies
It got on board almost 60% of its senior-level executives (general managers and above) in 2011 through professional online networking platforms, primarily LinkedIn. "We have a dedicated team which looks into hiring through social media. As early adopters, we are at a stage where the numbers are much higher in terms of percentage of workforce hired from these new channels compared to any of our peers," says Ravi Shankar , senior VP, HR, at HCL Technologies . Shankar says HCL started using portals such as LinkedIn way back in 2007 and, other than hiring a huge chunk of its senior executives, it also employs 20% of its junior and 40% of its mid-level staff through it. HR heads at companies say for senior positions candidates who are not actively looking out for a job change can also be tapped through such platforms and at much lesser costs whilst a consultant at an executive search firm charges a huge fee
.4. Infosys Technologies
A leading software company based in India, was voted the best employer in the country in many HR surveys in the recent years. The company was well known for its employee friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world, and recruited candidates by conducting one of the toughest selection process. All the selected candidates were required to go through an intensive 14 week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.
5. .TATA
Second Career Internship Program (SCIP): Tata has launched this program on SCIP in March 2008 on International Women's Day. It is a career transition programme for women professionals who are not working from past few years or have taken a break of 1-8 years from the job in their professional career for any reason, and wish to work again in the organization.
6. AMAZON
7. GOOGLE
From India, Ludhiana
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HR Trends - Global HR practices.doc
Trends in HR.ppt
Emerging HR Trends.pdf