Staying abreast of certain HR lingos can give working professionals an edge over the rest.
It is often observed that most employees are oblivious to certain corporate terms (read: HR lingos) and hence, face hesitation, especially during conversations or meetings. A lot of times, candidates who walk in for interviews also find it difficult to understand certain terms used by the HR managers, which leaves them confused. So are HR jargons becoming more prevalent in the human resource space? "HR jargons these days are not only restricted to HR, but also employees as well as prospective candidates. We find many employees use a majority of the jargons during appraisals, rewards and recognition programmes, and also during learning and development workshops. Jargons such as ‘normalisation', ‘motivation', ‘flexi-time', ‘benchmarking', etc are widely used. However, the usage of these jargons is never a consideration for HR managers. All we look at is the employee's attitude and depth of domain knowledge and the overall performance of the employee," says Vishwanath Kamanuru, senior manager, HR, CSS Corp.
"It is an age of acronyms and young managers. It is more a style that one has to follow. In the age of facebook and twitter, people would like to show that they are part of a younger thinking and hence HR jargons are becoming prevalent," notes P. S Srikumar, Vice President, TalentPro.
Does knowing HR jargons give an employee the extra edge in interviews? Chirag Buch, CEO – India direct & head – HR- Bharti AXA GI feels that the basic terminologies related to an employee such as ‘KPI' or ‘PMP' provide the initial perception that the candidate is aware and has been a part of common processes of evaluation and matrix found in a corporate setting. "However, if the employee is unable to break it down further as to what constitutes the measurable, it sets him/her on the back foot. In an interview, the interviewer looks for specific examples of his/her past experience rather than deciding merely on the use of jargons. On the contrary, clear, simple and logical conversations are far more effective." Rahul Kulkarni, head HR of Kale Consultants is of the opinion that knowledge of HR jargons can definitely give an employee the extra edge in interviews "It shows that the candidate has a good understanding of HR processes and is abreast with the latest in people management." The use of HR jargons during conversations and meetings stimulates one's thinking process. It also reflects the impressive way of communication in the business environment. Having said that, do HR jargons help bridge the communication gap between HR managers and employees? "Most jargons need to be understood well. A common observation is that employees know what ‘CTC' is, but are not sure of what exactly to expect in their package. Hence, there is a gap between using the terminology and actually knowing the meaning of the same. This in fact, leads to difference of opinions and miscommunication between HR and the employees," adds Kamanuru.
"Delivering a message laden with jargons might not be the correct way to bridge a communication gap. All employees may not necessarily comprehend HR jargons and thus, instead of a clear message, there is a likelihood of a convoluted message being discharged. Communication should always be clear and easily understood by the recipients. Any HR manager who is able to communicate to the employees in their dialect and terminology would find it easy to build connect with them," notes Amit Kombi, senior consultant – HR, SAP Labs India. HR jargons, if executed correctly, can go a long way in bridging communication gaps with various levels and divisions of any organisation. One must ensure that the use of such jargons and terminologies is not overdone.
From India, Madras
192It is often observed that most employees are oblivious to certain corporate terms (read: HR lingos) and hence, face hesitation, especially during conversations or meetings. A lot of times, candidates who walk in for interviews also find it difficult to understand certain terms used by the HR managers, which leaves them confused. So are HR jargons becoming more prevalent in the human resource space? "HR jargons these days are not only restricted to HR, but also employees as well as prospective candidates. We find many employees use a majority of the jargons during appraisals, rewards and recognition programmes, and also during learning and development workshops. Jargons such as ‘normalisation', ‘motivation', ‘flexi-time', ‘benchmarking', etc are widely used. However, the usage of these jargons is never a consideration for HR managers. All we look at is the employee's attitude and depth of domain knowledge and the overall performance of the employee," says Vishwanath Kamanuru, senior manager, HR, CSS Corp.
"It is an age of acronyms and young managers. It is more a style that one has to follow. In the age of facebook and twitter, people would like to show that they are part of a younger thinking and hence HR jargons are becoming prevalent," notes P. S Srikumar, Vice President, TalentPro.
Does knowing HR jargons give an employee the extra edge in interviews? Chirag Buch, CEO – India direct & head – HR- Bharti AXA GI feels that the basic terminologies related to an employee such as ‘KPI' or ‘PMP' provide the initial perception that the candidate is aware and has been a part of common processes of evaluation and matrix found in a corporate setting. "However, if the employee is unable to break it down further as to what constitutes the measurable, it sets him/her on the back foot. In an interview, the interviewer looks for specific examples of his/her past experience rather than deciding merely on the use of jargons. On the contrary, clear, simple and logical conversations are far more effective." Rahul Kulkarni, head HR of Kale Consultants is of the opinion that knowledge of HR jargons can definitely give an employee the extra edge in interviews "It shows that the candidate has a good understanding of HR processes and is abreast with the latest in people management." The use of HR jargons during conversations and meetings stimulates one's thinking process. It also reflects the impressive way of communication in the business environment. Having said that, do HR jargons help bridge the communication gap between HR managers and employees? "Most jargons need to be understood well. A common observation is that employees know what ‘CTC' is, but are not sure of what exactly to expect in their package. Hence, there is a gap between using the terminology and actually knowing the meaning of the same. This in fact, leads to difference of opinions and miscommunication between HR and the employees," adds Kamanuru.
"Delivering a message laden with jargons might not be the correct way to bridge a communication gap. All employees may not necessarily comprehend HR jargons and thus, instead of a clear message, there is a likelihood of a convoluted message being discharged. Communication should always be clear and easily understood by the recipients. Any HR manager who is able to communicate to the employees in their dialect and terminology would find it easy to build connect with them," notes Amit Kombi, senior consultant – HR, SAP Labs India. HR jargons, if executed correctly, can go a long way in bridging communication gaps with various levels and divisions of any organisation. One must ensure that the use of such jargons and terminologies is not overdone.
From India, Madras
The learning process typically proceeds in a similar way, regardless of what you are trying to learn – whether riding a bicycle or project management or the best way to retain employees.
We all learn differently, learn in different ways according to different circumstances. We are already aware of the learning process and the learning ecosystem around us. When someone engages in the process of learning, the person demonstrates a learning orientation. The learner can keep going through the learning process as long as he wants, improving his capabilities each time he completes the loop.
But it is very essential to understand that the learning process varies from individual to individual. Some learners stop going through the learning process earlier, some later and some almost never. The learners' decision to stop is critical from the organisation's point of view. In small to medium organisations, learners tend to stop when they feel that the skills they have acquired are "good enough" or worse, enough to get through the current problem situation. It has been observed that some quit when they perceive the process of gaining expertise as difficult and time-consuming.
Kolb's extensive research highlights four phases within the learning process:
Experiencing: learning from specific experiences, being sensitive to feelings and people;
Observation: observing before making judgments, viewing issues from different perspectives, looking for the meaning of things;
Thinking: logically analysing ideas, planning systematically, acting on an intellectual basis;
Action: learning through ‘hands-on' activities, dealing with people and events through action
Learning isn't just labels (but here are a few anyway):
The creator (diverging style):The strengths of a learner here are taking in information through concrete experience and processing it through his powers of observation. His imaginative ability enables him to generate many alternative ideas. He loves brainstorming. He is interested in people and is very feeling-oriented.
The planner (assimilating style): He has an ability to take in new information abstractly and process disparate observations into an integrated rational explanation. He is good at inductive reasoning and the creation of models and theories.
The decision maker (converging style): He is able to take in new information in the abstract and process it into a concrete solution. He uses hypothetical deductive reasoning to arrive at a single best solution to a question or problem. His great strength is his ability to solve problems and make decisions.
The do-er (accommodating style): He is able to take in new information concretely and transform it actively. He has the ability to adapt to changing circumstances. His strengths are doing things, carrying out plans and tasks and getting involved in new experiences. He is more likely to want to learn and work with others, and he is comfortable learning through practical experience.
We're not suggesting that anyone conforms totally to these types but we're sure one will recognise some of the qualities and how they affect the way one learns or communicates. It is important to understand your learning styles as it will also help to explain why you work. Therefore, the first step is to recognise what your own style is, and understand its strengths and weaknesses.
Hopefully by understanding more about the way you learn, you can start to position the contribution of others around the phases of the learning cycle where you and others can add most value.
From India, Madras
We all learn differently, learn in different ways according to different circumstances. We are already aware of the learning process and the learning ecosystem around us. When someone engages in the process of learning, the person demonstrates a learning orientation. The learner can keep going through the learning process as long as he wants, improving his capabilities each time he completes the loop.
But it is very essential to understand that the learning process varies from individual to individual. Some learners stop going through the learning process earlier, some later and some almost never. The learners' decision to stop is critical from the organisation's point of view. In small to medium organisations, learners tend to stop when they feel that the skills they have acquired are "good enough" or worse, enough to get through the current problem situation. It has been observed that some quit when they perceive the process of gaining expertise as difficult and time-consuming.
Kolb's extensive research highlights four phases within the learning process:
Experiencing: learning from specific experiences, being sensitive to feelings and people;
Observation: observing before making judgments, viewing issues from different perspectives, looking for the meaning of things;
Thinking: logically analysing ideas, planning systematically, acting on an intellectual basis;
Action: learning through ‘hands-on' activities, dealing with people and events through action
Learning isn't just labels (but here are a few anyway):
The creator (diverging style):The strengths of a learner here are taking in information through concrete experience and processing it through his powers of observation. His imaginative ability enables him to generate many alternative ideas. He loves brainstorming. He is interested in people and is very feeling-oriented.
The planner (assimilating style): He has an ability to take in new information abstractly and process disparate observations into an integrated rational explanation. He is good at inductive reasoning and the creation of models and theories.
The decision maker (converging style): He is able to take in new information in the abstract and process it into a concrete solution. He uses hypothetical deductive reasoning to arrive at a single best solution to a question or problem. His great strength is his ability to solve problems and make decisions.
The do-er (accommodating style): He is able to take in new information concretely and transform it actively. He has the ability to adapt to changing circumstances. His strengths are doing things, carrying out plans and tasks and getting involved in new experiences. He is more likely to want to learn and work with others, and he is comfortable learning through practical experience.
We're not suggesting that anyone conforms totally to these types but we're sure one will recognise some of the qualities and how they affect the way one learns or communicates. It is important to understand your learning styles as it will also help to explain why you work. Therefore, the first step is to recognise what your own style is, and understand its strengths and weaknesses.
Hopefully by understanding more about the way you learn, you can start to position the contribution of others around the phases of the learning cycle where you and others can add most value.
From India, Madras
The modern-day HR manager has devised a novel employee-engagement initiative that helps your company to achieve environmental sustainability.
HR – going green
So, what is ‘Green HR' all about and how is it gaining such impetus in recent times? According to Ashok Ramachandran, director-HR, Vodafone Essar Ltd., "Green human resources could very well imply using every employee touch point/interface to promote sustainable practices and increase employee awareness. It reflects the way an organisation chooses to drive and increase employee commitments and awareness on the issues of sustainability."
"With corporate increasingly embracing sustainability policies and standards, it becomes absolutely imperative for the HR function of any organisation to first ingrain the workings of the concept in its processes and procedures, as it is the ‘seismic centre' from where the change travels. Hence, emerges the concept of ‘Green HR'. Green HR is about focusing on recruiting, managing, giving direction to and finally retaining people while eliminating/reducing workplace inefficiencies. When a company decides to integrate sustainability with its business strategy, holistically, HR should stand up as the key participant in ensuring that employees become a part of this restructuring. And this can only be possible when HR ascertains that all employees are aware of how their roles contribute to the sustainability agenda," Kamal Meattle, CEO, Paharpur Business Centre and Software Technology Incubator Park explains.
Anjana Nath, regional head - HR, Fortis Healthcare Ltd, expresses, "Green HR can be defined as environmentally-friendly HR initiatives resulting in greater efficiencies, lower costs and better employee engagement. HR plays a key role as HR creates awareness amongst employees and builds engagement, which in turn, helps organisation to operate in an environmentally-sustainable fashion."
Jyorden T Misra, founding member and managing director, Spearhead InterSearch further points out, "Eco-consciousness or the colour ‘green' is rapidly emerging in every dimension of our lives and workplaces are increasingly displaying an organised response to this challenge by bringing in ‘professional consciousness' at an institutional level as well as individual employee level. Green HR is one which involves two essential elements: environmentally-friendly HR practices and the preservation of knowledge capital. The HR of the organisation plays a major role in making environmental responsibility a part of an organisation's mission statement."
HR – promoting green
What are the various initiatives through which HR can help an organisation in preserving its environmental sustainability? "Green HR involves reducing your carbon footprint via less printing of paper and substituting emission-enhancing actions (example: air travel) by adopting technology applications constructively (video conferencing, conference-calls for meetings, interviews, etc.)," Misra informs. According to Ramachandran, organisations can have a payroll giving programme, which allows employees to donate to environmental causes of their choice. "We have a ‘Waste to Wealth' recycling programme called ‘ReSolve' where we encourage employees to segregate waste at their workstations. We have tied-up with various NGOs, who take this further and recycle it. This exercise is entirely managed and led by the company employees. Also, providing options for car-pooling, working-from-home, increasing video conferencing facilities, etc are all means to support organisational commitment to environmental preservation," he avers.
Meattle expresses that HR can help the organisation to stay sustainable, primarily through initiatives like building awareness among employees and extensive trainings. "It's important to involve employees in organisational policy revamps such as integrating sustainability with the company's processes as they, really, are the change agents and bring about the desired transition. At Paharpur Business Centre (PBC), the HR team has an ‘environmental responsibility' policy. The policy plays a significant role in inducing staff to adopt green measures, thus inculcating long-term values of saving energy and resources of the corporate for the humanity's benefit in whole," he shares.
Nath further shares, "HR can build cross-functional teams to come up with new innovative environmental-friendly implementable ideas. For example, we have our patient welfare team who ensures that all paediatric girl patients are gifted with a green sapling. This comes under our initiative of protecting girl child as well as preserving nature called ‘Nanhi Chaaon'."
HR - making a difference
So, what difference can HR bring to an organisation's sustainability policies? "Prospects of reducing costs could eventually lead more businesses to adopt ‘greener' ways of working. The benefits of going green, apart from contributing towards genuine environment health, also carries direct advantages in impacting the brand and bottom-line of an organisation," explains Misra.
Nath further comments, "HR brings in a major impact when it partners with business strategists and initiates innovative and productive green ideas and solutions. Also, HR is instrumental in educating and making employees aware of the same. Successful implementation is only possible if employees buy-in to the whole concept."
So, this certainly adds yet another feather on HR's cap, as it takes on newer roles and in the process, proves how fruitful it can be to the growth of an organisation. So, go green
From India, Madras
HR – going green
So, what is ‘Green HR' all about and how is it gaining such impetus in recent times? According to Ashok Ramachandran, director-HR, Vodafone Essar Ltd., "Green human resources could very well imply using every employee touch point/interface to promote sustainable practices and increase employee awareness. It reflects the way an organisation chooses to drive and increase employee commitments and awareness on the issues of sustainability."
"With corporate increasingly embracing sustainability policies and standards, it becomes absolutely imperative for the HR function of any organisation to first ingrain the workings of the concept in its processes and procedures, as it is the ‘seismic centre' from where the change travels. Hence, emerges the concept of ‘Green HR'. Green HR is about focusing on recruiting, managing, giving direction to and finally retaining people while eliminating/reducing workplace inefficiencies. When a company decides to integrate sustainability with its business strategy, holistically, HR should stand up as the key participant in ensuring that employees become a part of this restructuring. And this can only be possible when HR ascertains that all employees are aware of how their roles contribute to the sustainability agenda," Kamal Meattle, CEO, Paharpur Business Centre and Software Technology Incubator Park explains.
Anjana Nath, regional head - HR, Fortis Healthcare Ltd, expresses, "Green HR can be defined as environmentally-friendly HR initiatives resulting in greater efficiencies, lower costs and better employee engagement. HR plays a key role as HR creates awareness amongst employees and builds engagement, which in turn, helps organisation to operate in an environmentally-sustainable fashion."
Jyorden T Misra, founding member and managing director, Spearhead InterSearch further points out, "Eco-consciousness or the colour ‘green' is rapidly emerging in every dimension of our lives and workplaces are increasingly displaying an organised response to this challenge by bringing in ‘professional consciousness' at an institutional level as well as individual employee level. Green HR is one which involves two essential elements: environmentally-friendly HR practices and the preservation of knowledge capital. The HR of the organisation plays a major role in making environmental responsibility a part of an organisation's mission statement."
HR – promoting green
What are the various initiatives through which HR can help an organisation in preserving its environmental sustainability? "Green HR involves reducing your carbon footprint via less printing of paper and substituting emission-enhancing actions (example: air travel) by adopting technology applications constructively (video conferencing, conference-calls for meetings, interviews, etc.)," Misra informs. According to Ramachandran, organisations can have a payroll giving programme, which allows employees to donate to environmental causes of their choice. "We have a ‘Waste to Wealth' recycling programme called ‘ReSolve' where we encourage employees to segregate waste at their workstations. We have tied-up with various NGOs, who take this further and recycle it. This exercise is entirely managed and led by the company employees. Also, providing options for car-pooling, working-from-home, increasing video conferencing facilities, etc are all means to support organisational commitment to environmental preservation," he avers.
Meattle expresses that HR can help the organisation to stay sustainable, primarily through initiatives like building awareness among employees and extensive trainings. "It's important to involve employees in organisational policy revamps such as integrating sustainability with the company's processes as they, really, are the change agents and bring about the desired transition. At Paharpur Business Centre (PBC), the HR team has an ‘environmental responsibility' policy. The policy plays a significant role in inducing staff to adopt green measures, thus inculcating long-term values of saving energy and resources of the corporate for the humanity's benefit in whole," he shares.
Nath further shares, "HR can build cross-functional teams to come up with new innovative environmental-friendly implementable ideas. For example, we have our patient welfare team who ensures that all paediatric girl patients are gifted with a green sapling. This comes under our initiative of protecting girl child as well as preserving nature called ‘Nanhi Chaaon'."
HR - making a difference
So, what difference can HR bring to an organisation's sustainability policies? "Prospects of reducing costs could eventually lead more businesses to adopt ‘greener' ways of working. The benefits of going green, apart from contributing towards genuine environment health, also carries direct advantages in impacting the brand and bottom-line of an organisation," explains Misra.
Nath further comments, "HR brings in a major impact when it partners with business strategists and initiates innovative and productive green ideas and solutions. Also, HR is instrumental in educating and making employees aware of the same. Successful implementation is only possible if employees buy-in to the whole concept."
So, this certainly adds yet another feather on HR's cap, as it takes on newer roles and in the process, proves how fruitful it can be to the growth of an organisation. So, go green
From India, Madras
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