Dear Friends,
A new young HR generation is ready to take lead. Writing on the wall is readable. Transformation is taking place. Execution of practices and policies are in their hands. Bosses are relying on them and they too are proving themselves to be reliable. Young HR is optimistic and confident. They are future leaders.
This is somewhat has emerged as profile of YOUNG HR when BM thought of finding about this breed of professionals on whose shoulders future of organizations rests. They have strengths and weaknesses too. They are capable of reading between the lines but have less patience.
These professionals are tech savvy, educated and informed, ambitious and determined to succeed, want to work with those bosses who provide them enough space for learning and development. They can't remain like sitting ducks listening to their bosses having no logic and rationale. They want to spread wings and look at sky to fly.
Findings reveal that what ails most young HR is not finding respect and admiration in the eyes of top management and other cross functional heads that still treat HR as a cost centre. They also like bosses less who try their hands on sensitive HR issues without having expertise of the subject and then using HR as fire fighting mechanism. Their intangible contribution in shaping employees life and career are not recognized. They tend to challenge straight jacket norms of thinking. It is good to note that Young Generation of HR has now understood the importance of managing employee relations beyond tech-wire methodology. They also feel that nothing much has changed for HR in terms of job profile and perception. Cosmetic surgery will not work alone.
By understanding what young HR think and how they want to be groomed and developed, responsibility of seniors in the profession increases. They also need to mentor their HR buddies. Managing GEN-Y employees cannot be done better by anybody than their contemporaries in HR because a one size-fits-all approach to attract and retain young generation will not be successful.
It is time for grey haired HR GURUS to understand the profile and thought process of their young army, empower them and provide opportunities to understand their real role and focus. They have to be developed as business partners and change agents. They should be trained in handling employee relations crisis at ground zero. They also need to develop right attitude to deal with challenges.
In this cover feature along with findings of BM on YOUNG HR, secured through opinion poll and discussions, BM presents a lot of young HR professionals working in different sectors pan India with what they think about this profession and challenges they expect to face. Really exciting!
regds
Anil Kaushik
Chief Editor,Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
09829133699
Welcome to Business Manager | Home
From India, Delhi
181A new young HR generation is ready to take lead. Writing on the wall is readable. Transformation is taking place. Execution of practices and policies are in their hands. Bosses are relying on them and they too are proving themselves to be reliable. Young HR is optimistic and confident. They are future leaders.
This is somewhat has emerged as profile of YOUNG HR when BM thought of finding about this breed of professionals on whose shoulders future of organizations rests. They have strengths and weaknesses too. They are capable of reading between the lines but have less patience.
These professionals are tech savvy, educated and informed, ambitious and determined to succeed, want to work with those bosses who provide them enough space for learning and development. They can't remain like sitting ducks listening to their bosses having no logic and rationale. They want to spread wings and look at sky to fly.
Findings reveal that what ails most young HR is not finding respect and admiration in the eyes of top management and other cross functional heads that still treat HR as a cost centre. They also like bosses less who try their hands on sensitive HR issues without having expertise of the subject and then using HR as fire fighting mechanism. Their intangible contribution in shaping employees life and career are not recognized. They tend to challenge straight jacket norms of thinking. It is good to note that Young Generation of HR has now understood the importance of managing employee relations beyond tech-wire methodology. They also feel that nothing much has changed for HR in terms of job profile and perception. Cosmetic surgery will not work alone.
By understanding what young HR think and how they want to be groomed and developed, responsibility of seniors in the profession increases. They also need to mentor their HR buddies. Managing GEN-Y employees cannot be done better by anybody than their contemporaries in HR because a one size-fits-all approach to attract and retain young generation will not be successful.
It is time for grey haired HR GURUS to understand the profile and thought process of their young army, empower them and provide opportunities to understand their real role and focus. They have to be developed as business partners and change agents. They should be trained in handling employee relations crisis at ground zero. They also need to develop right attitude to deal with challenges.
In this cover feature along with findings of BM on YOUNG HR, secured through opinion poll and discussions, BM presents a lot of young HR professionals working in different sectors pan India with what they think about this profession and challenges they expect to face. Really exciting!
regds
Anil Kaushik
Chief Editor,Business Manager-HR magazine
B-138, Ambedkar Nagar, Alwar-301001 (Raj.)
09829133699
Welcome to Business Manager | Home
From India, Delhi
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Roadmap to Strategic HR Turning a Great Idea into a Business Reality.zip
Roadmap to Strategic HR Turning a Great Idea into a Business Reality.pdf
Developing HR for business profitability.d oc