Q2- Describe the purpose and the primary objectives of Coca-Cola’sH.R. department. The Coca-Cola H.R. department provides associates with the opportunities to develop knowledge and skills that lead to more effective job performance. The developmental process is a joint responsibility between managers and associates. This process includes determining development needs, agreeing on the development methods, and coaching. Methods of development may include on-the-job experiences, specific training programs, or other developmental approaches. Development, coaching, and feedback are extensions of the performance appraisal process, and prepare associates for current and future business needs. To enhance the performance of individuals and departments to meet business needs, a combination of internal and external resources may be utilized. Coca-Cola operates in a pay for performance business environment. The company’s total compensation programs are structured to drive value creation, to provide cost-effective rewards that are meaningful to associates, and to encourage continuous learning, making the company as successful as it can be. Integral to the success in the nearly 200 countries where they do business are the people of the Coca-Cola business system who remain intensely focused on creating long-term value for their share owners. Such value creation depends on the people ability to consistently identify new growth opportunities and to develop innovative ways to convert opportunity to value. The company institute processes to enhance skills and capabilities. Q7- As director to H.R. department with Coca-Cola, what are the main reasons behind expatriate failure in his/her international assignment? The company uses expatriate for many reasons, including their competence to fill positions, their need to foreign experience, the need to refine their business skills, and their ability to control operations according to headquarters’ preferences. Some candidates face problem during their international assignment. Some of these problems are the following:  Technical competence  Adaptiveness  Local acceptance A major failure occurs when the expatriate is unfamiliar with the technical necessities of the position and how to adapt to foreign variations. Because of the need of technical competence, managers have several years of work experience behind them before a company offers them a foreign assignment. A malfunction also exists when the expatriate lack the following types of adaptive characteristics: • Those needed for self-maintenance, such as self-confidence and personal resourcefulness. • Those related to the development of satisfactory relationships with host nationals, such as flexibility and tolerance. • Cognitive skills and sensitivities that help one to perceive accurately what is occurring within the host society. A frequent reason for failure in a foreign assignment is the inability of the members of his family to adjust to their new home. Expatriates may encounter some acceptance problems regardless of who they are or where they come from. It usually takes time before employees view managers as legitimate. Those are some of the main failure that faces an expatriate in his international assignment. The Challenger model creates great sales representatives, but can chief HR officers apply the model’s concepts to their teams, too? We think so: in multiple studies we have found that the best HR staff improve the talent and business outcomes of their organizations in ways that have clear parallels to how Sales Challengers work to achieve great sales results. Sales Challengers teach their customers by focusing sales conversations on insight—not products—to bring a unique perspective on the customer’s business. They are also not afraid to be assertive; they are comfortable with tension and are unlikely to acquiesce to every customer demand. The best HR staff teach with their strong analytical abilities and lead conversations—not just with HR data—but with data-driven talent insights to articulate the link between business and people challenges. Secure in their analyses and functional expertise, they are also comfortable in asserting the value of talent management solutions and influencing leaders to select the best solutions the HR function can deliver. The Chief People Officer and SVP at The Coca-Cola Company, Ceree Eberly, takes an active role in developing “HR Challengers” at the organization. We discussed key talent management issues with Ms. Eberly; below is an excerpt from that conversation. CEB: How are you developing your HR team to be better at understanding the business and, from there, to teach and tailor talent solutions? Ceree Eberly, Coca-Cola: “Our global, regional, and individual development plans all include programs aimed at building our business muscle. It doesn’t matter which chair you’re in, if you’re doing transactions or designing global compensation solutions in a center of expertise, you have to understand the customer and the business around the world. … Being part of a global team gives us an opportunity to learn whenever we travel. Part of our leadership team’s development plan is to spend time in the market, and we build in local market visits as part of our global routines. We get to spend time with the business leader learning about the business, the salespeople, and the operations team, as well as visit many places in the market where our products are offered. Afterward we debrief our learnings and observations as a way to have fresh eyes for our leaders as well. It’s fun and benefits both parties in learning about the business.” CEB: Do line leaders appreciate the curiosity and interest in learning that your team demonstrates? Ceree Eberly, Coca-Cola: “…The fascinating thing is that the leaders and general managers who work with us in a specific location are so excited about our engagement. They appreciate that we genuinely want to learn—that is really something they value. We’ve built the strength of the partnership and the credibility of the function, because we’re incredibly curious, asking a lot of good questions, we’re debriefing the visit, making recommendations on how the business can do certain things. The leaders are really engaged with us. I’ve had leaders re-arrange their schedules to fly back in to be with us at a dinner or to take us into the marketplace. They know that by our actions that we’re learning and can add value to their business.” The full text of this interview can be found in CHRO Quarterly magazine (for CEB Corporate Leadership Council members), which examines the most important issues related to managing human capital. Articles feature the latest insights from around the corporate suite, new trends in HR, and personal stories from heads of HR at the world’s largest organizations. Read More One of the biggest mistakes managers make is that they don’t listen to their employees, says Sameer Wadhawan, who heads human resources for Coca-Cola Co.’s India and South West Asia operations. Mr. Wadhawan says that in a rush to accomplish targets, managers often don’t take the time to listen to their subordinates’ aspirations and problems. If they did, this could boost the team’s performance and elevate the manager into a leader. In a wide-ranging interview with India Real Time, Mr. Wadhawan shared tips on how to become better managers and how Coca-Cola hires in India. The following interview has been edited. WSJ: What are common mistakes managers make? Mr. Wadhawan: Management is all about leadership. I’m not talking about setting an example in your area of expertise. That’s taken for granted. What matters is your ability to envision, inspire, and accordingly motivate others to excel at what they do. One of the biggest mistakes managers make is that, in a rush to accomplish their targets, they sacrifice quality listening time. They don’t stop to ask: Is my team member motivated enough? Is he happy working for the organization? Is he performing up to his potential? A simple, two-minute conversation can go a long way in solving your employees’ concerns and addressing potential issues which may hamper their performance in the future. WSJ: How can managers deal with employees who are upset about their performance reviews? Mr. Wadhawan: The trick to tackling this situation is to let there be no surprises at the yearend performance review. For instance, if throughout the year, you are telling an employee he’s excellent at his job and at the end of the year his score card reads no better than an average performer, there’s clearly a problem. So, the onus lies on how well a manager defines objectives for his team, sets tangible goals for each team member and imparts regular feedback for each of the assigned tasks. However, if such a situation still arises, have an open door discussion and spell out why you rated an employee in a particular way. While setting up a transparent mechanism is important, don’t forget to picture yourself in the employee’s shoes while imparting feedback. WSJ: How should an employee cope with office politics? Mr. Wadhawan: Well, office politics is a reality. The only way to tackle the situation is to create a free, fair and transparent environment where coworkers are encouraged to put forth their views. Coca-Cola India Pictured, Mr. Wadhawan. The first step would be to facilitate a debate and discussion with the colleague affecting you. While you are entitled to spell out what’s on your mind, recognize that the coworker in question is also entitled to his view. Don’t be stuck up on what you feel is right. Try understanding the issue from his perspective. By doing so, you may realize that the problem lies in your perception of the situation. However, if that doesn’t solve things, leverage off your company’s whistle-blowing mechanisms. For example, at Coca-Cola, you can choose to anonymously report your grievances at an employee hotline or approach the ethics officer in your branch with your concerns. WSJ: What can a manager do in such a situation? Mr. Wadhawan: Take immediate action if politics is being played. Spend time to understand the situation and facilitate a healthy discussion among your team members. As a manager, it’s your responsibility to take an informed, apolitical, and transparent decision at the end of the day. WSJ: On another note, what are Coca-Cola India’s hiring plans for the year? Mr. Wadhawan: We hire as per requirement. Our attrition is much below the industry average and hence we don’t have to hire too many employees. The business unit along with its bottling partners currently has about 25,000 employees. Our hiring spans diverse domains. Being a marketing and bottling company, a major chunk of our talent is primarily for those functions, but we also hire for our tech, finance, human resources, communications and operations divisions. WSJ: What are the big no-nos in a managerial interview? Mr. Wadhawan: For starters, don’t talk about something if you are unsure of it. Instead, be candid and admit your lack of expertise in that particular field. It’s a quality well appreciated by an interviewer. You’re not expected to know everything! Second, don’t let the brand name be the driving force for a job switch. Of course, it’s phenomenal that you want to work for a great brand, but what interviewers really want to hear is how the job would enhance your long term career. With operations in close to 200 countries and nearly 80 percent of its operating income derived from businesses outside the United States. Coca-Cola grants national businesses the freedom to conduct operations in a manner appropriate to the market. The corporate HRM group sees its mission as one of developing and providing the underlying philosophy around which local businesses can develop their own human resource practices. For example. Don’t overlook that factor. Correction: Coca-Cola system. The philosophy is best summarized by the phrase "think globally. or perhaps a good listener? Your personality can go a long way in ensuring you have a successful interview.000 employees in India. tools that have been developed in Brazil to deal with a specific HRM problem might also be useful in Australia. For example. and Latin America.Third. The sessions provide a medium through which HRM professionals can communicate and learn from each other. the company tries to establish a common mind-set that all its employees share. act locally. Coca-Cola is typically perceived as the quintessential global corporation. relationship-oriented. The corporate HRM function achieves this in two main ways: (1) by propagating a common human resources philosophy within the company. Global Human Resource Management at Coca-Cola The Coca-Cola Company is one of the most successful multinational enterprises. An earlier version of this post misstated the number of employees. The corporate human resource management (HRM) function is charged with providing the glue that binds these various divisions and groups into the Coca-Cola family. open-minded. CocaCola has a common salary philosophy--the total compensation package should be competitive with the best companies in the local market. you are unlikely to be picked. don’t talk about what you’ve accomplished – stress how you accomplished it. Africa." which captures the essence of Coca-Cola's cross-border management mentality. Are you positive. At the same time. but if you don’t appear to have invested in building the softer aspects of your personality. you may have the right skills for the job. Coca-Cola. likes to think of itself as a "multilocal" company that just happens to be headquartered in Atlanta but could be headquartered anywhere and that presents the Coca-Cola brand with a "local face" in every country where it does business. has 25. the European Union. Twice a year the corporate HRM group also conducts a two-week HRM orientation session for the human resource staff from each of its 25 operating divisions. Lastly. These sessions give an overview of the company's HRM philosophy and talk about how local businesses can translate that philosophy into human resource policies. Coca-Cola manages its global operations through 25 operating divisions that are organized under six regional groups: North America. Coca-Cola has found that information sharing is one of the great benefits of bringing HRM professionals together. which includes a bottling unit and some bottling partners. rather than have a standard salary policy for all its national operations. and (2) by developing a group of internationally minded mid-level executives for future senior management responsibility. however. the Pacific Region. the east Europe/Middle East Group. . expatriates are needed in the system for two main reasons. They are paid according to US benchmarks. this chapter examines international human resource management (HRM). Human resource managementrefers to the activities an organization carries out to use its human resource effectively.2 Through its influence on the character. and who can do two things in an international location--add value by the expertise they bring to each assignment and enhance their contribution to the company by having international experience. about 200 move each year. and productivity of the firm's human resources.which facilitates the rapid transfer of innovative and valuable HRM tools from region to region. To ease the costs of transfer for these employees. . who was of Polish descent. senior managers should have had international exposure. Coca-Cola believes that because it is a global company. plus knowledge of the company. as we will see. Coca-Cola gives those in its global service program a US-based compensation package. it had to bring in an expatriate from Chicago. Of the 500 participants in the program. One is to fill a need for a specific set of skills that might not exist at a particular location. where staffing. and labor relations." Coca-Cola characterizes these managers as people who have knowledge of their particular field. to fill the position of finance manager. As much as possible. the HRM function can help the firm achieve its primary strategic goals of reducing the costs of value creation and adding value by better serving customer needs. management development. performance evaluation." However. and the like (see Chapters 2 and 3). The second reason for using expatriates is to improve the employee's own skill base. and compensation activities are complicated by profound differences between countries in labor markets. HRM has an important strategic component. development. Thus. all are related to the strategy of the firm because. The strategic role of HRM is complex enough in a purely domestic firm. quality. management development. Introduction Continuing our survey of specific functions within an international business.1 These activities include determining the firm's human resource strategy. Coca-Cola tries to staff its operations with local personnel. an Indian manager in this program who is working in Britain will be paid according to US salary benchmarks--and not those prevailing in either India or Britain. legal systems. For example. performance evaluation. when CocaCola started operations in Eastern Europe. The corporate HRM group has about 500 high-level managers involved in its "global service program. As the opening case on Coca-Cola makes clear. For example. culture. staffing. but it is more complex in an international business. To quote one senior executive: "We strive to have a limited number of international people in the field because generally local people are better equipped to do business at their home locations. economic systems. as opposed to the benchmark prevailing in the country in which they are located. none of these activities is performed in a vacuum. compensation. An ultimate goal of this program is to build a cadre of internationally minded highlevel managers from which the future senior managers of Coca-Cola will be drawn. Compensation practices may vary from country to country depending on prevailing management customs. Equal employment legislation may be strongly pursued in one country and not in another. or is it all employees that have a touch point with the SSO? Shared services globally have begun to register the importance of the internal “customer journey. we will look closely at the role of HRM in an international business. as companies increasingly examine the treatment of people outside their corporate walls – their customers – and their experience at every point of engagement with the company. the HRM function must deal with a host of issues related to expatriate managers. when engaging with the GBS on HR matters. Coca-Cola copes with differences between countries by articulating a common HRM philosophy. Coca-Cola also tries to build a cadre of internationally minded executives through its global service program. For the regular shared services organization. (An expatriate manager is a citizen of one country who is working abroad in one of the firm's subsidiaries. care. and the employee’s journey. In this chapter.) The opening case detailed how Coca-Cola deals with some of these issues. sometimes there is confusion over who the customer is – is it the payee of the shared services bill (ie the country CFO or the Managing Director of a business unit). and looking to ensure their “internal customers” are on a similarly joyful path.” But so far it seems especially to be the companies that have made or are making the transition to Global Business Services that really get the importance of the concept and know how to deliver on it. We begin by briefly discussing the strategic role of HRM. so are leadership teams scrutinizing the employee experience. which involves the HRM function of identifying and managing the career development of a key group of executives from which future senior management will be selected. but the employee experience as well. performance appraisal. has become more associated with process and administration than care. but by letting each national operation translate this philosophy into HRM specific policies that are best suited to their operating environment. Then we turn our attention to four major tasks of the HRM function--staffing policy. to see that an employee is treated with compassion. Human Resources: it’s a term that. Finally. At a recent sharedserviceslink event in Atlanta. in recent years. management training and development. The chapter closes with a look at international labor relations and the relationship between the firm's management of labor relations and its overall strategy. thoughtfulness and consistency. speaker Patrick van Hoegaerden. If it is to build a cadre of international managers. Global Director of HR Operations at The Coca-Cola Company. However. This article examines how shared services and Global Business Services can get better at enhancing not just the internal customer experience. Labor laws may prohibit union organization in one country and mandate it in another. We will point out the strategic implications of each of these tasks. Here are the nine recommendations that Patrick shared with the audience: . and perhaps most importantly. Coca-Cola sees the HRM function as a vital link in the implementation of its strategic goal of thinking globally and acting locally. and compensation policy. illustrated the steps taken by the company’s Global Business Services to look specifically at the employee’s journey. “What is the intention of this process? What does the end result look like that shows us we have been successful in this process?” Start with the end. Look after your new joiners.” We are all aware when we are at the receiving end of a cold experience but sometimes unaware when we are creating one. certain terms and language are used which can be confusing to anyone outside the function. 7. Move away from scripts. (however non-jargony it seems to you). without asking ourselves. be clear on who is best placed to manage which part of the process. Start with the end user experience in mind. for example. This may mean you will require a different calibre of person in your Global Business Services center. or are you showing real thoughtfulness and consideration? 3. The Coca-Cola Company uses salesforce. tools. for each step in the process. and Patrick talked about the big difference this approach made. By standardizing and consolidating. it would be able. you are introducing efficiencies which the employee will certainly benefit from.” when they haven’t really understood the context of the employee's problem. and analytics can deliver this information. no induction taking place. and over one hundred payroll providers. 2. but you need clarity on who is really better at what. Use a CRM tool and run reporting off it. where it had eight hundred benefit programs. this has meant that the Global Business Service organization has gotten as close as possible to what a company associate would want to experience when engaging with HR. At The Coca-Cola Company. This is a key tip. And we certainly remember the glitches. This means the . Decide which HR experiences to insource and outsource. based on your key requirements. to being clear on what success looks like – a happy and cared-for employee. and build your process from there. For The Coca-Cola Company. We all remember our first few days at a company. and enable you to respond appropriately. you may be recruiting a different type of person anyway. we often start in the weeds. Standardize and consolidate as much as you can. The Global Business Services organization offers twelve services per associate. a service agent can think “job done.1. Always check in with yourself – are you listening? Do you understand? Are you showing care? How would you feel in their shoes right now? Are you letting the process dominate this experience. we feel as if we may as well be speaking to a machine. our lap top not being ready. 9. while being sensitive to local cultures and habits. See that you are communicating in terms that don’t leave the associate feeling confused or isolated. and as a result stopped calling in. and seeing that all onboarding steps are started. and talk like a regular person. and then drawing up the ideal process. but decided to insource when employees started to experience coldness. Data. and be sensitive to the emotional state that an associate might be in at a particular HR moment. they can recognize any inconsistencies in its service. Patrick talked about having a high awareness of what language you use when talking with the associate. Avoid the “cold experience. Move away from the jargon. The Coca-Cola Company now has a reduced number of benefit programs and two payroll providers. This means a Global Business Services needs empathy – they need to walk in the shoes of their employees. but by reporting off salesforce. The outsourcer relied on scripts. Within HR. The Coca-Cola Company came from a place of complex systems. not script-following.com. Watch out for your language. finished and completed. By focusing on a request. to see that in a given country it only offered six. When we talk to someone who is obviously reading off a script. But if you start with the end in mind. 4. the Global Business Services center has one person looking after each recruit. When mapping out ideal processes. The Global Business Services team has moved away from a task-focussed perspective. 8.com and by ensuring all information is captured in the tool. is key. Deal with the employee. Being empathetic when looking at your HR strategy at a macro level. and then in the thick of an HR moment at a micro level. This complexity meant programs and providers could potentially become unmanageable. Care never comes from reading a script. The Coca-Cola Company initially outsourced tier one HR activities. 6. globally. like desks not being assigned. so the experience was bound to be cold. When starting with the end in mind. Care relies on thoughtfulness. You will likely end up with a blended approach stemming from outsourced and captive services. 5. not the request. Negative impacts of this approach are: does not address what to do if unable to produce required employee behavior and performance. reporting and managing human capital. attitudes and competencies. Finance Transformation Director for Europe. The message is this: with Global Business Services now encompassing finance. some elements lead to confusion. Coca-cola faced complexity with unnecessary employees and. focus on behavior. focuses on achieving competitive advantage using human capital. 1a) Critically appraise varied human resource management perspectives and their impacts on the development of business strategy. internal consistency difficult due to contradictions. and taking on more HR services • The customer satisfaction score stands at 4. strategy and firm performance.sharedserviceslink. need not be daunted by the prospect of leading a multi-functional Global Business Services organization. Positive impacts of the fit or contingency approach are: provides a simple framework showing how selection. based on four HR policy goals (strategic integration. and became Finance Director for larger markets and. but here’s the rub: this is the first HR role he’s had. HR. flexibility and equality). who make up the majority of Shared Services Leaders. development and rewards can be mutually geared to produce required employee performance.new joiner is essentially account-managed by one person through this sometimes tense experience. • The service level agreement is now 97% • The HR part of the Global Business Services is increasing its scale. Positive impacts of the Universalist approach are: not dependent on competitive strategy of organization.3lM4G1FN. they focused on achieving competitive advantage by investing in . knowledge. Coca-Cola instead adapted the resource-based approach. The HR results have been impressive for The Coca-Cola Company’s Global Business Services. This does not follow the Universalist approach as it contradicts their decision.com/article/9-ways-the-coca-cola-company-is-puttinghuman-back-into-hr#sthash. clarify organisational goals. involves measuring. appraisal. . Patrick leads the HR part of the Global Business Services.See more at: http://www. Under these circumstances HR management needed to conduct staff appraisal to setup objectives to achieve company's goals. In such conditions. as stated.000 employees.8 out of 5 And every good story ends with a twist. and refers to people as 'human capital'. commitment. He joined The Coca-Cola Company in 1998 as CFO for Egypt. assumes employees will behave as requested. resignations and sacks. The negative impacts are: the goals are often unachievable. thus meaning it was dependent on their competitive strategy. Three varied human management perspectives are Universalist approach. procurement and other chief back-office functions. fit or contingency approach and resource-based approach. organisation can 'loan' human capital. 1b) What are the current situations/difficulties regarding these issues in Coca-Cola and Dabur companies? Coca-Cola changed their pay rate in line with other Indian companies. considers stakeholder's influence on employee's performance. Negative impacts are: requires coherent framework in order to decide on the measures. Positive impacts of the resource-based approach are: it's concerned with the relationships between internal (HR) resources. finance processionals. and thus doubling its workforce.dpuf The Human Resource Issues Faced By Coca Cola This assignment will give you an overall idea about human resource issues because Coca-Cola brought 10. skills. most recently. Coca-Cola then took the fourth step by recognising their employees as the key to competitive advantage by bringing together employees from different work cultures and value systems.recognises people as the key to competitive advantage rather than a way of implementing organisational strategy. How can you solve these problems? Coca-cola's problems were the number of employees leaving the company. who in turn report to the CEO. It further recognised employees as key to competitive advantage by commissioning consultants to formulate an employee stock Option Plan. Coca-Cola should concentrate on the resource-based approach as it has already met some of its criteria. holistic . and by other means such as not downgrading the centres. 5. they allowed certain employees to club their leaves and enjoy a vacation. dialogue . This led to appointment of managers in the six regions. fit -recognises importance of people in achieving organizational strategy. HR Driven . By better control of the unrest among employees. It started by recognising the importance of people in achieving the organisational strategy by introducing employee friendly initiatives like annual sales conferences. Problem was Dabur didn't use HR strategy as significantly. E. If HR strategy played a bigger role in the organisational strategy it would have been more beneficial to the Dabur. 4. separation . . and its human resource strategy. 1c) How can they improve this situation? The best way for Coca-Cola and Dabur to improve their situation was to meet more criteria for any certain approach. and it recognized the majority stakeholders' (the Burman family) influence in creating a 'family-oriented' working environment for its employees. To put HR in prime position they decided to extend the scheme.recognises need for two-way communication and some debate. and an area general. whereas Dabur should concentrate on the fit or contingency approach as it has already met a lot of its criteria. thus unimportant. Their final step was to put the employees in prime position by taking a strategic level decision to turn itself into people-driven company. 2a) Critically analyse the importance of alignment between an organizations corporate strategy and objectives. Dabur used HR strategy as an important part of its restructuring process.places HR strategy in prime position. 2c). 2b) Then by considering the case study compare real activities about alignment between an organizations corporate strategy and objectives in Coca Cola and Dabur with best practice (theoretical view) to identify what the difficulties are regarding this issue in these companies? Coca-Cola began by recognising human resource's significance in the restricting process. contribute and are of significant importance: 1. Dabur to some degree maintained the universalist approach as it provided clarity of goals (the three-fold recommendations).g. They then recognised the importance of two communications by ensuring the Regional General Managers report to the VP. By maintaining and meeting the criteria of any one approach both companies can hope to be in a better situation. and its human resource strategy. It then recognised two-way communication by introducing an interactive newsletter.developing human capital. Dabur met the criteria of the fit or contingency approach by aiming for consistency across workforce. The fact they concentrated significantly on human resource development satisfied several criteria of this approach. Each of the five steps to the alignment of an organisation's corporate strategy and objectives. 2.no relationship at this stage. would have allowed Coca-Cola to avoid this crisis. 3. recognizing it had to give rewards to junior sales officers and representatives for achieving target. This model represents similarities and complements of merging companies. In some company merger or acquisition planning. We have little information regarding these events. In assessing the effectiveness of a HR strategy we use the below issues: the HR approach by reaching the corporate strategy objectives. We can say using the change in technique. and market value. employee encouragement needed for better outcome. Under these circumstances HR management needed to decrease outlay. or developing/carrying-out planned strategies. You also want to reduce any post-acquisition surprises (what will we need to work on after acquisition. According to information given Dabur is a family business so the relation between family members are okay but the relation between employees and higher management might be problematic. After that by relying on the given information in the case study compare current situation of HR strategies in the occasions of mergers. and also depend on circumstances. The HR strategies are different for each company. Effectiveness is associated with capabilities and attributes of HR staff. What are the existing condition/difficulties regarding this issue in these companies? Coca-Cola HR carefully revised plan to achieve goals. Coca-Cola merged with four bottling companies. resignations and sacks. At the first phase Coca-Cola HR strategy could not develop leadership and management released a flow of records which led the company to loss with extra outlay. We also found relationships between HR management effectiveness and productivity. CocaCola brought 10000 employees. To understand and study the authors mainly developed a connectional framework. Virtually they compact the needless extra facilites. acquisitions. therefore has no proper HR development to target. The evaluation of companionship earnings and expenses is not vigorously monitored it was a stride following its competitors. integration issues. 4a) Argue the appropriate human resource strategies for organizations facing mergers. With too much labor they cannot be so. Those are enlargement and synergy. Because need of business chiefs will affect company's direction and profits. This means harder HR issues because of merges. Actually human resources management will study both motives of these companies. Mergers and acquisitions (M&A) and corporate restructuring are a big part of the corporate finance world. An important key to remember is "It's not only the numbers!" 4b). acquisition. personnel issues. if these companies rapidly increase. The rewards are incentives. and customer's base). obsolete equipment requiring replacement. strategic alliances and joint ventures in Coca Cola and Dabur with best practice (theoretical views) to detect possible difficulties regarding this issue in these companies? In the case study Coca-cola used the HR management strategy. They will decide whether they will merge or acquisition a company for faster growth synergy. strategies and joint venture take place because of four motives. Also. In this condition Coca-cola faced complexity with unnecessary employees and. Darbur has a people-leaning work culture. The merger. oversee operation etc. We evaluated the impact of human resource (HR) managers' capabilities on HR management effectiveness and the latter's impact on corporate strategy. they discharge people so it threats an unstable situation. Coca-cola decreased payment and additional facilities for the employees. From the case study we could not find any loot system from the Dabur before restricting. . This is your one shot in understanding the business before closing the deal. meaning doubled work force. major contracts. The concern is Coca-cola need a stable leader. Findings were consistent across market and accounting measures of performance and with corrections for biases.3a). 3b). acquisitions. HR management gives a border process of leaning model. warranty exposures. cash flow. Judge the required processes of assessing the effectiveness of a given human resource strategy and its impact on overall corporate strategy. Coca-cola used growth and synergy for these merges. 3c) How can these companies improve their situation regarding this issue? The companies need to reform their organization and make sure that changes need to be accepted by people. strategic alliances and joint ventures. we need to understand what we are getting into (Do I go ahead? Adjust the price? Walk away?). if they want to reduce employees. 5c) How can they improve this situation? Coca-cola needs to ensure they hire trustworthy and uncorrupted employees in order to avoid scandals like the one they faced with the North India operations. . speak. As it is the first time Dabur is taking such a step by reorganising their structure. costly method and not always reliable. 'talking is not everything'. Negative side: based fully on psychological decisions. contact people who recommended applicants. Work simulations: Candidates are put into small scale job situations. negative side is that it is useful only if real and true. Assessment centres: Positives are: candidates like them and generally predict job performance accurately. and learn their personalities. as it gives a better evaluation than either used alone. behave. six Regional General Manager. 5b) What are the current situations/difficulties regarding these issue in these companies? Coca-cola appointed a new CEO. Graphology: Involves analyzing handwriting in relation to human psychology. Positive side: helps understand applicant's personality.4c). Negatives are: slow process. ability or intelligence. 5a) Appraise different methods of employees' selection. and personality clashes. Negatives are: stressful for interviewees. get information from independent assessors. So companies could consider the employee's experience with them. But. Full Reference checks: Consider the 'reference letters'. The different methods of employees' selection are as follows: Interview: Positive sides of interviews are: have the chance to see how the person dress. whether clean or not. How these problems can be solved? As of the company outlook. it would be best to hire a professional external recruitment agency as they would have better experience and knowledge regarding hiring employees then Dabur would. CV/Biographical information: Positive side: it's a very good source of information regarding the applicant. unable to explore technical skills. They also appointed Arthur Anderson to inspect accounts in North India. contact applicant's manager or colleagues. interests or attitudes) are used along with assessment centres. but from employee's view these dismissals affect their families. then they can do so. Psychometric tests: Psychometric tests (test for normal or abnormal personality. By providing compensation for dismissal there is fairness (HR management has to balance both side). communicate. a VP (Operations). Dabur appointed a new CEO and 3 vice presidents. very subjective. performance and retention" in Coca Cola & Dabur with best practice (theoretical views) to identify what the difficulties are regarding these issues in these companies? Coca-cola decided to employ new managers and senior officers. Poor Performance is mainly due to Lack of Ability (lack of training or resources) and Low Motivation (lack of desire and commitment). Employee Retention is the policies and practices used by companies to stop valuable employees from leaving (mainly because they spend considerable time. Employee Redeployment is transferring employees from one department/position to another for effectiveness. as they have double than required. 7a). access and distribution of knowledge. The points below will help understand why the learning organization is important to both companies. 6b) Then by considering the case study compare real activities about "employee development. Learning organization is the organization's ability to use mental capacity of its members to create the processes that will improve its own. Ability to see complexities in making decisions. as well argue.000 employees brought from merger were being used efficiently. 6c) How can you solve these problems? Coca-cola can solve this problem by preventing Employee Retention by putting in place policies and practices to stop employees leaving. information both inside and outside the organization. The term combines the idea of the intellect or brain power with the economic concept of capital. time period for which they are required and the skills required.making or other useful purpose. The management of the intellectual capital in the knowledge intensive organization might also contribute positively to individual well being. training and foreign internship. Enhance productivity through improved creation. which required Employee Deployment. recruit and train employees). But. they are: Awareness of new and different perspectives. Coordinating technology and human resource development. during their restructuring. Personal growth and development. They tried combating Poor Performance by introducing 'talent development meetings'. Dabur maintained Employee Retention as they successfully kept hold of employees. effort and money to find. a CEO and three Vice Presidents) and restructure their business. couldn't prevent Employee Retention as 40 managers and some senior personnel left. Dabur could be more efficient by using Employee Redeployment. Promoting changed organization to achieve more effective knowledge management. Dabur tried to prevent Poor Performance by introducing newsletters for better employee communication. They used Employee Redeployment in order to ensure the new 10. The technical view assumes that organizational learning is about the effective processing interpretation of. . The promotion of intellectual capital and knowledge management: Intellectual capital is knowledge that can be exploited for money . Awareness of new options and ability to create options Companies to thinking about reduce to the work force. Assess the relative importance of the creation of the learning organization through self-managed learning. poor performance and retention. and response to. redeployment. the promotion of intellectual capital and knowledge management.e. Employee Deployment is the number of employees required in each department.6a) Critically assess strategies for employee deployment. Dabur used Employee Deployment to employ new senior officers (i. the saving of entitled benefits so that they can be invested in producing more goods and services. Sense of career directions. The Appraisal Scheme aims to identify the management development needs of staff in order to improve the performance of individuals and of the organisation to achieve company's key objectives. it has to resolve. If employees do not have own initiatives to work. clients or any other problematic behaviour/incidents in the office. Lack of time and training. Difficulties of knowledge management: reports about successful and failed knowledge management initiatives using various IT systems exist. For company recruitment of pupils from the local catchments area might seem an obvious surrogate but it is not a good measure on its own as parents often have no choice. and to leverage what it learned internally and externally. it'ss responsible for the line manager to check and review each objectives every year. Difficulties of learning organization: there is no problem with teaching workers presentation skills. Externally by sharing it with supplier's distributor's partners and customers. 8a) Critically evaluate the role of performance review and strategies for management development.Knowledge management is the first competency that an organization needs to develop for the management of intellectual capital. The following list shows the problems and they are. 7b). we believe the below discussions may help to improve their situation regarding the above mentioned issues: We must be completely updated on current assignments and accomplishments of employees. They are: learning organization. Coca cola and Dabur's scheme did not. it is important to analyse the reports before defining the requirement of a knowledge management. Both companies think about reducing employees. If there are specific complaints from supervisors. accommodation and foreign trips for bottlers. to remember what it learned. Lack of user uptake due to insufficient communication. 6-monthly interim reviews are optional. Restructuring are a big part of both company. Such as: staffs need to know how they can contribute to organisational success . Knowledge management not integrated into normal work procedures. How can these companies improve their situation regarding this issue? Difficulties in Coca Cola and Dabur: negative media reports. the extent to which it has loyal customers. how it is regarded in the local community and the extent to which it has long term satisfactory relationship with key external agencies. What are the existing condition/difficulties regarding this issue in these companies? There were difficulties in Coca Cola and Dabur. Information is not classified properly in knowledge management system. Knowledge management constitutes the ability of an organization to learn. Hence. interactions with co-workers. intellectual capital. then HR consultants need to review the situation with the employee to achieve more work progress and to reduce employees. System not accepted. Companies thought about reducing employees. The knowledge distribution system does not make sense. Specify problems with productivity. heavy investment in India and Japan. We believe. quality of work. clients and customers we should read them and conduct necessary investigation to obtain full details and follow proper procedure regarding how we are handled Coca Cola and Dabur evaluation. Using theoretical knowledge for practical problem. Intellectual capital is more difficult to put a value on. knowledge management. Internally by transferring it to different workers and department. 7c). Performance management is strategic in the sense it is concerned with the broader issues facing businesses if it's to function effectively in its environment and with the general direction in which the business intends to go. fosters a commitment for achieving companies goals consultant managers will meet with employees at the end of the evaluation period to formally discuss. and market value. we also believe both companies' managers hasn't conducted the staff performance review and haven't given objectives to employees. 8c). They had other staff during that period and so was having financial looses. investment in management development can have economic benefits to the organization.review past performance develop potential and help improve current performance maintain high performance set up both companies objectives to achieve companies goals assess learning and management development needs Appraisal link assessment for future development with current performance. 8b). Performance of employees is evaluated. It becomes a vehicle for mentoring where the manager is supported and provided with development opportunities. accommodation and foreign trips. . After that by relying on the given information in the case study compare current situation of performance review and management development in Coca-cola and Dabur with best practice (theoretical views) to detect possible difficulties regarding this issue in these companies? Both companies have difficulties with media reports. reduce employees requires promotion and advertising talent managers have to setup objectives for the employees to achieve company's goals for the coming years identify and implement changes to improve performance to provide a clear understanding of how to be successful provide feedback regarding employees' performance and development role-based performance metrics and look at training needs across a group Conclusion: The company outlook to reduce employees. As best practice management development is best described as the process from which managers learn and improve their skills. provide compensation for dismissal. It gives the individual the opportunity to discuss his or her career intentions concerns and views with somebody else. The companies need reorganization with expert employees to overcome the issues faced. Advertising and promotion required for both companies to achieve goals. evaluate and develop company's new goals. cash flow. so companies could consider employees experience. It provides a stronger role for line management in development. How these problems can be solved? Discussion below may help improve Coca Cola and Dabur's problems: leadership and motivation creates and maintains an effective/motivating environment where people strive for quality of service and is supportive of all staff. We also found relationships between HR management effectiveness and productivity. heavy investment in India and Japan. selecting and developing people at work.Introduction In the era of present competitive business world.” But so far it seems especially to be the companies that have made or are making the transition to Global Business Services that really get the importance of the concept and know how to deliver on it. with the audience: Start with the end user experience in mind. in recent years. are the nine care. but the employee experience as well. This article examines how shared services and Global Business Services can get better at enhancing not just the internal customer experience. sometimes there is confusion over who the customer is – is it the payee of the shared services bill (ie the country CFO or the Managing Director of a business unit). Human Resources: it’s a term that. Here 1. Global Director of HR Operations at The Coca-Cola Company. Human Resource Management is an important and one of the vital issues for any type of organization. as companies increasingly examine the treatment of people outside their corporate walls – their customers – and their experience at every point of engagement with the company. However. and looking to ensure their “internal customers” are on a similarly joyful path. Day by day human resource management is becoming as a part and parcel study management. speaker Patrick van Hoegaerden. For the regular shared services organization. illustrated the steps taken by the company’s Global Business Services to look specifically at the employee’s journey. “What is the intention of this process? What does the end . When mapping out ideal processes. By human resource management we mean that it is a process of recruiting. and the employee’s journey. has become more associated with process and administration than care. when engaging with the GBS on HR matters. Human resource management can be distinguished from personnel management in terms of some key issues of managerial activities. thoughtfulness recommendations that Patrick and shared consistency. or is it all employees that have a touch point with the SSO? Shared services globally have begun to register the importance of the internal “customer journey. so are leadership teams scrutinizing the employee experience. to see that an employee is treated with compassion. At a recent sharedserviceslink event in Atlanta. we often start in the weeds. without asking ourselves. Decide which HR experiences to in source and outsource. but decided to in source when employees started to experience coldness. or are you 3. Standardize and consolidate as much as you can. This is a key tip. not the request. might be in at a particular HR moment. Care relies on thoughtfulness. a service agent can think “job done. this has meant that the Global Business Service organization has gotten as close as possible to what a company associate would want to experience when engaging with HR. based on your key requirements. This may mean you will require a different calibre of person in your Global Business Services center.result look like that shows us we have been successful in this process?” Start with the end. globally. Avoid the “cold experience. The outsourcer relied on scripts.” We are all aware when we are at the receiving end of a cold experience but sometimes unaware when we are creating one. When we talk to someone who is obviously reading off a script. You will likely end up with a blended approach stemming from outsourced and captive services. a reduced number of benefit programs and two payroll providers. and as a result stopped calling in. Being empathetic when looking at your HR strategy at a macro level. we feel as if we may as well be speaking to a machine. but you need clarity 5. and then in the thick of an HR moment at a micro level. while being sensitive to local cultures and habits. where it had eight hundred benefit programs. be clear on who is best placed to manage which part of the process. The Coca-Cola Company initially outsourced tier one HR activities. This complexity meant programs and providers could potentially become unmanageable. not script-following. This means a Global Business Services needs empathy – they need to walk in the shoes of their employees. for each step in the process. and then drawing up the ideal process. By standardizing and consolidating. and build your process from there. Care never comes from reading a script. on who is really better at what. But if you start with the end in mind. is key. you are introducing efficiencies which the employee will certainly benefit from. The Coca-Cola Company now has 6. and be sensitive to the emotional state that an associate 2. When starting with the end in mind. showing real thoughtfulness and consideration? Move away from scripts. Always check in with yourself – are you listening? Do you understand? Are you showing care? How would you feel in their shoes right now? Are you letting the process dominate this experience. and Patrick talked about the big difference this approach made. type of person anyway. By focusing on a request. and over one hundred payroll providers.” when . For The Coca-Cola Company. The Coca-Cola Company came from a place of complex systems. so the experience was bound to be cold. Deal with the employee. you may be recruiting a different 4. He joined The Coca-Cola Company in 1998 as CFO for Egypt. finished and completed. The Global Business Services team has moved away from a task-focussed perspective. and seeing that all onboarding steps are started. no induction taking place. and analytics can deliver this information. The HR results have been impressive for The Coca-Cola Company’s Global Business Services. Watch out for your language. Within HR. most recently. • • The service level agreement is now 97% The HR part of the Global Business Services is increasing its scale.com and by ensuring all information is captured in the tool. And we certainly remember the glitches. finance processionals. it would be able. Patrick leads the HR part of the Global Business Services. 8. to see that in a given country it only offered six. and enable you to respond appropriately. We all remember our first few days at a company. to being clear on what success looks like – a 7. The Global Business Services organization offers twelve services per associate. and taking on more HR services • The customer satisfaction score stands at 4. (however non-jargony it seems to you). The Coca-Cola Company uses salesforce. but here’s the rub: this is the first HR role he’s had. happy and cared-for employee. Look after your new joiners. Use a CRM tool and run reporting off it. . who make up the majority of Shared Services Leaders.8 out of 5 And every good story ends with a twist. they can recognize any inconsistencies in its service. need not be daunted by the prospect of leading a multi-functional Global Business Services organization. but by reporting off salesforce. and talk like a regular person. HR. the Global Business Services center has one person looking after each recruit. the associate feeling confused or isolated. tools.they haven’t really understood the context of the employee's problem. for example. At The Coca-Cola Company. our lap top not being ready. procurement and other chief back-office functions. Finance Transformation Director for Europe. certain terms and language are used which can be confusing to anyone outside the function. See that you are communicating in terms that don’t leave 9. like desks not being assigned. This means the new joiner is essentially account-managed by one person through this sometimes tense experience. and became Finance Director for larger markets and. Patrick talked about having a high awareness of what language you use when talking with the associate. Data. Move away from the jargon.com. The message is this: with Global Business Services now encompassing finance. founder. ‘Learning’ is an ongoing process. An HR professional must keep sharpening his/her business acumen and learning about the business as it grows. motivated. 5. On the other hand. Being an HR professional. others need freedom to let their imagination fly. and capable of working on their own are best suited for laissez-faire leadership. Only a right blend of motivated people and business acumen can help actualise the vision.” . control and implement the change. train. He/she should continuously think out-of-box for various processes and systems innovations required in the organisation. There are many facets to the laissez faire style of leadership at the workplace Palak Bhatia A critical part of an organisation’s culture is the style of leadership adopted by the superiors. Take charge of the change: An HR professional should not only act as an authority.Communicate: There is no other way to drive people and business in the right direction than communication. 3. one must continuously and directly communicate all good or bad news occurring in the organisation . Work Better.in the right manner at the right time. they stay aligned with the business needs. should not have laissez-faire leaders. so as to excel in today’s dynamic environment: 1. 4. Laissez-faire leadership is a style that gives the requisite space and encouragement to the latter kind. CEO and chief trainer. Keep updating self: Knowledge and skills ought to be updated from time to time. including the need for people. and closing the loop with communication on the action taken. He/she should analyse organisational reality and study best practices in the market to proactively come up with change solutions. engage. are not good at setting their own deadlines. for it can considerably lower performance in employees that are not suited for such leadership. leaders need to be careful in adopting such a style. Organisations today lay greater emphasis on the alignment of people with the business to ensure sustainable growth.’ Every action-oriented communication must be followed by appropriate action. 2. HR professionals have a very critical role to play. “Employees who are highly skilled. hence. He/she should initiate. Let’s look at certain habits an HR professional should inculcate and practice. Be with the people: It is critical for the HR manager to strike a balance and yield win-win outcomes for sustainable growth of organisation. HR professionals now serve more as ‘strategic partners’ than transactional and administrative facilitators. but also as a friend and facilitator who helps people grow with time. While certain employees require constant guidance. employees who lack the knowledge or experience. answers. Leadership can and should be situational. depending on the needs of the team. However.There are a few good habits an HR manager must adopt to stay relevant and be highly effective Shyam Sharma An organisation is only as good as its people. Speaking to people strengthens the trust of people and therefore. and an HR professional should keep oneself abreast of new HR practices and trends in the industry and beyond. Businesses have realised that their ability to compete in the market is directly related to their ability to attract. He/she should continually analyse HR metrics to ensure people in the organisation are heading in the right direction. and hence. motivate and retain talented people. stay creative and be open to new ideas. Such employees are capable of accomplishing tasks with very little guidance and have the knowledge and skills to work independently. an HR professional should keep enhancing one's listening skills. What kind of employees is this style of leadership suitable for? Swapnil Kamat. They have a high-level of passion and intrinsic motivation for their work. An HR professional should make oneself available to people as a mentor to create comfort among people. S/he should take charge of the changes needed for organisational development. Listening empathetically to the concerns of people forms an inseparable part of communication. It must be borne in the mind that no one is the expert of all areas. develop. managing their own projects and solving problems on their own. and metamorphosis occurs with integrated efforts of diverse people in the organisation. He/she should be an avid reader. ‘It should be better done than said. determines everything. Communicate – Act . thus collaborating people across the organisation. Be with the business: What is required for the business. finance and project management. On the people’s front. In short. elaborates. he must have the ability to build camaraderie amongst team members. The team member The team member needs to be a subject matter expert in his/her own function with the interest and inclination to understand and assimilate key aspects of functions other than his own. they also reduce the risk of failure and perform well under a varied set of conditions. and pick a leadership style that works best for them. prioritisation and problem-solving/conflict resolution. which is higher than that of his team members. facts and logic. especially if they are specialists in their own fields? Recent business successes suggest that they are. when you set up a green field project and constitute a project team not only from industrial engineering but also from manufacturing. Team members need to have a mind-set of openness towards their colleagues’ opinion and have the ability to put the pieces of a puzzle together. >> The achievement of targets may be at great risk due to potential less productivity from workers. you need people and skill-sets that are diverse. The team leader At the onset. External influencing and networking skills are also important. take timely decisions. AVP. if one is good with data. the other should have strong people and networking skills. Bajaj Allianz Life Insurance. time management. another should understand the big picture. >> It allows the visionary worker the opportunity to do what they want to free from any interference. the question is. What cross-functional teams need to do to be successful: One goal. “Every organisation should enable its leaders with instruments to know the strengths and capabilities of their team-members well in order to drive them in an appropriate path that suits best for each individual to ultimately leverage opportunities and achieve its goals. The reason being when you have different perspectives visiting different angles to arrive at a set of or one solution. The team members should bring complementing strengths – if one is detail-oriented. His experience should cover not just the customer but equally the delivery/execution process. . you invite participation of design and product development members at appropriate stages. success relies on the leader’s skills of effective programme management. and certainly not unless some of the hygiene conditions are met.There are many benefits and pitfalls associated with this laissez-faire leadership. do all such multi-functional teams function efficiently and effectively? Not always. which can lead to a lack of cohesiveness within the group. motivate. For example. it might not be necessary that the team members are at the same hierarchical level in the company but they should have the ability to voice their views. Multifunctional teams: what are the benefits and challenges? Harsh Kapur Pillai The old adage goes that two heads are better than one. are many heads better than one. HR. >> Laissez-faire leaders are often seen as uninvolved and withdrawn. Having said the above. Possess a drive to succeed. All team members aligned to the same goal. In today’s changing business and team environments. supply chain.” Hence. Rajneesh Mishra. control and monitor progress. >> This style instills a higher sense of responsibility among team members. the laissez-faire style of leadership can be effectively used to promote efficiency and innovation in skilled employees. drive. open to innovation and a single-minded dedication to getting it right. they are likely to be more comprehensive. the success of this equation depends on the ability of the team leader to work with multiple specialists and the capability to manage his own and their egos. It is important for leaders to observe and analyse their team members. He should have knowledge of more than one function. Kamat lists a few: This leadership style leads to advantages like: >> It promotes trust in the employees. At an operational level. Understand their respective roles and deliverables. irrespective of their position. This leadership style leads to disadvantages like: >> Team members may get off track and may not prioritise correctly. SOME OF THE ISSUES A HEAD OF TALENT IS MOST LIKELY TO FACE: 1. or indeed the head of HR ought to be delivering on. balancing time between the two jobs could be stressful or have an adverse impact on time schedules. else different folks interpret it differently! Some may concentrate on infrastructure and leadership development. quality. losing a team member in the midst of the project can put a strain on all involved. with the scope of their job being undefined.a battle of aligning talent with business strategy. and can be seen to cross the fine line between what the business head. Risk mitigation. instead of having better comfort with established functions like marketing. Nina Chatrath Is there a position of ‘head of talent’ that exists in organisations. approaches and constitution of teams? A multi-functional team has high rewards but the foundation for success has to be present across different levels within the organisation. then the incumbent is likely to be fighting a battle on many fronts . Is it a completely new area of work or is it an extension of known skills since that will require different types of timeline. battle of not being bestowed with adequate power. they can make an invaluable contribution to a company’s success. Set of rules. they might have conflicting priorities. and since the CEOs themselves feel less familiar with the HR aspect. sales or even distribution.they need to be significantly aligned with the ability to take decisions in a democratic manner. or indeed not having enough metrics to show to one and all that they are doing a good job! Couple this with the role itself being somewhat intangible. including its nomenclature that differs from company to company. This can be seen as an opportunity by the ‘heads of talent’ and they can define how to find and develop effective managers. the challenges are that much greater considering the complexity that is already inherent within the demands of such a structure. Commitment and adherence to discipline. In the scenario of multi-functional teams. their focus may also be unclear. etc. jobs increasingly require more diverse . there is the risk of feeling lost once the project is over and having to go back to a routine role. today? If there is. not very clear. Here are some of the challenges and questions that need answering if a multi-functional team is going to be out together and for it to be successful: What is the level of management buy-in and where does this feature in their list of priorities – high-mediumlow? Are they fully dedicated to the project or carry this responsibility in addition to their regular deliverables? If fully dedicated. Have an allocated budget and resources. So there are many disparities regarding this new and evolving position. If heads of talent can clearly define their roles and overcome some of the problems (detailed below). Then why is it so hard to do? One issue is the changing demographics – as business moves from the East to the West. therefore a lot depends on what the incumbent delivers to bring credibility to the role. The absence of a strong leader can put the project in jeopardy. If there is no one project leader and say four managers driving the project . If in addition. they may not know how to best align talent management with business strategies. Review mechanisms in place. costs. 2. Likewise. to help companies better execute their business strategy. SEEMS TO HAVE INSUFFICIENT EXPERIENCE FOR THE ROLE Since the current heads of talent are the first to take up the role. A LACK OF ALIGNMENT OF BUSINESS AND TALENT STRATEGY This seems like the most obvious thing to do. others flag off specific development initiatives. Challenges Even within a traditional system where a person is allocated greater responsibility. the challenges suddenly become more visible. which is placing leaders with the appropriate skills in the optimal positions. conduct regular talent reviews and keep track of their progress. NO MEASURES FOR SUCCESS Are there any metrics at all that indicate to us that the heads of talent are succeeding. employees.leadership skills to bridge the gap. develop and retain talent in their units. >> Make a hybrid ‘glocal’ talent model that blends local delivery needs and global consistency. In addition.product management India and PPM/JAPAC. 6. 2. VP . the heads of talent can drive it to be a sustainable and a successful model. coupled with talent agendas so they have succession-ready pools internally and externally. in what they set out to do? The following can be some indicators: >> Directly monitoring small pools of talent moving to larger pools. >> Keeping track of the demand for leadership interventions. SKILLS SHORTAGE Despite the economic crisis that leads to unemployment. Determine the best leadership style for your organisation: One of the main reasons for the high failure rate of new CEOs—more than half never make it past the four-year mark— is poor organisational fit. they can: >> Bring together their relationship skills and business acumen. 1. TOO LITTLE ACTION ON SUCCESSION PLANNING. If there is a glaring cultural conflict.CHALLENGES OF NOT HAVING ADEQUATE POWER Due to downsizing and de-centralisation. >> Act as diplomats rather than commanders. >> Focusing on regular assessments and benchmarking to know the organisation’s pool of talent. Oracle Here are the key steps for effective leadership A successful leadership development programme begins with the alignment of leadership development with the company’s strategy and an understanding of the type of leadership style(s) needed to execute that strategy. marketing and client relationship building skills. Enhance Consulting y Hirak Kayal. be ready to find a better candidate who possesses the unique skills your organisation requires. CEO and senior leadership. If they have established long-term aims. their colleagues will better understand their function and these heads of talent will more effectively nurture current and future talent that will go a long way in adding to the business. to developing. Here are two ways to assess leaders’ fitment in an organisation: Get to know them better: Psychological and behavioural assessments have been statistically linked to the current and future success in leadership roles. You could address the challenges in these ways: >> Work backwards from identifying the company’s strategy to assessing the talent execution of the strategy requires. strategic thinking and resilience.The author is founder. Use both sets of information to find alignments or disparities. motivating and retaining existing ones. it is not easy to find high-quality. Understand the culture better: Ask your board. vendors and consultants for insight into what makes an effective leader in the company. such as influence. Companies must weigh the cost and timing of developing internal . BUT THAT CAN BE CHANGED Organisations need to reduce their leadership risk by aligning their leadership pipeline practices. Skilled people are hesitant to change jobs and need very attractive incentives. >> Comparing the company’s performance to others in the industry. heads of talent need to understand the needs and views of a whole new generation of leaders. they can speed up change and mitigate risk to future performance. commercially-savvy people with the right brand-building. heads of talent are usually given the task of dealing with the resulting inconsistencies in the divisions. interpersonal skills. 5. many companies have appointed line managers to hire. . Once succession planning becomes identified as a priority area. >> Use their strengths. By aligning talent and business strategies. To tackle this issue. 3. HR knowledge. Talent management is therefore required to shift its focus from identifying and attracting new executives. 4. >> Putting together a nine-box matrix that plots managers on axes for performance and potential. Although this makes line managers more accountable. they lack clarity about their role and the power to perform effectively. Although heads of talent have one of the most significant roles in talent management. >> Work forward while looking at the talent risk facing the company and gauging the risk to the firm’s growth. >> Talk business rather than HR and form ties with line managers. Identify current and potential leaders within or outside the company: Leaders can be found both internally and externally. Strangely enough. Research has shown that one of the key advantages of developing leaders internally is that they achieve productivity almost 50 per cent faster than external candidates. These changes can bring uncertainty. either via a succession plan or recruitment. and confusion. Identify leadership gaps: To fully recognise leadership gaps. conflict. when clouds roll in and thunder is heard in the distance. Mueller . Develop career planning goals for potential leaders Companies that support career planning for their employees gain in retention.Robert Mueller and former British Intelligence Agency (MI5) director-general . Display multiple talent profiles—from C-level executives to individual contributors—side by side to quickly identify the best fit. engagement. look at the leadership development pipeline and identify gaps in skills and the time required to fill those gaps. The current FBI director . 5. He had the difficult task of protecting the people for future attacks. Life is full of changes. 4. Develop a skill roadmap for future leaders: In today’s connected world. the best way to ensure successful change is to know what to do wrong! During my travels. some good and some bad. Then. Also. and protection of the leadership pipeline. Just as with the weather. competencies. So. 6. Both leaders forged change through their sheer determination and an unrelenting attitude. y Kumar Parakala As we move into the future. and performance. coupled with individual career plans. promote top candidates based on relative ranking and composite feedback scores. So how did they do this? Mueller took over as the FBI director just one week before the 9/11 attacks and faced one of the biggest security challenges in the American history. it is an indication of change in weather patterns. As a part of the leadership programme. Imagine this. I had the opportunity of meeting some of the most successful change drivers in the current history who transformed the face of law enforcing agencies in US and UK. change can be indicators of storms presenting unexpected and chaotic measures. But a succession plan should not be confined to executive roles only. To fulfill this objective. They tore across bureaucracy and politics and transformed their age old intelligence agencies to combat major threats in face of terrorism post the 9/11 attacks. Track candidate readiness based on skills. Develop succession plans for critical roles: Succession planning avoids disruption and employee trauma when the CEO leaves. is change a bad thing? Leading change is an important leadership skill. companies should evaluate critical roles throughout the organisation. we experience both changes and opportunities in the business world that challenge us in ways we have never experienced in the past. it is rarely for the faint hearted. For the greatest efficacy. companies should determine current and future leadership requirements and compare those with the current leadership team.Baroness Eliza Manningham-Buller have become internationally renowned for driving unprecedented changes in the organizations they lead. succession planning should be supported by technology systems that provide the ability to: Create backfill strategies that use data captured in the recruiting and performance review processes. Combining employee development with career planning enables employees to select development activities necessary to attain them. Add multiple candidates to a succession shortlist and view all the best options. whether the departure is anticipated or not.leadership against the cost and availability of hiring from outside the firm. development programmes need to support both traditional and non-traditional learning such as incorporating networking tools into the development process. Such challenging programs require good planning and utilization of time. 3. Both of them were extremely successful in driving unprecedented change and transforming their organization into protecting thousands of lives. and a business partner role . change has to be driven from the top and must comprise among the top priorities of a CEOs agenda. standing by their values and ensuring they are firm on their commitment to bring in change. So. So we ask ourselves.sought to transform FBI's entire institutional and operational architecture. This is a great example of sticking by your beliefs and remaining undeterred when driving change. Hence. that they were capable of dealing with major national threats. yet they did not balk at the challenge. seeking proactive feedback on their initiatives. competition and maintain revenues. culture management. As changing and adopting helps organizations remain relevant to the evolving marketplace. All a person needs to do is walk into an electronics store and survey all the new gadgets available for purchase and you will witness a world of change. They judged the circumstance and took the necessary action to succeed under very difficult conditions. Change is an essential component of every organization to remain abreast with today's market. However. Some of the important lessons include. When leaders apply this approach. technology. It is a challenge to shift this mind frame in any organization. Manningham-Buller had a similar task of transforming MI5 to prevent future attacks on British soil. trust and confidence is build within a team to embark on the journey of change. so that their organization thrives in tomorrow's world rather than being complacent with today's reality! HR COMPETENCY 1) Strategic Contribution High-performing companies have HR professionals involved in the business at a strategic level. Change surrounds us and is unrelenting. how do some leaders make change seem easy? During my interaction with both Intelligence agency chiefs. Most importantly. He declared that the FBI's top priority was preventing domestic terrorist attacks and that the FBI needed to become an intelligence-centric agency rather than purely law-enforcement? centric organization. and are involved in the strategic decision making and create market-driven connectivity of the operation [7]. They operated at a large scale and expanded their agencies to a significant size. this is applicable to every leader in an organization. There are several lessons to be learned for today's corporate leaders in driving change. In this competency area. we have to remember that changes are made necessary for the greater good of the organization to maintain their competitive-edge. After all. they remained firm on their plans in the face of opposition. rapid change efforts. a leader needs to take bold steps. They both faced differences of opinion in their organization and had to deal with bureaucracy and politicians. CEOs must remember that people are threatened by change and prefer to stick to routine. They were both dealing with a major national problem that was difficult to either fully comprehend or quantify. I understood that both leaders did not fear change and had the courage to do things differently against long standing traditions. Both of them earned a reputation for being open and honest and proactive to criticism. being open and honest in their approach. facilitate rapid change. I learnt a few valuable lessons on driving change. These HR professionals manage the culture. by attracting. In addition. and managing global implications of HR practices. Finally. further argues that the pace of technological innovation will continue to accelerate. by structuring and HR measurement: restructuring the organisation. making their impact on their organizations' financial performance significant [8]. 2) Personal Credibility HR professionals must be credible to both their HR counterparts and the business line managers whom they serve. First. Key areas of knowledge include applied understanding of the integrated value chain (how the firm horizontally integrates) and the firm’s value proposition (how the firm creates wealth). by absorbing the latest technology. measuring impact of HR practices. working well with others by building good relationship is vital in developing the ability to work together with others effectively. According to a recent survey by Society for Human Resource Management. by performance management in terms of designing performance-based measurements and reward systems and providing competitive benefit packages [7]. by designing developmental programs and challenging work experiences. This is one of the competencies of personal credibility. promoting. More importantly.along with customer focus emerged as important factors for HR professionals. This includes the organization’s strategy. and facilitating internal communication processes. who found that that the personnel directors require professional competence in social skills to develop effective interpersonal relations with other board directors. HR professionals must have effective writing and verbal communication skills [7]. They need to promise and deliver results and establish a reliable track record. 5) HR Technology HR professionals need to be able to leverage technology for HR practices and use e-HR/web-based channels to deliver value to their customers. Third. Second. These efforts include both individual development as well as organisation-wide development. This is done by offering career planning services. and out-placing appropriate people. The findings of the study by [7] correspond with the prior research of [9]. how the organization makes money or achieves its primary purpose. representing institutional constraints such as labour legislation. The labour factor. Human resources professionals must understand how their business or agency operates. Furthermore. its technological processes and organizational capabilities etc. is the third factor that constitutes the domain of business knowledge [7]. HR professionals must understand the business or industry of the company they serve. HR can take advantage of these changes by automating HR processes and becoming more effective in communicating with its internal /external customers. HR can project a forward looking image that will help it earn the respect of skeptical colleagues. 3) HR Delivery HR professionals deliver both traditional and operational HR activities to their business in four major categories. the top workplace trend identified was technology. Functions of Human Resource Department A typical Human Resource Department is carries out the following functions: Manpower Planning . retaining. 4) Business Knowledge to become key players in the organisation. If the employees needs any training then he provided that. In order to improve the efficiency level of the employees they have to undergo regular trainings and development programmes. and work environment of a particular job. Job descriptions are written statements that describe the: duties. This is of crucial importance as the success of any organization depend on the quality of its workforce. necessary skills. Performance appraisal is the process of obtaining. required qualifications of candidates. outcomes. All trainings and development needs are carried out by this department. responsibilities. most important contributions and outcomes needed from a position. These decisions may be taken in consultation with top management and the Finance department. Recruitment and Selection One of the most important jobs HR department is to recruit the best people for the organization. analyzing and recording information about the relative worth of an employee. Training might include on the job or off the job training.It involves the planning for the future and finding out how many employees will be needed in the future by the business and what types of skills should they possess. Determining wages and salaries HR Department is also involved in conducting market surveys and determining the wages and salaries for different position in an organization. A job analysis is the process used to collect information about the duties. the HR Department has to review their performance on a regular basis through proper performance appraisals. On the basis of performance appraisal the HR Department will set up an action plan for each employee. Training and Development HR department is constantly keeping a watch over the employees of the organisation. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Details regarding the recruitment and selection procedure can be found here. Find more information on training. Its aim is to measure what an employee does. responsibilities. It depends on the following factors The number of people leaving the job The projected growth in sales of the business Technological changes Productivity level of the workers Job analysis and Job description HR Department is also involved in designing the Job analysis and Job description for the prospective vacancies. Performance Apprasial Once the employees are recruited . . and reporting relationship and co-workers of a particular job. Therefore Human Resource Planning should begin with analysing the corporate plans of the organisation before setting out on fulfilling its tasks. HR Department has to see that organizational and government regulations are being followed in this process. Addressing employees grievances HR department is the link between the workers and the management. mergers. and concentrate on the organisation’s long-range human resource requirements. Thus. reduction in operations. rules and regulations. an organization may no more require the services of an employee. Analysing the Corporate Level Strategies: – Human Resource Planning should start with analysing corporate level strategies which include expansion. Labour management relations For the smooth operation of any organization. HR Department conducts various employee welfare activities which might include employees get together. Process of Human Resource Planning 1. HR planning systematically identifies what must be done to guarantee the availability of the human resources needed by an organisation to meet its strategic business objectives. diversification.Employee welfare and motivation Happy employees mean a healthy organization. technology to be used. Disciplinary action can be initiated against employees who are not following organizational rules and regulations. The employee may be made redundant. method of production etc. The purpose of HR planning is to ensure that a predetermined number of persons with the correct skills are available at a specified time in the future. . It focuses on the demand and supply of labour and involves the acquisition. it is crucial to have good labour management relations. Employees grievances related work environment are usually entertained and resolved by the HR Department. HR department also reviews organizational policies and its impact on the motivation of the employees. development and departure of people. Implementing organizational policies HR Department has to coordinate with line manager and see that the organizational policies are being implemented in a proper manner. It must be linked to the organisation’s overall business strategy. Human resource planning is the responsibility of all managers. All these actions are conceived and implemented by the HR department. This can result in the dismissal of the employee. HR department has to ensure that these relations are cordial. This is recognised as a vital HR function as the success of an organisation depends on its employees. Sometimes. To achieve this HR planning cannot be undertaken in isolation. annual staff parties etc. acquisitions. In case of any labour-management conflict the HR Department will play a vital role in bringing both management parties to the negotiation table and resolving the issue. Dismissal and redundancy HR Department has to take firm actions against employees who are not following the organizational code of conduct. 2. Demand forecasting: – Forecasting the overall human resource requirement in accordance with the organisational plans is one of the key aspects of demand forecasting. Forecasting of quality of human resources like skills, knowledge, values and capabilities needed in addition to quantity of human resources is done through the following methods: a. Executive or Managerial Judgement: – Here the managers decide the number of employees in the future. They adopt one of the three approaches mentioned below: - Bottom-Up approach: – Here the concerned supervisors send their proposals to the top officials who compare these with the organisational plans, make necessary adjustments and finalise them. Top-Down approach: – Here the management prepares the requirements and sends the information downwards to the supervisory –level who finalises the draft and approves it. Participative Approach: – Here the supervisors and the management sit together and projections are made after joint consultations. Drawbacks The chief drawback of these methods is that estimation of manpower is made using guesswork. b. Statistical Techniques: – These methods use statistical methods and mathematical techniques to forecast and predict the supply and demand of Human Resources in the future. Ratio-Trend analysis: – In this method depending on the past data regarding number of employees in each department, like production department, sales department, marketing department and workload level, etc ratios for manpower are estimated. Past values are plotted and extrapolated to get fairly accurate future projections. c. Work Study method: – This technique is suitable to study the correlation between volume of work and labour i.e. demand for human resources is estimated based on the workload. Work study method is more appropriate for repetitive and manual jobs when it is possible to measure work and set standards. d. Delphi Technique: – ‘Delphi’ Technique is named after the Greek Oracle at the city of Delphi. In this method, the views of different experts related to the industry are taken into consideration and then a consensus about the Human Resource requirement is arrived at. Delphi technique is used primarily to assess long-term needs of human resource. 3. Analysing Human Resource Supply: – Every organisation has two sources of supply of Human Resources: Internal & External. Internally, human resources can be obtained for certain posts through promotions and transfers. In order to judge the internal supply of human resources in future human resource inventory or human resource audit is necessary. Human resource inventory helps in determining and evaluating the quantity of internal human resources available. Once the future internal supply is estimated, supply of external human resources is analysed. 4. Estimating manpower gaps: – Manpower gaps can be identified by comparing demand and supply forecasts. Such comparison will reveal either deficit or surplus of Human Resources in the future. Deficit suggests the number of persons to be recruited from outside, whereas surplus implies redundant employees to be re-deployed or terminated. Employees estimated to be deficient can be trained while employees with higher, better skills may be given more enriched jobs. 5. Action Planning: – Once the manpower gaps are identified, plans are prepared to bridge these gaps. Plans to meet the surplus manpower may be redeployment in other departments and retrenchment. People may be persuaded to quit voluntarily through a golden handshake. Deficit can be met through recruitment, selection, transfer and promotion. In view of shortage of certain skilled employees, the organisation has to take care not only of recruitment but also retention of existing employees. Hence, the organisation has to plan for retaining of existing employees. 6. Modify the Organisational plans: – If future supply of human resources form all the external sources is estimated to be inadequate or less than the requirement, the manpower planner has to suggest to the management regarding the alterations or modifications in the organisational plans. 7. Controlling and Review: – After the action plans are implemented, human resource structure and the processes should be controlled and reviewed with a view to keep them in accordance with action plans. WHAT IS KNOWLEDGE? Knowledge is a very slippery concept with many different variations and definitions, each of which is valid in its own right. The nature of knowledge and what it means to know something are epistemological questions that have perplexed philosophers for centuries and no resolution looms on the horizon. According to Webster’s Dictionary, knowledge is “the fact or condition of knowing something with familiarity gained through experience or association”. In practice, though, there are many possible, equally plausible definitions of knowledge. A frequently used definition of knowledge is “the ideas or understandings which an entity possesses that are used to take effective action to achieve the entity’s goal(s). This knowledge is specific to the entity which created it.” There are two basic kinds of knowledge in an Organization: Explicit and Tacit. Explicit knowledge is knowledge that has been articulated and, more often than not, captured in the form of text, tables, diagrams, product specifications and so on. According to a Harvard Business Review article titled “The Knowledge Creating Company”, explicit knowledge is referred to as “formal and systematic” and examples include product specifications, scientific formulas and computer programs. An example of explicit knowledge with which we are all familiar is the formula for finding the area of a rectangle (i.e., length times width). Other examples of explicit knowledge include documented best practices, the formalised standards by which an insurance claim is adjudicated and the official expectations for performance set forth in written work objectives. Thus explicit knowledge is systematically documented know-how that becomes available to everyone in the organization. Tacit knowledge is knowledge that cannot be articulated. Tacit knowledge is the “know how” possessed by individuals. It’s often intuitive and demonstrated more in how someone goes about his/her work in a knowledgeable way, even though this knowledge is not written down anywhere. Of course, one of the goals of knowledge management is to make tacit knowledge more widely available and to the degree possible, capture it in explicit terms. Tacit knowledge resides in a few, often-in just one person and has not been captured by the organization or made available to others. It is this tacit knowledge that provides strategic edge to the organization. Typically tacit knowledge is asked for and transferred in non-formal situations and so it is extremely difficult to record it. Data and information are the essential components of Knowledge Management but are totally different entities. Knowledge often gets mixed up with data and information and creates problems. The understanding of these three distinct concepts is therefore equally important. Data can be broadly defined as a collection of facts, ‘facts’ about specific events and about an industry in general. These facts can originate from a variety of sources and includes such items as raw statistics, demographic and marketing information, and so forth. Data can form the basis of knowledge, as it is gathered, analysed, and synthesized by individuals within an organization. Information, which is sometimes referred to as ‘explicit knowledge’, results from the collection and communication of ideas and experiences. Information is usually codified into documents, e-mail, voice mail, and other forms of communication, which can be easily shared between individuals. It is explicit precisely because it has been ‘written down in some format, and it is useful because it can be stored and reused to avoid the duplication of work and the repetition of mistakes.’ Knowledge, however, transcends both data and information in that it comprises ideas, experiences, and insights themselves. For this reason, true knowledge is often referred to as ‘tacit knowledge.’ Knowledge also represents the intelligence that individuals apply to data and information to draw conclusions and to make decisions. Without intelligence, information cannot become knowledge. Therefore, it is the possession of knowledge, along with intelligence and the ability to create new knowledge, which determines an individual’s value to a business. Thus knowledge is not just an explicit tangible “thing”, like information, but information combined with experience, context, interpretation and reflection. Knowledge involves the full person, integrating the elements of both thinking and feeling. Knowledge Management is the process through which organizations generate value from their intellectual and knowledge-based assets. Most often, generating value from such assets involves sharing them among employees, departments and even with other companies in an effort to devise best practices. The term is used loosely to refer to a broad collection of organizational practices and approaches related to generating, capturing and disseminating know-how and other content relevant to the organization’s business. Knowledge management can be explained as an effort by organizations to manage some or all of the knowledge within them as a resource, much as they manage real estate, inventory, and human resources. It involves the following: Capturing it; that is, explicitly recording the tacit knowledge within an organization. Cataloguing and storing it; that is, placing the information into a central area where all members of an organization who have a need to know have access to it Transforming it for use in other contexts (when appropriate); that is, making connections among pieces of information to create new approaches Disseminating it; that is, transferring knowledge to people when and where they need it. Hawthorne Experiment by Elton Mayo In 1927, a group of researchers led by Elton Mayo and Fritz Roethlisberger of the Harvard Business School were invited to join in the studies at the Hawthorne Works of Western Electric Company, Chicago. The experiment lasted up to 1932. The Hawthorne Experiment brought out that the productivity of the employees is not the function of only physical conditions of work and money wages paid to them. Productivity of employees depends heavily upon the satisfaction of the employees in their work situation. Mayo’s idea was that logical factors were far less important than emotional factors in determining productivity efficiency. Furthermore, of all the human factors influencing employee behavior, the most powerful were those emanating from the worker’s participation in social groups. Thus, Mayo concluded that work arrangements in addition to meeting the objective requirements of production must at the same time satisfy the employee’s subjective requirement of social satisfaction at his work place. The Hawthorne experiment consists of four parts. These parts are briefly described below:1. Illumination Experiment. 2. Relay Assembly Test Room Experiment. 3. Interviewing Programme. 4. Bank Wiring Test Room Experiment. 1. Illumination Experiment: a direct approach was used whereby interviews asked questions considered important by managers and researchers. 2. In this experiment. participation. Therefore. The findings confirmed the importance of social factors at work in the total work environment. a small homogeneous work-group of six girls was constituted. cohesive work-group. working conditions and supervision. Initially. Productivity and morale increased considerably during the period of the experiment. it was concluded that there is no consistent relationship between output of workers and illumination in the factory. and other physical conditions. There must be some other factor which affected productivity. Productivity went on increasing and stabilized at a high level even when all the improvements were taken away and the pre-test conditions were reintroduced. . Relay Assembly Test Room Experiment: This phase aimed at knowing not only the impact of illumination on production but also other factors like length of the working day. The researchers observed that the replies of the workmen were guarded. the output also increased. The researchers concluded that socio-psychological factors such as feeling of being important. The output showed an upward trend even when the illumination was gradually brought down to the normal level. rest hours.This experiment was conducted to establish relationship between output and illumination. and non-directive supervision held the key for higher productivity. The researchers interviewed a large number of workers with regard to their opinions on work. 3. recognition. this approach was replaced by an indirect technique. attention. When the intensity of light was increased. Mass Interview Programme: The objective of this programme was to make a systematic study of the employees attitudes which would reveal the meaning which their “working situation” has for them. where the interviewer simply listened to what the workmen had to say. These girls were friendly to each other and were asked to work in a very informal atmosphere under the supervision of a researcher. Therefore. 2. harassed or punished by the group. The experiment was conducted to study a group of workers under conditions which were as close as possible to normal. . Because of this. U. thereby defeating the incentive system. Thus economic incentives are not the only method to motivate people. workers would produce only that much. between 1927 and 1930. The findings of the study are: Each individual was restricting output. After the experiment. Contributions of the Hawthorne Experiment to Management Elton Mayo and his associates conducted their studies in the Hawthorne plant of the western electrical company. This group comprised of 14 workers.A. Individual output remained fairly constant over a period of time. The important features of the Hawthorne Experiment are: 1. Informal groups play an important role in the working of an organization. According to them. The employer can be motivated by psychological and social wants because his behavior is also influenced by feelings. the production records of this group were compared with their earlier production records. emotions and attitudes. Those workers who tried to produce more than the group norms were isolated. The group had its own “unofficial” standards of performance. It is not just a techno-economic system.4. Bank Wiring Test Room Experiment: This experiment was conducted by Roethlisberger and Dickson with a view to develop a new method of observation and obtaining more exact information about social groups within a company and also finding out the causes which restrict output.S. It was observed that the group evolved its own production norms for each individual worker.. behavioral science methods have many areas of application in management. which was made lower than those set by the management. A business organization is basically a social system. All elements can be performed remotely and delivered through internet. 5. Management must learn to develop co-operative attitudes and not rely merely on command. In addition. Day by day. The term is often used in an inconsistent way. Therefore management must take greater interest in employee satisfaction. 6. Group psychology plays an important role in any business organization. disaster recovery or. such as data storage. and any task in between. the key to higher productivity lies in employee morale. process or operation. the tasks which are done by the third party may be done off-site or on-site. High morale results in higher output. In the simplest terms outsourcing can be described as farming out of different services to third parties. task. Outsourcing is any job. Hence. such companies contract a third party to perform the task. which could be done by the internal employees of an organisation. We must therefore rely more on informal group effort. Outsourcing is often involved contracting out of business activities to an external provider. . outsourcing includes any task such as outsourcing all kinds of management of IT to HP or IBM. outsourcing has emerged as a major trend in human resources all over the world.3. THE CONCEPT OF OUTSOURCING In recent decades. 4. No precise definition of outsourcing can be found. Productivity is linked with employee satisfaction in any business organization. Some common areas of this business are marketing services. or even outsourcing a very easy and small task. Participation becomes an important instrument in human relations movement. In order toachieve participation. In recent years one of the major changes has occurred from the growth of individuals outsourcing as a way to develop a feasible service providing business that can be operated virtually from anywhere in the world using internet and online technologies. For example in case of information technology. more and more companies are focusing on outsourcing as an easy way to grow as well as reducing overhead and payroll costs. 7. analysis and etc. The neo-classical theory emphasizes that man is a living machine and he is far more important than the inanimate machine. website creating. data editing. It has become the practice in where certain job functions are sent outside of a company instead of performing them in house. effective two-way communication network is essential. but instead of doing so. business organisations are changing their structure and the way of operation. As a result it requires less number of internal employees. continuity of operation. outsourcing can bring improved management skills for organisations. outsourcing can provide a significant level of continuity of operations of the company. through doing back office activities. In such condition of uncertainty. controlling operation. reducing investment in internal infrastructure. it was considered that an organisation must have some physical structures. helps the companies to refocus on the main business activities. Operations or activities whose costs are going out of control must to be considered for outsourcing.Importance of Outsourcing in Modern Businesses Outsourcing has brought a significant change in the organisational structure. staffing flexibility. As a result they can provide goods and services at a low cost. Thus it . Many organisations prefer works to be done through outsourcing at a lower cost. outsourcing can be considered very important in terms of cost savings. companies can transfer a significant portion of its work to third parties. Companies which cannot cope with the global forces have to struggle for survival. supply and increased international competition. Through outsourcing. Organisations which are exposed to global forces of demand. Outsourcing. Companies which can adjust their strategy and actions with response to the changes brought by globalization can certainly be successful to achieve their goal in this globally competitive market. In addition. Outsourcing enables organisations reducing costs and overheads required to perform its back office activities. In response to these changes resulting from globalization. emphasizing on core activities. Such expansion may consume resources at the expense of the main activities of the company. In the periods of high employee turnover operations of business may become uncertain. These companies are now focusing on adopting global forces. Departments which are running in uncontrolled and poorly managed condition over time are motivators for outsourcing. In the past. and access to innovation. Such organisation reduces the size of its formal structure and focus on outsourcing. But in modern age there are some organisation purely based on virtual structure. In the perspective of business world and the global economy. are not any more protected by local business environment. In today’s business world organisations have to expand its back office activities. When Pavlov presented a piece of meat to the dog in the experiment. there is a significant level of risk if confidential company information is exposed to a third-party. Outsourcing requires international contract. Outsourcing allows companies to gather innovative business ideas and planning from widely diversified sources.requires less investment in internal infrastructure. When the dog saw the meat. In case of outsourcing it is very difficult to ensure specific customer focus. The dog eventually learned to salivate in response to the ringing of the-bell-even when there was no meat. the dog did not salivate. when Pavlov merely rang a bell. If wrong party is selected for work. It results ales customer focus. Additionally it may require some legal fees. it may result a low quality output or inappropriate timing. It is easier to control quality inside the organisation rather than with an outsourced party. On the other hand. Outsourcing brings flexibility in employment system. THEORIES OF LEARNING Learning is an important psychological process that-determines human behavior. Pavlov had conditioned the dog to respond to a learned stimulus. Thorndike called this the “law of exercise” which states that . Businesses that have seasonal or cyclical demands to increase activities can think of outsourcing. it salivated. Classical Conditioning The work of the famous Russian physiologist Ivan Pavlov demonstrated the classical conditioning process. There may have some hidden costs in case of outsourcing. An outsourced vendor may work on task of many companies at a time. He termed the food an unconditioned stimulus and the salivation an unconditioned response. Learning can be defined as “relatively permanent change in behavior that occurs as a result of experience or reinforced practice”. Pavlov noticed a great deal of salivation. Disadvantages of Outsourcing When a company outsources HR activities such as Training and Development. Payroll and Recruitment services. Pavlov subsequently introduced the sound of a bell each time the meat was given to the dog. Important theories of learning are: 1. . Classical conditioning is passive.. i. classical conditioning represents an insignificant part of total human learning. Positive Reinforcement : Positive reinforcement strengthens and increases behavior by the presentation of a desirable consequence (reward). a positive reinforce is a reward that follows behavior and is capable of increasing the frequency of that behavior. maintained and controlled by its consequences. Operant conditioning is a voluntary behavior and it is determined. Operant Conditioning An operant is defined as a behavior that produces effects. Four types of reinforcement strategies can be employed by managers to influence the behavior of the employees. extinction and punishment. Something happens and we react in a specific or particular fashion.behavior can be learned by repetitive association between a stimulus and a response. It is elicited in response to a specific. As such it explains simple and reflexive behaviors. operant behaviors. identifiable event. Reinforcement Theory Reinforcement is anything that both increases the strength of response and tends to induce repetitions of the behavior. There are two typos of positive: reinforces: primary and secondary. positive reinforcement. The learning of these complex behaviors can be explained or better understood by looking at operant conditioning. Classical conditioning has a limited value in the study of organizational behavior. negative reinforcement. viz. 3. As pointed out by Skinner. controlled and altered by the consequences. Operant conditioning is a powerful tool for managing people in organizations. Operant conditioning. and it is voluntary rather than reflexive. 2. But behavior of people in organizations is emitted rather than elicited. Most behaviors in organizations are learned. basically a product of Skinnerian psychology. In other words. suggests that individuals emit responses that are either not rewarded or are punished. Management can use the operant conditioning process successfully to control and influence the behavior of employees by manipulating its reward system.e. where new and expansive patterns of thinking are nurtured. Therefore. since the ability permanently and collectively to learn is a necessary precondition for thriving in the new context. In order to apply reinforcement procedures successfully. and where people are continually learning to see the whole together. 1998). Organizational learning is just a means in order to achieve strategic objectives. Extinction is a behavioral strategy that does not promote desirable behaviors but can help to reduce undesirable behaviors. to function like a learning organization. It is based on the principle that if a response is not reinforced. Learning organizations are organizations where people continually expand their capacity to create the results they truly desire. Negative Reinforcement : The threat of punishment is known as negative reinforcement. 1990). It refers to non-reinforcement. (Senge 1990: 3) . Primary reinforcers must be learned. it will eventually disappear. that is. But creating a learning organization is also a goal. a primary reinforcer like food satisfies hunger need and reinforced food-producing behavior. praise and esteem result from previous association with a primary reinforcer. where collective aspiration is set free.Primary reinforcers such as food. For instance. needs to be made more concrete and institutionalized. the capacity of an organization to learn. Punishment : Punishment is a control device employed in organizations to discourage and reduce annoying behaviors of employees. recognition. Secondary reinforcers like job advancement. water and sex are of biological importance and have effects. management must select reinforcers that are sufficiently powerful and durable. Extinction : Extinction is an effective method of controlling undesirable behavior. ORGANISATIONAL LEARNING Organizational learning is the ‘activity and the process by which organizations eventually reach the ideal of a learning organization’ (Senge. Negative reinforcers also serve to strengthen desired behavior responses leading to their removal or termination. so that the management of such learning can be made more effective (Dunphy. which arc independent of past experiences. as mentioned earlier. resistance to change should not be underestimated in any organization attempting to introduce knowledge management practices. Third. Such communication processes can either be facilitated or hindered by the existing institutional structures in the public sector. 1996) An important objective of the organizational learning process is to promote trust. collaboration and knowledge-sharing with peers may reduce this time considerably and thereby contribute to organizational learning. 1996). It is not brought about simply by training individuals. Effective networking and teamwork may not only facilitate the timely completion of tasks but also improve the quality of work. Another option is to recognize publicly the staff most active in knowledge-sharing in the organization (Aguilar.The Learning Company is a vision of what might be possible. Progressive and reform-minded organizations. to create an effective knowledge management system. on the other hand. in cases when a long time may be spent in trying to solve a particular problem. In traditional bureaucracies. particularly in developing countries. For instance. The promotion of a culture of networking. staff often have little incentive— financial or otherwise—to share knowledge with other colleagues. Overcoming such resistance will require education and coaching . 1967). Many staff may be uncomfortable with sharing their knowledge with other colleagues. effective networking. it is very difficult to capture the tacit knowledge of staff. Doing so will require organizations to either encourage the more experienced staff to mentor and coach the younger professionals or provide adequate opportunities for senior public servants to document and codify their tacit knowledge. One way to address this is to try to make knowledge-sharing an integral part of performance assessment of staff. knowledge-sharing and management in the public service. There are significant hurdles to jump over in for public organizations attempting. Learning Company is an organization that facilitates the learning of all its members and continuously transforms itself. institutional structures and cultural characteristics are often not conducive to effective communications and knowledge-sharing among staff. (De Geus. for example. it can only happen as a result of learning at the whole organization level. knowledge-sharing and collaboration is therefore an essential part of the organizational learning process in the private as well as in public sectors. Second. use technology and incentives in addition to normal person-toperson exchange to encourage staff to share knowledge and to collaborate (Argyris. The most productive staff members in any organization are generally those with a very strong ability to network and collaborate with both internal colleagues and external partners. First. dialogue and networking among staff that can foster the formation of social capital and thereby contribute to more dynamic communications. Promote Mentoring Programmes for Staff Organizational learning can be further facilitated in certain environments by fostering a culture of mentoring among staff. survey feedback.junior relationship is an institution in itself not only in the public service but throughout society.of the staff concerned. and mentoring (Aldrich. skill. where the senior. or responsibility. knowledge. In general. Fourth. teaching. In other countries. In some societies. Mentoring relationships are undoubtedly an untapped resource in the public service in many countries and the development of such relationships needs to be facilitated (Argyris. organization and process redesign. particularly when an experienced person imparts knowledge. Coaching frequently is an integral part of the process of planning and implementing other interventions. the idea of mentoring is an integral part of the national culture. the notion of a mentoring relationship between a senior and junior person is not so widespread in society in general. All these issues need to be addressed in the development of a knowledge management strategy in any organization. and attitudes. strategic leadership. It is also very common in universities. Various means of achieving organizational learning are: Coaching Coaching is a powerful teaching and learning process that can enhance learning and effectiveness and help to achieve personal and organizational change. values and attitudes to a more junior colleague in order to facilitate professional and career development. yet it is still well established in both the private and public sectors. for instance. it is common practice. 1978). Coaching is defined as helping someone else expand and apply his or her skills. where . more openness and knowledge-sharing raise the question of how to create appropriate protocols to handle sensitive and confidential information. Mentoring usually involves offering guidance and advice. The use of mentoring as an instrument for organizational learning is by no means a new concept. Coaching might also be developing and maintaining an ongoing developmental relationship with one or more of the organization’s rising stars. and largegroup development activities. skills. however. a successful coach helps others succeed through guiding. motivating. 1999). such as team development. It generally takes place within a defined context. In Japan. such as a specific task. Strategies for Improving Organizational Learning Capability When starting to improve its learning capabilities. There are two reasons for selecting this option. so improving or expanding them may be the best way to enhance the unit’s learning capabilities. 1996)..g. an organization may decide to focus on any stage of the learning cycle — knowledge acquisition. 1999). This option assumes that large-scale change is necessary and that changing one group of variables without changing the other will be only partially successful (Hunter.professors become mentors to their students. the organization may decide to shift its position on one or more learning orientations. There are four important points in the definition of learning: . or utilization. COMPONENTS OF LEARNING PROCESS Learning is an important psychological process that-determines human behavior. The next task is to select an option for focus: Improve on learning orientations. Singapore and the United Kingdom) have opted for fast-track programmes where high-flying candidates are put on a path to senior management under the guidance and advice of mentors. This focus assumes that facilitating factors meet an acceptable standard and that more can be accomplished by adding to the strong base established by the learning orientations. Learning can be defined as “relatively permanent change in behavior that occurs as a result of experience or reinforced practice”. focusing on a single area is more manageable (Argyris. Sometimes mentoring by targeting the career development of a particular group within the public service is able to serve several purposes. dissemination. Providing career development through mentoring has also proven effective over time. While it may be possible or necessary to look at all three phases simultaneously. Second. the current pattern of learning orientations has resulted in identifiable strong competencies. An organization should select this option when it sees the other variables as inadequate. First. Change both learning orientations and facilitating factors. Several countries (e. Drives are basically of two types -primary (or physiological). These two categories of drives often interact with each other. and work restrictions are also learned. Drive: Learning frequently occurs in the presence of drive – any strong stimulus that impels action. Any temporary change in behavior is not a part of learning. though this change is not necessarily an improvement over previous behavior. Generalization occurs when a response is elicited by a similar but new stimulus. Individuals operate under many drives at the same time. response. If two stimuli are exactly alike. Because of generalization. The behavioral change must be based oh some form of practice or experience. it is necessary to establish which drives are stimulating the most. To predict a behavior. and secondary (or psychological). they will have the same probability of evoking a specified response. It allows the members to adapt to overall changing conditions and specific new assignments. 4. Learning involves a change in behavior. prejudices. There may be two types of stimuli with respect to their results in terms of response concerned: stimulus generalization and stimulus discrimination. The components of learning process are: drive. 3. stereotypes. The individual can borrow from past learning experiences to adjust more smoothly to new learning situations. Cue Stimuli: Cue stimuli are those factors that exist in the environment as perceived by the individual. The principle of generalization has important implications for human learning. cue stimuli. The. a person does not have to completely relearn each of the new tasks. but bad habits. The idea is to discover the conditions under which stimulus will increase the probability of eliciting a specific response.1. 2. . behavioral change must be relatively permanent. reinforcement and retention. Learning generally has the connotation of improved behavior. The practice or experience must be reinforced in order so as to facilitate learning to occur. the supervisor discriminates between the worker producing low quality products and the worker producing high quality products. Without reinforcement. familiarity. this four branch model defines emotional intelligence as involving the abilities to: 1. Retention: The stability of learned behavior over time is defined as retention and its contrary is known as forgetting. Responses may be in the physical form or may be in terms of attitudes. “people high in emotional intelligence are expected to progress more quickly through the abilities designated and to master more of them. and positively responds only to the quality conscious worker. More specifically. one with low quality and other with high quality. sadness. Discrimination has wide applications in organizational behavior. Some of the learning is retained over a period of time while others may be forgotten. Discrimination is a procedure in which an organization learns to emit a response to a stimulus but avoids making the same response to a similar but somewhat different stimulus.” They also say that. For example. perception or other complex phenomena. Perceive emotions: The nonverbal reception and facial expressions such as happiness. a supervisor can discriminate between two equally high producing workers. In the above example. Reinforcement may be defined as the environmental event’s affecting the probability of occurrence of responses with which they are associated. anger. Reinforcement: Reinforcement is a fundamental condition of learning. no measurable modification of behavior takes place.” The following diagram depicts different areas of four branch model of emotional intelligence. Responses: The stimulus results in responses. BRANCH MODELS OF EMOTIONAL INTELLIGENCE Salovey and Mayer add that abilities that “emerge relatively early in development are to the left of a given branch. were universally . later developing abilities are to the right. and fear. Emotional Management. In between. and Facilitation.” because they relate most closely to feelings. These four skill areas are related to one another. The third and fourth branches are termed “strategic EI” because they pertain to calculating and planning with information about emotions. as well as how they will change people and their behaviors over time. first. The capacity to accurately perceive emotions in the face or voice of others provides a crucial starting point for more advanced understanding of emotions. They involve. are termed “experiential EI. 4. The fourth branch. and actions associated with those messages. 2. a person may want to remain open to emotional signals so long as they are not too painful. it becomes possible to regulate and manage one’s own and others’ emotions so as to promote one’s own and others’ personal and social goals. Understanding Emotions. second. A number of researchers have suggested that emotions are important for certain kind of creativity to emerge. involves knowing how emotions change.recognizable in human beings. The first two branches of four branch model of emotional intelligence. the capacity to perceive emotions in others accurately. emotions often can be managed. An emotionally intelligent teacher can guide students in a better way. the ability to use emotions to enhance how we think. 3. Understanding emotions: Emotions convey its own pattern of possible messages. in and of themselves. 5 DOMAINS OF EMOTIONAL INTELLIGENCE . and block out those that are overwhelming. This coupled with the capacity to reason about those meanings. Perception. To the extent that it is under self control. The third branch. within the person’s emotional comfort zone. focuses on how to integrate logic and emotion for effective decision-making. and. Using emotions to facilitate thoughts: This was the capacity of the emotions to guide the cognitive system and promote thinking and help direct thinking toward matters that are truly important. but they are functionally distinct as well. Managing emotions: Finally. impulse control. they have difficulty dealing with their own emotions and with the emotions of others. are outgoing and cheerful. Individuals who are aware of their emotions are able to manage their emotions more easily because they are able to recognize that they are feeling a particular emotion at a certain time and are able to reflect on their emotions. People with high emotional intelligence levels excel socially. being aware of one’s emotions also plays a role in making decisions. Conversely. Five Domains of Emotional Intelligence Emotional intelligence can be broken down into five main domains: knowing one’s emotions. 2. escalating anger is caused by a series of aggravations. individuals who are aware of their own emotions are able to have a more certain sense of how they really feel about the decisions they make throughout their lives. such as self-motivation. resulting in emotion’s ability to overcome . People who are accepting of their moods are clear about their feelings. Other intangible characteristics and abilities. 1. and therefore become lost in them. Knowing One’s Emotions – Self Awareness People deal with their emotions by either being aware of them. or accepting of them. engulfed by them.Several studies have demonstrated that individuals with purely high IQs possess a great range of intellectual interests and abilities. and are sympathetic and caring in their relationships. and handling relationships. motivating oneself. managing emotions. such as in trusting one’s “gut feeling. the ability to regulate one’s own emotions. are rarely fearful or worried. recognizing emotions in others. but they also do not try to change them. Managing Emotions – Self Regulation Anger is a powerful emotion that builds on itself. resulting in a feeling of being overwhelmed by their emotions. In addition. those who are engulfed by their emotions are not very aware of their own feelings. these qualities have been collectively termedEmotional Intelligence. and empathizing with others clearly have an effect on a person’s accomplishments in life.” Therefore. distraction through a long walk or exercise. However. mastery. possibly leading to phobias. obsessions and compulsions. When emotions overpower concentration. if individuals are not aware of their anger. Motivating Oneself – Motivation Managing one’s emotions in order to reach a goal is essential for paying attention.” People in the flow state have perfect control over the task at hand. Individuals who are able to manage their emotions can more easily rebound from setbacks. and further control may be achieved through relaxation techniques. making even simple tasks such as reading a sentence difficult. For example. Worry is another emotion that can spiral out of control without careful management. the working memory is overwhelmed. In contrast. or the ability to stifle impulsiveness and delay gratification. while those who are poor managers of their feelings find themselves always fighting feelings of distress and anger. Ways in which people manage their anger include reflection on the situation. a healthy degree of anxiety. and frustrations. In addition. or depressed have difficulty learning. Selfmotivation may include pleasure from performing the current task. emotional self-control. creativity. as in the aforementioned situation.reason. is the building block for achievement. it will be difficult for them to cool off. optimism. angry. students who are anxious. disappointments. worry can be controlled through self-awareness of its onset. and self-motivation. or panic attacks. Like anger. positive motivation has an obvious positive function in successful individuals. This state is called “flow” or “the zone. and receive positive selffeedback in the form of ecstasy and relaxation. Students who are overwhelmed by worry before an exam will not be able to perform well because they will be worrying about failing rather than thinking about the exam questions. are able to unconsciously respond to changing demands. Chronic worry can lead to an intensifying cycle. or hope. and have disappeared into an ecstatic and steady absorption in the moment. Some have proposed using . Worry can also worsen feelings of melancholy and depression. and relaxation. 3. Successful individuals have described situations in which they have achieved a level of peak performance. Individuals who possess interpersonal intelligence are skilled in organizing groups. they will be more adept in understanding the feelings of others. develops from self-awareness. rapists. a study demonstrated that a cohort of violent criminals had life histories that suggested emotional neglect and lack of attunement during infancy and childhood. Handling Relationships – Social Skills While the exchange of emotions between people is often subtle and virtually unnoticeable. Not surprisingly. parents let their children know that they have a sense of what that child is feeling. because being in the flow state results in positive self-feedback. In contrast. making them proficient in occupations such as the caring professions. students in the flow state are not bored because their tasks are not too simple. and face it at a level that slightly taxes their ability. 4. and management. people who have this skill tend to be more highly productive and effective in any enterprise. and child molesters. nor are they worried and anxious because their tasks are not overly difficult. In addition. students who are in flow will be more interested in what they are learning about. or the ability to perceive the subjective experience of another person. sales. Recognizing Emotions in Others – Empathy Empathy. Entry to the flow state can occur when students find a task they are skilled at. lack of empathy is a common characteristic in murderers. empathy is the root for caring for others and acts of altruism. teaching. 5. The development of empathy begins in infancy through the process of attunement between parent and child. individuals who are empathic are more attuned to the subtle social signals that indicate what others need or want. people who are poor at receiving these cues are prone to problems in their relationships. these emotional signals are essential in interpersonal interactions. Lack of attunement during infancy may develop into later emotional dysfunction for the child. In addition.the concept of flow in education. if people are more understanding of their own emotions. Through attunement. negotiating solutions. Further. Being able to get into the flow state enables outstanding performance of all types. personal . Studies of children trying to become part of an established play group have found that popular children take time to passively observe the group dynamic. Dr. The vertical axis describes awareness vs. in the Harvard Business Review. in large part. to skill in managing emotions in others. behavior. eventually join the group in a tentative and cautious fashion. these individuals are able to please others while staying true to themselves and without compromising their own beliefs or values. According to Goleman. “Emotional Intelligence. Goleman has described many important scientific discoveries about emotions and human behavior in his book. people who know and monitor their own feelings and recognize and deal with the feelings of others. and describes intelligent ways of managing both. On the other hand. unpopular. and socially isolated. PhD. The ability to initiate and maintain relationships is due. 4 COMPONENTS OF EMOTIONAL INTELLIGENCE Emotional Intelligence was first described by Daniel Goleman. children who have trouble reading other’s emotions are often frustrated. Unlike some people who would do almost anything to gain approval. and social analysis. but those who cannot get a control over their emotional lives battle constantly and this prevent them to produce continued work and clear thoughts. and then continue to observe the group’s interactions in an attempt to understand the group dynamic before entering in the group activity or conversation.connection. He has identified a set of competencies that differentiate individuals with Emotional Intelligence. have advantages in all areas of life. Components Emotional Intelligence Goleman’s Model: Four of Emotional Intelligence consists of two kinds of abilities.” The book organizes the information into a description of how emotion drives behavior. “What You See” (left column) is the ability to recognize and understand emotions in yourself and in others and “What . and so on. group/interactive perspective.You Do” (right column) is the ability to manage your own emotions and behaviors to interact effectively with other people. 1. The horizontal axis describes an individual perspective vs. A person who is emotionally intelligent does not let bad moods or a strong emotional reaction govern his or her behavior. It allows you to recognize your own strengths and weaknesses. alarmed. Self-Management also means being able to direct your own behavior toward a goal. And it means being able to motivate yourself to stick with something over time. Social Awareness . and how long this is likely to last so they know what to expect and can adjust. Self-Awareness Self-Awareness means being aware of your own emotions. disgusted. proud. positive as well as negative. Self-Management Self-Management is the ability to control your emotional reactions while still behaving with honesty and integrity. What I’m aware of and how I manage myself (top row) and what’s happening with others and how I manage those relationships (bottom row). When you are aware of your feelings you can more easily manage your own reactions and your behavior. you know what causes you to feel happy. This is very important to managing relationships with others successfully. like saving money now to buy a house later. This is the most important of the EI skills. and being able to identify them correctly. 2. even though it may be difficult and time consuming. an emotionally intelligent person lets others know she/he is upset. When moods or feelings are too strong to set aside. These are your biases. without attacking others. She or he is able to be honest and frank in a calm manner. 3. It means being able to put off gratification in the present in order to get better results at a future time. All four perspectives should be considered in order to have the most positive result in your interactions with others. If you are aware of your feelings. and that you care. and to know what their emotion feels like from your own experience. They will typically talk about issues of security. you can be more effective in choosing how to deliver a message. they are often able to predict how others will react and plan accordingly. You can observe this in the way national and community leaders attempt to influence their constituents. health and prosperity – all things that have a strong emotional impact on people. and attention (noticing how others are reacting to you). Relationship Management Relationship management includes the ability to communicate in a clear and convincing way. or anticipating how they are likely to react to what you do and say. The other part of social awareness is attention or knowing how other people are reacting. and being able to offer examples.Social awareness has two parts: empathy. it means you must also understand how to use emotion to communicate and persuade. 4. relationship management. Empathy means being able to sense what the other person is feeling. Because they pay attention to emotional response. make a request. family. Being clear means being able to say what you mean simply. This lays the foundation for the fourth skill. They pay attention to how others are reacting and adjust their approach to get a better result. and requests to others effectively. It means having a sense of how others feel when you announce a change. It does not necessarily mean you agree with the other person. Being convincing does not rely on rational argument. information. A person who is emotionally intelligent can communicate ideas. It relies on understanding how people feel and what emotions are important in their decision-making process. They are often quite good at building enthusiasm . Once you have the ability to sense how others react. or simply make a statement. faith. However it does mean that you know how they feel and can communicate that you understand. This does not mean you should abandon rational argument. Social Awareness: Capacity for understanding what others are saying and feeling and why they feel and act as they do. Therefore. Today. If an organization wants to maximize its effectiveness then the organization must have tool by which it can discriminate between an effective employee and not so effective employee. using them to steer the way of thinking and acting. if the organization wants to make best use of its human resource available and if the organization wants to have a scientific and retinal compensation system. non-verbal behavior. Aneffective performance appraisal system brings rationality in management. A person who masters the first three is in a better position to effectively manage relationships. one’s strengths. The appraisal practices are in somewhere structured and formally sanctioned . INTRODUCTION TO PERFORMANCE APPRAISAL In almost every organization.and calming down interpersonal conflicts. it is a must for every organization for its survival and growth. Relationship Management: Capacity for acting in such a way that one is able to get desired results from others and reach personal goals. appraisal is not something of a choice left to the wishes of the corporate bosses. every employee is subjected to periodic appraisal of his/her performance. The key is social awareness and flexibility in how they talk to other people. They can adjust words. as well as those of others. which helps people to harmonize it. Self-Awareness: Capacity for understanding one’s emotions. and one’s weaknesses. nor it is a privilege to be enjoyed by few businesses conglomerates. This is highly important if the organization’s human resource development objectives are to be realized. Self-Management: Capacity for effectively managing one’s motives and regulating one’s behavior. and timing to get the best reaction from others. single or composite. Emotional intelligence is therefore an ability. Each of these four domains comprises a number of functional units or competencies. Developing competencies across these four main areas is essential for success in life and the workplace. Conclusion Emotional intelligence is a set of skills that involve the ability to identify and monitor their own thoughts. ethical and legal problems in the workplace. Yet in a broader sense. performance is conducted in a systematic and planned manner to achieve various organizational goals in social system. In the absence of a carefully structured system of appraisal. As a distinct and formal management procedure of evaluation of work performance. consciously or unconsciously evaluate our own actions from time to time. The history of performance appraisal is quite brief. Read More: 1. Performance appraisal systemsbegan as . including subordinates. the practice of appraisal of employee’s performance in different work places is a very ancient art. fair. Thus. Without a structured appraisal system. it seems. though the nature of appraisal was not so formal and the tools used were not so scientific. across the human activities someway or other performance appraisal is conducted in different ways and all of us. Performance Appraisal of individuals. people will tend to judge the work performance of others. Appraisal. But this is not very helpful. Its roots in the early 20th century can be traced to Frederick Taylor’s pioneering time and motion studies. The appraisal system existed in early centuries. Objectives of Performance Appraisal Background of Performance Appraisal Performance appraisal is not something new. which were considered essential for effective performance of a particular task. informally and arbitrarily. In fact the appraisal gained momentum in the post Second World War period with the advent ofprofessionalization in management. defensible and accurate.and in other instances they are an informal and integral part of daily activities. is both inevitable and universal for human activities. Performance Appraisal 2. for the same might be said about almost everything in the field of modern human resources management. groups and organizations is common practice of all societies. The human inclination to judge can create serious motivational. appraisal system was used dates from the time of the Second World War. naturally. there is little chance of ensuring that the judgments made will be lawful. In social situation. At the early stages the performance appraisal was done just on the basis of the degree to which a person possessed certain traits. 1. performance appraisal is a systematic and objective way of judging the relative worth or ability of an employee in performing his/her task. On the other hand. The general model of performance appraisal. Performance appraisal is an evaluation of employee’s current or past performance relative to his/her performance standards. In the 1950s in the United States. According to Gary Dessler. “Performance appraisal is the systematic evaluation of the individual with regard to his or her performance on the job and his potential for development”. Providing feedback to the employee with the aim of motivating that person to eliminate performance deficiencies or to continue to perform above par. as it is known today. In other words. if their performance was better than the supervisor expected. As a result. a pay rise was in order. Assessing the employee’s actual performance relative to these standards. Concept of Performance Appraisal In the context of an industrial organization. a cut in pay would follow. The process was firmly linked to material outcomes. the potential usefulness of appraisal as tool for motivation and development was gradually recognized. appraisal was used to decide whether or not the salary or wage of an individual employee was justified. According to Dale Beach. began form that time. the traditional emphasis on reward outcomes was progressively rejected. Many authors described and some of them were tried to define the concept of performance appraisal in their own way. 2. performance appraisal is a systematic evaluation of personnel by supervisors or those familiar with their performance. If an employee’s performance was found to be less than ideal. That is. . Further he mentioned that the appraisal process involves three steps.simple methods of income justification. and 3. Setting work standards. Performance refers to the degree of accomplishment of the tasks that make up an individual’s job. or terminations. Appraising the performance is method of evaluating the behavior of employees in the work spot. and if so. It is by and large useful for not only for the different payments purpose but also to make aware of once strengths and weaknesses. and suggesting needed changes in behavior. So that employees can able to understand that in which area they are suppose to improve their performance. individual level. The other two. attitudes. It includes how well an individual is fulfilling the job demands. Moreover wok planning and continuous potential performance review for development. are relating to certain means which are meant for subordinate to tell subordinate how boss is doing. a pay rise or promotion. . performance needs to be evaluated form time to time. organization level. Out of which one is relating to organization and other two for individual. demotions. with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. transfers. They should also focus on quality to survive in the current environment. The first one.McGregor discusses the formal performance appraisal plans in view of meeting three needs. skills or job knowledge. In order to find out whether an employee is worthy of continued employment or not. that usually takes the form of a periodic interview (annual or semi-annual). whether he should receive a bounds. in which the work performance of the subordinate is examined and discussed. normally including both the quantitative and qualitative aspects of job performance. is to provide systematic judgments to back up salary increases. Under this exercise evaluation is not only the performance of worker on for development for future appraisals should focus on the job but also employee expecting job roles. Make subordinate to know the level of performance standards and the superior uses them as a base for coaching and counseling the individual employee. Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor. to measure the performance of an employee and use the information collected. Other measures are based on. behaviour on jobs and his/her potential for further performance. to optimize the resource of individuals in an organization. performance review. The contents to be appraised may vary with the purpose of appraisal and type and level of employee. performance evaluation. Forced-Choice Rating This technique was developed to reduce bias and establish objective standards of comparison between individuals. It refers to the assessments of an employee’s actual performance. Generally content to be appraised is determined on the basis of job analysis. 1. METHODS OF PERFORMANCE APPRAISAL Performance appraisal are considered to be the vital tool. Following methods are widely used in Performance Appraisal. behavior which meaner observable physical actions and movements. The main purposes of appraisal are to assess training need to effect promotion and to give high pay. and traits which measures in terms of personal characteristics observable in employee’s job activities. Although there are many variations of this method. progress appraisal report. we may closure different terminologies have been used to denote this process such as performance appraisal. personal preview and so on. It is systematic evaluation of individuals with respect to their task performance and their potential for development individually and collectively. employee appraisal. We may say that appraising the performance of an individual has been known as merit rating. the most common one asks raters to choose from among groups of . Contents to be appraised in the form of contribution to organizational objectives like production cost saving return on capital so on. There are different methods designed and experimented in this regard. but in recent years. objectives which measure job related results like amount of deposits mobilized. but it does not involve the intervention of a third party.Every organization has to decide upon the content to be appraised before the programme is approved. In practice. this technique asks the rater to write a paragraph or more covering an individual’s strengths. People with high scores are. A member of the personnel or central administrative staff meets with small groups of raters from each supervisory unit and goes over each employee’s rating with them to (a) identify areas of inter-rater disagreement. It is the same rationale used in developing selection test batteries. Since the rater does not know what the scoring weights for each statement are. by definition. The field review is one of several techniques for doing this. and (c) determine that each rater conceives the standards similarly. however. the process is very time consuming. He simply describes his people. Field Review When there is reason to suspect rater bias. They want to say openly how they rate someone and not be second-guessed or tricked into making “honest” appraisals. or when comparability of ratings is essential. Essay Appraisal In its simplest form. those with low scores are the poorer ones. in theory at least. weaknesses. he cannot play favorites. the forced choice methods tend to irritate raters. and so on.exhibited by raters in different departments. when some raters appear to be using higher standards than others. In . the better employees. potential. very much the way a psychological test is scored. 3. 2. and someone in the personnel department applies the scoring weights to determine who gets the best rating. This group-judgment technique tends to be fairer and more valid then individual ratings and permits the central staff to develop an awareness of the varying degrees of leniency or severity-as well as bias.statements those which best fit the individual being rated and those those which least fit him. who feel they are not being trusted. essay or graphic ratings are often combined with a systematic review process. The rationale behind this technique is difficult to fault. On the negative side. The statements are then weighted or scored. (b) help the group arrive at a consensus. however. 4. is fully as valid as more formal and more complicated methods. Employees are consulted. Turner and Paul R. MBO has become something of a fad and is so familiar to most managers that I will not dwell on it here. Management By Objectives To avoid. particularly those former employers. or to deal with. since different essays touch on different aspects of a mans performance or personal qualifications. but management ends up imposing its standards and its objectives. there appears to be something of a vogue in the setting of such work standards in white-collar and service areas. As Arthur N. more coercive variations of MBO drifting into a kind of manipulative form of management in which pseudo-participation substitutes for the real thing. The assumptions seems to be that an honest and informed statement –either by word of mouth or in writing form someone who knows a man well. employees do not always want to be involved in their own goal setting. employees in some organizations are being asked to set-or help set-their own performance goals. that when MBO is applied at lower organizational levels. It should be noted. Some organizations. In fact. are introducing a work-standards approach to goal setting in which management openly sets the goals. Moreover. like the graphic rating scale. The biggest drawback to essay appraisals is their variability in length and content. we have been talking about assessing past performance. therefore. Assessment Centers So far. teachers. is desirable. or associates carry significant weight. some type of more formal method. What about the assessment of future performance or potential? In any placement decision and even more so in promotion decisions. 5. Lawrence discovered.most selection situations. essay ratings are difficult to combine or compare. For comparability. many do not want self-direction or autonomy. Within the last five or six years. the feeling that they are being judged by unfairly high standards. As a result. some prediction of future . How can this kind of prediction be made most validly and most fairly? One widely used rule of thumb is that “what a man has done is the best predictor of what he will do in the future”. The center also makes it possible for people who are working for departments of low status or low visibility in an organization to become visible and. a graphic scale assesses a person on the quality and quantity of his work and on a variety of other factors that vary with the job but usually include personal traits like reliability and cooperation. subjective judgment is also made. in the competitive situation of an assessment center. none of who has done the job or one like it? In these situation. Less structured. This has the effect of equalizing opportunity. It may also include specific performance items like oral and written communication. and enlarging the pool of possible promotion candidates. But suppose you are picking a man to be a supervisor and this person has never held supervisory responsibility? Or suppose you are selecting a man for a job from among a group of candidates. many organizations use assessment centers to predict future performance more accurately. individuals from different departments are brought together to spend two or three days working on individual and group assignments similar to the ones they will be handling if they are promoted. The pooled judgment of observers – sometimes derived by paired comparison or alternation ranking – leads to an order –of-merit ranking for each participant. Graphic Rating Scale This method is more consistent and reliable. but remains the most widely used rating method. show how they stack up against people from better-known departments. In a classic comparison between the “oldfashioned” graphic scale and the much more sophisticated force-choices . Typically. The graphic scale has come under frequent attack. Typically. improving morale. 6.performance is necessary. There are good deals of evidence that people chosen by assessment center methods work out better than those not chosen by these methods. ratings. crosses his name off and enters it below the top name on the right-hand list. Paired – comparison ranking: This technique is probably just as accurate as alternation ranking and might be more so. Ranking Mathods For comparative purposes. 7. It is also more likely that such employees will be better able to . It is also cheaper to develop and more acceptable to raters than the forced-choice form. the former proved to be fully as valid as the best of the forcedchoice forms. For many purposes there is no need to use anything more complicated than a graphic scale supplement by a few essay questions. Certain techniques in performance appraisal have been thoroughly investigated. and puts it at the bottom of the right-hand column. particularly when it is necessary to compare people who work for different supervisors. individual statements. and so on. Next. If the rankings are for salary purposes. The ranker then selects the most valuable person from the remaining list. Encourage Discussion Research studies show that employees are likely to feel more satisfied with their appraisal result if they have the chance to talk freely and discuss their performance. But with large numbers of employees it becomes extremely time consuming and cumbersome. Alternation ranking: In this method. There is no single form or way to do this. and better than most of them. and put it at the top of the column on the right-hand side of the sheet. Instead. and some have been found to yield better results than others. the names of employees are listed on the left-hand side of the sheet of paper – preferably in random order. or appraisal forms are not particularly useful. cross his name off.technique. it is necessary to recognize that comparisons involve an overall subjective judgment to which a host of additional facts and impressions must somehow be added. cross his name off. a supervisor is asked to choose the “most valuable” employee on the list. he selects the “least valuable” employee on the list. Employees are also more likely to feel that the appraisal process is fair if they are given a chance to talk about their performance. focus attention. vague goals (such as do your best) or no goals at all. employees are more likely to view the appraisal process as accurate and fair. Employees will be less anxious about criticism. This especially so when they are permitted to challenge and appeal against their evaluation. Appraiser Credibility It is important that the appraiser (usually the employee’s supervisor) be well informed and credible. Goals can stimulate employee effort. Set Performance Goals It has been shown in numerous studies that goal setting is an important element in employee motivation. i.meet future performance goals. increase persistence. They also express more acceptances of the appraiser’s feedback and a greater willingness to change. denial of problems.e. difficult and accepted by employees will lead to higher levels of performance than easy.. Constructive Intention It is very important that employees recognize that negative appraisal feedback is provided with a constructive intention. resentment. The useful of goals as a stimulus to human motivation is one of the best-supported theories in management. and encourage employees to find new and better ways to work. . ill-informed. It is also quite clear that goals which are “…specific. unfair or harshly presented – will lead to problems such as anger. and poorer performance. and should be knowledgeable about the employee’s job and performance. tension and workplace conflict. and more likely to find it useful. Appraisers should feel comfortable with the techniques of appraisal. other studies have reported that “destructive criticism” – which is vague. when the believe that the appraiser’s intentions are helpful and constructive. to help them overcome present difficulties and to improve their future performance. as well as increased resistance to improvement. When these conditions exist. In contrast. Much of Kolb’s theory is concerned with the learner’s internal cognitive processes. 1. An accommodator tends to rely more heavily on people for information while making decisions. Accommodator: An accommodator learns by doing and feeling. He seeks action-oriented careers such as marketing. which are based on a four-stage learning cycle. assimilation and convergence. Kolb. Knowledge results from the combination of grasping experience and transforming it. Kolb’s learning theory sets out four distinct learning styles (or preferences). The fourlearning styles are based on dimensions: feeling versus thinking and doing versus observing. “Learning is the process whereby knowledge is created through the transformation of experience.LEARNING STYLES Learning style refers to the ability of an individual to learn. He tends to learn primarily from hands-on experience. He tends to act on gut feeling rather than on logical analysis. These four learning styles are: accommodation. A manager’s long-term success depends more on the ability to learn than on the mastery of the specific skills or technical knowledge. . divergence.” (David A. public relations and management. Kolb’s Learning Styles Model Kolb’s model of learning styles is one of the best-known and widely used learning style theories. politics. 1984). production supervision. Diverger: A diverger learns by observing and feeling. Converger seeks technical careers in various scientific fields and work at engineering. The assimilator is effective at understanding a wide range of information and putting in to concise and logical form. When presented with problems and making decisions. Let us consider each of them one by one. The employees must have working knowledge of the language . Converger tends to prefer dealing with technical tasks and problems rather than social and interpersonal issues. continuous improvement initiatives. the organizations must train individuals to meet the challenges of globalization. It is more important for the assimilator that an idea or theory is logical than practical. arts and services sector. He takes time and analyses many alternatives. work-force diversity. 4. As a part of organization. He tends to seek careers in education.2. 3. The HR department needs to ensure that the appropriate mix of employees in terms of knowledge. reengineering. In order to meet this goal. He seeks careers in entertainment. Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. skills and cultural adaptability is available to handle global assignments. diverger enjoys brainstorming. Converger: A converger learns by doing and thinking. For the HR people it means understanding the implications of globalization. IT and managerial jobs. Diverger is imaginative and sensitive to the needs of the other people. The rise ofmultinational corporations places new requirements on human resource managers. The diverger has the ability to view concrete situations from different angles. CURRENT TRENDS IN HRM The world of work is rapidly changing. When solving problems. information and science. corporate downsizing. the converger tends to focus on solutions. decentralized work sites and employee involvement. The converger seeks practical use for information. the contingent work force. Globalization and its implications Business today doesn’t have national boundaries – it reaches around the world. changing skill requirements. Assimilator: An assimilator learns by observing and thinking. 1. Assimilator tends to be more concerned with abstract idea and concept than with people. values. In situations like these a participative approach seems to work better. customs and laws) of the host country. managers will be required to change their ways. Human Resource Management (HRM) must also develop mechanisms that will help multicultural individuals work together. As background. personality characteristics. education. One means of achieving that is through the organization’s benefits package. religion. there are indications that employee conflict will increase. tenure with the organization. HRM must be aware of the age differences that exist in today’s work force. nationalities and so on. HRM would be required to train management to be more flexible in its practices. Workforce Diversity In the past HRM was considerably simpler because our work force was strikingly homogeneous. In addition to the diversity brought by gender and nationality. custom or age differences become more prevalent. language. the potential benefits from better creativity and decision making and greater innovation can be accrued to help increase organization’s competitiveness. language. beliefs. and economic status and the list could go on. ethnicity. age. A family friendly organization is one that has flexible work schedules and provides such employee benefits such as child care. lifestyle. physical appearance. martial status. morals. Because tomorrow’s workers will come in different colors. ideologies and background characteristics such as geographic origin.and culture ( in terms of values. social class sexual orientation. HRM must train people of different age groups to effectively mange and to deal with each other and to respect the diversity of views that each offers. Where diversity flourishes. Changing skill requirements . Today’s work force comprises of people of different gender. 3. 2. This will necessitate managers being trained to recognize differences in workers and to appreciate and even celebrate these differences. Diversity is critically linked to the organization’s strategic direction. This includes HRM offerings that fall under the heading of the family friendly organization. HRM department has a very important role to play in downsizing. They must minimize the negative effects of rumors and ensure that individuals are kept informed with factual data. increase in employee accidents and customer complaints. it is attempting to create greater efficiency. Since a growing number of jobs will require more education and higher levels of language than current ones . HRM department will have to devise suitable training and short term programmes to bridge the skill gaps & deficiencies. 4. HRM practitioners and specialists will have to communicate this to educators and community leaders etc. Continuous improvement programs Continuous improvement programs focus on the long term well being of the organization. HRM people must ensure that proper communication must take place during this time. HRM dept is key to the downsizing discussions that have to take place. Rather. Companies strive to improve everything that they do. they are like an organization wide development process and the . The premise of downsizing is to reduce the number of workers employed by the organization. 5. Strategic human resource planning will have to carefully weigh the skill deficiencies and shortages. Unfortunately. from hiring quality people. productivity. such initiatives are not something that can be easily implemented. to administrative paper processing. Corporate downsizing Whenever an organization attempts to delayer. HRM must also deal with actual layoff. The company changes its operations to focus on the customer and to involve workers in matters affecting them. This often involves a company wide initiative to improve quality and productivity. to meeting customer needs. nor dictated down through the many levels in an organization. Skill deficiencies translate into significant losses for the organization in terms of poor-quality work and lower productivity. quality and managing a diverse work force effectively. It is a process whereby an organization focuses on quality and builds a better foundation to serve its customers.Recruiting and developing skilled labor is important for any company concerned about competitiveness. Specifically. Whether it’s a new process. It requires organizational members to rethink what work should be done. As a result continuous improvement programs may not be in the best interest of the organization. what is to be expected and what effect it will have on employees. Ongoing incremental change avoids facing up to the possibility that what the organization may really need is radical or quantum change. For reengineering to generate its benefits HRM needs to offer skill training to its employees. a technology enhancement. 7. Accordingly HRM must have mechanisms in place for employees to get appropriate direction of what to do and what to expect as well as assistance in dealing with the conflict that may permeate the organization. Such action is intuitively appealing – the constant and permanent search to make things better. how it is to be done and how to best implement these decisions. Such drastic change results in the re-engineering of the organization. employees would need new skills as a result of the re-engineering process. Re-engineering work processes for improved productivity Although continuous improvement initiatives are positive starts in many of our organizations. or the like . throughout each segment in the organization.process must be accepted and supported by top management and driven by collaborative efforts.facing rapid and constant change. Contingent workforce . This requires clear and extensive communications of why the change will occur. they typically focus on ongoing incremental change. working in teams. having more decision making authority. HRM must prepare individuals for the change. Re-engineering may leave certain employees frustrated and angry and unsure of what to expect. The problem with them is that they may provide a false sense of security. Yet many companies function in an environment that is dynamic. Whenever an organization embarks on any improvement effort. At this point organization development initiatives dominate. it is introducing change into the organization. Re-engineering occurs when more than 70% of the work processes in an organization are evaluated and altered. HRM plays an important role in the implementation of continuous improvement programs. 6. Re-engineering changes how organizations do their business and directly affects the employees. HRM must be an active partner in these discussions. They perform specific tasks that often require special job skills and are employed when an organization is experiencing significant deviations in its workflow. on a salary basis.A very substantial part of the modern day workforce are the contingent workers. HRM will also have to give some thought to how it will attract quality temporaries. Work at home may also require HRM to rethink its compensation policy. After all its HRM department’s responsibility to locate and bring into the organization these temporary workers. 8. When an organization makes its strategic decision to employ a sizable portion of its workforce from the contingency ranks. As such. Those who have family responsibilities like child care. several HRM issues come to the forefront. the employers no longer have to consider locating a business near its work force. Contingent workers are individuals who are typically hired for shorter periods of time. These include being able to have these virtual employees available when needed. Telecommuting capabilities that exist today have made it possible for the employees to be located anywhere on the globe. HRM will also have the responsibility of quickly adapting them to the organization. Decentralized work sites also offer opportunities that may meet the needs of the diversified workforce. With this potential. when these strategic decisions are being made. or those who have disabilities may prefer to work in their homes rather than travel to the organization’s facility. As temporary workers are brought in. providing scheduling options that meet their needs and making decisions about whether or not benefits will be offered to the contingent work force. For HRM. Will it pay by the hour. Much of that challenge revolves around training managers in how to establish and ensure appropriate work quality and ontime completion. decentralized work sites present a challenge. Decentralized work sites Work sites are getting more and more decentralized. No organization can make the transition to a contingent workforce without sufficient planning. or by the . Telecommuting also offers an opportunity for a business tin a high cost area to have its work done in an area where lower wages prevail. What is needed is demonstrated leadership as well as supportive management. participative appear to be management. it will be organization’s responsibility to ensure health and safety of the decentralized work force. that is. National Industrial Conference Board has defined development as “Managerial Development is all those activities and programmes . to have decisions participatively handled. Empowering employees requires extensive training in all aspects of the job. 9. Workers may need to understand how new job design processes. Employees need to be trained and that’s where human resource management has a significant role to play. particularly managerial personnel through the process of training and educative process. The term development refers broadly to the nature and direction of change induced in employees. or to set goals cannot do so unless they know and understand what it is that they are to do. Employee involvement For today’s organization’s to be successful. For example. work accepted. because employees in decentralized work sites are full time employees of the organization as opposed to contingent workers. They may need training in interpersonal skills to make participative and work teams function properly. teams. is relevant to a specific phenomenon. a job. employee training and empowering of employees. TRAINING & DEVELOPMENT Meaning of Training and Development Training typically involves providing the employees the knowledge and skills needed to do a particular task or a job through attitude change. It is concerned with imparting and developing specific skills for a particular purpose.job performed. training is a process of learning a sequence of programmed behavior. Also. there are a number of employee involvement concepts that are delegation. being programmed. setting. Thus. These goal HRM has a significant role to play in employee involvement. This behavior. to work in teams. Flippo has defined training as “the act of increasing the skills of an employee for doing a particular job”. Employees expected to delegate. training and development differ from each other in terms of their objectives and consequently in terms of their contents. Training- development continuum has manual training at the one end and philosophy at the other end. it is the overall development of the competency of managerial personnel in the light of the present requirement as well as the future requirement. have substantial influence in changing the capacity of the individual to perform his assignment better and in doing so are likely in increase his potential for future assignments”. Thus managerial development is not merely training or a combination of various training programmes. Training and Comparison Development – A Thus.when recognized and controlled. though some kind of training is necessary. The training-development continuum contains the following stages: Manual Skills Specific job techniques Techniques Concepts Philosophy .” Training and development is considered as a continuum. while also increasing the capacities of employees to perform their current jobs. Steinmetz has differentiated the two concepts as: “Training is a short-term process utilizing a systematic and organized procedure by which non-management personnel learn technical knowledge and skills for a definite purpose. Development is a long-term educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. Development has a long term focus on preparing for future work responsibilities. As it progresses.The manual skills training is given to operatives for performing specific jobs. Three factors which necessitate continuous training in an organization are technological advances. Increases Morale. Training and development increases morale of employees. High morale is evidenced by employee enthusiasm. 1. especially that of managerial cadre. 2. Training imparts skills and knowledge to employees in order that they contribute to the organization’s efficiency and be able to cope up with the pressures of changing environment. Training and development increases skills for doing a job in better way. Training and development can play the following role in an organization. All these factors are related to each other. Need for Training and Development There is continuous pressure for efficiency and if the organization does not respond to this pressure. their need for training does not remain confined to the development of skills needed for specific jobs. the only choice is that of following a particular training and development method. Trained employees can see the jobs in more meaningful way. organizational complexity and human relations. Increases Efficiency. Therefore. Training increases employee morale by relating their skills with their job requirements. training is required even to maintain minimum level of output. The viability of an organization depends to a considerable extent on the skills of different employees. there is no question of whether to train its employees or not. As such. we find more emphasis on other points of the continuum. Therefore. to relate the organization with its environment. Managerial personnel have greater needs for conceptual and human relations skills as compared to job-related skills. This is more important in the context of changing technology because the old method of working may not be relevant. . They require skills and competence for future managerial jobs besides their present of contents rather than on account of process involved. it may find itself rapidly losing its market. in any organization. Possession of skills necessary to perform a job well often tends to meet human needs such as security and ego satisfaction. Reduced Supervision. Growing complexity of organizations has led to various human problems like inter-personal and inter-group problems. Better Human Relations.3. The organization. a manager can increase his span of control in the organization which saves cost to the organization. These problems can be overcome by suitable human relation training. PCMM can be perceived as the application of the principles of Capability Maturity Model to human assets of a software organization. and continuously improving development of the knowledge. Autonomy and freedom can be given if the employees are trained properly to handle their jobs without the help of supervision. which does not prepare a second line of personnel who can ultimately take the charge of key personnel. There is no greater organizational asset than trained personnel. With reduced supervision. 5. PCMM will be guiding and effective particularly for organizations whose core processes are knowledge intensive. Although the focus in People CMM is on software or information system organizations. to a mature. 4. skills. disciplined. Viability relates to survival of the organization during bad days and flexibility relates to sustain its effectiveness despite the loss of its key personnel and making short-term adjustment with the existing personnel. Trained employees require less supervision. the processes and practices are applicable for any organization that aims to improve the capability of its workforce. . may not be successful in the absence of such key personnel for whatever the reason. It describes an evolutionary improvement path from ad hoc. Increased Organizational Viability and Flexibility. inconsistently performed practices. and motivation of the workforce. because these people can turn the other assets into productive whole. Such adjustment is possible if the organization has trained people who can occupy the positions vacated by key personnel. PEOPLE CAPABILITY MATURITY MODEL (PCMM) People Capability Maturity Model (PCMM) is a maturity framework that focuses on continuously improving the management and development of the human assets of a software or information systems organization. Training increases the quality of human relations in an organization. Each maturity level is an evolutionary plateau at which one or more domains of the organization’s processes are transformed to achieve a new level of organizational capability. For example. At PCMM Level 5. and process abilities available for performing an organization’s current and future business activities. The People Capability Maturity Model consists of five maturity levels. For example. 3. This can be defined as the level of knowledge. Most workforce practices are applied without analysis of impact. the organization continuously improves and aligns personal. the organization empowers and integrates workforce competencies and manages performance quantitatively. the first benefit an organization experiences as it achieves Level 2 is a reduction in voluntary turnover. At PCMM Level 4. the organization is able to predict its capability for performing work because it can quantify the capability of its workforce and of the competency-based processes they use in performing their assignments.The primary objective of the People Capability Maturity Model is to improve the capability of the entire workforce. At PCMM Level 3. For example. The five levels of People CMM are defined as follows: 1. and organizational capability. For example. an organization has no consistent way of performing workforce practices. At PCMM Level 2. 5. the workforce practices that were implemented at Level 2 are now standardized and adapted to encourage and reward growth in the organization’s workforce competencies. the organization identifies and develops workforce competencies and aligns workforce and work group competencies with business strategies and objectives. 4. at . organizations establish a foundation on which they deploy common workforce practices across the organization. work-group. 2. skills. The turnover costs that are avoided by improved workforce retention more than pay for the improvement costs associated with achieving Level 2. At PCMM Level 1. The goal of Level 2 is to have managers take responsibility for managing and developing their people. talk to the person off-line and ask for cooperation. Solutions are to reinforce the ground rules. and enforce the importance of data and the problem-solving method. Overbearing participants These participants have an unusual amount of influence in the team. it can be applied in almost any organizational setting. Solution to this state are to look critically at the improvement plan. organizations treat continuous improvement as an orderly business process to be performed in an orderly way on a regular basis. COMMON TEAM PROBLEMS 1. it becomes detrimental when they discourage discussion on their expertise and discount other member’s ideas. However. determine the cause of the holdup. Members get discouraged and find excuser for missing meetings. They usually have a passion of authority or a particular expertise. The People Capability knowledge-intense Maturity organizations Model was and workforce designed initially for management processes. and have each member write down reasons and discuss them at the next meeting. review the mission statement. 2. Solutions are to structure discussion on key issues for equal participation.Maturity Level 5. and dominate the meeting. however. Talk . Dominating participant They like to themselves talk. Floundering This problem occurs in the teams which are having trouble starting or ending a project or different stages of the project. use overlong anecdotes. 3. either as a guide in implementing workforce improvement activities or as a vehicle for assessing workforce practices. Teams need these abilities. 8. In addition the leader may act as a gatekeeper by asking questions. “ what is your experience in this area?” 5. Solutions are to reaffirm the importance of the problem-solving method. Solutions are to request data and to follow the problem-solving method. Teams must realize that improvements do not come easily and rarely overnight. solution includes dividing the task into individual assignment and acting as a gatekeeper by asking questions such as. and find out the real meaning of the problem.to the offending person off-line. 7. Every member deserves the respect and attention from the team. support the discounted member. . 4. Discounts and “plops” These things arise when members fail to give credit to another’s opinions or no one responds to a statement that “plops”. Reluctant participants They feel shy or unsure of themselves and must be encouraged to contribute. Solutions are to reinforce active listening as a team behaviour. Attribution This is the activity of guessing at a person’s motives when team members disagree or don’t understand his or her opinion or behavior. and have the team agree in the needs for limits and a balanced participation. question whether this opinion is based on data. Rush to accomplish It is common to teams being pushed by one or more members who are impatient for results. Problems developed when there are no built-in activities that encourage introverts to participate and extraverts to listen. or talk offline with members who frequently discount. In addition to structured activities. Solutions are to remind members that the ground rules call for the problem-solving method or to confront the rusher off-line and explain the effects of impatience. Unquestioned acceptance of opinions as facts occurs When members assert personal beliefs with such confidence that other members think they are facts. put down or ignore. 6. offer to facilitate the discussion. its biggest limitation is that the supervisor-trainers may not take full interest in the training. Externally training and development can be provided by private training organizations and co-workers. at employers’ cost and time. while Internal training can be on-thejob or off-the-job.9. Training and development programmes should be based on training needs identified by their analysis. JOB TRAINING TECHNIQUES The aim of training and development programs is to improve organizational capabilities and employee ability. Feuding team members This can disrupt an entire team with their disagreement. Successful Training and development programme focuses on employee performance or team performance. In terms of learning principles. that money and time invested in training and development should be related or linked to the mission or core business strategy of the organization. there is highermotivation. participation. However. When the organization invests in improving the skills and knowledge for its employees. and encourage them to forms some contract about their behaviours. Training and development can be classified as external and internal. in realistic job situations. Usually these feuds predate the team and are best dealt with outside the team meetings. Discussions then wonder off in many directions at once. 10. fellow worker or supervisor while off-the-job training provided by the organization in the form of demonstrations and lectures. Solutions are to use a written agenda with time estimates. have a lot of similarities which is often difficult to differentiate and as such are used interchangeably. may . and involvement of the trainees in the learning process. The trainee usually learns as well as earns. but far away from the work station. Solution are to get the adversaries to discuss the issues off-line. There is also quick transference of learning to the job. Training and development however. On-the-job training is a training being instructed by another trainer. write meeting topics on flip charts or redirect the conversation back to the agenda. Wanderlust Digression and tangents happened when members’ loss track of the meeting’s purpose or want to avoid a sensitive topic. training is provided on the job. On the Job Training Methods In these methods. the investment will lead to more productive and effective employees. in a training-workshop attached and adjacent to the main production line almost on identical equipment. However. rules. ii) Vestibule Training: In this method. but by trained instructors. iii) the actual costs. explaining every step carefully. or where the operation cycle is long . methods. special instructors. he demonstrates to him. Second. first learn the first step and then only move to the learning of the second step. v) in terms of learning principles the method is job-relevant. may be heavy. before being placed on the job. provides active participation. ii) it stimulates high motivation. Lastly. are trained. how the work is done. guiding him every time when he falters because of lack of confidence or skill. as well as the wasted material and damaged equipment. The main advantages of this method are: i) It is easily organized. The main disadvantages are: i) The immediate supervisor may be a poor instructor or unwilling instructor. may fail to learn the best way of doing the job. ii) the worker in his haste for immediate production. facilitates repetition and positive transfer. iii) it speeds up the worker’s adjustment to his superior and fellow workers.e. considering lost time of trainee and trainer. and realistic. and a special training workshop near the main production line. Third. procedures. the trainees. ‘on the job training ’.only fulfill the ritual of training and leave the trainee to sink and swim at his own risk. This training is more systematic and complete because it moves on the principle of progressive learning. its cost is a little higher because it requires spare equipment. and immediate knowledge of results. iv) its cost is less. This training involves five steps: First. step-by step. The main methods of on-the job training are: i) Job Instruction Method: It is also called. This type of training is given to workers on technical jobs where costly equipment is used and the operations require meticulous moves. This gives greater satisfaction and confidence to the trainee and saves costly equipment from misuse. At the fourth step the supervisor allows the trainee to perform simple routines at first at his own and then more difficult operations in his guidance. and iv) this training is often too brief and poorly structured to provide complete training. i. he makes the trainee practice the work in front of him repeatedly. ‘dos’ and ‘don’ts ‘ etc. the supervisor leaves the trained worker free under the guidance of some senior co-worker and occasionally checks his progress and gives him more practical tips. the supervisortrainer explains to him the basic nature of the job. In this method the trainee is placed directly on the job under the care of his immediate supervisor. develops in him multiple skills. The main advantages of this training are: a) it trains workers in a variety of duties and responsibilities and thus develops multiple skills. and prompt feedback on progress etc. iv) Apprenticeship Training: This is a very old system for training artisans. c) It helps management to use the services of these workers on multiple jobs as per staff requirements. say from two to five years. ii) Due to individual differences. In management development programmes this technique is known as ‘position rotation’ technique. classroom instructions are imparted typically in the evening at local training school for about 144 or more hours per year. d) Learning is more effective because of higher motivation (variety of skills and challenges). The main limitations of this method are: i) this training is time-consuming and costly too. quick transference of skills to jobs. people are not equally suited for all jobs. in such a manner that he learns and masters the nuances of different jobs of the same order and level in the same department or in different departments. This training gives him a wider exposure. and prepares him to assume supervisory responsibility for all the jobs he learnt during training. and workers performing several iii) Job Rotation: This is a method of training in which a worker is moved systematically from one job to the other job. e) it improves the marketability of the trained employees’ skills. iii) It weakens a workers commitment to a given job. allows management to use his services in different department on different jobs. In this system a new worker is ‘tutored and mentored’ by an established craftsman in the intricacies of the trade for a considerable period of time. he can easily get alternative employment anywhere. In the modern version. In this training the emphasis is placed first on the development of right attitudes and aptitudes and then on the intricacies of the trade and lastly on developing creative genius in the trade. Each .and involves several workstations manipulations on the way. iv) Placement of worker might create a problem when a particular workers shows inclination for a different job than the one being offered to him. b) Workers also get an overall perspective of related activities and jobs. active participation in learning process. Training imparted in such professions as medicine. law courts. computers etc. para-medicines. In management development programs the designated trainee may be inducted as an ‘assistant to’ the manager or as his ‘understudy’. the internees. In this training. the person is promoted to the position of a journeyman. etc. provide very apt examples of this training. under the close guidance of established practitioners and learn practical tips and skills. The apprentice serves as ‘assistant’ and learns the craft by working with a fully skilled member of the trade called a ‘Journeyman’. and those specific performance-requirements which subordinates find hardest to improve. This type of coaching thrives in ‘a climate of confidence’. and technical fields in which proficiency can be acquired only through practice over a relatively long period of time in and under direct supervision of experts. is a common practice. lengthy and usually on one-to-one basis. This training is used in such trades. feedback. law. vi) Coaching and Counseling: At management levels. However.g. because it generally does not include classroom sessions. it is provided only when needed rather than as a part of a carefully planned program. participation. This training is intense. after or alongside the passing of theory examination . Coaching is similar to apprenticeship to some extent because the coach attempts to provide a model for the trainee to copy. this is less formal than apprenticeship training. nursing. concentrating on those specific stimulus-situations.apprentice is usually given a workbook consisting of reading materials. achievements and capability of their superiors. accountancy. This training also involves effective use of main learning principles: relevance. a climate in which subordinates respect the integrity. crafts.have to undergo an intense internship training at actual place of professional practice e. which subordinates find hardest to deal with. abilities and attitudes in the trainees. However. Further. hospitals. audit firms. nursing homes. The kind and quality of feedback provided also has great impact on subordinates. Its greatest advantage is individualized informal instructions. and job-transference. At the end of the training. v) Internship Training: This training combines a heavy dose of theoretical and practical training for developing professional knowledge. this training is less . skills. tests to be taken and practice problems to be solved. coaching and counseling of immediate subordinates by their managers to make them a better fit at the job and for improving their job skills and abilities. ii) it is cost-effective.effective. presenting the theme of the subject in a manner that arouses interest in the audience from the start. personality . and iii) it is also an efficient method for acquiring latest knowledge in the field. However. ii) there is danger of overlearning when the experts try to cover too much in too little time. full attention on training aspect. Affectations are extremely distracting and annoying. once he is back in his job.g. his gestures and actions should be spontaneous. who have training expertise. and iii) this method can not meet the needs of individual differences among learners– their backgrounds. guidance by the best experts in the area. and conferences but have no idea how to apply what he has learned. like consultants. workshops. Its main advantages are. The main advantages of this method are: i) large number of trainees can be covered at the same time. and freedom to the trainee from the daily pressure of work routine. this has some limitations too: e. if relations between trainee and coach are ambiguous or lack mutual trust. what do they need from him. technicians and academicians etc. Off the Job Training Methods These training progammes take place away from the daily pressure of the job and are conducted by highly competent resource persons. knowledge of results. and what and how will he like to convey it. motivations etc. or transfer of learning. The main limitations are: i) it gives little opportunity for active practice. The lecture should be brief and to the point. courteous. poor transferability to the job— more often the trainee learns new facts and principles at lectures. The speaker should be poised. and sincere. what is the time available. i) Lecture Method: To make this method effective the instructor expert must plan his lecture by taking into consideration: who comprise his audience. . It is best to use simple language that has less chance of being misunderstood. freeing of the busy executives from often-unwanted instructional task. case films etc. printed material. The core feature of programmed instructions is participation by the trainee and immediate feedback to him. It was developed in the late 1950s for both school and industrial applications. This method is effective when the material needs clarification and elaboration or where lively discussion would facilitate understanding all the implications of a problem and in developing creative and effective solutions to the problems at hand. films. and short visuals. illustrations. the contents get etched in the memory of the trainees more permanently. b) presenting new and sometimes complex ideas and concepts. slides. ii) Conference (Discussion) Method: This method encourages the participation of all members of the group in an exchange of opinions. Overhead Projectors as tools of effective presentation. It is a small group discussion in which leader plays a neutral role providing guidance and feedback. The programmed instructions include elaborate teaching machines. as tools to highlight the concepts. aptitudes and abilities and the available or likely to be available job/position opportunities in the organization or employment market. and careers most suitable for them taking into consideration their interests. ii) the instructors are not a key part of the learning. The method can draw on the learning principles of motivation. c) changing and modifying attitudes through group discussions.The lecture method may be strengthened with the use of several instructional audio-visual aids like Blackboards. Vocational guidance involves the following steps: i) collection of information from the candidate and his parents regarding the . and vi) there is active participation by the learner at each step of the programme. These aids make presentations more lively. iv) each step logically builds upon those that have preceded it. iv) Vocational Guidance: Vocational guidance is a facilitative process. Further. The main objectives of this method are: a) developing the decisionmaking and problem-solving skills of participants. Its main features are: i) the trainees learn at their own place. He also guides existing employees in the selection of their career goals and progression paths. v) the trainee is given immediate knowledge of results for each answer he gives. diagrams etc. The expert is called vocational and career counselor. in which an expert advises individual employees about the type of jobs. and criticism. participation and feedback. programmed books. sound tapes. In a working organization he guides new employees in the selection of the right assignment for placement. Magnetic Boards. precise and understandable. iii) Programmed Instructions: It is also called a teaching machine. iii) the material to be learnt is broken down into very small units or stages. ideas. Flip-charts. enactments. This type of training generally enhances trainees’ cognitive.person’s past history. decision-making and behavioural skills. Role Playing: In this method the trainees are given some real life business situations requiring inter-personal interactions and they are asked to play assigned roles as per their understanding of the situation and the responses from the other party. c) it improves participants’ analytical. or what the problems are. ii) securing information about the candidate’s aptitudes and interests through various psychological tests. in the reader. the need to decide what is going on. decision-making and problem solving skills. as well as excellent opportunities for individuals to develop their analytical and judgmental abilities. It appears to be an ideal method to promote decision-making abilities within the constraints of limited data. They are meant to illustrate problematic issues. analyze causes. and what can and should be done. Trainees study the cases to determine problems. real problems that managers face. and debate and defend their choices. Main methods for simulation are: 1. and of his occupational abilities and skills through various trade tests iii) Making an opinion about the candidate’s talent. d) it brings home to the participant that nothing is absolutely right or wrong in the field of human behaviour. these cases represent attempts to describe. The main advantages of case study method are: a) It allows participative discussion. rather than to portray success stories. interests and potential. select the best and workable. Taken from actual experience of organizations. there is immediate learning transference. v) Case Study Method: It is a written description of an actual situation in business which provokes. Case study can provide stimulating discussions among participants. Cases are usually organized around one or more problems or issues that are confronted by an organization. b) when cases are meaningful and similar to work related situations. The chosen person in an assigned . as accurately as possible. develop alternative solutions. what the situation really is. iv) Matching the candidate’s capabilities with various jobs/positions available or likely to be available in the organization v) Giving vocational advice and guidance to the candidate how he can benefit. vi) Simulation: It is an approach that replicates certain important characteristics of the real world situations so that the trainees can react to them as if it were real and then carry the knowledge gained to their actual work practices. with the help of available resources. and to learn from. Discussions focus on ‘why participants behave as they do. The trainee takes actual decisions under the watchful eyes of the experienced managers and at the end of the day these decisions are discussed to understand and evaluate the decision-making abilities of the trainee manager. and not forget the basic purpose. which that role confers on him. They are placed on the job for which they are trained and given two baskets—an ‘in basket’ in which the day’s decisional problem are lined up and an ‘out basket’ in which the trainee’s decisions are passed on. Participants are divided into teams. 3. the consequences of their actions through attention to their own and others’ feelings. are held away from workplaces. Business Games: These games are designed to develop decisionmaking skills of the trainees in a group.role has to think of his moves and statements as per the on-going dialogue. how they perceive each other. They meet with a passive trainer and gain insight into their own and others’ behaviours and sensitivities. Meetings. follow the market changes and show how their plans. and e) to develop concepts and theoretical framework for linking personal values and goals to actions consistent with these inner factors and situational requirements. define functional goals for members. and questions deal with the ‘here and now’ of the group process. 2. c) to stimulate the clarification and development of personal values and goals consonant with a democratic and scientific approach to problems of personal and social decisions and actions. b) to increase the ability of participants to perceive. In basket Exercise: In this method the trainee managers are confronted with real management situation. that have no agenda. d) to develop achievement of behavioral effectiveness in participants. there and then. work better. and sensitive to. usually 10-12 in a group. the emotional reactions and expressions in themselves and others. This method is used for the development of interpersonal skills. plan action programmes. . allocate resources. They have to plan their team strategy. coordinate the programmes of different functional in-charges. in the light of the competitive teams’ plans. and the feelings and emotions generated in the interaction processes. which compete with each other in achieving some business goals in a given external and internal environment. budget and schedules. or human relation skills as well as customer relation skills. vii) Sensitivity Training: This training uses small number of trainees. The main objectives of sensitivity training are: a) to make participants increasingly aware of. (It is because there is no mathematics and calculations involved in this subject that many people [mostly females] love to join this profession). these are things. they fail to take decisions. all goals. either we agree to it or we don’t agree to it. It’s a good dream. all dreams. where they want to take their company. We can develop their career. you cannot take the path. instead of Circumstances and Situations. They don’t have clarity of role. For example. Open-Ended commitment. Don’t you think that we have very important and crucial role to play?? How many of us have actually thought of those lines? Do. think about it. all activities. either we want to do or we don’t want to do. by which year or in how many years. Until and unless you are sure about your destination. They are expected to set time-frame and meet those expectations. I want to achieve that goal. They don’t have clear expectations. 6) Love for Number / Data / Figures / Calculations / Analysis / Projections – You talk to any person in any other profession and tell them that you are in HR. that is the confusion. It has been seen that many HR Professionals are confused. 3) Compare Performances / Compare Situations & Circumstances but do not compare individuals / People -Knowingly or unknowingly but quite often. if I don’t specify. data oriented and good in calculations. but it is more appreciable in HR Professionals and is like a must have. They fail to take stand. if I have a “Retention Strategy” and I want to implement in the organization. You approach them for any work and they respond by saying. They need to set standards for others to follow. we are privileged and are in a very unique position where we can develop people. I want my company to be in top-10 companies in the world. It is a well known fact and has been proved in various surveys that HR professionals don’t care to understand the business of the company and the industry that they are working in. They should be aware as what they want in their life and career. it will only remain as a dream and will never become a reality. that are not expected from any HR Professional. Ambiguity. If 10 people will remember me once I bid adieu to this world for helping them in developing their life. We can help them in changing their perception and behavior. Team and Organization – What you want to do for the organization? Are you planning to implement a competitive compensation plan? Do you want to take your company in the bracket of 25 “Best Employers in the Country”? Are you planning to acquire best of the talent from market? Do you think that you need to control the growing Attrition Rate of your company? Have you thought about “Organization Development” and “Talent Management”? Usually. Employee Relations. which takes lots of time. I need to show. HR professionals need to be more analytical. which are the companies that are using this particular strategy and how effective it has been in their cases. But. If. But. I am going with this data. we tend to compare two different people. it will be done”. Most of the time they don’t give any time limit. One reason why HR professionals in India have not been able to enter into the Board Room and make their presence felt in the organization is because though they have ideas. they have strategies and policies but they are not able to support those strategies with data. “Ok. With this confusion. everything else will . For Example. Recruitments. 2) Efficiency in Time Management . Confusion. neither from themselves. either you want or you don’t want. Talent Management. But when? I agree that “Good HR Professionals” have many things to do. irrespective of their respective professions. 8) Self Discipline – This again is a common quality that everyone should have. 4) Knowledge about the Business and Industry – Everybody should be aware of their strengths and weaknesses. give what you can. by what percentage the company will be able to increase the employee retention and decrease the attrition. all commitments looks good and are achievable. you have one life.Nine Qualities all HR Professionals Should Have 1) Clarity of Thoughts – In most of the situations and circumstances. They are not clear. they need to benchmark their own behavior and if they start flowing with water. we come across two options. calculation and analysis. It’s a must have. 5) Vision and Goal for the Department. or from their team or from their internal customers (employees). so that they can be successful in their life. It’s a Vision. We can groom them. HR professionals and HR heads don’t have that vision. if there is a closing date for that.HR professionals is expected to be efficient in time management. Hence. They don’t know what role they like to play in the organization. We can develop their life. In this profession of HRM & D. Career Development. Benchmarking. either it is acceptable or it is not acceptable. Instead of analyzing the behavior of a person we tend to analyze them as an individual and take this as our right. They want to do something in HR but don’t know what they can do or should do. The very basic principle of science and management says that no two individuals are same. They should not be subjective and theory oriented. 7) Enthusiasm to Share / Develop / Coach and Mentor – We have heard and read in our schools and colleges that “Knowledge is a wealth. I am sure that my strategy will be implemented. how much the implementation of that strategy will cost. I will consider my life as successful. They should have vision for the organization for HR perspective and goals for their department and team. the more you distribute/share the more you gain”. Uncertainty. two things will automatically flash in their mind – Theory and Politics. etc are the things. professional.go for a toss and things will go out of control. who are working in “Employee Relations”. This is very true for HR Professionals. So. Discipline in life is a must to grow. Candidates. you will never be able to win it again. is based on trust and honesty. HR professionals need to win that trust and then maintain and keep that trust. I have heard. future related. 9) Trust Worthy – This is very important quality and must have for all HR Professionals. If ever. . will that employee ever comeback to HR to share anything with him. prosper and being successful. Relation of any kind. dreams etc. Employees share lots information. if the HR professional keep sharing that information with everyone in the team of HR. at the time of interview share important information with HR. suggestions. be it with employees. set standards and don’t just flow. people saying that I am doing this or that because others are also doing it but that is not expected from HR Professionals. NEVER. ideas. Imagine. personal. you break that trust.