HR practices in following companies
1)Wipro Tech to leverage new workforce streams,Wipro focuses on building leaders by providing earlyopportunities and the option for cross cultural growthKey strategic HR practices, such as, the scalability enablers thatWipro use to managing large-scale employee process, as well as theirvarious innovative HR practices to enable Wipro to continue to buildtheir global brand and reach the customers around the globe, he added.
Mr Kumar said with over 13,000 women employees around, the company has one of the largest employees of women in the industry
2)FedEx (NYSE: FDX), is among the 100 “Best Companies to Work For” in the US announced by FORTUNE magazineIn 1973, Founder and CEO, Smith had developed and implemented FedEx’s ‘People-Service-Profit’ (PSP) philosophy. This philosophy was based on the fact that if FedEx took proper care of its employees, they would provide efficient service to the customers. This in turn would benefit the company by generating more profits.
The SFA program (a key employee relations and satisfaction program) helped management take decisions regarding promotions
3)•“P & G (India)
Has strong Concern for people” - as told by one of the employee
•“principle based” approach is practiced – interpretation of certain type of policy is individual need based (eg. accomodation)
•Health facility
–Unlimited medical coverage
–Education on health management
–First aid workshop
4)H P (India)•No one “breathes down your neck”
•Flexitime, telecommuting & reduced hour employement in place
•Personal need based leaves besides statuary leaves are there
–10 days for getting married
–10 days for preparing for competitive exams
–8 weeks for legal adop[tion of a child
–5 days for a employee who has suffered bereavement in family
–5 days for a new father
•“Sound of success” is the HP tune which is played at employee’s B’day or at other achievement occasions in the entire building
•Annual family ball & party
•On “Special day” employee can take his family out for dinner at company’s cost once a year (eg B’Day)
5)ICICI Bank
•Internal portal is ICICI universe
•Recruitment through employee referrals is preferred
•Some welfare steps taken are
–Company takes care of employee ward’s admission into a school
–Holiday homesi
–Flexi hours are used sometimes
•“Saturday Kid’s club” – employee’s kids are brought to workplace and there is a special instructor for “learn through fun”
•“Wise guy” is knowledge management portal which is accessible to all the employees
From India, Chandigarh
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1)Wipro Tech to leverage new workforce streams,Wipro focuses on building leaders by providing earlyopportunities and the option for cross cultural growthKey strategic HR practices, such as, the scalability enablers thatWipro use to managing large-scale employee process, as well as theirvarious innovative HR practices to enable Wipro to continue to buildtheir global brand and reach the customers around the globe, he added.
Mr Kumar said with over 13,000 women employees around, the company has one of the largest employees of women in the industry
2)FedEx (NYSE: FDX), is among the 100 “Best Companies to Work For” in the US announced by FORTUNE magazineIn 1973, Founder and CEO, Smith had developed and implemented FedEx’s ‘People-Service-Profit’ (PSP) philosophy. This philosophy was based on the fact that if FedEx took proper care of its employees, they would provide efficient service to the customers. This in turn would benefit the company by generating more profits.
The SFA program (a key employee relations and satisfaction program) helped management take decisions regarding promotions
3)•“P & G (India)
Has strong Concern for people” - as told by one of the employee
•“principle based” approach is practiced – interpretation of certain type of policy is individual need based (eg. accomodation)
•Health facility
–Unlimited medical coverage
–Education on health management
–First aid workshop
4)H P (India)•No one “breathes down your neck”
•Flexitime, telecommuting & reduced hour employement in place
•Personal need based leaves besides statuary leaves are there
–10 days for getting married
–10 days for preparing for competitive exams
–8 weeks for legal adop[tion of a child
–5 days for a employee who has suffered bereavement in family
–5 days for a new father
•“Sound of success” is the HP tune which is played at employee’s B’day or at other achievement occasions in the entire building
•Annual family ball & party
•On “Special day” employee can take his family out for dinner at company’s cost once a year (eg B’Day)
5)ICICI Bank
•Internal portal is ICICI universe
•Recruitment through employee referrals is preferred
•Some welfare steps taken are
–Company takes care of employee ward’s admission into a school
–Holiday homesi
–Flexi hours are used sometimes
•“Saturday Kid’s club” – employee’s kids are brought to workplace and there is a special instructor for “learn through fun”
•“Wise guy” is knowledge management portal which is accessible to all the employees
From India, Chandigarh
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Intense hiring competition will return in selected areas — global economic issues will persist for years to come, but the global war for talent will continue spiking in key regions an industries. While growth has slowed somewhat in China, Australia and Southeast Asia — including India — continue to see dramatic demand for skilled talent. In the U.S. and Europe, demand is still largely limited to certain industries where skills shortages have been an issue for years.
In high tech inclusive of medical technologies, 2012 will see a significant escalation in the war for top talent. As innovators and game changers step out of established tech firms like Facebook, Apple, Google, Twitter, and Zynga, a whole new breed to tech startups will be born each vying for the best of the best. While recruiting will move forward at a breathtaking pace, so too will “rapid” leadership development.
From India, Ludhiana
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1In high tech inclusive of medical technologies, 2012 will see a significant escalation in the war for top talent. As innovators and game changers step out of established tech firms like Facebook, Apple, Google, Twitter, and Zynga, a whole new breed to tech startups will be born each vying for the best of the best. While recruiting will move forward at a breathtaking pace, so too will “rapid” leadership development.
From India, Ludhiana
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1.TATA TELECOM - Tata Telecom has received the 'Innovative HR Practices Award' from the World HRD Congress 2003 for the global standards that the company follows in its people-excellence practices. In order to establish an open work culture, with a special focus on the transparency of its performance-management system, the company has adopted a four-tier approach. This consists of a performance-management system, opportunities for professional and personal development, an environment of engagement in the company, and improving the quality of work life.
2.CISCO- Cisco have one of the world's most highly rated training programmes and training is a key retention tool worldwide. Depending on the function (and age of the employee) it can be more highly rated than pure cash.
3.IKEA-IKEA adopted a positive approach toward human resource management. The company implemented several initiatives that promoted 'life balance' and diversity... the innovative human resource management practices adopted by IKEA and describes its work culture.
4. Wal-Mart, founded by Sam Walton ,is one of the world largest companies by market capitalization and number of people employed and touching millions of customers everyday.To be able to efficiently operate such a complex operation at such a large and do it consistently would only be possible by the huge effort by Wal-Mart’s ‘associates’ as its employees are called. Human resources practices of Wal-Mart with a special focus on group and team behavior, leadership, conflict and negotiation, human resource practices and organizational culture and diversity within the company to understand them.Analysis of various HR related areas of Wal-Mart – One of the reasons why Wal-Mart has been so successful and scale up its model across so many locations is the values and beliefs established by its founder and the customer centric culture that is replicated across locations. The company right from the time of its inception has a clear mission which is to save its customers money and enable them to live better.
5..HYUNDAI MOTOR LIMITED- According to Hyundai Motor, its mission is to create value and growth for stakeholders through eco-friendly management and respect for mankind. Within HR, the goal is to develop globally competitive talent that shares the company’s mission. To address business-performance issues, Hyundai decided to take a performance-consulting approach. The HR team developed a series of initial questions to ask when approached by an internal customer unit.
6. Take Solutions: Company firmly advocates and observes the need for a holistic framework towards its People Practices and continuously strive in creating an environment that drives and nurtures high performing workgroups, through innovation, adoption of best practices and adherence to all-encompassing processes
7.INFOSYS: Transparency is best HR policy during tough times.Said Kris Gopalakrishnan, CEO of Infosys: “When your customer is losing revenue by 20-30 per cent, you are forced to cut costs by about 30 per cent. It is important to explain the need to take such a decisions to all the stakeholders
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2.CISCO- Cisco have one of the world's most highly rated training programmes and training is a key retention tool worldwide. Depending on the function (and age of the employee) it can be more highly rated than pure cash.
3.IKEA-IKEA adopted a positive approach toward human resource management. The company implemented several initiatives that promoted 'life balance' and diversity... the innovative human resource management practices adopted by IKEA and describes its work culture.
4. Wal-Mart, founded by Sam Walton ,is one of the world largest companies by market capitalization and number of people employed and touching millions of customers everyday.To be able to efficiently operate such a complex operation at such a large and do it consistently would only be possible by the huge effort by Wal-Mart’s ‘associates’ as its employees are called. Human resources practices of Wal-Mart with a special focus on group and team behavior, leadership, conflict and negotiation, human resource practices and organizational culture and diversity within the company to understand them.Analysis of various HR related areas of Wal-Mart – One of the reasons why Wal-Mart has been so successful and scale up its model across so many locations is the values and beliefs established by its founder and the customer centric culture that is replicated across locations. The company right from the time of its inception has a clear mission which is to save its customers money and enable them to live better.
5..HYUNDAI MOTOR LIMITED- According to Hyundai Motor, its mission is to create value and growth for stakeholders through eco-friendly management and respect for mankind. Within HR, the goal is to develop globally competitive talent that shares the company’s mission. To address business-performance issues, Hyundai decided to take a performance-consulting approach. The HR team developed a series of initial questions to ask when approached by an internal customer unit.
6. Take Solutions: Company firmly advocates and observes the need for a holistic framework towards its People Practices and continuously strive in creating an environment that drives and nurtures high performing workgroups, through innovation, adoption of best practices and adherence to all-encompassing processes
7.INFOSYS: Transparency is best HR policy during tough times.Said Kris Gopalakrishnan, CEO of Infosys: “When your customer is losing revenue by 20-30 per cent, you are forced to cut costs by about 30 per cent. It is important to explain the need to take such a decisions to all the stakeholders
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Summary of Practices
- Safe, Healthy, and Happy Workplace
- Open Book Management Style
- Performance-Linked Bonuses
- 360-Degree Performance Management Feedback System
- Fair Evaluation System for Employees
- Knowledge Sharing
- Highlighting Performers
- Open House Discussions and Feedback Mechanisms
- Reward Ceremonies
- Delighting Employees with the Unexpected
From India, Ludhiana
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- Safe, Healthy, and Happy Workplace
- Open Book Management Style
- Performance-Linked Bonuses
- 360-Degree Performance Management Feedback System
- Fair Evaluation System for Employees
- Knowledge Sharing
- Highlighting Performers
- Open House Discussions and Feedback Mechanisms
- Reward Ceremonies
- Delighting Employees with the Unexpected
From India, Ludhiana
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Companies are taking up Human Resource-related initiatives as there is a need to manage human resources advantageously, so as not to lose the competitive edge they have built in the market. Human Resource leaders should follow creative practices that help to develop the employer as well as employees. There are some companies going for innovative HR practices as follows.
1. Infosys Technologies, a leading software company based in India, was voted the best employer in the country in many HR surveys in recent years. The company was well known for its employee-friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world and recruited candidates by conducting one of the toughest selection processes. All the selected candidates were required to go through an intensive 14-week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.
2. GOOGLE IS THE BIGGEST SEARCH ENGINE CO. known for its best HR practices to make them indulge with the company. The most innovative idea of Google is to encourage employees to spend 20%.
3. CISCO - Cisco has one of the world's most highly rated training programs, and training is a key retention tool worldwide. Depending on the function (and age of the employee), it can be more highly rated than pure cash.
4. BIRLA 3M - We encourage two-way communication. We have something called "Between Us". Once in six months, the MD and the HR head go to all the branch offices. The MD talks about the business and requests the people's involvement in fulfilling the organization's dreams. The HR head talks about the new HR policies, and then there is an open discussion. Employees can express themselves on whatever issues they have with regard to work. If there are sensitive issues that they don't want to discuss openly, they can write and give those without their names. The question is read, and the answer given. The paper on which the question is written is destroyed then and there to make sure that nobody tries to trace the handwriting of the person or in any way recognize him/her.
5. TCS is known for its human resource practices in India as well as globally. In the EU, it continues to be the employer of choice and has the lowest attrition rate of 9.9 percent. The company lays emphasis on the overall development of its employees and also offers multi-lingual capability training modules.
From India, Amritsar
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1. Infosys Technologies, a leading software company based in India, was voted the best employer in the country in many HR surveys in recent years. The company was well known for its employee-friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world and recruited candidates by conducting one of the toughest selection processes. All the selected candidates were required to go through an intensive 14-week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.
2. GOOGLE IS THE BIGGEST SEARCH ENGINE CO. known for its best HR practices to make them indulge with the company. The most innovative idea of Google is to encourage employees to spend 20%.
3. CISCO - Cisco has one of the world's most highly rated training programs, and training is a key retention tool worldwide. Depending on the function (and age of the employee), it can be more highly rated than pure cash.
4. BIRLA 3M - We encourage two-way communication. We have something called "Between Us". Once in six months, the MD and the HR head go to all the branch offices. The MD talks about the business and requests the people's involvement in fulfilling the organization's dreams. The HR head talks about the new HR policies, and then there is an open discussion. Employees can express themselves on whatever issues they have with regard to work. If there are sensitive issues that they don't want to discuss openly, they can write and give those without their names. The question is read, and the answer given. The paper on which the question is written is destroyed then and there to make sure that nobody tries to trace the handwriting of the person or in any way recognize him/her.
5. TCS is known for its human resource practices in India as well as globally. In the EU, it continues to be the employer of choice and has the lowest attrition rate of 9.9 percent. The company lays emphasis on the overall development of its employees and also offers multi-lingual capability training modules.
From India, Amritsar
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(Fact Checked)-The user's reply contains accurate information regarding companies like Infosys, Google, Cisco, Birla 3M, and TCS and their innovative HR practices. The examples provided align with the context of the original post about companies adopting innovative HR practices. (1 Acknowledge point)
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A best “Practice” in HR is a particular method, approach, practice of managing people which has a positive impact on company’s overall business performance by improving employee satisfaction , employee motivation , customer satisfaction and/or bottom –line business performance.
INNOVATIVE HR PRACTICES
Attract and access the talented
Transition
Engage and align the best
Develop and grow the best
Using web or teleconferencing to reduce travel
Wellness programmes to foster employees
Green recruitment
Following are the examples of companies following innovative HR practices :-
AIRTEL
Company strongly believes in “SOFTER SKILLS ” such as working in teams, interpersonal skills, communication skills, creative thinking, entrepreneurial skills, etc.
The company has a unique policy like “HR REACH OUT”. Every hr member is assigned a department. He/she works with a department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies.
“CUSTOMER CONTACT PROGRAMME” Once a month, all senior managers reach out to customers to get a first hand feel and feedback from them.
The management conducts “EMPLOYEE SATISFACTION SURVEYS” have departmental strategic matrices developed to work on employees feedback, etc.
SUBEX SYSTEMS
There are a lot of policies of HR which are worth-mentoring. “ONE IS OUR FEEL THE PULSE MEET”. As per the program every sebexian will have to meet up his senior sebexian.
This happens once in six months. This is basically for the senior sebexian to feel to feel the pulse of the junior, to know whether he is doing well or not, whether he is enjoying his job or not, where are the ares where he needs support etc.
PHILIPS SOFTWARE CENTER
The first one that needs to be mentioned is the” DREAM PROJECT”. Dream project allows every employee to pursue a project of their own interest in the technical area. They invest their time while the company gives them resources and encouragement.
They have a “GLOBAL APPRAISAL SYSTEM” which totally involves employees in the whole management process . Planning, goal-setting ,work-review, coaching and developmental appraisal are part of this process chain.
From India, New Delhi
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INNOVATIVE HR PRACTICES
Attract and access the talented
Transition
Engage and align the best
Develop and grow the best
Using web or teleconferencing to reduce travel
Wellness programmes to foster employees
Green recruitment
Following are the examples of companies following innovative HR practices :-
AIRTEL
Company strongly believes in “SOFTER SKILLS ” such as working in teams, interpersonal skills, communication skills, creative thinking, entrepreneurial skills, etc.
The company has a unique policy like “HR REACH OUT”. Every hr member is assigned a department. He/she works with a department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies.
“CUSTOMER CONTACT PROGRAMME” Once a month, all senior managers reach out to customers to get a first hand feel and feedback from them.
The management conducts “EMPLOYEE SATISFACTION SURVEYS” have departmental strategic matrices developed to work on employees feedback, etc.
SUBEX SYSTEMS
There are a lot of policies of HR which are worth-mentoring. “ONE IS OUR FEEL THE PULSE MEET”. As per the program every sebexian will have to meet up his senior sebexian.
This happens once in six months. This is basically for the senior sebexian to feel to feel the pulse of the junior, to know whether he is doing well or not, whether he is enjoying his job or not, where are the ares where he needs support etc.
PHILIPS SOFTWARE CENTER
The first one that needs to be mentioned is the” DREAM PROJECT”. Dream project allows every employee to pursue a project of their own interest in the technical area. They invest their time while the company gives them resources and encouragement.
They have a “GLOBAL APPRAISAL SYSTEM” which totally involves employees in the whole management process . Planning, goal-setting ,work-review, coaching and developmental appraisal are part of this process chain.
From India, New Delhi
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Today's human resource management cannot set itself aside as the mere functional department for common welfare, selection, rewards, recognition, compensation, remuneration, work culture, and productivity of employees. As the corporate and business process is growing in services and innovations, the choice for a better job is huge for any employee in the present employment scenario. The most challenging task for the human resource manager in the present scenario is the talent hunt and hiring process and retention of talented as well as the most productive employees in the company. This focus is acutely present in the HR policies of the companies with the most innovative human resource management practices. Here we would introduce some of the greatest global companies with the most innovative human resource management practices.
Google:
(i) Diversity among employees: From an ex-army man to a former school teacher in the workforce.
(ii) For recruitment, they expect the person to be comfortable with technology and be optimistic about the future - "Like someone who you would find interesting on a long train journey." The company's recruitment process ensures that it gets the people edge it needs. There is a battery of wiring tests; interviews are rigorous, not in the sense of being a stress interview, but interviewers try to go deep into what makes the candidate tick. Then detailed feedback on the candidate is given to an independent team in charge of hiring. The company's credo is to hire someone who is better than you.
2. Employee referrals by employees, which comprise 50% of all hiring at SAP Labs India, Bangalore.
3. Non-standard pool of talent: housewives with a gap in career.
4. "Bar Raisers": The HR department has organized an elite group of 34 employees, who have veto power in a recruitment decision if a Bar member feels a potential recruit does not match up to the company's standards.
5. Short stories: The Company compiled 52 short stories, one for each week; the company used to introduce new recruits. The stories talk about its history and evolution, technology and people who made a difference.
6. The company goes beyond its employees and connects with their support group: the family. When an employee joins, his parents or spouse receive a welcome letter.
Syntel:
This global IT Company was recently awarded in several categories of human resource management at the HRD congress. The use of technology for the achievement of strategic HR objectives and creative practices in HR solutions made it one of the most valued companies with the most innovative human resource management practices.
Larsen and Toubro:
L&T's engineering and construction division was recently awarded the Asia Pacific HR Conclave Award for the most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines, and business policy, making L&T one of the top companies with the most innovative human resource management practices.
Infosys BPO Ltd:
At the recent World HRD congress held in Mumbai, the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment, and retention processes.
The above-mentioned companies with the most innovative human resource management practices have a significantly higher rate of retention and gross well-being of the employees, making these companies a preferred place of work.
From India, Ludhiana
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Google:
(i) Diversity among employees: From an ex-army man to a former school teacher in the workforce.
(ii) For recruitment, they expect the person to be comfortable with technology and be optimistic about the future - "Like someone who you would find interesting on a long train journey." The company's recruitment process ensures that it gets the people edge it needs. There is a battery of wiring tests; interviews are rigorous, not in the sense of being a stress interview, but interviewers try to go deep into what makes the candidate tick. Then detailed feedback on the candidate is given to an independent team in charge of hiring. The company's credo is to hire someone who is better than you.
2. Employee referrals by employees, which comprise 50% of all hiring at SAP Labs India, Bangalore.
3. Non-standard pool of talent: housewives with a gap in career.
4. "Bar Raisers": The HR department has organized an elite group of 34 employees, who have veto power in a recruitment decision if a Bar member feels a potential recruit does not match up to the company's standards.
5. Short stories: The Company compiled 52 short stories, one for each week; the company used to introduce new recruits. The stories talk about its history and evolution, technology and people who made a difference.
6. The company goes beyond its employees and connects with their support group: the family. When an employee joins, his parents or spouse receive a welcome letter.
Syntel:
This global IT Company was recently awarded in several categories of human resource management at the HRD congress. The use of technology for the achievement of strategic HR objectives and creative practices in HR solutions made it one of the most valued companies with the most innovative human resource management practices.
Larsen and Toubro:
L&T's engineering and construction division was recently awarded the Asia Pacific HR Conclave Award for the most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines, and business policy, making L&T one of the top companies with the most innovative human resource management practices.
Infosys BPO Ltd:
At the recent World HRD congress held in Mumbai, the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment, and retention processes.
The above-mentioned companies with the most innovative human resource management practices have a significantly higher rate of retention and gross well-being of the employees, making these companies a preferred place of work.
From India, Ludhiana
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(Fact Checked)-The user provided a detailed overview of innovative HR practices at global companies, including Google, Syntel, Larsen and Toubro, and Infosys BPO Ltd. The examples given highlight unique recruitment strategies, employee engagement initiatives, and recognition programs. The user's response aligns with the request to list innovative HR practices at related companies. Great job on the comprehensive overview! (1 Acknowledge point)
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Tata Projects Ltd - Tata Projects Limited (TPL) was established in 1979 as an Engineering, Procurement and Construction (EPC) Company in the Engineering Sector of the Tata Group. Buddy Concept – In dis new joinee is assigned a buddy (peer) for quick orientation. A buddy shall help the new joinees to settle down in the early days of his/her job, ensure that the new joinees gets assistance in finding a new accommodation/ workspace etc in coordination with HR, answer queries on organization culture, existing policies, employee welfare schemes etc. In addition, every new joinee will have a “New at TPL” badge to let us know that he/she might need help.
IT ENABLED WORK PROCESSES
Online Performance Management System
Leave Management System
Online Training Calendar
Online access to Pay Slip, Superannuation and PF Balance.
Leadership Development - Identification of high potentials through PMS & Assessment & Development Center, Fast Track Programs, Management Development Programs, action plans on 360 degree feedback of SMT, Cross functional training programs
Google - 1.Building innovation into job descriptions: '20 percent time'
Technical employees are required to spend 80% of their time on the core search and advertising businesses, and 20% on technical projects of their own choosing."
"Employees' work structure follows a '70/20/10' model,
2.Eliminating friction at every turn: ensuring change can happen quickly and efficiently Google’s approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature.
3.Supporting inspiration with data - making extensive, aggressive use of data and testing to support ideas according to a Harvard case study people aren't allowed to say 'I think' but instead must say 'The data suggest...'
Why would people like to work for google
• Free meals from 11 on-site gourmet restaurants and snack rooms all over, complete with cereal, candy, fresh fruit, cappucino makers, the works.
• An on-site fitness center, complete with weight room, lap pool, personal trainers and massages.
• Five on-site doctors and, you guessed it, all free.
• Game rooms that include pool tables, foosball, ping-pong, and arcade games.
• Rock-climbing walls, beach volleyball and roller hockey twice a week in the parking lot.
• Engineers can spend 20% of their time at work on independent projects.
• Employees can bring their dogs to work, so long as their co-workers don’t mind, the dogs are not aggressive, are free of fleas and the owners clean up after them.
• Pajama day, TGIF parties every week and charity events on-site.
• Six weeks paid sabbatical available for every 6 years an employee works there (537 employees took sabbaticals last year).
From India, Ludhiana
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IT ENABLED WORK PROCESSES
Online Performance Management System
Leave Management System
Online Training Calendar
Online access to Pay Slip, Superannuation and PF Balance.
Leadership Development - Identification of high potentials through PMS & Assessment & Development Center, Fast Track Programs, Management Development Programs, action plans on 360 degree feedback of SMT, Cross functional training programs
Google - 1.Building innovation into job descriptions: '20 percent time'
Technical employees are required to spend 80% of their time on the core search and advertising businesses, and 20% on technical projects of their own choosing."
"Employees' work structure follows a '70/20/10' model,
2.Eliminating friction at every turn: ensuring change can happen quickly and efficiently Google’s approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature.
3.Supporting inspiration with data - making extensive, aggressive use of data and testing to support ideas according to a Harvard case study people aren't allowed to say 'I think' but instead must say 'The data suggest...'
Why would people like to work for google
• Free meals from 11 on-site gourmet restaurants and snack rooms all over, complete with cereal, candy, fresh fruit, cappucino makers, the works.
• An on-site fitness center, complete with weight room, lap pool, personal trainers and massages.
• Five on-site doctors and, you guessed it, all free.
• Game rooms that include pool tables, foosball, ping-pong, and arcade games.
• Rock-climbing walls, beach volleyball and roller hockey twice a week in the parking lot.
• Engineers can spend 20% of their time at work on independent projects.
• Employees can bring their dogs to work, so long as their co-workers don’t mind, the dogs are not aggressive, are free of fleas and the owners clean up after them.
• Pajama day, TGIF parties every week and charity events on-site.
• Six weeks paid sabbatical available for every 6 years an employee works there (537 employees took sabbaticals last year).
From India, Ludhiana
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(Fact Checked)-The user's reply contains accurate information regarding innovative HR practices at Tata Projects Ltd and Google. The details provided align with modern HR trends and best practices. (1 Acknowledge point)
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CISCO:
The way they have empowered their line managers needs to be mentioned first in this regard. They have provided them with HR tools, technologies, online tools, etc., which give them an edge over their counterparts in other organizations. At the click of a button, a manager can look at the database of his/her own people, track the history of development, increments, promotions, stock options, etc. They are also given the rating and ranking tools. They could recommend changes and training needs, and they could draw upon the resources available. Technology is deployed in a very effective way.
BIRLA 3M:
They encourage two-way communication. They have something called "Between Us". Once in six months, the MD and the HR head go to all the branch offices. The MD talks about the business and requests the people's involvement in fulfilling the organization's dreams. The HR head talks about the new HR policies, and then there is an open discussion. Employees can express themselves on whatever issues they have with regard to work. If there are sensitive issues that they don't want to discuss openly, they can write and give those without their names. The question is read, and the answer given. The paper on which the question is written is destroyed then and there, to make sure that nobody tries to trace the handwriting of the person or in any way recognize him/her.
From India, Ludhiana
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The way they have empowered their line managers needs to be mentioned first in this regard. They have provided them with HR tools, technologies, online tools, etc., which give them an edge over their counterparts in other organizations. At the click of a button, a manager can look at the database of his/her own people, track the history of development, increments, promotions, stock options, etc. They are also given the rating and ranking tools. They could recommend changes and training needs, and they could draw upon the resources available. Technology is deployed in a very effective way.
BIRLA 3M:
They encourage two-way communication. They have something called "Between Us". Once in six months, the MD and the HR head go to all the branch offices. The MD talks about the business and requests the people's involvement in fulfilling the organization's dreams. The HR head talks about the new HR policies, and then there is an open discussion. Employees can express themselves on whatever issues they have with regard to work. If there are sensitive issues that they don't want to discuss openly, they can write and give those without their names. The question is read, and the answer given. The paper on which the question is written is destroyed then and there, to make sure that nobody tries to trace the handwriting of the person or in any way recognize him/her.
From India, Ludhiana
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(Fact Checked)-The user's reply contains accurate information about innovative HR practices at CISCO and BIRLA 3M. Well done on highlighting these examples! (1 Acknowledge point)
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Cisco: The way they have empowered their line managers needs to be mentioned first in this regard. They have provided them with HR tools, technologies, online tools, etc., which give them an edge over their counterparts in other organizations. At the click of a button, a manager can look at the database of his/her own people, track history of development, increments, promotions, stock options, etc. They are also given the rating and ranking tools. They could recommend changes and training needs, and they could draw upon the resources available. Technology is deployed in a very effective way.
Birla 3M: They encourage two-way communication. They have something called "Between Us". Once in six months, the MD and the HR head go to all the branch offices. The MD talks about the business and requests the people's involvement in fulfilling the organization's dreams. The HR head talks about the new HR policies, and then there is an open discussion. Employees can express themselves on whatever issues they have with regard to work. If there are sensitive issues that they don't want to discuss openly, they can write and give those without their names. The question is read, and the answer given. The paper on which the question is written is destroyed then and there, to make sure that nobody tries to trace the handwriting of the person or in any way recognize him/her.
From India, Ludhiana
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Birla 3M: They encourage two-way communication. They have something called "Between Us". Once in six months, the MD and the HR head go to all the branch offices. The MD talks about the business and requests the people's involvement in fulfilling the organization's dreams. The HR head talks about the new HR policies, and then there is an open discussion. Employees can express themselves on whatever issues they have with regard to work. If there are sensitive issues that they don't want to discuss openly, they can write and give those without their names. The question is read, and the answer given. The paper on which the question is written is destroyed then and there, to make sure that nobody tries to trace the handwriting of the person or in any way recognize him/her.
From India, Ludhiana
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(Fact Checked)-The information provided about CISCO and BIRLA 3M innovative HR practices is insightful and accurate, showcasing effective utilization of technology and two-way communication. (1 Acknowledge point)
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Hello mam!
This Kezhdai MBA-IB.
Summary of Innovative HR practices
1. Safe, Healthy And Happy Workplace
2. Open Book Management Style
3. Performance Linked Bonuses
4. 360-Degree Performance Management Feedback System
5. Fair Evaluation System For Employees
6. Knowledge Sharing
7. Highlight Performers
8. Open House Discussions And Feedback Mechanisms
9. Reward Ceremonies
10. Delight Employees With The Unexpected
Philips Software Center
HR Policies
• The first one that needs to be mentioned is the dream project. Dream projects allow every employee to pursue a project of their own interest in the technical area. They invest time while the company given them resources and encouragement.However, the project has to help Philips in some way or the other. It has to be relevant for what Philips is pursuing.
• We also have a sponsorship program for higher studies. Our employees can join a .Tech program or an MS program or even pursue a Ph.D. Our Company will fund them right up to 100% of the cost.
• Once an employee completes 3 years with Philips Software, Bangalore, we will consider him/her for an international assignment within Philips. Further any employee who completes 18 months experience can seek transfer from within the company, from one technology to the other, one product division to another. We facilitate such a job rotation systematically.
• In our cafeteria, we also provide a diet meal section to interested employees and it is well appreciated.
• We have well furnished bedrooms for those people who stay back late in office working.
• Another brilliant concept practiced is the Philips Yellow pages. It is an internal network, which connects people across all our offices worldwide. It is very easy for one to locate people who are known for particular domain knowledge or a skill or talent. Any employee, who needs to learn about a subject, can get connected to the subject expert through the yellow Pages.
• Philips is probably one of the few organizations which has an offsite three-day Leadership program for all its managers.
We remind our managers that they would be measured as much by their deliverables as by their practice of the company values. These values are :
Let us delight our customers
Let us Value People as greatest resource
Let us deliver Quality and Excellence in all our actions
Let us achieve Premium return on equity
Let us encourage entrepreneurial behavior at all levels
• We have a community involvement team. The team is entirely manned by young professionals. A budget is given and they decide how to use the money. There is no interference from any senior managers.
• We also believe that charity begins at home. We have a green team, which monitors environmental related issues so far as it relates to the organization. Young professionals are involved in this. Thus we ensure that environmental concerns are not just spoken about but we actually do something about it.
• We follow a global appraisal system, which totally involves the employee in the whole performance management process. Planning, goal-setting, work review, coaching and developmental appraisal are part of this process chain
• There is some compulsory training that every appraiser and the appraised go through before the appraisal. We have one full day training program for managers who do the appraisal. It is mandatory . If the manager doesn’t go through it, the company holds the right to not let him do the appraisal. This training is not a once in a lifetime affair. Every year before the appraisal, the training is given.
• A half-day training is given to the appraised personnel to make them aware of the nitty gritties of the appraisal program. They are reminded about the importance of doing home work, receiving and sending feedback and reflecting on the feedback in the right way.
These sorts of training programs prepare people to see appraisals as development processes rather than as a judgmental process.
• We have plenty of reward programs. We closely watch people who contribute towards product quality, process quality, internal trainers who train colleagues, people who bring best practices from outside and implement if here and so on. They are rewarded and as you know rewards are inspiring and infectious.
• Soon after a person joins our organization (within one, one and a half months), the HR managers are expected by training, to sit with every new employee and start capturing what he or she likes best in the organization, we take inputs about matters regarding say, if he or she has the power to change what would he or she change in the organization and where do they think they can contribute a lot more than what is presently done and so on.This feedback is carried to the management team of the organization and the employees are given the opportunity in terms of their interest in technology and outside of technology, into more suitable platforms.
Wipro Technologies:
• Every four months we conduct an employee survey where all our employees provide inputs on the health of the workplace. This survey enables us to identify how strongly the person feels about the organization, and how strong is the person’s clarity of his/her existence in the organization. It also enables us to see the person’s own ability to identify with the vision of the organization, and whether he thinks the organization listens to what he has to say. He also reveals whether he feels that his supervisor takes interest in his/her development, has he/she received any word of praise from the boss for a good job done and so on. This proves to be an eye opener for the managers as well.
• We have the HR review in the planning cycle, which is a rigorous process involving everyone, right upto the head of the organization. We do succession planning for individuals wherein we identify the best talents – the top ten people. We also identify our bottom ten people, who are asked to pull up their socks and improve, failing which they will have to leave. We carry out this exercise every quarter and this enables us to be well informed about our people asset.
From India, Mumbai
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This Kezhdai MBA-IB.
Summary of Innovative HR practices
1. Safe, Healthy And Happy Workplace
2. Open Book Management Style
3. Performance Linked Bonuses
4. 360-Degree Performance Management Feedback System
5. Fair Evaluation System For Employees
6. Knowledge Sharing
7. Highlight Performers
8. Open House Discussions And Feedback Mechanisms
9. Reward Ceremonies
10. Delight Employees With The Unexpected
Philips Software Center
HR Policies
• The first one that needs to be mentioned is the dream project. Dream projects allow every employee to pursue a project of their own interest in the technical area. They invest time while the company given them resources and encouragement.However, the project has to help Philips in some way or the other. It has to be relevant for what Philips is pursuing.
• We also have a sponsorship program for higher studies. Our employees can join a .Tech program or an MS program or even pursue a Ph.D. Our Company will fund them right up to 100% of the cost.
• Once an employee completes 3 years with Philips Software, Bangalore, we will consider him/her for an international assignment within Philips. Further any employee who completes 18 months experience can seek transfer from within the company, from one technology to the other, one product division to another. We facilitate such a job rotation systematically.
• In our cafeteria, we also provide a diet meal section to interested employees and it is well appreciated.
• We have well furnished bedrooms for those people who stay back late in office working.
• Another brilliant concept practiced is the Philips Yellow pages. It is an internal network, which connects people across all our offices worldwide. It is very easy for one to locate people who are known for particular domain knowledge or a skill or talent. Any employee, who needs to learn about a subject, can get connected to the subject expert through the yellow Pages.
• Philips is probably one of the few organizations which has an offsite three-day Leadership program for all its managers.
We remind our managers that they would be measured as much by their deliverables as by their practice of the company values. These values are :
Let us delight our customers
Let us Value People as greatest resource
Let us deliver Quality and Excellence in all our actions
Let us achieve Premium return on equity
Let us encourage entrepreneurial behavior at all levels
• We have a community involvement team. The team is entirely manned by young professionals. A budget is given and they decide how to use the money. There is no interference from any senior managers.
• We also believe that charity begins at home. We have a green team, which monitors environmental related issues so far as it relates to the organization. Young professionals are involved in this. Thus we ensure that environmental concerns are not just spoken about but we actually do something about it.
• We follow a global appraisal system, which totally involves the employee in the whole performance management process. Planning, goal-setting, work review, coaching and developmental appraisal are part of this process chain
• There is some compulsory training that every appraiser and the appraised go through before the appraisal. We have one full day training program for managers who do the appraisal. It is mandatory . If the manager doesn’t go through it, the company holds the right to not let him do the appraisal. This training is not a once in a lifetime affair. Every year before the appraisal, the training is given.
• A half-day training is given to the appraised personnel to make them aware of the nitty gritties of the appraisal program. They are reminded about the importance of doing home work, receiving and sending feedback and reflecting on the feedback in the right way.
These sorts of training programs prepare people to see appraisals as development processes rather than as a judgmental process.
• We have plenty of reward programs. We closely watch people who contribute towards product quality, process quality, internal trainers who train colleagues, people who bring best practices from outside and implement if here and so on. They are rewarded and as you know rewards are inspiring and infectious.
• Soon after a person joins our organization (within one, one and a half months), the HR managers are expected by training, to sit with every new employee and start capturing what he or she likes best in the organization, we take inputs about matters regarding say, if he or she has the power to change what would he or she change in the organization and where do they think they can contribute a lot more than what is presently done and so on.This feedback is carried to the management team of the organization and the employees are given the opportunity in terms of their interest in technology and outside of technology, into more suitable platforms.
Wipro Technologies:
• Every four months we conduct an employee survey where all our employees provide inputs on the health of the workplace. This survey enables us to identify how strongly the person feels about the organization, and how strong is the person’s clarity of his/her existence in the organization. It also enables us to see the person’s own ability to identify with the vision of the organization, and whether he thinks the organization listens to what he has to say. He also reveals whether he feels that his supervisor takes interest in his/her development, has he/she received any word of praise from the boss for a good job done and so on. This proves to be an eye opener for the managers as well.
• We have the HR review in the planning cycle, which is a rigorous process involving everyone, right upto the head of the organization. We do succession planning for individuals wherein we identify the best talents – the top ten people. We also identify our bottom ten people, who are asked to pull up their socks and improve, failing which they will have to leave. We carry out this exercise every quarter and this enables us to be well informed about our people asset.
From India, Mumbai
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HR PRACTICES
GOOGLE
1. Building innovation into job descriptions: '20 percent time'
Technical employees are required to spend 80% of their time on the core search and advertising businesses, and 20% on technical projects of their own choosing."
"Employees' work structure follows a '70/20/10' model,
2. Eliminating friction at every turn: ensuring change can happen quickly and efficiently Google’s approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature.
3. Letting the market choose: “crowdsourcing” its product strategy
4. Supporting inspiration with data - making extensive, aggressive use of data and testing to support ideas.'
5. Google's use of algorithms in recruitment First, you survey current employees on a variety of characteristics and traits, including teamwork, biographical information, past experiences and accomplishments (i.e., have they started a company, written a book, won a championship, set a record).
Wal-Mart’s main strategy has been to become a price leader through efficiency and processing, and in doing this it has positioned itself as the world’s largest retailer, accounting for ten percent of the United States’ two and a half percent annual productivity growth over the past decade.This success has not come without a cost though. Wal-Mart has faced much criticism, as well as litigation, for its human resource (HR) policies, being accused of underpaying and demanding too much of its associates. Research has shown that HR practices are the leading indicators of lagging financial performance measures, but Wal-Mart is making itself an exception to this rule.
Microsoft’s HR, like most has implemented practices that are critical to the company’s success, and others that prevent the company from reaching even greater heights.
An HR practice which always has been crucial to Microsoft is its recruitment style. Microsoft is only interested in the best, to the point where they prefer to leave a position vacant rather than settle for someone who just gets by. This practice began with Microsoft’s founders Bill Gates and Paul Allen, who would recruit the best minds from the colleges and confirm they are the best through an interview process that relentlessly tested their pure intellect.
The company maintained a large team of recruiting experts who identified the industry’s finest and worked relentlessly to bring them to Microsoft. While it did not offer the highest salaries, Microsoft showered its best with stock options that turned many employees into millionaires. Recruitment of new elite talent is still a priority of all of Microsoft’s managers. Even Gates gets involved with the occasional phone call to a hot prospect.
TCS is known for its human resource practices
in India as well as globally. In the EU, it continues
to be the employer of choice and has the lowest
attrition rate of 9.9 per cent.The company lays
emphasis on the overall development of its
employees and also offers multi-lingual capability
training modules.TCS enables its employees to
meet their career objectives through rotation
across projects, functions and locations globally.
It also helps employees in building new skills and
competencies, and promotes knowledge sharing
and team building.
From India, Ludhiana
Acknowledge(0)Amend(0)
1. Building innovation into job descriptions: '20 percent time'
Technical employees are required to spend 80% of their time on the core search and advertising businesses, and 20% on technical projects of their own choosing."
"Employees' work structure follows a '70/20/10' model,
2. Eliminating friction at every turn: ensuring change can happen quickly and efficiently Google’s approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature.
3. Letting the market choose: “crowdsourcing” its product strategy
4. Supporting inspiration with data - making extensive, aggressive use of data and testing to support ideas.'
5. Google's use of algorithms in recruitment First, you survey current employees on a variety of characteristics and traits, including teamwork, biographical information, past experiences and accomplishments (i.e., have they started a company, written a book, won a championship, set a record).
Wal-Mart’s main strategy has been to become a price leader through efficiency and processing, and in doing this it has positioned itself as the world’s largest retailer, accounting for ten percent of the United States’ two and a half percent annual productivity growth over the past decade.This success has not come without a cost though. Wal-Mart has faced much criticism, as well as litigation, for its human resource (HR) policies, being accused of underpaying and demanding too much of its associates. Research has shown that HR practices are the leading indicators of lagging financial performance measures, but Wal-Mart is making itself an exception to this rule.
Microsoft’s HR, like most has implemented practices that are critical to the company’s success, and others that prevent the company from reaching even greater heights.
An HR practice which always has been crucial to Microsoft is its recruitment style. Microsoft is only interested in the best, to the point where they prefer to leave a position vacant rather than settle for someone who just gets by. This practice began with Microsoft’s founders Bill Gates and Paul Allen, who would recruit the best minds from the colleges and confirm they are the best through an interview process that relentlessly tested their pure intellect.
The company maintained a large team of recruiting experts who identified the industry’s finest and worked relentlessly to bring them to Microsoft. While it did not offer the highest salaries, Microsoft showered its best with stock options that turned many employees into millionaires. Recruitment of new elite talent is still a priority of all of Microsoft’s managers. Even Gates gets involved with the occasional phone call to a hot prospect.
TCS is known for its human resource practices
in India as well as globally. In the EU, it continues
to be the employer of choice and has the lowest
attrition rate of 9.9 per cent.The company lays
emphasis on the overall development of its
employees and also offers multi-lingual capability
training modules.TCS enables its employees to
meet their career objectives through rotation
across projects, functions and locations globally.
It also helps employees in building new skills and
competencies, and promotes knowledge sharing
and team building.
From India, Ludhiana
Acknowledge(0)Amend(0)
Infosys
Most of the HR practices of Infosys were a result of the vision of its founders and the culture that they had created over the years. The founders advocated simplicity and maintained the culture of a small company. The employees were encouraged to share their learning experiences.
Recruitment
While recruiting new employees, Infosys took adequate care to identify the right candidates. On the qualities that Infosys looked for in a candidate, Nilekani said, "We focus on recruiting candidates who display a high degree of 'learnability.' By learnability we mean the ability to derive generic knowledge from specific experiences and apply the same in new situations.
We also place significant importance on professional competence and academic excellence. Other qualities we look for are analytical ability, teamwork and leadership potential, communication and innovation skills, along with a practical and structured approach to problem-solving."
Training
Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys, they were trained through fresher training courses. They were trained then on new processes and technologies. As they reached the higher levels, they were trained on project management and later were sent for management development programs, followed by leadership development programs.
Training New Recruits
Infosys conducted a 14.5-week technical training program for all new entrants. The company spent around Rs 200,000 per year on training each new entrant. The new recruits were trained at the Global Education Center (GEC) in Mysore, which had world-class training facilities and the capacity to train more than 4500 employees at a time. GEC, which was inaugurated in February 2005 was spread over 270 acres and was the largest corporate training center in the world with 58 training rooms and 183 faculty rooms.
Training Programs for Employees
Infosys also conducted training programs for experienced employees. The company had a competency system in place which took into account individual performance, organizational priorities, and feedback from the clients.
From India, Amritsar
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Most of the HR practices of Infosys were a result of the vision of its founders and the culture that they had created over the years. The founders advocated simplicity and maintained the culture of a small company. The employees were encouraged to share their learning experiences.
Recruitment
While recruiting new employees, Infosys took adequate care to identify the right candidates. On the qualities that Infosys looked for in a candidate, Nilekani said, "We focus on recruiting candidates who display a high degree of 'learnability.' By learnability we mean the ability to derive generic knowledge from specific experiences and apply the same in new situations.
We also place significant importance on professional competence and academic excellence. Other qualities we look for are analytical ability, teamwork and leadership potential, communication and innovation skills, along with a practical and structured approach to problem-solving."
Training
Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys, they were trained through fresher training courses. They were trained then on new processes and technologies. As they reached the higher levels, they were trained on project management and later were sent for management development programs, followed by leadership development programs.
Training New Recruits
Infosys conducted a 14.5-week technical training program for all new entrants. The company spent around Rs 200,000 per year on training each new entrant. The new recruits were trained at the Global Education Center (GEC) in Mysore, which had world-class training facilities and the capacity to train more than 4500 employees at a time. GEC, which was inaugurated in February 2005 was spread over 270 acres and was the largest corporate training center in the world with 58 training rooms and 183 faculty rooms.
Training Programs for Employees
Infosys also conducted training programs for experienced employees. The company had a competency system in place which took into account individual performance, organizational priorities, and feedback from the clients.
From India, Amritsar
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1 Google
The faces and voices of the world's most innovative company
2 FACEBOOK
In 2007, the social-networking juggernaut had variously impressed with its ability to reinvent the wheel (opening its platform to outside developers) and drawn cyberpickets with its boneheaded missteps (trying to sell advertising by telegraphing its users' every move). But after a year lived dangerously, Facebook is officially A-list, with a $15 billion valuation to boot, thanks to Microsoft's $240 million investment. That's nothing to throw a sheep at.
3 GE
GE makes our list not on reputation but on the strength of its breakthrough products. Among them: an HD CT scanner that reduces radiation exposure by half, a reengineering of the best-selling CF34 jet engine for the booming Chinese aviation market, and a hybrid locomotive that cuts emissions by 50% -- evidence that Ecomagination is more than just marketing babble. Coming up, commercially viable OLED lighting by 2010.
4 NOKIA
Once a maker of wood products and tires, the Finnish firm has thrived in the wireless world. Today, Nokia has a 37% (and growing) share of the global cell-phone market, more than twice that of its closest competitor, Motorola. How? A two-tiered design process that identifies the “remarkable similarities in what global consumers want and need in their mobile devices,” says senior design manager Rhys Newman, then adds local insight. Bright colors are key to success in India, China, and the Middle East, “where a phone can show status,” he says. Markets with low literacy rates get phones without written menus. The company’s next challenge is to gain momentum in the U.S., where it has less than 10% of the market. It’s betting big on the feature-rich N95 smartphone -- and a strategy of welcoming third-party apps.
From India, Ludhiana
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The faces and voices of the world's most innovative company
2 FACEBOOK
In 2007, the social-networking juggernaut had variously impressed with its ability to reinvent the wheel (opening its platform to outside developers) and drawn cyberpickets with its boneheaded missteps (trying to sell advertising by telegraphing its users' every move). But after a year lived dangerously, Facebook is officially A-list, with a $15 billion valuation to boot, thanks to Microsoft's $240 million investment. That's nothing to throw a sheep at.
3 GE
GE makes our list not on reputation but on the strength of its breakthrough products. Among them: an HD CT scanner that reduces radiation exposure by half, a reengineering of the best-selling CF34 jet engine for the booming Chinese aviation market, and a hybrid locomotive that cuts emissions by 50% -- evidence that Ecomagination is more than just marketing babble. Coming up, commercially viable OLED lighting by 2010.
4 NOKIA
Once a maker of wood products and tires, the Finnish firm has thrived in the wireless world. Today, Nokia has a 37% (and growing) share of the global cell-phone market, more than twice that of its closest competitor, Motorola. How? A two-tiered design process that identifies the “remarkable similarities in what global consumers want and need in their mobile devices,” says senior design manager Rhys Newman, then adds local insight. Bright colors are key to success in India, China, and the Middle East, “where a phone can show status,” he says. Markets with low literacy rates get phones without written menus. The company’s next challenge is to gain momentum in the U.S., where it has less than 10% of the market. It’s betting big on the feature-rich N95 smartphone -- and a strategy of welcoming third-party apps.
From India, Ludhiana
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SAHIL GARG
MBA-IB
SUBJECT- NEW HR TRENDS
1.RELIANCE-RIL focuses on building specialist skills and multiple cadres in the organisation to support its goals and aspirations.RIL's campus hiring programme from the engineering, finance and management institutes has been far more robust, with wider coverage to ensure higher caliber as well diversity.
2. EASTMAN INTERNATIONAL - Companies like eastman are focusing more on their HR DEPARTMENT . As they want those people to work with them who can nourish and enhance their skills and talents as they mainly provide the best training programmes and making people to work like in a actual work environment .
3.TAKE Solutions:-- offers cost-effective and complete solutions for enterprises across different sectors including pharmaceuticals, high technology, consumer packaged goods, oil/gas and automotive. TAKE’s SCM product suite includes distinct technology with embedded IP that spans enterprise mobility, trading partner collaboration and material tracking.
4.WHIRLPOOL
5.TATA TELECOM
6 IKEA-IKEA adopted a positive approach toward human resource management. The company implemented several initiatives that promoted 'life balance' and diversity... the innovative human resource management practices adopted by IKEA and describes its work culture.
From India, Chandigarh
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MBA-IB
SUBJECT- NEW HR TRENDS
1.RELIANCE-RIL focuses on building specialist skills and multiple cadres in the organisation to support its goals and aspirations.RIL's campus hiring programme from the engineering, finance and management institutes has been far more robust, with wider coverage to ensure higher caliber as well diversity.
2. EASTMAN INTERNATIONAL - Companies like eastman are focusing more on their HR DEPARTMENT . As they want those people to work with them who can nourish and enhance their skills and talents as they mainly provide the best training programmes and making people to work like in a actual work environment .
3.TAKE Solutions:-- offers cost-effective and complete solutions for enterprises across different sectors including pharmaceuticals, high technology, consumer packaged goods, oil/gas and automotive. TAKE’s SCM product suite includes distinct technology with embedded IP that spans enterprise mobility, trading partner collaboration and material tracking.
4.WHIRLPOOL
5.TATA TELECOM
6 IKEA-IKEA adopted a positive approach toward human resource management. The company implemented several initiatives that promoted 'life balance' and diversity... the innovative human resource management practices adopted by IKEA and describes its work culture.
From India, Chandigarh
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Hi,
Greetings,
Let me reveal a trend that is prevailing in most manpower-intensive industries, a BPO. To maintain relations with employees, HR personnel use special software like Lotus Notes to convey personal messages to HRs. These threads are not routed through any other employee or manager to keep the problems personal and the reporter's identity hidden.
To attract new employees, HRs offer a very attractive incentive, money. Existing employees receive nearly 4 grand for every referral they make. If someone manages to give more than 3-4 references, they receive something in return. For example, I received a BlackBerry Bold 3, costing around 20 grand. Trust me, that's not a small reward. People like me are always encouraging friends to join in.
The HR team has direct contact with clients and foreign owners to convey people's problems. Once again, the HR's identity is kept confidential.
The name of the company is IBM.
Bonjour
From India, Ludhiana
Acknowledge(0)Amend(0)
Greetings,
Let me reveal a trend that is prevailing in most manpower-intensive industries, a BPO. To maintain relations with employees, HR personnel use special software like Lotus Notes to convey personal messages to HRs. These threads are not routed through any other employee or manager to keep the problems personal and the reporter's identity hidden.
To attract new employees, HRs offer a very attractive incentive, money. Existing employees receive nearly 4 grand for every referral they make. If someone manages to give more than 3-4 references, they receive something in return. For example, I received a BlackBerry Bold 3, costing around 20 grand. Trust me, that's not a small reward. People like me are always encouraging friends to join in.
The HR team has direct contact with clients and foreign owners to convey people's problems. Once again, the HR's identity is kept confidential.
The name of the company is IBM.
Bonjour
From India, Ludhiana
Acknowledge(0)Amend(0)
Harmandeep grewal
mba (ib)
1 AMAZON
Without much fanfare, Amazon has more than tripled its revenues since 2002, to $13 billion. The key: giving customers choices, not just among products, but also between buying from Amazon directly or from outside vendors on the site. Amazon’s new digital offerings -- in e-books, videos, and music -- present a fresh menu of options. The company’s digital music store, launched in May, already comprises 3 million songs, all compatible with any device and any music software. Similarly, Unbox allows Amazon customers to rent or buy films and TV shows, and watch them on a variety of players. In an era of fighting formats and fears of piracy, that’s uncommonly ecumenical.
2 PROCTER & GAMBLE
When Procter & Gamble’s stock tanked by more than half in 2000, CEO A.G. Lafley knew he was facing the dilemma of giant companies everywhere: Despite pouring money into R&D, P&G couldn’t create new products fast enough to keep growing. The only way out, Lafley realized, was to innovate innovation. So he launched the Connect + Develop program, which allows outside developers to get their concepts and designs into P&G’s product pipeline. An applicator developed by Cardinal Health (now Catalent), for example, helped P&G launch Olay Regenerist Eye Derma-Pods, now its top-selling skin-care item. Today, 42% of P&G products have an externally sourced component. And this giant is growing: Revenues rose 8%, to $78 billion, last fiscal year, while profits climbed 14%, to $11 billion.
3 DISNEY
Two years into the job, CEO Bob Iger continues to mold Disney into the digital-media innovator to watch. ABC was the first network to sell TV episodes on iTunes and to stream them for free on its Web site. Pirates of the Caribbean and High School Musical showed multiplatform agility. And Pixar’s latest hit, Ratatouille, was a masterful blend of technical brilliance, artistry, and narrative that evoked Walt’s original magic. Pixar cofounder Ed Catmull, now president of Pixar and Disney Animation Studios, is encouraging the Big Mouse to rediscover and build on its rich tradition.
4 SAMSUNG
The first bendable OLED screen. An ultrathin double-sided LCD. A solid-state drive to replace the hard disk in your laptop. And soon, in a collaboration with game company Reactrix: a TV that lets viewers move what’s on the screen with the wave of a hand. Just a taste of the impact of the world’s fastest-growing consumer-electronics company.
From India, Ludhiana
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1 AMAZON
Without much fanfare, Amazon has more than tripled its revenues since 2002, to $13 billion. The key: giving customers choices, not just among products, but also between buying from Amazon directly or from outside vendors on the site. Amazon’s new digital offerings -- in e-books, videos, and music -- present a fresh menu of options. The company’s digital music store, launched in May, already comprises 3 million songs, all compatible with any device and any music software. Similarly, Unbox allows Amazon customers to rent or buy films and TV shows, and watch them on a variety of players. In an era of fighting formats and fears of piracy, that’s uncommonly ecumenical.
2 PROCTER & GAMBLE
When Procter & Gamble’s stock tanked by more than half in 2000, CEO A.G. Lafley knew he was facing the dilemma of giant companies everywhere: Despite pouring money into R&D, P&G couldn’t create new products fast enough to keep growing. The only way out, Lafley realized, was to innovate innovation. So he launched the Connect + Develop program, which allows outside developers to get their concepts and designs into P&G’s product pipeline. An applicator developed by Cardinal Health (now Catalent), for example, helped P&G launch Olay Regenerist Eye Derma-Pods, now its top-selling skin-care item. Today, 42% of P&G products have an externally sourced component. And this giant is growing: Revenues rose 8%, to $78 billion, last fiscal year, while profits climbed 14%, to $11 billion.
3 DISNEY
Two years into the job, CEO Bob Iger continues to mold Disney into the digital-media innovator to watch. ABC was the first network to sell TV episodes on iTunes and to stream them for free on its Web site. Pirates of the Caribbean and High School Musical showed multiplatform agility. And Pixar’s latest hit, Ratatouille, was a masterful blend of technical brilliance, artistry, and narrative that evoked Walt’s original magic. Pixar cofounder Ed Catmull, now president of Pixar and Disney Animation Studios, is encouraging the Big Mouse to rediscover and build on its rich tradition.
4 SAMSUNG
The first bendable OLED screen. An ultrathin double-sided LCD. A solid-state drive to replace the hard disk in your laptop. And soon, in a collaboration with game company Reactrix: a TV that lets viewers move what’s on the screen with the wave of a hand. Just a taste of the impact of the world’s fastest-growing consumer-electronics company.
From India, Ludhiana
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Yes thats true,that due to new technological developments,the companies are going for new HR practices. Google- Microsoft,AMAZON,TATA motors,whirlpool.
From India, Chandigarh
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From India, Chandigarh
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INTRODUCTION:
The management of Human Resources has now assumed strategic importance in the achievement of organizational growth and excellence. Organizations of 21st century can not expect to be successful without an understanding and response to changes. In this competitive world these employees require HR practices and system that are well conceived and implemented to ensure high performance and continued success.
Some of the new practices in the field of HRM are:
1. Virtual HRM
2. Moon lighting by employees: Blue Moon to full moon
3. Golden Hand cuffs
4. Golden Handshake
5. Employee’s Proxy
6. HR Branding
7. HR Data Marts
8. HR Outsourcing
INNOVATIVE HR PRACTICES FOLLOWED BY GOOGLE IN INDIA
Attract and Access:
Attracting and retaining talent is becoming a big problem for every organization, they are following every trick and strategy to recruit and retain the employees.
Develop and Grow:
Nowadays organizations try to recognize the aspirations of employees and focus on their growth and development. India provides job rotation opportunities to high – performing employees from operations division. This gives them broader understanding of the business.
Engage and Align:
Employee engagement has retained the focus of organizational leadership and many companies keep launching new practices to woo employees.
From India, Ludhiana
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The management of Human Resources has now assumed strategic importance in the achievement of organizational growth and excellence. Organizations of 21st century can not expect to be successful without an understanding and response to changes. In this competitive world these employees require HR practices and system that are well conceived and implemented to ensure high performance and continued success.
Some of the new practices in the field of HRM are:
1. Virtual HRM
2. Moon lighting by employees: Blue Moon to full moon
3. Golden Hand cuffs
4. Golden Handshake
5. Employee’s Proxy
6. HR Branding
7. HR Data Marts
8. HR Outsourcing
INNOVATIVE HR PRACTICES FOLLOWED BY GOOGLE IN INDIA
Attract and Access:
Attracting and retaining talent is becoming a big problem for every organization, they are following every trick and strategy to recruit and retain the employees.
Develop and Grow:
Nowadays organizations try to recognize the aspirations of employees and focus on their growth and development. India provides job rotation opportunities to high – performing employees from operations division. This gives them broader understanding of the business.
Engage and Align:
Employee engagement has retained the focus of organizational leadership and many companies keep launching new practices to woo employees.
From India, Ludhiana
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These are some of the companies:
1. Syntel
This global IT company was recently awarded in several categories of human resource management at the HRD congress. The use of technology to achieve strategic HR objectives and creative practices in HR solutions has made it one of the most valued companies with the most innovative human resource management practices.
2. Google
Google is still considered one of the most popular and preferred destinations for career aspirants in information technology. Google is a brand where employees' ideas are highly valued and encouraged, and it has a unique culture that supports employees in overcoming any difficulties. One of Google's most innovative ideas is to encourage employees to spend 20% of their productive time on their own creative ideas and value addition initiatives.
3. Larsen and Toubro
L&T's engineering and construction division was recently awarded the Asia Pacific HR Conclave Award for its innovative HR practices. The main strength of the company's HR practices lies in rigorous and continuous training in general management, technical disciplines, and business policy, making L&T one of the top companies with the most innovative human resource management practices.
4. Infosys BPO Ltd
At the recent World HRD Congress held in Mumbai, the company won seven awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment, and retention processes.
The above-mentioned companies with the most innovative human resource management practices have significantly higher rates of retention and employee wellbeing, making them preferred places to work.
From India, Delhi
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1. Syntel
This global IT company was recently awarded in several categories of human resource management at the HRD congress. The use of technology to achieve strategic HR objectives and creative practices in HR solutions has made it one of the most valued companies with the most innovative human resource management practices.
2. Google
Google is still considered one of the most popular and preferred destinations for career aspirants in information technology. Google is a brand where employees' ideas are highly valued and encouraged, and it has a unique culture that supports employees in overcoming any difficulties. One of Google's most innovative ideas is to encourage employees to spend 20% of their productive time on their own creative ideas and value addition initiatives.
3. Larsen and Toubro
L&T's engineering and construction division was recently awarded the Asia Pacific HR Conclave Award for its innovative HR practices. The main strength of the company's HR practices lies in rigorous and continuous training in general management, technical disciplines, and business policy, making L&T one of the top companies with the most innovative human resource management practices.
4. Infosys BPO Ltd
At the recent World HRD Congress held in Mumbai, the company won seven awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment, and retention processes.
The above-mentioned companies with the most innovative human resource management practices have significantly higher rates of retention and employee wellbeing, making them preferred places to work.
From India, Delhi
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Work Environment
A safe and happy workplace makes the employees feel good about being there. Each one is given importance and provided the security that gives them the motivation and incentive to stay. This is usually achieved through internal surveys to find out whether they are satisfied and if not what they think needs to be changed.
Open Management
Employees don’t like the feeling of being kept in the dark about what is happening in the company. They feel motivated and develop enthusiasm only when the management opens up to them and discusses the company policies, sales, clients, contracts, goals and objectives. This encourages participative management. Asking them for ideas on how to improve will get their creative juices flowing. Being open about everything related to the company will help in building trust and motivating the employees. This open management policy can be practiced using several tools.
Performance Incentives
Every good performance is appreciated in the form of a pat on the back, bonuses or giving some other compensation for a job well done. Organizations that struggle to keep up with the attrition rate are mostly those that think employees are “just” doing their job. Even if it is the employee’s job, completion in an appreciable manner calls for an incentive, and this goes a long way in boosting the staff morale. These incentives can be implemented at the individual as well as the team level and it has been seen that this works wonders in getting the best out of the employees. But it is important to keep in mind that these bonuses should not be given without a reason, unless it is a commitment for annual bonuses or some such thing. Doing so will only reduce the perceived value of the bonuses.
Performance Feedback
This is one the methods that is being followed by many organizations. Feedback is not only taken from the boss, but also from other seniors and subordinates. Previously, appreciation was only sought from the immediate boss or the management, but now organizations understand the importance of collecting performance feedback from several quarters. The opinion of everyone matters, especially for someone who is in a leadership role at any level. Each person in the team is responsible for giving constructive feedback. This kind of system helps in identifying people who can perform well as leaders at higher levels in the organization. Even the senior level managers can use this system to their advantage, as a tool to improve themselves.
Employee Evaluation
Every company has an employee evaluation system in place but a good system links individual performance to the goals and priorities of the organization. This works well when achievements are tracked over an year. For a fair review of each employee, the evaluation, apart from being done by the boss, should be done by another person at a higher level, for whom the employee’s contribution is important. Ratings can also be obtained by other employees. This ensures a fair and accurate rating of each and every employee.
Sharing of Knowledge
Knowledge sharing is a wonderful strategy that helps in the betterment of the employees and their work. Keep all the knowledgeable information in central databases that can be accessed by each and every employee. For example, if an employee is sent on some training, the knowledge that is acquired by that employee can be stored in these databases for others to learn from it. Even innovative ideas that the management deems fit for employees to see, can be stored here for all to see.
Publicize Good Performances
Every company has some employees who outperform others. Such performances should be highlighted and displayed where other employees can look at them; such as on the display boards and intranet etc. This will encourage others to give their best. A proper system should be set up to make a list of high performances at specific times in a year.
Discussions
Successful organizations nurture ideas and they understand that employees who are actually working and know the business can provide the best ideas. The management should have discussions with employees to get these ideas out of them. There can also be suggestion boxes to capture these ideas. Through this system, managers can find talented employees and develop them.
Rewards
While recognition of talent is highly important, this recognition has to be made public and what better way than holding ceremonies and announcing to the whole world (the employees), the achievements of a fellow employee. There can be nothing better for an employee than the heady feeling from a resounding applause.
From India, Ludhiana
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A safe and happy workplace makes the employees feel good about being there. Each one is given importance and provided the security that gives them the motivation and incentive to stay. This is usually achieved through internal surveys to find out whether they are satisfied and if not what they think needs to be changed.
Open Management
Employees don’t like the feeling of being kept in the dark about what is happening in the company. They feel motivated and develop enthusiasm only when the management opens up to them and discusses the company policies, sales, clients, contracts, goals and objectives. This encourages participative management. Asking them for ideas on how to improve will get their creative juices flowing. Being open about everything related to the company will help in building trust and motivating the employees. This open management policy can be practiced using several tools.
Performance Incentives
Every good performance is appreciated in the form of a pat on the back, bonuses or giving some other compensation for a job well done. Organizations that struggle to keep up with the attrition rate are mostly those that think employees are “just” doing their job. Even if it is the employee’s job, completion in an appreciable manner calls for an incentive, and this goes a long way in boosting the staff morale. These incentives can be implemented at the individual as well as the team level and it has been seen that this works wonders in getting the best out of the employees. But it is important to keep in mind that these bonuses should not be given without a reason, unless it is a commitment for annual bonuses or some such thing. Doing so will only reduce the perceived value of the bonuses.
Performance Feedback
This is one the methods that is being followed by many organizations. Feedback is not only taken from the boss, but also from other seniors and subordinates. Previously, appreciation was only sought from the immediate boss or the management, but now organizations understand the importance of collecting performance feedback from several quarters. The opinion of everyone matters, especially for someone who is in a leadership role at any level. Each person in the team is responsible for giving constructive feedback. This kind of system helps in identifying people who can perform well as leaders at higher levels in the organization. Even the senior level managers can use this system to their advantage, as a tool to improve themselves.
Employee Evaluation
Every company has an employee evaluation system in place but a good system links individual performance to the goals and priorities of the organization. This works well when achievements are tracked over an year. For a fair review of each employee, the evaluation, apart from being done by the boss, should be done by another person at a higher level, for whom the employee’s contribution is important. Ratings can also be obtained by other employees. This ensures a fair and accurate rating of each and every employee.
Sharing of Knowledge
Knowledge sharing is a wonderful strategy that helps in the betterment of the employees and their work. Keep all the knowledgeable information in central databases that can be accessed by each and every employee. For example, if an employee is sent on some training, the knowledge that is acquired by that employee can be stored in these databases for others to learn from it. Even innovative ideas that the management deems fit for employees to see, can be stored here for all to see.
Publicize Good Performances
Every company has some employees who outperform others. Such performances should be highlighted and displayed where other employees can look at them; such as on the display boards and intranet etc. This will encourage others to give their best. A proper system should be set up to make a list of high performances at specific times in a year.
Discussions
Successful organizations nurture ideas and they understand that employees who are actually working and know the business can provide the best ideas. The management should have discussions with employees to get these ideas out of them. There can also be suggestion boxes to capture these ideas. Through this system, managers can find talented employees and develop them.
Rewards
While recognition of talent is highly important, this recognition has to be made public and what better way than holding ceremonies and announcing to the whole world (the employees), the achievements of a fellow employee. There can be nothing better for an employee than the heady feeling from a resounding applause.
From India, Ludhiana
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Employers are placing greater emphasis on business and automating, as well as outsourcing administrative functions, which will force many HR professionals to demonstrate new skills.
There are many companies that have innovative HR practices. Some of them are:
1. INFOSYS
Infosys, a company that started the year with its iRace competency development tool receiving criticism which led to its near scrapping - as it increased the number of years between promotions. The average increment last year was 14 percent, with an attrition rate of 17.5 percent.
2. GOOGLE
Google's culture is unlike any other corporate culture worldwide, characterized by a highly communicative environment that fosters productivity. To retain employees and keep them motivated was a challenging task for all employers, particularly those in the competitive software business. Open and frequent communication, along with honoring offers made to freshers in colleges, were key strategies. With companies like TCS hiring around 50,000 people annually, this became a significant differentiator. The training hours per employee in a year amount to 60.
3. AIRTEL
In a country where Airtel operates as a start-up, there is a collective effort to learn from start-up rivals in India. "This was an opportunity to develop management and soft skills." The attrition rate is 12 percent, with training hours per employee in a year at 35.
From India, Faridabad
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There are many companies that have innovative HR practices. Some of them are:
1. INFOSYS
Infosys, a company that started the year with its iRace competency development tool receiving criticism which led to its near scrapping - as it increased the number of years between promotions. The average increment last year was 14 percent, with an attrition rate of 17.5 percent.
2. GOOGLE
Google's culture is unlike any other corporate culture worldwide, characterized by a highly communicative environment that fosters productivity. To retain employees and keep them motivated was a challenging task for all employers, particularly those in the competitive software business. Open and frequent communication, along with honoring offers made to freshers in colleges, were key strategies. With companies like TCS hiring around 50,000 people annually, this became a significant differentiator. The training hours per employee in a year amount to 60.
3. AIRTEL
In a country where Airtel operates as a start-up, there is a collective effort to learn from start-up rivals in India. "This was an opportunity to develop management and soft skills." The attrition rate is 12 percent, with training hours per employee in a year at 35.
From India, Faridabad
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Marriott Hotels India
All associates, from the senior management to the junior most, are equally divided into four houses: Elephant, Lotus, Peacock, and Banyan. Each house has an activity every month, throughout the year, focusing on areas such as leadership and training. Competitions are also held throughout the year, enabling associates to earn rewards and points for their house.
Two-way Communication: For new entrants, there is an event called 'Koffee with the GM' to interact with the GM and share their views over a cup of coffee. For employees too shy to talk, there is the option of anonymously calling the Integrity Hotline, a 24X7 toll-free number.
Employee Benefit Initiatives: Employees are given six days off in a month and financial support for higher education. Every employee can stay in the hotel for one day with their spouse or family and dine anywhere on their birthday.
Knowledge Initiatives: Every Marriott Hotel has a learning center with a collection of books, videos, and internet access.
Defined Span-of-Leadership: The Leadership Performance Process Management System defines nine competencies that a Marriott associate should have and develop.
Reward System: There are two types of awards for individuals or groups to recognize outstanding performance. Each Marriott Hotel in India has its own awards, in addition to a global event involving all Marriott properties worldwide.
From India, Ludhiana
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All associates, from the senior management to the junior most, are equally divided into four houses: Elephant, Lotus, Peacock, and Banyan. Each house has an activity every month, throughout the year, focusing on areas such as leadership and training. Competitions are also held throughout the year, enabling associates to earn rewards and points for their house.
Two-way Communication: For new entrants, there is an event called 'Koffee with the GM' to interact with the GM and share their views over a cup of coffee. For employees too shy to talk, there is the option of anonymously calling the Integrity Hotline, a 24X7 toll-free number.
Employee Benefit Initiatives: Employees are given six days off in a month and financial support for higher education. Every employee can stay in the hotel for one day with their spouse or family and dine anywhere on their birthday.
Knowledge Initiatives: Every Marriott Hotel has a learning center with a collection of books, videos, and internet access.
Defined Span-of-Leadership: The Leadership Performance Process Management System defines nine competencies that a Marriott associate should have and develop.
Reward System: There are two types of awards for individuals or groups to recognize outstanding performance. Each Marriott Hotel in India has its own awards, in addition to a global event involving all Marriott properties worldwide.
From India, Ludhiana
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(Fact Checked)-The information provided in the user reply is accurate and showcases innovative HR practices at Marriott Hotels India, encompassing employee engagement, communication, benefits, knowledge initiatives, leadership development, and reward systems. Well done! (1 Acknowledge point)
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HCL Comet
Job Rotation: Encouraging job rotation every 18-24 months to provide exposure, experience, and eliminate monotony while encouraging cross-functional movements.
The Smart Service Desk (SSD) is an automated trouble ticketing tool for employees to raise online tickets related to their transactional issues with HR, Finance, IT Team, etc. Additionally, the company implements a 360-degree performance evaluation process that emphasizes self-determination and self-assessment. "I4Excel" enables employees to conduct their own self-evaluations.
MyXtraMiles is a loyalty point system that awards 'mileage' to employees receiving appreciation from peers, subordinates, managers, or customers. These points are redeemable for attractive gifts, including trips abroad. The EHD Team, comprising HR and finance professionals, assists employees in addressing their day-to-day transactional needs. Its mascot 'Natasha' serves as the employees' personal assistant for policy and information dissemination, engaging with them on a personal level. Employees are encouraged to share feedback and suggestions on company issues on its sub-portal iGen. Through the 'U&I' feature, they can directly receive answers to their queries from the CEO.
Work-life Balance: The company organizes games, birthdays, and achiever parties. Moreover, it has initiated a club for employees' children called the 'Little Comnetians Club,' hosting regular events for them.
Awards: The company offers various recognition-led incentive programs and awards such as WYGIWYG Certificates and COO's Party Vouchers. Annually, the employee demonstrating consistent star performance is honored with the 'Top Gun' award at the company's annual function. Employees who refer friends and acquaintances receive financial incentives and an annual award known as the 'Top Gun Comnet Builder' for providing the highest number of references.
MBA 1-C
From India, Ludhiana
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Job Rotation: Encouraging job rotation every 18-24 months to provide exposure, experience, and eliminate monotony while encouraging cross-functional movements.
The Smart Service Desk (SSD) is an automated trouble ticketing tool for employees to raise online tickets related to their transactional issues with HR, Finance, IT Team, etc. Additionally, the company implements a 360-degree performance evaluation process that emphasizes self-determination and self-assessment. "I4Excel" enables employees to conduct their own self-evaluations.
MyXtraMiles is a loyalty point system that awards 'mileage' to employees receiving appreciation from peers, subordinates, managers, or customers. These points are redeemable for attractive gifts, including trips abroad. The EHD Team, comprising HR and finance professionals, assists employees in addressing their day-to-day transactional needs. Its mascot 'Natasha' serves as the employees' personal assistant for policy and information dissemination, engaging with them on a personal level. Employees are encouraged to share feedback and suggestions on company issues on its sub-portal iGen. Through the 'U&I' feature, they can directly receive answers to their queries from the CEO.
Work-life Balance: The company organizes games, birthdays, and achiever parties. Moreover, it has initiated a club for employees' children called the 'Little Comnetians Club,' hosting regular events for them.
Awards: The company offers various recognition-led incentive programs and awards such as WYGIWYG Certificates and COO's Party Vouchers. Annually, the employee demonstrating consistent star performance is honored with the 'Top Gun' award at the company's annual function. Employees who refer friends and acquaintances receive financial incentives and an annual award known as the 'Top Gun Comnet Builder' for providing the highest number of references.
MBA 1-C
From India, Ludhiana
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(Fact Checked)-The user reply contains accurate information regarding innovative HR practices at HCL Comet, including job rotation, Smart Service Desk, 360-degree performance evaluation, MyXtraMiles loyalty point system, EHD Team, work-life balance initiatives, and recognition-led incentive programs. The details provided align with modern HR practices and employee engagement strategies. (1 Acknowledge point)
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1.Google's one of hr practice is eliminating friction at every turn: ensuring change can happen quickly and efficiently.Google’s approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature.
2. Simplifying HR at Philips—Philips’ HR transformation initiative is called “HR
Simplified”, which as the name implies, is a drive toward simplicity in HR services.
This initiative is aligned with a larger Philips mission stressing operational excellence
and consistency across all its businesses. One of the main objectives of HR Simplified
is to streamline the HR experience for managers and employees by creating one
global shared services organization with a single point of access for leaders, managers,
employees, and HR. In addition, HR business partners are freed up to provide more
strategic support to managers. While leveraging economies of scale (productivity) and
cost agility are important, they are considered an outcome of this initiative, rather than
a core objective.
For some companies, a strong customer focus supports the case for global shared
services, as they recognize the value of shared services in delivering a quality customer
experience.
3. Creating a Quality Customer Experience at Bayer—Bayer’s original objectives in
creating its shared services organization were three-fold: increase quality, improve
speed of delivery, and decrease costs. Over time, the company has maintained these
objectives, but the primary emphasis is on quality. Bayer measures success through key
performance indicators (KPIs) backed by a metrics dashboard that provides real-time
data on progress. The shared services organization has formal service level agreements
and reports on performance monthly. Since the function is structured as a separate
business entity, there are specific prices for “products” and deliverables. Over time,
leadership has increasingly recognized the positive impact shared services can have
on quality and speed. As a result, they now value these outcomes more than the
cost savings.
4. ■ A Modified Approach at Northern Trust—Some organizations have adjusted their
original plans based on key learnings during the design/implementation process.
At Northern Trust, HR globalized several processes, including training, performance
management, and on-boarding administration. For payroll, the original goal was to
create a single global payroll administration process managed by one global vendor.
However, this proved difficult to achieve due to variations in tax laws across countries.
Additionally, HR discovered that most vendors were not willing to support a globally
dispersed employee population, particularly in countries with few people. As a result,
HR developed a regional approach to payroll, in which administration is insourced in
the U.S., but outsourced to external vendors in all other regions.
From India, Ludhiana
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2. Simplifying HR at Philips—Philips’ HR transformation initiative is called “HR
Simplified”, which as the name implies, is a drive toward simplicity in HR services.
This initiative is aligned with a larger Philips mission stressing operational excellence
and consistency across all its businesses. One of the main objectives of HR Simplified
is to streamline the HR experience for managers and employees by creating one
global shared services organization with a single point of access for leaders, managers,
employees, and HR. In addition, HR business partners are freed up to provide more
strategic support to managers. While leveraging economies of scale (productivity) and
cost agility are important, they are considered an outcome of this initiative, rather than
a core objective.
For some companies, a strong customer focus supports the case for global shared
services, as they recognize the value of shared services in delivering a quality customer
experience.
3. Creating a Quality Customer Experience at Bayer—Bayer’s original objectives in
creating its shared services organization were three-fold: increase quality, improve
speed of delivery, and decrease costs. Over time, the company has maintained these
objectives, but the primary emphasis is on quality. Bayer measures success through key
performance indicators (KPIs) backed by a metrics dashboard that provides real-time
data on progress. The shared services organization has formal service level agreements
and reports on performance monthly. Since the function is structured as a separate
business entity, there are specific prices for “products” and deliverables. Over time,
leadership has increasingly recognized the positive impact shared services can have
on quality and speed. As a result, they now value these outcomes more than the
cost savings.
4. ■ A Modified Approach at Northern Trust—Some organizations have adjusted their
original plans based on key learnings during the design/implementation process.
At Northern Trust, HR globalized several processes, including training, performance
management, and on-boarding administration. For payroll, the original goal was to
create a single global payroll administration process managed by one global vendor.
However, this proved difficult to achieve due to variations in tax laws across countries.
Additionally, HR discovered that most vendors were not willing to support a globally
dispersed employee population, particularly in countries with few people. As a result,
HR developed a regional approach to payroll, in which administration is insourced in
the U.S., but outsourced to external vendors in all other regions.
From India, Ludhiana
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(Fact Checked)-The user's reply contains accurate information regarding innovative HR practices at Google, Philips, Bayer, and Northern Trust. The details provided align with the original post's context of companies adopting innovative HR practices. (1 Acknowledge point)
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Infosys
Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys, they were trained through fresher training courses. They were then trained on new processes and technologies. As they reached the higher levels, they were trained on project management and later were sent for management development programs, followed by leadership development programs.
Training New Recruits
Infosys conducted a 14.5-week technical training program for all new entrants. The company spent around Rs. 200,000 per year on training each new entrant. The new recruits were trained at the Global Education Center (GEC) in Mysore, which had world-class training facilities and the capacity to train more than 4500 employees at a time. GEC, which was inaugurated in February 2005, was spread over 270 acres and was the largest corporate training center in the world with 58 training rooms and 183 faculty rooms.
Training Programs for Employees
Infosys also conducted training programs for experienced employees. The company had a competency system in place that took into account individual performance, organizational priorities, and feedback from the clients.
The first step toward carrying out performance appraisal at Infosys was the evaluation of personal skills for the tasks assigned to an employee during the period of appraisal. To evaluate the performance, different criteria like timeliness, quality of work carried out by the employee, customer satisfaction, peer satisfaction, and business potential were considered. The personal skills of the employees were also evaluated based on their learning and analytical ability, communication skills, decision-making, change management, and planning and organizing skills. Each of these criteria was measured on a scale of 1 to 5 (with 1 signifying above the expected performance level and 5 below the expected performance level).
360-Degree Feedback: The employees also look at aspects of the managers' performance, strategic vision, ability to communicate, problem-solving skills, responsiveness. The results of the survey (the rankings and comments) are then aggregated and published online for everyone to see.
Employee Engagement: Some of the new initiatives include My Pal, Three Cheers, Wellness Programme, Little Mindian, and Bring a Smile Programme while some of the existing ones are preventive health check-ups, yoga classes, and an employee relief fund.
Accenture
All Accenture employees have career counselors, typically two levels above them in the hierarchy, who are given a budget and specific time to mold the career of their wards.
It has set up an In-house Event Management arm, and employees who take part in clubs and special interest groups are expected to conceive and run programs for each of these initiatives, ranging from sports to corporate social responsibility.
Empowered Employees: Employees at relatively junior levels are empowered to make decisions, and managers running even 100-person units are allocated budgets to run their businesses.
Education Initiatives: There's a massive focus on education and training with 16,000 online courses for employees across all levels. It offers courses in association with the likes of MIT to upgrade employee skills.
Career Mobility: Employees are allowed to make their own career choices; there is no compulsion to choose the orthodox vertical approach.
From India, Ludhiana
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Training at Infosys was an ongoing process. When new recruits from colleges joined Infosys, they were trained through fresher training courses. They were then trained on new processes and technologies. As they reached the higher levels, they were trained on project management and later were sent for management development programs, followed by leadership development programs.
Training New Recruits
Infosys conducted a 14.5-week technical training program for all new entrants. The company spent around Rs. 200,000 per year on training each new entrant. The new recruits were trained at the Global Education Center (GEC) in Mysore, which had world-class training facilities and the capacity to train more than 4500 employees at a time. GEC, which was inaugurated in February 2005, was spread over 270 acres and was the largest corporate training center in the world with 58 training rooms and 183 faculty rooms.
Training Programs for Employees
Infosys also conducted training programs for experienced employees. The company had a competency system in place that took into account individual performance, organizational priorities, and feedback from the clients.
The first step toward carrying out performance appraisal at Infosys was the evaluation of personal skills for the tasks assigned to an employee during the period of appraisal. To evaluate the performance, different criteria like timeliness, quality of work carried out by the employee, customer satisfaction, peer satisfaction, and business potential were considered. The personal skills of the employees were also evaluated based on their learning and analytical ability, communication skills, decision-making, change management, and planning and organizing skills. Each of these criteria was measured on a scale of 1 to 5 (with 1 signifying above the expected performance level and 5 below the expected performance level).
360-Degree Feedback: The employees also look at aspects of the managers' performance, strategic vision, ability to communicate, problem-solving skills, responsiveness. The results of the survey (the rankings and comments) are then aggregated and published online for everyone to see.
Employee Engagement: Some of the new initiatives include My Pal, Three Cheers, Wellness Programme, Little Mindian, and Bring a Smile Programme while some of the existing ones are preventive health check-ups, yoga classes, and an employee relief fund.
Accenture
All Accenture employees have career counselors, typically two levels above them in the hierarchy, who are given a budget and specific time to mold the career of their wards.
It has set up an In-house Event Management arm, and employees who take part in clubs and special interest groups are expected to conceive and run programs for each of these initiatives, ranging from sports to corporate social responsibility.
Empowered Employees: Employees at relatively junior levels are empowered to make decisions, and managers running even 100-person units are allocated budgets to run their businesses.
Education Initiatives: There's a massive focus on education and training with 16,000 online courses for employees across all levels. It offers courses in association with the likes of MIT to upgrade employee skills.
Career Mobility: Employees are allowed to make their own career choices; there is no compulsion to choose the orthodox vertical approach.
From India, Ludhiana
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(Fact Checked)-The user's reply contains relevant information about training practices at Infosys and Accenture, showcasing their focus on employee development and engagement. Well done! (1 Acknowledge point)
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TATA TELECOM - Tata Telecom has received the 'Innovative HR Practices Award' from the World HRD Congress 2003 for the global standards that the company follows in its people-excellence practices. In order to establish an open work culture, with a special focus on the transparency of its performance-management system, the company has adopted a four-tier approach. This consists of a performance-management system, opportunities for professional and personal development, an environment of engagement in the company, and improving the quality of work life.
CISCO - The way they have empowered their line managers needs to be mentioned first in this regard. They have provided them with HR tools, technologies, online tools, etc., which give them an edge over their counterparts in other organizations. At the click of a button, a manager can look at the database of his/her own people, track the history of development, increments, promotions, stock options, etc. They are also given the rating and ranking tools. They could recommend changes and training needs and they could draw upon the resources available. Technology is deployed in a very effective way.
Infosys BPO Ltd: In the recent World HRD Congress held in Mumbai, the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment, and retention processes.
GOOGLE
From India, Ludhiana
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CISCO - The way they have empowered their line managers needs to be mentioned first in this regard. They have provided them with HR tools, technologies, online tools, etc., which give them an edge over their counterparts in other organizations. At the click of a button, a manager can look at the database of his/her own people, track the history of development, increments, promotions, stock options, etc. They are also given the rating and ranking tools. They could recommend changes and training needs and they could draw upon the resources available. Technology is deployed in a very effective way.
Infosys BPO Ltd: In the recent World HRD Congress held in Mumbai, the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment, and retention processes.
From India, Ludhiana
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(Fact Checked)-The information provided about TATA TELECOM, CISCO, and Infosys BPO Ltd in relation to their innovative HR practices is accurate and reflective of their achievements and approaches. (1 Acknowledge point)
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INNOVATIVE HR PRACTICES AT BIOCON
Biocon has set up a Women's portal to give women special attention. In fact, one of its innovations - an in-house daycare center for staff's children, with a specialist monitoring the development of the children, was set up mainly for women.
"The daycare center has helped improve productivity as parents are more relaxed when they know their children are close at hand and well looked after," Ms. Bareja said.
The daycare center has grown enough in popularity for the male employees to use it too. "Even employees of nearby companies such as Wipro and Infosys drop their children at our center," Ms. Bareja said.
Biocon also has an in-house healthcare center, which actually helps the company save nearly Rs. 30 lakh on routine medical check-ups for staff by cutting down travel time.
From India, Moga
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Biocon has set up a Women's portal to give women special attention. In fact, one of its innovations - an in-house daycare center for staff's children, with a specialist monitoring the development of the children, was set up mainly for women.
"The daycare center has helped improve productivity as parents are more relaxed when they know their children are close at hand and well looked after," Ms. Bareja said.
The daycare center has grown enough in popularity for the male employees to use it too. "Even employees of nearby companies such as Wipro and Infosys drop their children at our center," Ms. Bareja said.
Biocon also has an in-house healthcare center, which actually helps the company save nearly Rs. 30 lakh on routine medical check-ups for staff by cutting down travel time.
From India, Moga
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(Fact Checked)-The user's reply regarding Biocon's innovative HR practices is factually correct and aligns with best practices in promoting employee well-being. (1 Acknowledge point)
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1. TATA TELECOM has received the "Innovative HR Practices Award" for its people excellence practices. In order to establish an open work culture, with a special focus on the transparency of its performance management system.
2. IKEA has adopted a positive approach toward human resource management, which has taken initiatives related to flexible work design, comprehensive benefits, quality of work life, and employee training and development.
3. GOOGLE gives opportunities to its engineers to create new products or features and eliminates friction at every turn.
From India, Amritsar
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2. IKEA has adopted a positive approach toward human resource management, which has taken initiatives related to flexible work design, comprehensive benefits, quality of work life, and employee training and development.
3. GOOGLE gives opportunities to its engineers to create new products or features and eliminates friction at every turn.
From India, Amritsar
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(Fact Checked)-The information provided in the user reply is factually accurate and aligns with innovative HR practices of the mentioned companies. (1 Acknowledge point)
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Kretha T Mbambo
Lately companies have become innovative with diversifing their products and services.
For example: Zirtual, a virtual assistance services wants to make it easier and more affordable for busy professionals to retain an assistant.
The company connects its registered clients, primarily small business owners and entrepreneurs, with virtual helpers.
It’s far cheaper than hiring a personal assistant but gives you more oversight than you’d have if you hired a random stranger.
From India, Delhi
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Lately companies have become innovative with diversifing their products and services.
For example: Zirtual, a virtual assistance services wants to make it easier and more affordable for busy professionals to retain an assistant.
The company connects its registered clients, primarily small business owners and entrepreneurs, with virtual helpers.
It’s far cheaper than hiring a personal assistant but gives you more oversight than you’d have if you hired a random stranger.
From India, Delhi
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(Fact Checked)-The information provided is relevant and accurate in discussing innovative HR practices like Virtual PA services, specifically mentioning Zirtual. (1 Acknowledge point)
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B2E - business to employee - future trends
The latest, addition to the glossary of new economy terms is B2E and what is it? It is about Business to Employee, with the former empowering the latter with the help of technology like Intranet. Bijay Sahoo, General Manager, HR, Wipro Technologies and Hema Ravichander, Senior Vice-president, HR, Infosys shed more light on this at the E-HR conference organised by the Bangalore chapter of NHRD, on Nov 1-3, 2001.
Bijay shared his experiences with B2E Portals and illustrated how the HR division in Wipro was using technology to deliver service to its employees. He noted that workplace dimensions had altered over the years, "From being a closed economy, we have become a global work force. The definition of jobs is changing and people are giving more importance to family and life after work". The focus, he said, was moving towards enabling employee processes.
For a similar reason, the HR functions in Infosys was also globalised. Hema pointed out that the HR had to globalise, scale up and handle employees who wanted more information about the organisation and beyond. She said, "People are critical to any organisation and if they are well informed they are happy and happy employees are the best brand ambassadors of the company."
The Wipro Intranet, "Channel W" bonds 9500 Wiproites across the globe. It addresses all the areas that an employee needs - community, collaboration and care. The portal has affinity clubs, message boards, chat, Intranet search, personalisation engine and even a space for Wiproites to buy and sell stuff. It however is not just for fun alone.
As a knowledge-intensive company, which is growing at a rapid pace, it knows it must use the technology to manage and share this knowledge. The portal provides a framework that encourages and facilitates Knowledge Management. One section of Channel W is devoted to internal corporate communication, white papers, articles and knowledge and idea sharing.
"Sparsh", the Intranet where Infoscions get in touch with other, answers all FAQ's on income tax, company policies or security. "An employee can easily navigate to other department portals for information on training or leadership programs without as much as moving out of his cubicle", Hema said. There is also help available online to learn how to do things in the company. The 'Employee Data Sheet' allows the employee to update his personal information online. The 'Request Tracker' is an application where an employee can request for information or service. 'Connect Infy' is a referral-hiring scheme, which allows the employee to refer a candidate who he knows will fit the role.
Highlighting the benefits of an employee portal, Hema said portals were a big source of Knowledge dispersion. Bijay noted that, "A portal can provide employee self-service solution, act as a binding force across various HR initiatives and result in a clear, orchestrated and powerful HR strategy."
In his concluding remarks, Bijay further espoused the advantages of the B2E initiatives. He said, "Since the focus of HR has shifted from administrative to value added services, the B2E portals aid HR executives of the company to be available to employees and strategise. It reduces operating costs, improves awareness, employee feedback and communication". Hema, however pointed out that, "IT should enable HR, but HR should not lose it’s human face."
From United States
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The latest, addition to the glossary of new economy terms is B2E and what is it? It is about Business to Employee, with the former empowering the latter with the help of technology like Intranet. Bijay Sahoo, General Manager, HR, Wipro Technologies and Hema Ravichander, Senior Vice-president, HR, Infosys shed more light on this at the E-HR conference organised by the Bangalore chapter of NHRD, on Nov 1-3, 2001.
Bijay shared his experiences with B2E Portals and illustrated how the HR division in Wipro was using technology to deliver service to its employees. He noted that workplace dimensions had altered over the years, "From being a closed economy, we have become a global work force. The definition of jobs is changing and people are giving more importance to family and life after work". The focus, he said, was moving towards enabling employee processes.
For a similar reason, the HR functions in Infosys was also globalised. Hema pointed out that the HR had to globalise, scale up and handle employees who wanted more information about the organisation and beyond. She said, "People are critical to any organisation and if they are well informed they are happy and happy employees are the best brand ambassadors of the company."
The Wipro Intranet, "Channel W" bonds 9500 Wiproites across the globe. It addresses all the areas that an employee needs - community, collaboration and care. The portal has affinity clubs, message boards, chat, Intranet search, personalisation engine and even a space for Wiproites to buy and sell stuff. It however is not just for fun alone.
As a knowledge-intensive company, which is growing at a rapid pace, it knows it must use the technology to manage and share this knowledge. The portal provides a framework that encourages and facilitates Knowledge Management. One section of Channel W is devoted to internal corporate communication, white papers, articles and knowledge and idea sharing.
"Sparsh", the Intranet where Infoscions get in touch with other, answers all FAQ's on income tax, company policies or security. "An employee can easily navigate to other department portals for information on training or leadership programs without as much as moving out of his cubicle", Hema said. There is also help available online to learn how to do things in the company. The 'Employee Data Sheet' allows the employee to update his personal information online. The 'Request Tracker' is an application where an employee can request for information or service. 'Connect Infy' is a referral-hiring scheme, which allows the employee to refer a candidate who he knows will fit the role.
Highlighting the benefits of an employee portal, Hema said portals were a big source of Knowledge dispersion. Bijay noted that, "A portal can provide employee self-service solution, act as a binding force across various HR initiatives and result in a clear, orchestrated and powerful HR strategy."
In his concluding remarks, Bijay further espoused the advantages of the B2E initiatives. He said, "Since the focus of HR has shifted from administrative to value added services, the B2E portals aid HR executives of the company to be available to employees and strategise. It reduces operating costs, improves awareness, employee feedback and communication". Hema, however pointed out that, "IT should enable HR, but HR should not lose it’s human face."
From United States
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(Fact Checked)-The user reply provides accurate information about the concept of B2E (Business to Employee) portals and how companies like Wipro and Infosys have utilized technology to enhance HR practices. The details shared align with modern HR trends and technological advancements. (1 Acknowledge point)
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Kretha T Mbambo
Lately companies have become innovative with diversifing their products and services.
For example: "Zirtual, a virtual assistance services wants to make it easier and more affordable for busy professionals to retain an assistant.
The company connects its registered clients, primarily small business owners and entrepreneurs, with virtual helpers.
It’s far cheaper than hiring a personal assistant but gives you more oversight than you’d have if you hired a random stranger
''.
From India, Delhi
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Lately companies have become innovative with diversifing their products and services.
For example: "Zirtual, a virtual assistance services wants to make it easier and more affordable for busy professionals to retain an assistant.
The company connects its registered clients, primarily small business owners and entrepreneurs, with virtual helpers.
It’s far cheaper than hiring a personal assistant but gives you more oversight than you’d have if you hired a random stranger
''.
From India, Delhi
Acknowledge(0)Amend(0)CiteHR.AI
(Fact Checked)-The information provided is factually correct. (1 Acknowledge point)
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Pardeep Singh
MBA IB
Nobel Prize-winning economist Gary S. Becker, who coined the term “human capital,” says that”the basic resource in any company is the people.
1. Safe, Healthy and Happy Workplace
Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys.
2. Open Book Management Style
Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process you can gradually create a culture of participative management and ignite the creative endeavor of your work force.. It involves making people an interested party to your strategic decisions, thus aligning them to your business objectives. Be as open as you can. It helps in building trust & motivates employees. Employee self service portal, Manager on-line etc. are the tools available today to the management to practice this style.
3. Performance linked Bonuses
Paying out bonuses or having any kind of variable compensation plan can be both an incentive and a disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's performance. Never pay out bonus without measuring performance, unless it is a statutory obligation.
4. 360 Degree Performance Management Feedback System
This system, which solicits feedback from seniors (including the boss), peers and subordinates has been increasingly embraced as the best of all available methods for collecting performance feedback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is responsible for giving relevant, positive and constructive feedback. Such systems also help in identifying leaders for higher level positions in the organization. Senior managers could use this feed back for self development.
5. Fair Evaluation System for Employees
Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each employee should have well defined reporting relationships. Self rating as a part of evaluation process empowers employees. Evaluation becomes fairer if it is based on the records of periodic counseling & achievements of the employee, tracked over the year. For higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Reviewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is also important), will add to the fairness of the system. Relative ratings of all subordinates reporting to the same manager is another tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness.
6. Knowledge Sharing
Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with others could be made mandatory. Innovative ideas(implemented at the work place) are good to be posted on these knowledge sharing platforms. However,what to store & how to maintain a Knowledge base requires deep thinking to avoid clutter.
7. Highlight performers
Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment within the company. If a systems approach is followed to shortlist high performers, you can surely avoid disgruntlements.
8. Open house discussions and feedback mechanism
Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. Open house discussions,employee-management meets, suggestion boxes and ideas capture tools such as Critical Incidents diaries are the building blocks that can help the Managers to identify & develop talent.
9. Reward Ceremonies
Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum.
10. Delight Employees with the Unexpected
The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential.
EmpXtrack' is a composite HR solution which helps in the institutionalization of most of these best practices by utilizing software tools. EmpXtrack team is always available to provide you with systems which are synchronized with your HR processes.
some companies are:Google,hero,ibm,Banksia
From India, Delhi
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MBA IB
Nobel Prize-winning economist Gary S. Becker, who coined the term “human capital,” says that”the basic resource in any company is the people.
1. Safe, Healthy and Happy Workplace
Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys.
2. Open Book Management Style
Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process you can gradually create a culture of participative management and ignite the creative endeavor of your work force.. It involves making people an interested party to your strategic decisions, thus aligning them to your business objectives. Be as open as you can. It helps in building trust & motivates employees. Employee self service portal, Manager on-line etc. are the tools available today to the management to practice this style.
3. Performance linked Bonuses
Paying out bonuses or having any kind of variable compensation plan can be both an incentive and a disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's performance. Never pay out bonus without measuring performance, unless it is a statutory obligation.
4. 360 Degree Performance Management Feedback System
This system, which solicits feedback from seniors (including the boss), peers and subordinates has been increasingly embraced as the best of all available methods for collecting performance feedback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is responsible for giving relevant, positive and constructive feedback. Such systems also help in identifying leaders for higher level positions in the organization. Senior managers could use this feed back for self development.
5. Fair Evaluation System for Employees
Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each employee should have well defined reporting relationships. Self rating as a part of evaluation process empowers employees. Evaluation becomes fairer if it is based on the records of periodic counseling & achievements of the employee, tracked over the year. For higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Reviewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is also important), will add to the fairness of the system. Relative ratings of all subordinates reporting to the same manager is another tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness.
6. Knowledge Sharing
Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with others could be made mandatory. Innovative ideas(implemented at the work place) are good to be posted on these knowledge sharing platforms. However,what to store & how to maintain a Knowledge base requires deep thinking to avoid clutter.
7. Highlight performers
Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment within the company. If a systems approach is followed to shortlist high performers, you can surely avoid disgruntlements.
8. Open house discussions and feedback mechanism
Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. Open house discussions,employee-management meets, suggestion boxes and ideas capture tools such as Critical Incidents diaries are the building blocks that can help the Managers to identify & develop talent.
9. Reward Ceremonies
Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum.
10. Delight Employees with the Unexpected
The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential.
EmpXtrack' is a composite HR solution which helps in the institutionalization of most of these best practices by utilizing software tools. EmpXtrack team is always available to provide you with systems which are synchronized with your HR processes.
some companies are:Google,hero,ibm,Banksia
From India, Delhi
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Deloitte India on Tuesday released its first annual "Human Capital Trends 2012" report titled, 'Leap ahead' which examines the broad impacts of eight trends that are reshaping both HR in the business - and the business of HR. Each year Deloitte begins with a wide range of potential topics, then work with clients, vendor teams, academics, analysts, and Deloitte practitioners to refine the list. These trends highlight the most potential business impact over the next 18 to 24 months. Deloitte also conducted its Inaugural India Talent Survey in collaboration with AIMA. The India Talent Survey 2012 helps in understanding the evolving perspective of talent - retention, corporate values, communications, leadership and what do employees think of their HR and talent functions.
INFOSYS will throw open a satellite centre in the heart of the city to enable employees (particularly new and to-be mothers) to cut down on travel time to work.
• The centre, which can accommodate up to 50 women at a time, is expected to be opened in the second week of January.
• The company has also initiated a pilot project for employees giving them an opportunity to opt for a one-year sabbatical at any point in their careers.
TATA CONSULTANCY SERVICES- Outrageous referral practices – the quality-of-hire results provided by employee referrels has encouraged firms to redesign their programs. While many firms discourage nominating friends as referrals, Tata Consultancy Services of India did the opposite. It developed a program that was specifically designed to encourage buddy referrals by making “your friends your colleagues.” Its slogan “what if all your friends worked with you at TCS?” is a powerful one. The pressure to increase employee referrals has become even stronger now that employees can use social media to make more contacts so DNA nexus raised the reward bar by offering a $20,000 referral bonus … plus a free DNA screening for referring a software engineer who was hired.
MAX INDIA- STARTED A NEW STRATERGIC HR SUMMIT . The “Strategic HR Summit” will highlight the current challenges, opportunities, technologies, strategies & future trends for HR Leaders. This summit will focus how to keep your organizations agile for ongoing change, and become more flexible in adapting to a changing economic environment, strategies in engaging employees of different generation, talent management in a changing organization etc.
From India, Kumar
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INFOSYS will throw open a satellite centre in the heart of the city to enable employees (particularly new and to-be mothers) to cut down on travel time to work.
• The centre, which can accommodate up to 50 women at a time, is expected to be opened in the second week of January.
• The company has also initiated a pilot project for employees giving them an opportunity to opt for a one-year sabbatical at any point in their careers.
TATA CONSULTANCY SERVICES- Outrageous referral practices – the quality-of-hire results provided by employee referrels has encouraged firms to redesign their programs. While many firms discourage nominating friends as referrals, Tata Consultancy Services of India did the opposite. It developed a program that was specifically designed to encourage buddy referrals by making “your friends your colleagues.” Its slogan “what if all your friends worked with you at TCS?” is a powerful one. The pressure to increase employee referrals has become even stronger now that employees can use social media to make more contacts so DNA nexus raised the reward bar by offering a $20,000 referral bonus … plus a free DNA screening for referring a software engineer who was hired.
MAX INDIA- STARTED A NEW STRATERGIC HR SUMMIT . The “Strategic HR Summit” will highlight the current challenges, opportunities, technologies, strategies & future trends for HR Leaders. This summit will focus how to keep your organizations agile for ongoing change, and become more flexible in adapting to a changing economic environment, strategies in engaging employees of different generation, talent management in a changing organization etc.
From India, Kumar
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1. AIRTEL
Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc.
The Company has a unique policy like ‘HR Reach out’. Every HR member is assigned a department. He She works with the department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies.
The Management conducts Employee Satisfaction Surveys, have departmental strategic matrices developed to work on employees feedback, etc.
2. CISCO
The line managers have been provided with HR tools, technologies, online tools etc., which give them an edge over their counterparts in other organizations.
At the click of a button, a manager can look at the database of his/her own people, track history of development, increments, promotions, stock options etc.
They are also given the rating and ranking tools.
They could recommend changes and training needs and they could draw upon the resources available
3. McDonalds
McDonald's emphasizes on providing its employees with 'Skills for Life' that will help each and every employee progress in every walk of life within and outside of the organization.
The employees are one of the pillars that the McDonald's brand has been built on which is why we at McDonald's lay great emphasis in valuing and nurturing this asset.
McDonald's is an important "mentor', teaching the interpersonal and organizational skills necessary for functioning effectively on any job anywhere.
From India, Ludhiana
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Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc.
The Company has a unique policy like ‘HR Reach out’. Every HR member is assigned a department. He She works with the department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies.
The Management conducts Employee Satisfaction Surveys, have departmental strategic matrices developed to work on employees feedback, etc.
2. CISCO
The line managers have been provided with HR tools, technologies, online tools etc., which give them an edge over their counterparts in other organizations.
At the click of a button, a manager can look at the database of his/her own people, track history of development, increments, promotions, stock options etc.
They are also given the rating and ranking tools.
They could recommend changes and training needs and they could draw upon the resources available
3. McDonalds
McDonald's emphasizes on providing its employees with 'Skills for Life' that will help each and every employee progress in every walk of life within and outside of the organization.
The employees are one of the pillars that the McDonald's brand has been built on which is why we at McDonald's lay great emphasis in valuing and nurturing this asset.
McDonald's is an important "mentor', teaching the interpersonal and organizational skills necessary for functioning effectively on any job anywhere.
From India, Ludhiana
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(Fact Checked)-The information provided in the user reply is accurate and aligns with innovative HR practices in the mentioned companies. Well done! (1 Acknowledge point)
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IBM and Hewlett Packard
employee of companies like IBM and Hewlett Packard, being socially aware can be a rewarding experience. IBM offers an adoption maternity leave for those who choose to bring someone else’s child into their families.
[B][/B]accenture
The Surprise Factor
Surprise deserving employees – when they are least expecting it. It could be a gift certificate or a small reward of some sort. Such healthy HR practices encourage the growth of the organization as employees after all play a major role in the well-being of a company.
Genpact,
a Delhi-based BPO, has launched eight "Launchpads" across the country in cities like Kolkata, Delhi, Kochi, Indore, Lucknow, Dehradun and Vishakhapanam. These are hiring offices where job interviews are conducted on a daily basis. On an average, Genpact hires 1,000 people in a month.
From India, Ludhiana
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employee of companies like IBM and Hewlett Packard, being socially aware can be a rewarding experience. IBM offers an adoption maternity leave for those who choose to bring someone else’s child into their families.
[B][/B]accenture
The Surprise Factor
Surprise deserving employees – when they are least expecting it. It could be a gift certificate or a small reward of some sort. Such healthy HR practices encourage the growth of the organization as employees after all play a major role in the well-being of a company.
Genpact,
a Delhi-based BPO, has launched eight "Launchpads" across the country in cities like Kolkata, Delhi, Kochi, Indore, Lucknow, Dehradun and Vishakhapanam. These are hiring offices where job interviews are conducted on a daily basis. On an average, Genpact hires 1,000 people in a month.
From India, Ludhiana
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(Fact Checked)-The user's reply contains information about companies like BELL Canada, GOOGLE, RELIANCE, TATA, and MCDONALDS adopting innovative HR practices. This aligns with the original post's query about companies implementing Virtual PA's due to technological advancements. (1 Acknowledge point)
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according to James W. Robertson, HR Transformation Management Consultant for PwC, is “HR wanting to ‘own’ their technology and making a move to cloud based solutions that they can maintain cheaply without having to be dependent upon IT or a big ERP system.”
In addition, many organizations are automating processes through either technology or vendors.
“Most organizations are moving away from handling the labor intensive areas in human resources and managing them through trusted vendors who learn their company culture,” says Charles Little, JR. SPHR, President & CEO at Strategic HR Partners. “These areas include payroll, recruiting, benefits administration, training & development, and organizational development,” says Little.
But why automate the processes that are seemingly an integral part of the HR function? “The rationale is simple: it frees up time to devote to strategic initiatives driven by the senior management team, and gives human resources the time to concentrate on defining processes, creating measurements, and affecting the bottom line,” says Little.
“I think the one unifying trend is segmentation,” says Kaushik Mitter, Senior Director HR at Dr. Reddys Laboratories. “There are parallels between what is happening in HR and Marketing-Consumer behavior.”
But will this shift be guaranteed to streamline and ease HR functionalities? “The challenge will be to offer a common and consistent employer experience while leveraging technology and touch to understand each person better and build flexibility in to each of these processes, ” says Mitter.
1.IKEA-IKEA adopted a positive approach toward human resource management. The company implemented several initiatives that promoted 'life balance' and diversity... the innovative human resource management practices adopted by IKEA and describes its work culture.
2.AIR TEL Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc. The Company has a unique policy like ‘HR Reach out’. Every HR member is assigned a department. He She works with the department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies. ‘Customer Contact Programme ’. Once a month, all senior managers reach out to customers to get a first hand feel and feedback from them. The Management conducts Employee Satisfaction Surveys, have departmental strategic matrices developed to work on employees feedback, etc.
3.FedEx- pay exception is a procedure at FedEx which allows managers to recommend and give exceptional pay increases to their highly performing employees when it is not covered by normal policy!
From India, Mumbai
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In addition, many organizations are automating processes through either technology or vendors.
“Most organizations are moving away from handling the labor intensive areas in human resources and managing them through trusted vendors who learn their company culture,” says Charles Little, JR. SPHR, President & CEO at Strategic HR Partners. “These areas include payroll, recruiting, benefits administration, training & development, and organizational development,” says Little.
But why automate the processes that are seemingly an integral part of the HR function? “The rationale is simple: it frees up time to devote to strategic initiatives driven by the senior management team, and gives human resources the time to concentrate on defining processes, creating measurements, and affecting the bottom line,” says Little.
“I think the one unifying trend is segmentation,” says Kaushik Mitter, Senior Director HR at Dr. Reddys Laboratories. “There are parallels between what is happening in HR and Marketing-Consumer behavior.”
But will this shift be guaranteed to streamline and ease HR functionalities? “The challenge will be to offer a common and consistent employer experience while leveraging technology and touch to understand each person better and build flexibility in to each of these processes, ” says Mitter.
1.IKEA-IKEA adopted a positive approach toward human resource management. The company implemented several initiatives that promoted 'life balance' and diversity... the innovative human resource management practices adopted by IKEA and describes its work culture.
2.AIR TEL Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc. The Company has a unique policy like ‘HR Reach out’. Every HR member is assigned a department. He She works with the department very closely not only to proactively enable employees perform but also to partner with the business and influence business processes and policies. ‘Customer Contact Programme ’. Once a month, all senior managers reach out to customers to get a first hand feel and feedback from them. The Management conducts Employee Satisfaction Surveys, have departmental strategic matrices developed to work on employees feedback, etc.
3.FedEx- pay exception is a procedure at FedEx which allows managers to recommend and give exceptional pay increases to their highly performing employees when it is not covered by normal policy!
From India, Mumbai
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Here are the 8 top HR trends to watch out for:
Mini Joseph Tejaswi, TNN | Jul 31, 2012, 07.55PM IST
BANGALORE: Deloitte India on Tuesday released its first annual "Human Capital Trends 2012" report titled, 'Leap ahead' which examines the broad impacts of eight trends that are reshaping both HR in the business - and the business of HR. Each year Deloitte begins with a wide range of potential topics, then works with clients, vendor teams, academics, analysts, and Deloitte practitioners to refine the list. These trends highlight the most potential business impact over the next 18 to 24 months. Deloitte also conducted its Inaugural India Talent Survey in collaboration with AIMA. The India Talent Survey 2012 helps in understanding the evolving perspective of talent - retention, corporate values, communications, leadership and what employees think of their HR and talent functions.
"As we move forward in 2012, many CEOs are facing a critical, dual imperative, to focus on enabling both their organization's overall growth agenda and on driving efficiency in the business of HR. This dual focus demands decisive action as the stakes are greater than ever," said Thiruvengadam P, Leader, Human Capital Advisory Services, Deloitte in India. He further opined that, "In this competitive world, CEOs today look at every advantage they can find to drive growth and they are of the firm belief that talent is a key enabler of growth. Leaders all over have come to understand that people risks represent a significant area of potential exposure."
The report identifies the top eight trends that will shape potential business impact globally over the next year. These are:
- In 2012, growth is job #1 - Growth is the top priority for many CEOs in 2012 with many organizations focusing on three key strategies: emerging markets, mergers and acquisitions (M&A), and innovation.
- Operation globalization - Many companies around the world are moving to new global operating models, driven by the rapid rise of emerging and developing economies - both as customers and as sources of talent - and by continuing pressure to reduce costs.
- Fast-track to the top - Developing the next generation of leaders to drive future growth. High-potential leaders must be able to operate on a global scale and adapt quickly to change. They also need the depth and breadth of skills and experience to work across converging industries.
- People risk is risky business - In a world of low-probability events that have far-reaching impact and growing uncertainty, HR's role in managing enterprise risk is expanding.
- Seeing around corners - Advanced tools are turning workforce data into powerful insights that help businesses navigate uncertainty. By capitalizing on the latest analytical tools and techniques, they are improving acquisition, retention, and rewards; reducing labor costs; improving productivity and employee effectiveness; and managing risk more effectively.
- #social #mobile @work - Social media and mobile devices are raising the bar on HR service delivery. HR has an opportunity to use social media and mobile tools to create communities for sharing knowledge - and to support employees through direct, yet informal communication.
- Clouds in the forecast - Cloud services are changing the way business operates, and HR has a key role in helping organizations adapt. Cloud computing is changing the way people and businesses work, upending conventional ideas about time-to-value, service levels, infrastructure needs, and more.
- Stay in front with an effective sales force - A multichannel environment is creating the need for a different kind of sales force.
From India, Delhi
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Mini Joseph Tejaswi, TNN | Jul 31, 2012, 07.55PM IST
BANGALORE: Deloitte India on Tuesday released its first annual "Human Capital Trends 2012" report titled, 'Leap ahead' which examines the broad impacts of eight trends that are reshaping both HR in the business - and the business of HR. Each year Deloitte begins with a wide range of potential topics, then works with clients, vendor teams, academics, analysts, and Deloitte practitioners to refine the list. These trends highlight the most potential business impact over the next 18 to 24 months. Deloitte also conducted its Inaugural India Talent Survey in collaboration with AIMA. The India Talent Survey 2012 helps in understanding the evolving perspective of talent - retention, corporate values, communications, leadership and what employees think of their HR and talent functions.
"As we move forward in 2012, many CEOs are facing a critical, dual imperative, to focus on enabling both their organization's overall growth agenda and on driving efficiency in the business of HR. This dual focus demands decisive action as the stakes are greater than ever," said Thiruvengadam P, Leader, Human Capital Advisory Services, Deloitte in India. He further opined that, "In this competitive world, CEOs today look at every advantage they can find to drive growth and they are of the firm belief that talent is a key enabler of growth. Leaders all over have come to understand that people risks represent a significant area of potential exposure."
The report identifies the top eight trends that will shape potential business impact globally over the next year. These are:
- In 2012, growth is job #1 - Growth is the top priority for many CEOs in 2012 with many organizations focusing on three key strategies: emerging markets, mergers and acquisitions (M&A), and innovation.
- Operation globalization - Many companies around the world are moving to new global operating models, driven by the rapid rise of emerging and developing economies - both as customers and as sources of talent - and by continuing pressure to reduce costs.
- Fast-track to the top - Developing the next generation of leaders to drive future growth. High-potential leaders must be able to operate on a global scale and adapt quickly to change. They also need the depth and breadth of skills and experience to work across converging industries.
- People risk is risky business - In a world of low-probability events that have far-reaching impact and growing uncertainty, HR's role in managing enterprise risk is expanding.
- Seeing around corners - Advanced tools are turning workforce data into powerful insights that help businesses navigate uncertainty. By capitalizing on the latest analytical tools and techniques, they are improving acquisition, retention, and rewards; reducing labor costs; improving productivity and employee effectiveness; and managing risk more effectively.
- #social #mobile @work - Social media and mobile devices are raising the bar on HR service delivery. HR has an opportunity to use social media and mobile tools to create communities for sharing knowledge - and to support employees through direct, yet informal communication.
- Clouds in the forecast - Cloud services are changing the way business operates, and HR has a key role in helping organizations adapt. Cloud computing is changing the way people and businesses work, upending conventional ideas about time-to-value, service levels, infrastructure needs, and more.
- Stay in front with an effective sales force - A multichannel environment is creating the need for a different kind of sales force.
From India, Delhi
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AIR TEL
Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc. The Company has a unique policy like ‘HR Reach out’.
Infosys bpo ltd
In the recent world HRD congress held in Mumbai the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment and retention process.
From India, Amritsar
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Company strongly believes in ‘softer skills’ such as working in teams, inter-personals skills, communication skills, creative thinking, entrepreneurial skills etc. The Company has a unique policy like ‘HR Reach out’.
Infosys bpo ltd
In the recent world HRD congress held in Mumbai the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment and retention process.
From India, Amritsar
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FedEx (Courier Service) Company-
Over the years, FedEx had established its reputation as being one of the most employee-friendly companies in the world and is also credited for introducing many innovative HR practices. The people-service-profit (PSP) philosophy which FedEx introduced since its inception in 1973 was one-of-its-kind at the time. The formal HR policy linked employees directly to profitability and long-term growth.
Recruitment Process Outsourcing
Wipro's HR solution entails end to end Recruitment Process Outsourcing (RPO) model enveloping sourcing to position closure activities. Wipro’s on-site and off-shore campus recruitment supports clients in US, India, UK, Switzerland, Hong Kong and Singapore. They work with campus placement coordinators to source and pre-screen candidates based on required skills. They help clients on project hiring drives, job fairs, mapping competing organizations, researching niche job boards etc. We service different verticals (retail, financial, IT) from entry-level to senior management positions.
Wipro's HR Outsourcing solutions are:
Shared services: Local, regional and offshore services coupled with captive local and remote shared services centers.
HR Consulting Services: HEAT MAPPING, Offshorability Analysis and Gap Analysis etc.
HR Transformation: Internal transformations, broad HR outsourcing or point solution outsourcing reduce costs and enable resources to focus on strategy and business customers, improving service, and enhancing internal customer experience
CISCO- Cisco have one of the world's most highly rated training programmes and training is a key retention tool worldwide. Depending on the function (and age of the employee) it can be more highly rated than pure cash.
regards
Anuneet Khurana
MBA(1A)
From India, Ghaziabad
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Over the years, FedEx had established its reputation as being one of the most employee-friendly companies in the world and is also credited for introducing many innovative HR practices. The people-service-profit (PSP) philosophy which FedEx introduced since its inception in 1973 was one-of-its-kind at the time. The formal HR policy linked employees directly to profitability and long-term growth.
Recruitment Process Outsourcing
Wipro's HR solution entails end to end Recruitment Process Outsourcing (RPO) model enveloping sourcing to position closure activities. Wipro’s on-site and off-shore campus recruitment supports clients in US, India, UK, Switzerland, Hong Kong and Singapore. They work with campus placement coordinators to source and pre-screen candidates based on required skills. They help clients on project hiring drives, job fairs, mapping competing organizations, researching niche job boards etc. We service different verticals (retail, financial, IT) from entry-level to senior management positions.
Wipro's HR Outsourcing solutions are:
Shared services: Local, regional and offshore services coupled with captive local and remote shared services centers.
HR Consulting Services: HEAT MAPPING, Offshorability Analysis and Gap Analysis etc.
HR Transformation: Internal transformations, broad HR outsourcing or point solution outsourcing reduce costs and enable resources to focus on strategy and business customers, improving service, and enhancing internal customer experience
CISCO- Cisco have one of the world's most highly rated training programmes and training is a key retention tool worldwide. Depending on the function (and age of the employee) it can be more highly rated than pure cash.
regards
Anuneet Khurana
MBA(1A)
From India, Ghaziabad
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(Fact Checked)-[response] (1 Acknowledge point)
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FedEx's founder and CEO, Frederick Smith, was determined to make employees an integral part of the decision-making process, as he believes that "when people are placed first, they will provide the highest possible service, and profits will follow." The FedEx corporate philosophy is the result of this belief: People-Service-Profit. These three corporate goals form the basis for all business decisions.
Cisco - Cisco has one of the world's most highly rated training programs, and training is a key retention tool worldwide. Depending on the function (and age of the employee), it can be more highly rated than pure cash.
TietoEnator
From India, Mumbai
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Cisco - Cisco has one of the world's most highly rated training programs, and training is a key retention tool worldwide. Depending on the function (and age of the employee), it can be more highly rated than pure cash.
TietoEnator
From India, Mumbai
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(Fact Checked)-The information provided in the user reply is insightful and relevant to the discussion of innovative HR practices. The examples of FedEx and CISCO showcase the importance of employee-centric approaches in business success. (1 Acknowledge point)
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1..HYUNDAI MOTOR LIMITED- According to Hyundai Motor, its mission is to create value and growth for stakeholders through eco-friendly management and respect for mankind. Within HR, the goal is to develop globally competitive talent that shares the company’s mission. To address business-performance issues, Hyundai decided to take a performance-consulting approach. The HR team developed a series of initial questions to ask when approached by an internal customer unit.
Tata Projects Ltd - Tata Projects Limited (TPL) was established in 1979 as an Engineering, Procurement and Construction (EPC) Company in the Engineering Sector of the Tata Group. Buddy Concept – In dis new joinee is assigned a buddy (peer) for quick orientation. A buddy shall help the new joinees to settle down in the early days of his/her job, ensure that the new joinees gets assistance in finding a new accommodation/ workspace etc in coordination with HR, answer queries on organization culture, existing policies, employee welfare schemes etc. In addition, every new joinee will have a “New at TPL” badge to let us know that he/she might need help.
L& T
L&T engineering and construction division is recently awarded the Asia Pacific HR Conclave Award for most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines and business policy and this made L&T as one of the top companies with most innovative human resource management practices.
From India, Mumbai
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Tata Projects Ltd - Tata Projects Limited (TPL) was established in 1979 as an Engineering, Procurement and Construction (EPC) Company in the Engineering Sector of the Tata Group. Buddy Concept – In dis new joinee is assigned a buddy (peer) for quick orientation. A buddy shall help the new joinees to settle down in the early days of his/her job, ensure that the new joinees gets assistance in finding a new accommodation/ workspace etc in coordination with HR, answer queries on organization culture, existing policies, employee welfare schemes etc. In addition, every new joinee will have a “New at TPL” badge to let us know that he/she might need help.
L& T
L&T engineering and construction division is recently awarded the Asia Pacific HR Conclave Award for most innovative HR practices. The main strength of the company's HR practice lies in rigorous and continuous training in general management, technical disciplines and business policy and this made L&T as one of the top companies with most innovative human resource management practices.
From India, Mumbai
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(Fact Checked)-The user's reply contains accurate information about innovative HR practices at Hyundai Motor Limited, Tata Projects Ltd, and L&T. Well done! (1 Acknowledge point)
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As part of the inclusive policy of HR by Infosys, we will open a satellite center in Bangalore to enable employees (both new hires and expectant mothers) to reduce travel time to work.
Quality session meetings will be provided to employees, with department-wise team meetings to be conducted by HR. During these meetings, each employee will have the opportunity to present new ideas and concepts to enhance the quality of work.
Free health check-ups will be conducted for all employees, and doctors will be invited to conduct seminars on various health topics.
Internal chat services can be provided to employees as an easy way to communicate.
From India, Mumbai
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Quality session meetings will be provided to employees, with department-wise team meetings to be conducted by HR. During these meetings, each employee will have the opportunity to present new ideas and concepts to enhance the quality of work.
Free health check-ups will be conducted for all employees, and doctors will be invited to conduct seminars on various health topics.
Internal chat services can be provided to employees as an easy way to communicate.
From India, Mumbai
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(Fact Checked)-The user's reply contains accurate and innovative HR practices aligned with modern trends and employee well-being. (1 Acknowledge point)
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Syntel
This global IT company was recently awarded in several categories of human resource management at the HRD Congress. The use of technology for the achievement of strategic HR objectives and creative practices in HR solutions has made it one of the most valued companies with the most innovative human resource management practices.
Google
Google is still considered to be one of the most popular and preferred destinations for career aspirants in information technology. Google is a brand where employees' ideas are highly valued and encouraged, fostering a unique culture that supports employees through any difficulty. One of Google's most innovative ideas is to encourage employees to spend 20% of their productive time on their own creative ideas and value addition initiatives.
Larsen and Toubro
L&T's engineering and construction division was recently awarded the Asia Pacific HR Conclave Award for the most innovative HR practices. The main strength of the company's HR practices lies in rigorous and continuous training in general management, technical disciplines, and business policy, making L&T one of the top companies with the most innovative human resource management practices.
Infosys BPO Ltd
At the recent World HRD Congress held in Mumbai, the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment, and retention processes.
From India, Amritsar
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This global IT company was recently awarded in several categories of human resource management at the HRD Congress. The use of technology for the achievement of strategic HR objectives and creative practices in HR solutions has made it one of the most valued companies with the most innovative human resource management practices.
Google is still considered to be one of the most popular and preferred destinations for career aspirants in information technology. Google is a brand where employees' ideas are highly valued and encouraged, fostering a unique culture that supports employees through any difficulty. One of Google's most innovative ideas is to encourage employees to spend 20% of their productive time on their own creative ideas and value addition initiatives.
Larsen and Toubro
L&T's engineering and construction division was recently awarded the Asia Pacific HR Conclave Award for the most innovative HR practices. The main strength of the company's HR practices lies in rigorous and continuous training in general management, technical disciplines, and business policy, making L&T one of the top companies with the most innovative human resource management practices.
Infosys BPO Ltd
At the recent World HRD Congress held in Mumbai, the company won 7 awards for its human resource management practices. The major strength of the company lies in innovative talent hunting, recruitment, and retention processes.
From India, Amritsar
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(Fact Checked)-The user reply contains accurate information regarding Syntel, Google, Larsen and Toubro, and Infosys BPO Ltd receiving awards for their innovative HR practices. (1 Acknowledge point)
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Please help to fill comments for goals given below. Goals last year. 1. Reinforce cross-functional collaborations 2. Create team structures to support business needs.
From United States, New York
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From United States, New York
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Dear friends,
Good day to all of you.
Attached herein is "Current Trends and Future Directions of Human Resource Management Practices: A Review of Literature." I think it will be useful.
Brought to you by: Bright Minds
From Egypt, Gîza
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Good day to all of you.
Attached herein is "Current Trends and Future Directions of Human Resource Management Practices: A Review of Literature." I think it will be useful.
Brought to you by: Bright Minds
From Egypt, Gîza
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If we take the job of HR as providing the best environment to trigger creativity and the best performance of the employees, Google and several other Silicon Valley companies will have to lead the way.
I personally feel that we in India are, at times, very primitive in our approach and ideas towards HR roles as well as HR practices. We still seem to believe more in watertight policies and strict policing instead of creating an environment that automatically inspires performance.
We've got a long way to go.
From India, Delhi
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I personally feel that we in India are, at times, very primitive in our approach and ideas towards HR roles as well as HR practices. We still seem to believe more in watertight policies and strict policing instead of creating an environment that automatically inspires performance.
We've got a long way to go.
From India, Delhi
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Hello All Do check out the following HR blog which suggests new ways to realise new possibilities for the HR function:- hrdian.blogspot.in Regards Researchraj
From India, Madras
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From India, Madras
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Information Required:
1. Is it possible that in a CBSE-affiliated Private Unaided school, teaching staff draw their salaries as per Central Govt. pay scales and non-teaching staff as per State Govt. pay scales in the same institution?
2. Can the CBSE-affiliated Private Unaided school permanently stop/freeze giving pay scales, Dearness Allowance, etc., and Annual Increments to all non-teaching staff who are in prescribed State Govt. Pay Scales until their retirement?
3. What is the age of retirement for all the teaching & non-teaching staff of a CBSE-affiliated Pvt. Unaided School? Can the age of retirement differ for teaching & non-teaching staff in the same institution?
4. Can a consolidated salary be permanently fixed for confirmed employees who were earlier receiving salaries according to prescribed pay scales?
5. Can the CBSE-affiliated school change the service rules other than those prescribed by CBSE, once signed by both parties in the Agreement Form?
6. Can the Minimum Wages Act be implemented in CBSE Affiliated Private Unaided Schools for all Non-Teaching staff who are already receiving pay scales, Dearness Allowance, etc.?
7. In which category (Teaching or Non-Teaching) do the posts of Principal, Head Mistress, and Librarian fall in a CBSE Affiliated Sr. Sec. School?
8. If any CBSE-affiliated Pvt. Unaided Sr. Sec. school does the same, what should be done and how would CBSE help as an authority?
Please provide a photocopy of the relevant document/rule, if any, in support of the above information.
From India, Khanna
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1. Is it possible that in a CBSE-affiliated Private Unaided school, teaching staff draw their salaries as per Central Govt. pay scales and non-teaching staff as per State Govt. pay scales in the same institution?
2. Can the CBSE-affiliated Private Unaided school permanently stop/freeze giving pay scales, Dearness Allowance, etc., and Annual Increments to all non-teaching staff who are in prescribed State Govt. Pay Scales until their retirement?
3. What is the age of retirement for all the teaching & non-teaching staff of a CBSE-affiliated Pvt. Unaided School? Can the age of retirement differ for teaching & non-teaching staff in the same institution?
4. Can a consolidated salary be permanently fixed for confirmed employees who were earlier receiving salaries according to prescribed pay scales?
5. Can the CBSE-affiliated school change the service rules other than those prescribed by CBSE, once signed by both parties in the Agreement Form?
6. Can the Minimum Wages Act be implemented in CBSE Affiliated Private Unaided Schools for all Non-Teaching staff who are already receiving pay scales, Dearness Allowance, etc.?
7. In which category (Teaching or Non-Teaching) do the posts of Principal, Head Mistress, and Librarian fall in a CBSE Affiliated Sr. Sec. School?
8. If any CBSE-affiliated Pvt. Unaided Sr. Sec. school does the same, what should be done and how would CBSE help as an authority?
Please provide a photocopy of the relevant document/rule, if any, in support of the above information.
From India, Khanna
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This text appears to be repetitive and does not make sense. However, I will correct the spelling errors and spacing issues:
"Not related to this."
Please ensure to provide coherent and meaningful sentences for further assistance or clarification.
From United States, Cincinnati
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"Not related to this."
Please ensure to provide coherent and meaningful sentences for further assistance or clarification.
From United States, Cincinnati
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Dear All,
This is a good resource and research. Can any student member of the group put all this information into one project report? They can also include quotes from HR professionals at these companies and understand how these practices are successful in their organizations.
Regards,
From India, Pune
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This is a good resource and research. Can any student member of the group put all this information into one project report? They can also include quotes from HR professionals at these companies and understand how these practices are successful in their organizations.
Regards,
From India, Pune
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GOOD NEWS FOR WOMEN EMPLOYEES FROM CORPORATES:
------------
Excerpts from Times of India:
"Companies go all out to win women over at work"
Namrata Singh, TNN | Oct 24, 2014
India Inc has gone the extra mile for women staff, especially in areas like security by organising car drops,escort guards.
MUMBAI : Indian HR heads may not be in a hurry to roll out egg-freezing perks like tech giants Apple and Facebook. But several of them have introduced their own woman-centric policies to help attract and retain talent — from offering exclusive parking lots to IVF leave.
MTS India, for instance, has made available special parking spots for women employees who drive to work. "There are also cab drops for female employees who end up working late as well as a security guard in case any female employee needs escorting," says Tarun Katyal, chief human resources officer, MTS India.
Since fertility treatments can be both physically and emotionally demanding, ICICI Bank allows 180 days of leave to employees seeking to undergo fertility treatment. This is in addition to maternity, childcare and adoption leave.
At Citi India, which has three women networks (employee-initiated and employee-led units), there are rooms for new mothers to relax in. Anuranjita Kumar, chief human resources officer, Citi South Asia, says diversity is a "business imperative" for the group. "It is an imperative to build a workplace that nurtures and promotes career trajectories of men and women alike," she says.
Gloob, a home decor and improvement company, has a play area for toddlers and lets women employees bring them along on certain work days. "This ensures greater engagement with women employees, among other things," says Kunal Sharma, Gloob's founder and director.
In India, a perk similar to paying for egg-freezing like the one Apple and Facebook have instituted may be perceived as "culturally insensitive" say HR sources. Mayank Chandra, managing partner, Antal International, said such practices (companies paying for freezing eggs) are not on top of the mind of prospective employees. "A good company, safe working environment and career growth are the major factors in terms of job change or even to retain employees," he says.
However, given the stress on achieving gender balance across industries, DSM India president Bharath Sesha does not rule out the idea of Indian companies paying for freezing of eggs of women employees in the near future. Incidentally, DSM India has a special sabbatical policy for women employees, where if a woman takes, say, a six-month sabbatical, her performance is assessed on the time that she worked with the company, that is, the six-month period that she did work is assessed as 'one year'.
But the real question experts are asking is how exactly are such practices translating into driving organizations to attain gender diversity?
"While companies are offering a lot of benefits to women employees, the question that should really be asked is why are these not translating into a greater number of women employees at the mid levels or senior levels? Why are women not getting promotions as fast as men do? Why are there pay gaps between women employees and male employees? Organizations which focus on general inclusion must look deeper into these areas so as to ensure they attain gender diversity," says Shachi Irde, executive director, Catalyst India's western region centre who believes the practices that will actually bridge the gender gap are parity in salaries and promotions.
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Excerpts from Times of India:
"Companies go all out to win women over at work"
Namrata Singh, TNN | Oct 24, 2014
India Inc has gone the extra mile for women staff, especially in areas like security by organising car drops,escort guards.
MUMBAI : Indian HR heads may not be in a hurry to roll out egg-freezing perks like tech giants Apple and Facebook. But several of them have introduced their own woman-centric policies to help attract and retain talent — from offering exclusive parking lots to IVF leave.
MTS India, for instance, has made available special parking spots for women employees who drive to work. "There are also cab drops for female employees who end up working late as well as a security guard in case any female employee needs escorting," says Tarun Katyal, chief human resources officer, MTS India.
Since fertility treatments can be both physically and emotionally demanding, ICICI Bank allows 180 days of leave to employees seeking to undergo fertility treatment. This is in addition to maternity, childcare and adoption leave.
At Citi India, which has three women networks (employee-initiated and employee-led units), there are rooms for new mothers to relax in. Anuranjita Kumar, chief human resources officer, Citi South Asia, says diversity is a "business imperative" for the group. "It is an imperative to build a workplace that nurtures and promotes career trajectories of men and women alike," she says.
Gloob, a home decor and improvement company, has a play area for toddlers and lets women employees bring them along on certain work days. "This ensures greater engagement with women employees, among other things," says Kunal Sharma, Gloob's founder and director.
In India, a perk similar to paying for egg-freezing like the one Apple and Facebook have instituted may be perceived as "culturally insensitive" say HR sources. Mayank Chandra, managing partner, Antal International, said such practices (companies paying for freezing eggs) are not on top of the mind of prospective employees. "A good company, safe working environment and career growth are the major factors in terms of job change or even to retain employees," he says.
However, given the stress on achieving gender balance across industries, DSM India president Bharath Sesha does not rule out the idea of Indian companies paying for freezing of eggs of women employees in the near future. Incidentally, DSM India has a special sabbatical policy for women employees, where if a woman takes, say, a six-month sabbatical, her performance is assessed on the time that she worked with the company, that is, the six-month period that she did work is assessed as 'one year'.
But the real question experts are asking is how exactly are such practices translating into driving organizations to attain gender diversity?
"While companies are offering a lot of benefits to women employees, the question that should really be asked is why are these not translating into a greater number of women employees at the mid levels or senior levels? Why are women not getting promotions as fast as men do? Why are there pay gaps between women employees and male employees? Organizations which focus on general inclusion must look deeper into these areas so as to ensure they attain gender diversity," says Shachi Irde, executive director, Catalyst India's western region centre who believes the practices that will actually bridge the gender gap are parity in salaries and promotions.
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Members can discuss-
From India, Bangalore
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(Fact Checked)-The user's reply contains accurate information regarding innovative HR practices at various companies. Well done! (1 Acknowledge point)