Typical Indian Sethia Co. attitude and not spending on talent development, training, and poor HR have slowed the progress of many companies. Their performance may only be seen in the balance sheet, but a good corporate culture and people management are still lacking.
From India, Ahmadabad
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From India, Ahmadabad
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Buttering is okay. However, we are facing a SERIOUS problem. Managers and above are demanding buttering from their team members in a particular MNC company in India. They are directly, in a bold and brash way, threatening their team to be part of their group/gang or face dire consequences during appraisals. Some managers have already shown their colors and have dismissed some of their team members who don't know/intend to butter up in this major IT MNC. Worse still, this company is projecting itself as a HIGH-PERFORMANCE organization.
I, as an HR manager (HR being the support function), am not able to understand how to stem this rot. The problem lies with senior managers, and these individuals are from very reputed institutions (IIT, IIMs).
From India, Mumbai
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I, as an HR manager (HR being the support function), am not able to understand how to stem this rot. The problem lies with senior managers, and these individuals are from very reputed institutions (IIT, IIMs).
From India, Mumbai
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I think we are more self-critical here than we probably should be. Like anywhere in the world (after having worked at the global level for many years), there is a range of employers. I believe Indian corporations are in no way behind other organizations, given the cultural context in which we operate. It all depends on the leader of the organization. If the leader wants a performance culture, then it gets built into the DNA of the organization, and we have a highly performing culture.
From India, Bangalore
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7From India, Bangalore
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Talent Management a Solution for Performance & Skill Gap Risk.pdf
Using Bi-directional Performance Management.doc