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The robust growth trends witnessed over the last few months has seen huge spurt in demand of trained manpower. Since hiring laterals is an increasing challenging task in the war of talent, organizations are increasingly relying upon employee referrals programs to attract talent. This is working so well in most of the organizations that nearly 70% of all laterals joining the organizations today are from employee referral schemes. Employee’s referral programs in organization are being given various kinds of incentive like monetary rewards, products and even paid holiday trips. Most of the organizations face an uphill task of sourcing genuine profiles with accurate information. Referral program helps organization on getting appropriate profiles which ensures that the employees have an increased sense of ownership and accountability towards the organization. This also has an positive impact on employee’s motivation and helps the organization in creating better internal partnership with emp...

In my earlier post I did mention about Madhukar shukla’s paper on socially relevant HR which he presented at the God’s. He recently started a course on Social entrepreneurship at XLRI, Jamshedpur. You can also check his new blog on the same here . The course objective outlines that “Social Entrepreneurship is an emerging field that offers opportunity to young professionals to create societal/economic value on a sustainable basis. According to some reports, globally this is the fastest growing sector and perhaps the only sector that is creating gainful employment worldwide. You can read the details here . This will also give you some ideas about how XLRI is creating socially conscious and enterprising business management graduates who are willing to take the road less traveled and make an impact on improving the inequalities which exits today.

Workforce management has released the 30 highest paid HR leaders among publicly traded US companies. Dennis Donovan once again leads Workforce Management's yearly list of the highest-paid HR leaders: He has used his role as Home Depot's chief workforce architect to help take the company in new strategic directions. But when asked which past accomplishments he is most proud of, Donovan talks about how he worked closely with other executives at his former employers General Electric and Raytheon to grow the companies. You can download the list here .

With the growing demand for HR professionals and greater no of people taking up HR as a specialized function the no of people in HRD function is also growing in organizations. Like any other professionals career HR professional also seek to maximize opportunities of career growth and opportunities for new and challenging roles. The growing number also means that organizations have small HR teams for specific function. Now any organization is happy to adopt this model to being with and ensures that it’s employee to HR ratio is healthy and that employees can directly approach HR on day to day basis. This also helps Corporate and Senior Management is having better connect with employees pulse and points of concern. Creating the right career path and challenging opportunities in HR function is something which is often overlooked in most of the organizations. This often leads to lack of adequate career growth opportunities and HR folks often end up either as a functional specialist in one ...

The Global OD summit successfully concluded after lots of action in the last four days. The GODS saw some great names attending the summit and some 42 OD papers were presented. PETER KOESTENBAUM, Ph.D., founder and Chairman of PiB and the Koestenbaum Institute, gave the keynote address in which he talked about successful leadership behavior. He stressed the importance of unshakeable conviction and one’s responsibility towards one action as the key factor which leaders must strive to accomplish. He said the leader’s mind gets stronger whenever it discovers uncertain answers to questions and stretches to embrace the polarity, paradox, contradiction, ambiguity, and uncertainty in such “solution”. One of the most engaging session of the summit was the panel discussion which saw Mohan Das Pai Infosys Director (Human Resources, Education and Research & Administration), and Venu Srinivasan, Chairman and MD TVS Motor Company answering Rolland Sullivan ,Koestenbaum and other summit partic...

The Global Organizational Development Summit will be held between September 18 and 20 in Mysore . Infosys Leadership Institute (ILI) is organizing the Global Organization Development Summit (GODS) in partnership with the SDM Institute of Management Development and the Indian Society for Applied Behavioral Sciences (ISABS). The Summit will address: · Best practices of organization development for client impact · Corporate governance · Current status of organization development knowledge · Future focus of organization development The speakers for the program include: Prof. Peter Koestenbaum (US) Prof. Udai Pareek ( India) Prof. Michael Beer (Harvard Business School, Through Video Conference) Mr. Roland Sullivan (US) Ms. Anne Litwin (Ex President of NTL (US)

The Ken Blanchard Companies® annual corporate issues survey pinpoints the needs and issues of organizations seeking to develop their human assets to their fullest potential. The findings in 2006 represent the feedback from 805 training and HR leaders and line Managers from a range of companies, industries, and countries. The Top 3 themes were: 1. Competitive Pressures While the issue of competition has trended down over a four-year period, it remains the number one issue facing organizations. Finally, meeting customer criteria in spite of dwindling budgets and resources is a key challenge in the area of competitive pressure. 2. Growth and Expansion Respondents cited the need to focus on fiscally smart growth in order to remain strong through expansion process as well as the need to grow leadership bench strength through succession planning to take their organization in the right direction. 3. Maximizing Human Assets Shoring up human resource assets in order to prepare for the future ...

Exit interviews are some times great eye openers for HR folks. At times it really takes some of us by surprise when some trivial issues make people leave organizations. The problem is more acute when you realize that some issues continue to exit in most of the organizations in the world. It’s difficult to make the employee understand and realize that employees are hired for a job and that’s what you are supposed to do. Sometimes they themselves have no clue why they are leaving the present job. In some extremes cases people leave just because they don’t feel like coming to the office every day .Believe me it’s true, they just want to have a different life. They are just not happy doing the same old stuff which every one is doing, the regular cliché is they want to do something different. I’m sure such situations are going to be more frequent than ever before. So what is it that organizations are going to do to keep employees motivated and engaged? I’m sure you can’t keep changing your ...

With talent getting scarce and growing demand for niche talent, the most sought after professional roles are being contacted by multiple agencies and recruiters promising them the next big thing. At times these offers make you wonder if you really deserve to take such offers. You wonder if you really prepared for the next higher role being offered. Do you really deserve such a high salary jump? I’m sure many don’t give seconds thoughts and often end up landing with offers which sounds great but may lack the feel good experience. I think one must need to carefully analyze few points before taking the plunge. a)Assess your growth opportunities in the short run (3 months to 1 yrs) and long term (1-3 yrs) period in your current organization. Try and map your career growth ladder with your career aspirations. b) Try and find out the best and worst part of your current job. Some people are exceptional at planning and may not be that great when it comes to work with teams and solve crisis whe...

Blogs have been making a strong and a steady impact on hiring and recruitment decisions .In some of my previous posts I’d mentioned the impact and role of Blogs and other social tools on recruiting. Easton Ellsworth of Business Blog Wire will be conducting a review of public-facing blogs operated by Fortune 500 companies .Esaton plans to access the the strengths and weaknesses of each corporate blog and glean lessons for business blogging efforts. Some of the factors he is looking at : 1. Quality - Out of all the Fortune 500 companies with public-facing corporate blogs, who's got the best blog or set of blogs? What does "best" mean in this context? 2. Uniqueness - How do Fortune 500 company blogs differ from non-Fortune 500 company blogs? 3. Quantity - How many public-facing (external), official Fortune 500 corporate blogs are there? 4. Relevance - Is the Fortune 500 a useful barometer in terms of telling us how quickly businesses of all sizes are turning to blog...

C K Prahalad talks about the Innovation Sandbox in the latest edition of S&B . Prahlad presents an interesting study on the low-cost, people, process centric, bottom of the pyramid approach towards innovating public health care system and showcases the emerging low cost effective health care services in India. They (organizations) must radically rethink the entire business model — technology choices, distribution, pricing, scale, workflow, and organization. Fine-tuning the existing business models will not work. That is why the bottom-of-the-pyramid customer base is the best friend that a company focused on breakthrough innovations ever had. This unfamiliar market with very low discretionary income provides sufficient distance from the current top-of-the-pyramid customer base to force institutions to change their practices. Resource Constraints and bottlenecks do not necessarily have a negative impact on innovative practices. More than the constraints he feels: The zone of comfort...

So do you also think that Job interviews are not likely to survive for long? Well Seth definitely feels so .He thinks that traditional one on one interview techniques does not serves the objective of hiring the best talent . At least half the interview finds the interviewer giving an unplanned and not very good overview of what the applicant should expect from this job. Unlike most of the marketing communications the organization does, this spiel is unvetted, unnatural and unmeasured. The other half is dedicated to figuring out whether the applicant is good at job interviews or not. So he suggests that every applicant gets a guided tour of the organization story. Maybe from a website or lens or DVD. Maybe from one person in your organization who is really good at this? It might mean a plant tour or watching an interview with the CEO. It might involve spending an hour sitting in one of your stores or following one of your doctors around on her rounds. But it’s a measurable event, somet...

Sometimes I wonder what the HR guys are up to. There are big talks these days about the strategic role HR has to play. But do the HR guys really know enough of operational and business issues to play a real strategic role? That what my dear friend Mayank has to say about his HR... His post reminded me of a post on Fast company blogpost "why we hate HR" which said After close to 20 years of hopeful rhetoric about becoming "strategic partners" with a "seat at the table" where the business decisions that matter are made, most human-resources professionals aren't nearly there. They have no seat, and the table is locked inside a conference room to which they have no key. HR people are, for most practical purposes, neither strategic nor leaders. The issues highlight above are just another example of Organization where HR folks decide the HR policy of the organization sitting in Corporate Offices. This problem here is not with the HR but with the Vision and...

Chinese companies now seem to be facing the bitter realties of attracting and retaining talent. According to research by Mercer HR Consulting "Companies in China are struggling to retain their professional and support staff, and face either having to pay higher salaries or excessive recruitment costs. The survey of more than 100 organisations in China, many of which are multinationals, shows that 54% have experienced an increase in turnover for professional staff since last year, while 42% have reported higher turnover for support staff. It also found that the average tenure for 25 to 35-year-olds – the age group targeted most by multinational companies – fell from an average of three to five years in 2004, to just one to two years in 2005. The research also found: 83% of organisations offer healthcare and related insurance to staff, 41% provide health and fitness plans 24% offer flexible working. 44% of organisations believe their employees are dissatisfied with the benefits on o...