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The importance of Innovation has always been acknowledged by leaders all around, it continues to be a priority and a top challenge for all types of organizations. When organizations are small innovations may be accidental and the process is more informal and individualized. Organisations as they grow face the critical challenge of formalizing the whole process of Innovation. Setting processes and metrics for innovative practice at various level to drive innovation is considered a strategic move for organizations. As Dave says "Innovation is the collection, assessment and implementation of ideas to transform an organization's: The world's most innovative companies, such as WL Gore, have created processes, systems, practices, and organizational structures that enable them to innovate continuously, as part of their organizational culture. Such companies are, alas, few and far between. But they are also, not coincidentally, among the world's most knowledgeable companies: k...

I’m sure this is something you’d love to share with your boss .This CNN Money article points out to a survey of 900-plus employees by HR consulting firm Development Dimensions International and Badbossology.com on the 10 biggest sins of Bosses. Tries too hard to be everyone's friend Micromanages Ignores conflict Arrogant Wishy-washy Impulsive Unable to delegate Impatient Stubborn Unprofessional The survey also comes up with an interesting "wish" list that your boss does possess: Trust in one's employees Honesty/authenticity Great team-building skills Effective coaching skills The ability to say "no" A broader perspective Patience (I’m sure if he reads the list above it will test his wish list virtue for sure) Decision-making skills I hope some of them are reading this too ……

As organizations struggle hard to retain top talent it does brings into focus the role which HR plays in retaining talent.HR policies and processes can help organizations to give employees a better work experience but does HR actually retains talent. Well to some extent it can, but more than retaining talent it lays a framework for talent management the actual execution of which lies with the line manager. So the effectiveness of HR lies in not only coming up with good talent retention plans which looks good on presentations. The most critical function is execution and operational efficiency where can HR can only play the role of facilitator. So if you thought that you’ve done a fair job by hiring the best, think again as it may not always be the best or the star performers may not always be the ones who win laurels for teams. As Butt Sutton rightly says Call it whatever you want, but as the war for talent seems to be heating up again, companies that fight it right will spend less tim...

The talent shortage just seems to be getting more acute and so is the war for talent becoming fiercer. The war appears to be on an intense pitch in the high tech industries where key to survival and growth is the mind power of the workforce. The Economist reports that large and growing number of businesses outside the tech industry—from consulting to hedge funds—are also facing the heat. It talks the various strategies adopted by the likes Accenture and Mckinsey to attract and retain talent. Clearly there is more to good management than hiring the best and the brightest. Among other things, it requires rewarding experience as well as talent, and applying strong ethical codes and internal controls. Indeed, talent-intensive businesses have a particular interest in maintaining high ethical standards. Whereas in manufacturing industries a decline in such standards is often slow, in talent-intensive ones it can be terrifyingly sudden, as Arthur Andersen and Enron found to their cost. All th...

Infosys HRD team has been awarded in the Inaugural Leadership Awards which was hosted by the SHRM (Society for Human Resource Management). Amongst the 141 applicants from across the globe, and Infosys HRD team made it to the very top in the Innovative Business Solutions category for the 2006 SHRM Human Capital Leadership Awards. SHRM is the world’s largest association devoted to Human Resource Management, representing more than 210,000 individual members around the globe. The award details will be featured in the November issue of HRM magazine. The Human Capital Leadership Awards are presented in four categories: three awards honoring exemplary HR departments—Innovative Business Solution Award, Competitive Workforce Award and Strategic HR Leadership Award—and the Human Capital Business Leader of the Year Award, recognizing a senior HR leader. “These awards highlight the essential role that human resource professionals play in developing and executing people strategies that are critic...

The other day I posted on how organizations need to find out ways to benefit from the knowledge and skill of employees who are leaving. I came across this interesting study which says “losing an employee, at least in a high-tech field, is not necessarily as bad as it seems.”Firms can wind up learning when employees leave their firm, which is contrary to the conventional wisdom -- that firms learn by hiring away employees," says Wharton management professor Lori Rosenkopf. But Rosenkopf says the picture is different when employees are viewed in terms of "social capital." Workers aren't just silos of knowledge and skill onto themselves, but rather are part of social networks of workers from various firms who talk about what's going on in their field. Those networks may involve formal arrangements, such as strategic alliances, but they may also be informal, involving professional conferences, email exchanges, common blog sites or even after-hour socializing. "...

"Companies today are trying to do more with a limited amount of resources. Outsourcing the recruitment process allows the central HR staff to do more strategic recruiting tasks. HR specialists with a master's degree don't need to spend valuable time populating spreadsheets. Their job is to get the right people before the right managers. Then, they have to retain them. That's HR's core mission," says Rob Brown, Gartner's Research Director for Human Resources Outsourcing Worldwide. I’m sure you’ve heard it before and you’ll keep hearing more of this in the days to come. The transactional vrs strategic debate continues as HR functions continue to evolve. Ask any HR professional on a random basis and the chances are that 70% of the folks do find that the transactional issues like policy communication, clarification, query resolution ,regular administrative work does not allows them to focus more on strategic functions which will have better impact on organizat...

Jim Lee shares his experience on how organizations fail to come up with a process to capture the learning of a senior experienced resource. Having spent 30 years as a professional in various capacities, the learning and insight of Lee is something which every organization would try to leverage .However do organizations have plans to capture his expertise acquired over the years? The problem is worse yet when a company initiates a reduction in force. There, the planning horizon is probably a lot shorter, and the ability to capture and retain the knowledge of those being laid off is limited at best. Having been laid off twice in my own career, I know that those organizations simply wanted me out as soon as possible so as not to create a disruption among those who remained. What they also didn’t get was any benefit of my knowledge—learned at their expense. My next employers were the beneficiaries of that. I think this need to be addressed in context of 2 major issues. Organizational size...