clair068

If there's one thing that's tipping the scales for fresh employees and leaving the veterans out in the cold, it's salary compression. There's no room for loyalty to the company when market conditions have to be taken into consideration and new hires have to be paid according to industry standards. With the internal annual rate of increase between 4 and 7 percent and the industry annual rate of increase touching 10 to 15 percent, there's a huge disparity between what more experienced workers earn and what their fresh-faced counterparts just setting foot in the company make. The situation is compounded year after year, as those with the company for a longer period of time continue to earn comparatively less than those who've come after them. HR professionals and managers have been put in a bind by salary compression – they're forced to pay the going rate for the best of the new talent to hit the market even as they risk the ire and resentment of individuals wh...

Recently my interview appeared in SCOOP an online HR magazine , it covers industry news , analysis and features the latest from the HR world. The interview covered wide ranges of issues ranging from HR strategies, processes and various other issues which organizations are grappling today. Here is the first part the interview. On Benchmarking in the field of HR. Benchmarking in today’s business environment has different context for different organizations.HR practices have also been keeping pace with ever dynamic business environment and every industry presents unique challenges for HR professionals. There are two important aspects which every HR team must try and benchmark against: Innovative HR Practices: HR practices needs continuous change and innovation, it is key to the competitiveness of any industry. HR teams have to lead in setting new trends in attracting and engaging talent. Today the best places to work are those which have Innovative and engaging HR practices. If you are l...

Where should HR focus more - on internal customers, business partners or external vendors .It’s a catch -22 situation which many HR teams are unable to crack, some just can’t figure out the areas the top areas of priority. They continue to be driven by change, rather than playing the change agent role. Dave Ulrich has called on HR to be more in tune with business issues to deliver real value. Speaking at a Pricewaterhouse Coopers (PwC) annual international conference based in Rome, Ulrich told more than 400 HR practitioners to focus on outcomes - ie, what they deliver for their organisation and key customers, rather than what they do inside. He urged HR to have an opinion on external changes in technology, economic trends and demographics, and to understand their chief executive's expectations of the business. "The challenge in HR is not what we do, but what we deliver how we add value," he said. "For decades we have been too focused on what we do. The world of HR ...

" It" is talent, which is evolving into a science for some HR professionals and a passion for many line managers. A multitude of programs and investments have been made to attract, retain and upgrade talent. HR guru Dave ulrich gives his 3C mantra of competence,committed and contribution on the talent cafeteria . In this talent equation, these three terms are multiplicative, not additive. If any one is missing, the other two will not replace it. A low score in competence will not ensure talent even when the employee is engaged and contributing. Talented employees must have skills, wills and purposes; they must be capable, committed and contributing. HR leaders can engage their general managers to identify and improve each of these three dimensions to respond to the talent clarion call. Just indicates how HR functions in the organisation plays the most critical role of revisiting and reviewing the competencies and talent required to perform in organisations.HR role need not ...

A century's worth of MBAs would seem sufficient to propagate a by-the-numbers approach into every nook and cranny of the business world, but it hasn't worked out that way. By most accounts, companies have done a respectable job of mastering financial metrics, but have largely taken a flier on measurements of operations or intangibles such as customer satisfaction or brand loyalty. Fifteen years ago the advent of the "balanced scorecard" sought to redress this imbalance by demonstrating how nonfinancial metrics could be captured and used to help managers "see their company more clearly — from many perspectives — and make wiser long-term decisions," according to its creators, Robert Kaplan and David Norton. But despite the popularity of that approach at a strategic level, many consultants and academics say it left thorny questions unaddressed at more tactical levels. Use of HR metrics for measuring the impact and efficacy of practices and policies seems to be ...