Flipkart Sells Marginal Stake of ESOP to HNIs for Around Rs.180-240 Cr

How HR is different across sectorsin a manufacturing setup, and mostly HR in such setups is ‘process centric’. This means, one does not deviate from the processes for fear of setting a new precedent or getting trapped in unnecessary ‘union–management’ issues.

 the hospitality and service industry, taught me about ‘customer-centric HR’. There, the HR process needs to ensure that customers' or guests' interests are not affected by the company’s policies.

FMCG has ‘competition-centric HR’. There, the focus was on practices and performance of market forces.

in a new age company, the HR approach has changed further taking the shape of being ‘people & flexibility centric’. In a new age company, HR is tested for its agility, flexibility and out-of-box thinking. 

Acquhiring

"Acquhire" refers to the practice of acquiring companies for the sole purpose of recruiting the talented staff, rather than gaining access to the product or service provided by the company. It is a combination of the word "acquire" and "hire". The practice is more commonly used in the tech sector, but can apply to any industry that is experiencing a heated labor market.

While hiring volume has remained stagnant, the budget for recruiting solutions has dropped, leading talent acquisition officers to rely on employee referrals and employee retention.

Around 41 per cent of Indian organisations believed that employee referrals were an essential and will be a long-lasting trend.

JOB Analysis

Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job

GSK(GlaxoSmithKline Consumer Healthcare ) says ‘No’ to cabins and cubiclesOpen Collaborative. The new office is an open space, where an employee is free to sit at any of the available desks. 

boost collaboration and productivity 

eg: Flipkart, PurpleTalk,

Godrej consumer products wakes up to ‘Agile Working’

HUMAN RESOURCE AUDIT , An HR “Early Warning System” that works!Your tool to assess the present. Your blueprint for the future. Your commitment to excellence.A human resource audit reviews an organization’s policies, procedures, and practices. Its purpose is to examine the technical and practical dimensions of the HR function and to create a comprehensive system that adds value to the organization.An audit is a means by which an organization can measure where it currently stands and determine what it has to accomplish to improve its human resources function. It involves systematically reviewing all aspects of human resources, usually in a checklist fashion, ensuring that government regulations and company policies are being adhered to. The key to an audit is to remember it is a learning or discovery tool, not a test. There will always be room for improvement in every organization.Human Resource Audit is a systematic assessment of the strengths, limitations, and developmental needs of its existing human resources in the context of organizational performance – (Flamholtz, 1987)

NEED FOR H.R. AUDIT:Top Management saw solutions to their problems, issues and challenges in HRD to face business competition and to achieve organizational goals.

PURPOSE OF H.R. AUDIT:1. to examine and pinpoint strength and weaknesses related to H.R. areas and

Skills and Competencies to enable an organization to achieve its long-term and short-term goals.2. To increase the effectiveness of the design and implementation of human resource policies, planning and programs.3. To help human resource planners develop and update employment and program plans.4. To insure the effective utilization of an organization’s human resources.5. To review compliance with a myriad of administrative regulations.6. To instill a sense of confidence in management and the human resources function that it is well managed and prepared to meet potential challenges.7. To maintain or enhance the organization’s and the department’s reputation in the community.8. To perform a “due diligence” review for shareholders or potential investors/owners.

SCOPE OF HUMAN RESOURCE AUDITWhenever the H.R. Audit it taken up, the scope is decided. Audit need not be exhaustive, but should be focused on particular function of H.R.M. such as Training and Development, Performance Appraisal, Compensation, etc.. However, the objective and approach of H.R. Audit, more or less, remains the same, regardless of scope.What does a full HR Audit entail”:1)Legal compliance2)Compensation/Salary Administration3)Employment/Recruiting4)Orientation5)Terminations6)Training and Development7)Employee Relations8)Communications9)Files/Record Maintenance/Technology10)Policies and procedures (including employee handbook)11)Communications

The following lists the core HR functional areas and summarizes what will be reviewed during an audit; it is not all-inclusive, and it may be subject to change. The scope of work for the audit may include a review of internal policies and processes, a review of filing and tracking systems, and surveys and questionnaires of employees and managers on the effectiveness of the human resources operation in the department. The Audit Schedule outlines who will be audited, when the audits will occur, and the functional area to be audited.

HUMAN RESOURCES ORGANIZATION/ADMINISTRATION. Organization of HR office, including appropriate class of professional positions; delegation of authority to and within the department; quality control to ensure

consistency in authorities delegated within the department; documentation of processes, operating standards, and internal controls; administration of retention rights, including notices, matrix, use of separation incentives, and outplacement practices; how staff remain current and up to date with the HR field and the state personnel system; and techniques for communicating with employees and appointing authorities in department.

SELECTION. Recruitment methods, methods used in workforce and succession planning, and use of turnover data; access to and quality of job announcements; quality of job analyses; exam development, administration, and scoring; length of eligible lists, including merged lists and notice of appeal rights; and referrals and interviewing practices.

JOB EVALUATION . Standards, processes, and internal and quality control methods for reviewing and updating PDQs including essential functions, FLSA notification, turnaround times, and repeat requests; internships for new evaluators; allocation process including quality of reports and employee notification; process to address concerns with non-appealable decisions; communication process for official system maintenance studies; and standards, internal controls, and processes for reviewing and exempting positions from the state personnel system.

TOTAL COMPENSATION. Standards, and processes used to develop and communicate internal compensation policy and plans; internal controls to ensure accuracy and consistency of pay and leave; policies on pay adjustments; pay differentials and incentive awards; overtime pay; premium pay awards including hazardous duty pay, housing premium pay, documentation on approval of requests to pay shift and on-call premiums to individuals in classes not designated by the state personnel director. Leave management standards, internal controls, and practices; confidentiality policies and agreements with those handling health-related information; leave tracking systems; FLMA compliance including designation and notification; leave sharing plans; and maintenance of annual SES performance contracts, including filing with state personnel director. Standards and processes for enrollment for new employees in benefit plans; communication methods for open enrollment; worker’s compensation reporting; process for reporting employment claims; and compliance with COBRA and STD benefits requirements.

PERFORMANCE MANAGEMENT. Most current Performance Pay Program is approved and on file with the state personnel director, including methods of communication to new and current staff and plan for mandatory supervisory training; completion rate of plans and ratings including quality control and review for consistency of ratings; methods used to determine distribution of awards; efficiency and communication of the internal dispute resolution process; and compliance with requirements for sanctions.

WORKFORCE DEVELOPMENT. Orientation program for new employees and supervisors; training programs and delivery methods including courses, training staff, and cost; workforce development policies including drug-free workplace, workforce violence and sexual harassment prevention, diversity, FMLA and FLSA responsibilities.

EMPLOYEE RELATIONS. Number, type, and outcome of appeals, grievances, and director’s reviews; internal grievance processes; other forms of alternative dispute resolution used; communication methods and forms; number, type, and outcome of corrective and disciplinary actions; any methods used to address work environment issues.

[b]RECORDS MANAGEMENT. Content of employee, payroll, medical, and position files; internal controls to ensure accuracy and control access; compliance with IRCA (I-9); process for purging records; FLSA designations; a review of employee timesheets; posting of required notices; and methods to ensure timely and accurate reporting of information to the state personnel director.

HR AUDIT FORM

EMPLOYEE RELATIONS• Are the “Employer/Employee Guidelines for Wrongful Termination” followed?• Is there a formal Performance Improvement Program policy?• Are terminations handled in a manner that complies with applicable laws and association policy?• Is written performance documentation maintained?• Are performance reviews done on a regular basis?• Do employees clearly know upon what their appraisals will be based?• Do you have an open door policy for employee complaints?• Is the sexual harassment policy clearly communicated to all employees?• Are employees provided with a comfortable work environment?• Are personnel files retained in compliance with applicable laws?• Are I-9 forms complete for all employees?• Have all employees received a copy of the employee handbook? Have they signed a statement that they have received, read and understand its contents?• Does the handbook have the appropriate “Employment At Will” disclaimer?

RECRUITING• Is a standard application form used?• Do job descriptions exist for open positions?• Does the job description drive the writing of the employment ad?• Does the job description drive the selection of behavioral interview questions?• Are all qualified candidates interviewed?• Is the selection decision made in compliance with the applicable employment laws?

• Have candidates given written permission to contact references?• Are references checked before offers are made?

LEGAL• Are all employee decisions based on Bona Fide Occupational Qualifications?• Are required employment law posters displayed in an appropriate place?• Are you making employment decisions based on applicable employment laws and compliance thresholds?

TRAINING• Is an orientation conducted for all new hires?• Do all new hires receive job-specific training?• Are current employees allowed to take skills-based training as needed?

COMPENSATION• Are employees appropriately classified (exempt vs. nonexempt, employee vs. independent contractor)?• Is there compliance with the Fair Labor Standards Act in terms of minimum wage, overtime pay and record keeping?• Is there compliance with other applicable employment laws?• Are employees paid a competitive rate?• Is there internal equity among current employees?• Is compensation tied to performance?

BENEFITS• Are the benefits offered sufficient to attract the desired level of talent?• Are the benefits offered in compliance with the appropriate laws?

How Aircel survived the worstAircel, a top -down organisation in terms of compensation and benefits, turned the pyramid upside down only to discover that it worked wonderfully in its favour!

Scrapped the Bell Curve

Every employee in the organisation was given one common objective — the EBIDTA target, that is, 

Aircel increased the performance-linked incentive as part of the salary, 

Besides, the annual targets were changed to quarterly targets.

It was observed that the so called leaders — general manager and above— took away 40 per cent of the wage bill. While the mid-level managers or work horses took away another 40 per cent, the remaining 20 per cent went to those at the base of the pyramid.. “We changed the rules of the game and ensured that 70 per cent of the reward went to the bottom of the pyramid”, said CHRO

Compensation

Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.

Talent analytics presents the second largest capability gap for organizations, trailing only the need to build better leadership. Three in four companies (75 percent) in a recent Deloitte study believe that using analytics in HR is “important,” but just 8 percent believe their organization is “strong” in this area. So, despite a great deal of media attention and high-profile uses of analytics, our survey confirms that most HR organizations have been slow to get started.

Means to drive the learning curve of Gen XLink learning to their role and growth – A standard menu card approach will not work with this group. A clear linkage to their role requirements and how it will aid them in their growth is essential. One needs to look beyond the classroom, at broader aspects of learning and give the GenXer visibility to the same.

Blended learning works best 

While they are quite comfortable with technology based learning tools, this group values face to face learning and has reasonably good attention spans to sit through the classroom session. Hence rather than a stand-alone approach, blending multiple methodologies like classroom, on the job, online etc works better. That would give them the freedom to learn at their own pace as well as a structure, both of which are important to them.

Cross-functional learning 

Growth happens at a much faster pace as compared to earlier times and a key element needed as one moves up is cross functional exposure. This applies even in cases where one is growing on a technical and not a general managerial ladder. Does the organization have a process for job rotation? Does it facilitate short term stints?

Field based learningWhile many HR professional talk about the well-known 70:20:10 principle, the 70 which relates to On the Job training (OJT) is rarely anchored as a structured process. A parallel of OJT for Gen Xers, considering almost all of them would be at middle or senior levels, would be field based learning. The field could be the customer field, vendor field or related to any other critical stake holder. Few organizations have mandated processes where they are required to spend a day in the quarter in the field for this purpose

Reverse MentoringThis group values learning and is not averse to learning from youngsters. While many of them do it on their own, sensitizing them to the need as well as giving them opportunity for the same would help. This need not just be limited to technology based areas like usage of social media. Etiquette related areas as well as aspects like making impactful power point presentations are other areas where they would benefit

Opportunity to teach 

Teaching could be the best way in which one could learn. Asking them to teach classroom sessions, mentoring youngsters will all be a part of it. Also wherever possible an opportunity to speak / teach in outside forums would enhance the impact manifold. These teaching sessions, would not just help in enhancing their technical knowledge, but as one my mentors used to say, can be a very important means for developing their leadership potential

Peer learning 

Both Internal and external platforms of Community of Practitioners will ensure that sharing between experts happen and everyone benefits from the same. There can be a combination of online and offline platforms with a process in place to ensure participation. Bite sized learning sessions can be planned in these groups to facilitate knowledge sharing 

Involve academiaWhile practitioner perspectives are important, the academia and its value add cannot be ignored. Involve academicians at regular periodicity to keep the Gen Xers up to date with respect to the academic perspectives.

Hemalakshmi Raju

Periodically sensitize them to the learning potential available online 

While many of them are quite online savvy, unlike a millennial for whom the social media if often the primary source of learning and does not need guidance to explore learning there, a Gen Xer would often need to be told about the new learning potential available there. For eg. be it learning from twitter or through MOOC, they would need to be sensitized to the same.

Feedback based learning 

This group values feedback as a means for improvement and learning; periodical feedback coupled with developmental plans needs to be incorporated as a means of ensuring their learning.

Certification and recognition 

This group values recognition more than rewards and can be a motivator for learning. Also internal/external certifications on core topics would ensure that they stay up to speed.

Learning will remain a key differentiator that would give an organization a huge competitive advantage. The same needs to be driven with focus at all levels. While the approach may differ with different generations, key to all is an organizational culture that values learning and facilitates the same

Traditionalists, born before 1945, experienced the Great Depression, World War II, and the Korean War. According to generation gap experts, their heroes include John Wayne and Joe DiMaggio.

Baby Boomers, born between 1945 and 1964, experienced suburban sprawl, the explosion of television, the Vietnam Era and Watergate. Their heroes include Martin Luther King, Jr. and Dr. Spock.

Generation X, born between 1964 and 1980, shared Sesame Street, MTV, PCs, soaring divorce rates and were the first latch-key kids. Their heroes include Michael Jordan and Bill Gates.

Generation Y or Millennials, born after 1980, experienced the development of the digital camera, social media (Facebook, Twitter, LinkedIn), YouTube, 9/11, Katrina and increased diversity. Their hero is President Barack Obama. (Daniels, 2009).

Typical generation-gap thinking says that Gen Xers lack loyalty to their employers and are far more likely to jump ship than Baby Boomers. The truth may be that as Gen Xers search to find a good employee/employer fit, they tend to take more risks in their career and will change jobs more frequently than Baby Boomers until they find that fit. Once they find that fit, they are as committed to their employer as any other generation.

What HR and talent management professionals can do:

• Develop strong leadership programs to enhance existing leaders’ skills and abilities and which identify and foster future leaders within the organization.

• Offer coaching and mentoring programs to encourage cross-generational communication and enhance career satisfaction.

• Create employee reward systems that acknowledge employee contributions

Clarify expectations about how different generations define work-life balance, professional behavior and workplace engagement

Lack of vocation training for the labour force in India.

Need assessment involves – Org Person and Task Analysis

The battle for the right candidate continues to rage as 48% of Indian employers struggle to find the right candidate for the job. A study on Talent Shortage by staffing firm Manpower Group shows that although down by 19% from last year, India's hunt for suitable employees is high compared to global average of 34%.

KPMG Survey - A sizeable part of India Inc. considers ESOPs as a great motivational tool and performance enhancer. While 41 per cent have successfully tested it as a motivational tool, almost 10 per cent confirm its effectiveness as a tool for increasing profitability.

Human Resource Planning (HRP) may be defined as strategy for acquisition, utilization, improvement and preservation of the human resources of an enterprise. The objective is to provide right personnel for the right work and optimum utilization of the existing human resources.

On November 7, 2015, the Government of Indian made an amendment to the Payment of Bonus Act, which enhanced the eligibility limit for payment of bonus from Rs 10,000 per month to Rs 21,000 per month.

The Central Government has also raised the calculation ceiling from Rs 3500 per month to Rs 7000 per month or the minimum wage for the scheduled employment, as fixed by the appropriate government, whichever is higher.