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2From the Gartner Files:Meeting the Information Needs of theChief Talent Officer in 2023

7

Talent Management in a New BusinessEconomy

11

About Ramco

From the Gartner Files:

Meeting the Information Needs ofthe Chief Talent Officer in 2023

Competitive businesses will pivot on finding talent and expertisewhenever and wherever they need. To get there, chief talent officer

will have to master information about global expertise, institutiona

numeracy and analytics, and quantify the value of talent.

Impacts:

By 2023, the quest for growth in developing and emerging mar

will be met by information ecosystems that dynamically track

global talent, expertise, qualifications and demographics.

With service sectors dominating world GDP by 2023, competitive

advantage will move toward people, creating a platform for

talent science experts to apply advanced workforce analytics to

outperform others.

By 2023, the growing appetite for transparency of business

information will require chief talent officers to report publicly on

value of talent to investors and boards.

Recommendations:

Build information pipelines about global work, labor, credential

demographics and skillsoutside and inside the enterprise or

project.

Gain fluency in analytic tools, social network analysis and

information aggregation toolsthat reflect global ecosystems of

expertise.

Master statistical know-how.Evidence-based decisions will be

fueled by numerical fluency (i.e., numeracy) and analytics, not b

instinct and anecdotes.

Work with finance leaders and industry consortia to develop a

common language and a common set of data to describe and

plan for human capital reporting measures.

Connect talent and expertise to business outcomes and scenar

making explicit the risk and impact of abundance or scarcity of

crucial know-how.
http://www.gartner.com/technology/about/ombudsman/omb_guide2.jsphttp://www.gartner.com/technology/about/ombudsman/omb_guide2.jsp


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Analysis:

HR Director Recedes, Chief TalentOfficer EmergesThe metamorphosis of HR will be complete

by 2023. The Human Age, a phrase

borrowed from Manpower, will take hold.

Traditional operational and tactical activities

will peel away, surrendered to business

process outsourcing (BPO) providers and

software as a service (SaaS ) providers. In

their place will be a chief talent office that

keeps a laser-sharp focus on the enterprise

capability to locate, attract, engage andrefresh talented people and qualified

experts.

The perennial ambitions of chief executives

growth, new markets, competi tive

advantage and business transformation

will make talent the prime source of

competitive differentiation and leadership

in 2023. Chief talent executives will eye

macro trends, such as global population,

energy constraints and human mobility,

and will develop scenarios around the hot

spots in jobs, work and markets (see Note

1). Moreover, the economics of talent and

the supply-demand equation underpinning

those economics concepts described

as talentomics by Lance Jensen Richards

together will propel businesses toward

competitive advantage.

Chief talent officers will use an array of

information, competencies and tools to

orchestrate the acquisition of talent and

expertise across boundaries, borders

and communities. They will capitalize on

information that affords insight into regional

expertise, competencies, guild-equivalents,education levels and balance of high skills

and low skills. They will aggressively use

social and extended networks to locate

ingenious people some of whom will be

enhanced cognitively and physically to

satisfy challenging problems, with many

of those people located outside traditional

employment arrangements. Steadily, talentofficers will create a comprehensive picture

of all people and all expertise feeding their

business strategies, not just employees, and

they will lean heavily on tools and analytics

that will add rigor and predictability to their

pursuit of expertise and their development of

talented people.

Talent what it means, what it represents,

who possesses it, where it is found will be

quantified, classified and stratified based on

the capacity to generate future value and on

crucial expertise. Information, tools and skillsall will vary (see Figure 1).

By 2023, leading-edge talent leaders

will make people their competitive

advantage, and they will do so in large

part by scouring the worlds economic

clusters and communities of expertise

for information about people who can

contribute ideas, knowledge, experience

and time to a dynamic portfolio of

problems, projects, initiatives and

work assignments. They will use tools

to locate people information across

systems, communities and ecosystems,

assembling the information into

meaningful profiles that comply with

privacy regulations.

By 2023. talent leaders will require a

rich dataset about employees, external

experts, contractors and broader labor

market patterns. Rather than use only

structured data found in businesssystems, they will derive and infer

data about employees and experts

from internal and external sources. For

instance, instead of searching a skills

database for someone who has strong

sales closing skills, talent executives will

derive the information they need from

closing rates in the CRM tool.

Source: Gartner (November 2012)

FIGURE 1

Impacts and Top Recommendations for the 2023 Information Needs of Chief Talent Officers


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innovation and employment. Youngerprofessionals, many in their 20s and 30s,

will find expanding opportunities among

companies headquartered in advancing

markets and recruiting from developed

countries. Students, too, will move

around. The UNESCO Institute for Statistics

suggests that about 8 million students

will study outside their home countries by

2020, compared with 3.4 million in 2009,

and growth will continue. International

exposure, cross-border assignments and

geographically distributed projects will

become crucial rungs in development andemployment.

Recommendations

Build information pipelines about global

expertise ecosystems along key threads:

Regional centers of gravity for

expertise, economic clusters and

startups

Alternative qualifications beyond

traditional degrees

New sources of expertise and talentoutside traditional employment

models

Growth and decline of skill sets and

qualification levels globally

Demographic and population growth

and decline

Gain fluency in networks of expertise:

Social and community tools that

unlock peer-to-peer ecosystems of

experts, guilds, communities and

SWAT teams

Workforce analyt ic tools to craft what-

if scenarios about demand, supply

and risk in wider and wider circles,

from internal expertise to global

economic clusters

Global talent information as a

service from software vendors and

BPO providers

By 2023, a robust grip on numbers andstatistics will be crucial for talent leaders,

who will need to be as adept at digesting

numbers as finance and marketing

executives. Talent science, the business

capability of using detailed data analysis to

drive human capital management (HCM)

decision making, will create a logical

connection between decisions about

people and strategic business outcomes,

and it will represent a key skill set for talent

executives and other business leaders in

the 2020s.

Impacts and Recommendations:

By 2023, the quest for growth indeveloping and emerging marketswill be met by informationecosystems that dynamically

track global talent, expertise andqualificationsThe quest for talent will be global by 2023.

Human mobility, technology ubiquity, the

relocation of capital and worldwide population

nearing 8 billion people nearly all of that

population growth occurring in emerging anddeveloping markets will spur business

growth in emerging and developing areas

of the world and seal the future of talent

acquisition experts (see Note 2).

Expertise orchestrators will investigate,

locate, link and connect people through vast

expertise networks. Work will move toward

global teams, with modular components

and handoff points that suit both project-

based work and continuous services. Talent

executives will locate and pursue people

who possess alternate qualifications, not just

traditional degrees: Candidates will get their

education through nonaccredited programs

and through global online training from

established and new universities. Moreover,

many talent executives will pursue people who

have attained high status in community-based

leader board rating systems.

People, work and ideas will flow steadily

across borders to take advantage of R&D,

With service sectors dominatingworld GDP by 2023, competitiveadvantage will move towardpeople, creating a platform for

talent science experts to applyadvanced workforce analytics tooutperform othersSenior executives have been frustrated by

inability to put a value on their investment

in human capital. According to research, j

25% of organizations measure the return

investment of human capital programs, a

more than 75% measure effectiveness baon employee satisfaction. The tension can

summed up in two points: Senior executiv

need evidence to assess the value of hum

capital and investments therein. Chief tale

officers need data, not anecdotes, to prov

the value of those investments.

The relationship between businesses and

the people they employ will be the last

frontier for analytics. Enter talent science,

possibly the most sought after skill in seni

management. Simply put, talent science

is a business capability that uses detaileddata analysis to drive decisions in human

capital management (HCM). It calls for an

it creates a logical connection between

strategic business outcomes and decision

about people. It is not about the tools

and technologies used to run analytical

processes. Rather, talent science reflects

a mindset and a strategic commitment to

position data as the cornerstone for decis

making.

The adoption of talent science as a strateg

business capability will be slow, predicate

on the talent profession grasping the pow

of data-driven decision making and shiftin

away from its traditional gut-feel approac

Talent executives who understand the

strengths and weakness of people both

inside and outside the organization in a

rational way will have a greater impact

on what differentiates their business than

arguably any other management function

and talent executives who develop robust

analytics and measurement models will


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dramatically outperform those who donot. Notably, the analytics component of

talent science cannot be undervalued:

Talent executives will use analytics to figure

out the sweet spot for interviews, the best

mix of personalities for teams and the

psychographic profile of the top performers.

Recommendations

Master statistical know-how. Evidence-

based decisions are fueled by numerical

fluency (i.e., numeracy) and analytics, not

by HR instinct and anecdotes.

Launch programs to ensure that

scenarios and analytics are based

on quality data, and create accurate

inventories of skills, competencies and

externally sourced expertise.

Focus what if scenarios on key

job families that shape competitive

advantage or mission achievement.

Shortages of qualified talent for those

jobs will be pain points that will get

business attention and thus will garner

business support.

Adopt consistent definitions for workforce

terms. Mismatched definitions of a

seemingly simple word (e.g., employee)

can quash the credibility of findings

based on analytics processes and can

dilute the power of external benchmarks.

By 2023, the growing appetitefor transparency of businessinformation will require chief talentofficers to report publicly on the

value of talent to investors andboardsAs agriculture and industrial industries give

way to service and information industries,

the shareholder value of enterprises will

be undeniably wrapped up in the value

of people and in the ROI of the intellectualcapital and expertise they represent.

PwC surveyed CEOs around the world in

2012, asking about the quality of the talent

information they receive. While four out of 10

CEOs reported that they get comprehensive

information on labor, only one in 10 received

comprehensive information about return

on investment in human capital (see www.

pwc.com/gx/en/ceo-survey/key-findings/

hr-talent-strategies.jhtml ). The weighting

will switch around, and the balance will

lean away from people as input into cost

and toward the value of the contribution oftalented people (e.g., revenue and profit

growth). Venture capitalists will routinely

mine future LinkedIns to understand the flow

of key players and R&D leaders between

companies, and sales leaders who can

detect the movement of experienced

salespeople between companies will be able

to adjust behaviors in time to increase the

next quarters revenue.

Gartners research reveals that outbound

transparency material facts of an

enterprise made available in a timely, and

preferably reusable, manner has clear

benefits. It engages stakeholders, helps

people make sound decisions quickly,

and helps businesses respond to crises

by defining the issues and educating

stakeholders. Chief talent officers should think

about stakeholders as employees, talented

experts, candidates and loosely federated

contributors who apply their ideas, energy

and commitment to the business.

Attempts to establish comprehensive

human capital measures have met little

success in the past (see Note 3), but thepressure to provide people-related insight,

information and demonstrable contribution

for investors and executives will climb through

2023. Investors will demand transparent

and standardized data on a variety of

human capital measures, including thevalue of crucial knowledge and skills,

key position bench-strength and return

on training, and development spending.

Just as organizations seek to comply with

sustainability reporting demands, within

10 years, governments and investors will

expect a clear and data-driven view of an

organizations workforce. Talent executives

and finance leaders will together develop a

common language and a common dataset

to describe and report on people, and the

messiness and degree of difficulty will test

the mettle of even the most competitiveexecutives.

Recommendations

Work with finance leaders to plan for

human capital reporting measures. As

with sustainability, those ahead of the

curve will gain a competitive edge.

Connect the abundance or scarcity

of talent and expertise to business

outcomes and scenarios, making the risk

and impact explicit.

Examine the nascent models for human

capital reporting, and test them out on

your organization.

Capture the comparative performance

value of individuals and teams, looking

for multipliers that can increase investor

value and justify higher compensation

when required.

Segment knowledge, competencies and

expertise using various classification

schemes (for example, innovation,execution and efficiency, or transform,

grow and run). Segmentation connects

people to outcomes, value and focus of

business priorities.
http://www.pwc.com/gx/en/ceo-survey/key-findings/hr-talent-strategies.jhtmlhttp://www.pwc.com/gx/en/ceo-survey/key-findings/hr-talent-strategies.jhtmlhttp://www.pwc.com/gx/en/ceo-survey/key-findings/hr-talent-strategies.jhtmlhttp://www.pwc.com/gx/en/ceo-survey/key-findings/hr-talent-strategies.jhtmlhttp://www.pwc.com/gx/en/ceo-survey/key-findings/hr-talent-strategies.jhtmlhttp://www.pwc.com/gx/en/ceo-survey/key-findings/hr-talent-strategies.jhtml


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Evidence

Gartner 2012 CEO survey

PwC CEO survey 2012

IBM CHRO survey 2010

Note 1Job Assertions for 2023

Gartners analysis of jobs in the next decade

explored the intersection of macro trends,

economic patterns, industry sectors, society

and technology and led to seven coreassertions around the sweet spots of jobs

in the 2020s. The assertions, first appearing

in Maverick* Research: Jobs 2021, will hold

true into the next decade and beyond.

Population growth and longevity will spur

innovation in healthcare and medicine.

The quest for alternative sources of

energy and water will occupy nations for

decades.

Digitally intense businesses will dominate

the quest for talent.

Advantage will go to businesses that

operate and adapt at the speed of

information.

Crisis, regulation and security will be

employment annuities.

Talented people, many young, will seek

opportunities in emerging markets.

Contextual layering will be the

watchwords of professional development.

Note 2A Plausible Scenario for Talent Executives

in 2023

Its September 2023. You are launching a

meeting with your far-flung team, all of you

talent orchestrators. You locate expertise

globally, reach out to individuals or clusters

of experts, and harness peoples collective

brainpower. From your high-rise home

office in Boston, you look upon multiple

holographic screens as your team members

in Sao Paulo, Singapore, Dubai, Cape Town

and Shanghai join the call, some using

avatars and language translation software.

The assignment is to find and assemble

a SWAT team of independent scientists,

mechanical engineers, software designers

and marine science experts. You have used

some experts before, some experts will

vouch for others you do not know, others

experts will surface through bots, and still

others will surface through leader boards.

You have 24 hours to find experts who can

quickly brainstorm scenarios to unstick a

wind turbine-farm project being built in the

South China Sea. The projects success and in no small way, your teams success

depends on locating and assembling a

team of multidisciplined experts with records

of success. They must develop scenarios

quickly, communicate through open forums

and negotiate with virtual peers to determine

which scenario will be feasible. You are

the talent experts: If you fail to find and

orchestrate the experts in time for them to

develop the scenarios, the project will lose its

crucial window of action and your reputation

as talent orchestrators will be blown.

Note 3

Getting Closer to Measuring the Impact

People

Credible and logical ways to connect peo

to financial performance are few, but som

efforts seem to close the gap between wi

thinking and measures. In 2009, about

150 German corporations and researcher

developed a set of indices that showed th

more than 40% of a companys financial

success can be directly tied to the success

management of human capital. Regrettab

countervailing lobbying activities derailedthe plan to turn those measures into forma

reporting requirements (see Human Cap

Financial Reports Tim Giehll, p. 45, Sham

Rose Publications, October 2011). More

than a decade ago, the U.K. came close to

implementing significant reform to financi

reporting, the Operating and Financial

Review. This went further than other repor

regulations in stipulating the disclosure of

information outside the traditional financia

oriented content of annual reports, such a

information about the companys policies

environmental matters, employees and soissues. It also required the use of non-fina

key performance indicators (KPIs). Howev

was scrapped prior to its introduction in 20

Source: Gartner RAS Core Research Note G002

D. Morello, T. Otter, 12 Novembe


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Talent Management in aNew Business Economy

Foreword

Every business has a different basis, a

different mode of functioning and a different

market, but eventually success boils down

to how well you service the customers and

how satisfied they are with your service. As a

key decision-maker and stakeholder in your

business, how do you ensure this happens?

Your business relies on its people, and it is

this understanding that has been driving

Talent Management. Key questions that

companies will have to answer include:

How do you engage your employees and

involve them in your business?

How do you set the expectations for their

performance and bridge the gaps therein?

When the need arises, how do you recruit

the right talent from outside and groom

them to fit in and grow with your business?

If these questions have been leaving you

perplexed, you are not alone! Scores of

CEOs and HR Managers are grappling withthe very same questions! This newsletter

addresses how, armed with the right tools

and methodologies, you can transform a

seemingly subjective and undefined task into

a scientific and systematic process, ensuring

that your talent is optimized.

Ramcos solutions are centered around

the philosophy that any business can

be enhanced phenomenally by making

transactions easier for the employee. When

regular everyday tasks become easier,

there is less stress and more satisfactionin what is done. Ramco helps customers

achieve this scenario by tapping into trends

like engagement modeling, gamification,

mobility, usability and social media.

Talent Management made easy!

The emerging recruitment trend is to engage

with potential candidates through social

media and other platforms, even before a

direct communication begins. An integrated

Cloud-based HCM can greatly simplify this

process.

Talent acquisition is one of the mostimportant activities of Human Capital

Management (HCM), as it fills crucial gaps

in the value chain. Over time, it has evolved

from straightforward sourcing and evaluation

of resumes to a more dynamic, interactive

and transparent process that is influenced

greatly by the public image of the company.

In reality, Talent Management is a complex

and sensitive department, as it handles

subjective, emotion-filled resources, rather

than static and predictable ones. However,

the right HCM and Talent Management

solution can smoothly integrate all the

necessary functions for engaging potentialcandidates, recruiting and inducting them

for particular roles, assessing employees

and rewarding good performers, ensuring

knowledge top-ups to keep up with fast

moving trends, and keeping the employees

constantly involved with the business,

besides managing logistical processes for

payroll, expense claims, etc.

How does Ramco HCM address this?

With Ramco HCM,

the complete process

from hire requisitionto induction has been

carefully designed to

make it simple, user-

friendly and intuitive.

Here is how easy it is for

somebody, say a CEO, to

send a hire request to the

HR department.

Once the requestor ends a request, it is

added as an alert to the to do list of the

HR person, who in turn, can quickly raisethe vacancy request and post into various

sources including job sites, career websites

and internal notice boards! All of this can

be done easily using an uber-cool user

interface (UI) .

A requestor can also raise the request on

his/her mobile phone from anywhere and

anytime, making it even simpler. Not only

this, typical and often used processes such

as Leave, Timesheet and Expense Claims

Management have been made available

on Android Smartphones and even iPhones

and iPads, making access extremely easy

and effective.

What is more, with innate mobility, Ramco

HCM enables the HR Manager to handlehire requests even when on the move.

In todays work culture, there is a lot of HR

related pressure. For instance, HR teams

are under pressure to onboard employees

and make them deployable, the Manager

is under pressure to improve utilization and

productivity, and the employee is under

pressure to strike work-life balance. Added

to the above is a growing incidence of

having a mobile and globally distributed

workforce.

In such a scenario, the average employee

cuts across multiple HR processes like

managing leaves, expense claims and

training, filing timesheets, accessing

pay slips or salary details or managing

information critical to availing and receiving

timely and accurate benefit programs.

Moreover, most processes have built in work

flows that require approvals at different

stages.


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However, when HR or line managers areconstantly on the move themselves, catering

to the employees needs can become

extremely difficult. Any help offered by the

HR to facilitate these processes go a long

way in keeping the employee engaged and

motivated.

This is where the availability of anywhere

anytime systems are increasingly becoming

a prerequisite rather than a luxury. For an HR

line manager, who spends hours in airports

and meetings, such a system proves to be

extremely convenient.

Managers can approve requests while on

the move, reducing the turnaround and

process cycle-time tremendously and

making the entire process hassle free for

employees. However, there are times when

the Manager may want to look at more

information before approving/rejecting a

request. This is addressed through Ramcos

WorkSpaces.

WorkSpaces blend useful analytics relevant

to the context, along with the transaction

screen, to enable extremely effective

decision making. While most vendors

consider UI merely from a functional ity

perspective, Ramcos engineers consider it a

mode of enhancing the users experience.

Ramco HCM also allows approval of

requests through a single reply to the email

alert sent to users. All you need to do is reply

with OK/ Approve/Accept to approve the

request or for that matter No/ Reject/ Cancel

to reject the request!

Social Media and Hiring

One of the great aspects of a new age

HCM solution is that it enables integration

of various platforms, including social

networking sites. Integrating Social

Networking sites into the traditional

recruitment process is important not only

from the perspective of reaching out to

potential candidates, but also to build

relationships and communities that enhance

the candidates experience and provide

a window into your companys culture. It

can also provide hiring managers with

unparalleled insight into future employees

work and life.

LinkedIn, Twitter and Facebook are currently

the most influential social media channels.

Social Networking enhances the recruitment

process as it allows interaction with potential

candidates instead of merely accessing their

CVs. For example, it can be used to alert

prospective candidates about vacancies

and build a relationship with them, even

before they have decided to apply for jobs.

By interacting through the relevant channels,

you can ensure that you have top of mind

recall with potential candidates.

For instance, one of Ramcos HCM customers

in the Hospitality industry, running a chain

of luxury hotels, leveraged Ramco HCM to

automate their hiring process. The use of

social tools and integration of job sites into

the corporate career portal was executed

in a planned manner, keeping in mind the

positioning of the brand and the cadre of

candidates expected. With Facebook and

Twitter, they have been able to build arelationship with prospective candidates

even before bringing them on board.

Other Employee Self Service processes

Talent Management is

also about making su

employees time is pu

productive use. Time-

recording and Timesh

data provide useful

insights on utilization a

alignment to business

goals. However, it is aone of the more coerc

processes in a few organizations and diffi

to implement.

A new age HCM suite addresses this by

making this and similar other processes

extremely usable. In Ramco HCM, time

recording systems can be accessed from

iPads and mobile devices. So employees

fill up their timesheets from anywhere.

Designed like a calendar, the timesheet

allows most of the tasks to be performed

with a single click. Moreover, the system

smartly fills up most details, such as the

employees projects and tasks, so that verless time is spent in accounting for time.

The Manager too gets his team members

timesheets approved and consolidated

while on the move. The new system help

him identify compliance and exceptions

clearly.


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Story of Andrea: Managing a multi-levelAppraisal process

With cross-functional teams becoming

more popular by the day, flexibility becomes

vital. Imagine a Product Manager, Andrea,

who designs insightful analytics for her

customers across different industries. The

work is multifaceted collecting market

requirements, working with her design team,

presenting to customers, helping the sales

team close deals, training and working with

partners, and so on.

A Talent Management process which is

manual and straight-jacketed would require

her to collect feedback from different people

through emails and record them herself in

the appraisal form. This would make the

entire feedback process long winded and

tedious.

However, a contemporary HCM solution

like Ramco HCM has been designed to

make work easier for people like Andrea.

The Product Manager in this example

could choose different appraisers for

different performance goals, as she finds

appropriate. Somebody from Sales or any

other function, can directly rate Andrea for

sales support in her appraisal document.

The supervisor would get to see the

consolidated ratings from all of Andreas

appraisers. The supervisor too can assess

Andreas potential. With this system in place,

the performance vs. potential rating would

give the Manager a clear picture of the teamstop players.

From an HR Managers perspective, theperformance management process is not a

standalone process; it is just a means to find

her organizations top talents.The HR Manager

would be able to correlate insights on relative

performance, career progression and

performance over time, and score Andrea on

behavioral competencies so as to build a more

robust talent management strategy.

Andrea, with her consistent top-order

performance, unstinted talent in designing

market-focused products and her uncanny

ability to foresee market demand, would

be one of the star employees that the

organization would guard fiercely.

Engaging Talent

Cutting out ambiguity, improving employee

confidence, and enhancing customer

satisfaction.

Each role in the organization, whether it

serves an internal or external customer,

must be designed to demonstrate

excellence in business conduct. In

unambiguous, executable terms,

organizations must communicate the

behavioral expectations to employees.

A good behavior modeling tool can

clearly point out what are the desiredcharacteristics for a role, what is the desired

sequence of actions for an engagement,

and so on.

When business conduct is defined and

followed in such a way, it leads to consistent

behavior by employees and strong

business image among customers. It

makes it easier for employees to go about

interactionsthey do not have to think

about routine aspects and can focus on

special requirements of the customer, if any.

They can also assess their own performanceon a regular basis and try to tune-up to the

defined business conduct. In general, there

is greater clarity and guidance about their

role, and increased confidence.

Things are also much simpler for decision-

makers and managers. They can work on

picking the right talent based on well-

defined expectations, groom them to match

the required business conduct, constantly

assess their performance, identify and

bridge gaps between what is desired

of every interaction and what actuallyhappens, as well as recognize and reward

employees for meeting and exceeding

expectations.

Hence, it is clear that modeling the

desired business conduct makes Talent

Management much more objective

making life happier for you and your

employees.


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How can your HCM solution help in behavior

modeling?

Take every interaction, and try to model it

as closely as possible from the employees

perspective. One of Ramcos clients in

the fashion retail sector, for instance,

sets business conduct standards based

on recommendations from their product

principals. Their stores carry many different

brands of clothing, each of which lends a

distinct identity to the wearer. Some brands

are smart-casual, some bold, and others are

considered more formal.

When customers walk into the store, store

personnel (employees) must greet them.

Store personnel are first required to discover

the intent of the customer not in an

interrogative style, but by engaging them

slowly and allowing them to open up about

what they are looking for. The attributes

employed to solicit open responses from

customers begins with the employees being

well-groomed, friendly in demeanor, and

lending an attentive ear before pushing a

product.

Ramcos HCM, for example, allows these

behaviors to be listed and described for

groups of employees. The context-aware

solution immediately recognizes users

when they log in as managers, consultants,

employees, and so on. Depending on

the role they play (as reviewer, recruiter,

employee, manager, etc.), the appropriate

checklists or appraisal screens are

displayed. When your IT solution knows you,

it becomes much easier to interact with it.

Appropriate measurement systems and

appraisals help ensure that employees who

follow the drill successfully are identified

and rewarded. Ramcos HCM, apart from

describing behavior, also allows setting of

weightages for these behaviors, and tracking

their achievement. Combined with other

reviews, tests or surprise assessments,

this can help in objectively assessing and

tuning an employees behavior in various

collaborations.

A mystery shopper might visit the

fashion store to check how store clerks areresponding to customers. They usually have

a mental checklist and consciously note

how the store clerks behave: do they greet

customers with practiced elegance, do they

direct the customers attention to special

promotions, and are they actively engaging

customers in meaningful conversations.

The HCM solution offers a flexible and

convenient way to capture the findings and

rate the assesses as a part of the behavioral

appraisal processes.

Gamification can further make training andevaluation fun by helping you recognize

employees who display consistence and

brilliance in their business conduct. With

Ramco HCM, you can let everybody know

about their achievement, reward their

performance on the spot or cumulatively.

Commendable behavior could also be

publicized through social media.. For e.g., an

employee who excels in his work might be

given a badge to display on LinkedIn or other

Social Networking sites for a period of time,

till the next assessment. Similarly, Twitter

and SMS groups might be used to announ

employee victories. The feeling of being

recognized for doing the right thing helps

motivate employees.

Threading together a string of benefits

With a constant focus on mobility and

ease-of-use, Ramcos HCM ensures talen

continuity, without hurting the organizatio

budgets. It can be deployed on a multi-

tenant Cloud or offered as a managed

service. Organizations may deploy it

process-by-process or subscribe fully to it

and benefit from its integrated flow. It is al

capable of seamless integration with third

party social media, accounting and jamm

platforms, making things more exciting.

In short, by putting together smart strateg

with proper processes, a good HCM and

Talent Management solution can make lif

easier for your employees and help them

grow, in turn boosting their performance

and the bottom-line, without affecting you

budget.

Source: Ra

Interested in finding out more?

Get in touch! Visit www.ramco.com/hcm

You can also write to us at contact@ramco


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Ramco HCM is a global talent management and payroll application.In the market for 15+ years now, it has served a million employee

records across 36 countries. The product is comprehensive in features

and delivers optimality in attributes such as best practices, scalability,

flexibility, up-time and response time. Typical business goals that

it supports include talent management, business to HR alignment,

self-service and statutory reporting. It can be delivered on-premise

or as a fully managed service. Generated from Ramcos ground

breaking platform, Ramco VirtualWorks, technology attributes

such as multi-tenancy, SOA etc. allow it to be deployed as true Cloud

solution, accessible from any device. Also, our product philosophy

called MUSIC- an acronym for Mobility, Usability, Social, In Memory

and Context aware forms the basis for every offering of ours.

Ramco Systems is a part of the USD 1 Billion Ramco Group and

offers ERP, HCM, SCM, CRM, Financials, Service Management, Asset

Management, Process Control, Project Management and Analytics

to multiple verticals on the most appropriate cloud modelpublic,

private and community. Ramco focuses on providing innovative

business solutions that can be delivered quickly and cost-effectively in

complex environments. Globally, Ramco has over 150,000 users from

1000+ customer organizations across 35 countries. The company

currently has 21 offices spread across India, USA, Canada, Europe,

Middle East, South Africa and APAC.

About Ramco

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