unit 1 shrm themes

Themes of SHRM

HR Excellence

Employee Involvement Employee Responsiveness

Empowerment Flexibility

Communication Innovation

Motivation Cross-PollinationMotivation Cross Pollination

EMPLOYEE INVOLVEMENTEmployee involvement is the level of commitment an employee hastowards their organization and its values.

An engaged employee is aware of business context, and workswith colleagues to improve performance within the job for thewith colleagues to improve performance within the job for thebenefit of the organization. Employee involvement is a barometerthat determines the association of a person with the organization.

When Kahn talked about employee engagement he has givenimportant to all three aspects physically, cognitively and emotionally.

HR practitioners believe that the involvement challenge has a lot todo with how employee feels about the about work experience.

h l d i h i hi h f d ll l dIt has a lot to do with emotions which are fundamentally related todrive bottom line success in a company.

Involved employees want to commit to companies because doingInvolved employees want to commit to companies because doingso satisfies a powerful need to contribute to something significant

EMPLOYEE INVOLVEMENTEmpowerment: Give people the right to beEmpowerment: Give people the right to beEmployee Empowerment is giving employees responsibility andauthority to make decisions and feel as members of theorganizationorganization.

Job enlargement (variety of tasks)Job enrichment (autonomy of work).Autonomous groups and teamsIndependent units/project teams/SBUsDecentralization and delegationgParticipative decision makingIndustrial DemocracyFinancial PartnershipsFinancial Partnerships

EMPLOYEE INVOLVEMENTAdvantages of employee empowerment include:g p y p

increased employee education and training;increased employee contribution and performance;increased respect among employees for workincreased respect among employees for workempowerment equals lower absenteeism and better productivity;employees have more satisfying work experience;an increased depth of competence among employeesan increased depth of competence among employeesless conflict at workplacedecreased litigation cost to the company.employees more likely to agree with changes if they participate inemployees more likely to agree with changes if they participate in

decisionsemployees more likely to stay with the company,Employees more likely to be an advocate and ambassador of theEmployees more likely to be an advocate and ambassador of the

company .builds commitment and alignment with the organization’s goalsincreases employees’ trust in the organizationincreases employees trust in the organizationcreates a sense of loyalty in a competitive environment

EMPLOYEE INVOLVEMENTSome of the disadvantage of employee empowerment include:g p y p

employees can abuse the increased power given to them;it is too much responsibility for some employees;employees who focus on their own success rather than group's mayemployees who focus on their own success rather than group s may

leave;all employees must "buy in" to the concept for it to be effective;there is an increased cost to the organization for training and education;there is an increased cost to the organization for training and education;there may be increased conflict or power struggle betweeen employeessome employees may not be knowledgeable enough to make good

decisions;decisions;

There needs to be a balance between empowerment and traditionalmanagement The manager of the department needs to be sensitive to themanagement. The manager of the department needs to be sensitive to theemployees' needs and the company's needs and to know how to use amanagement style that will work best to achieve desired outcomes.

EMPLOYEE INVOLVEMENT

Precautions:Precautions:Encourage don’t impose powerFeel the employee pulse and go slowD t t Y V l P lDemonstrate You Value PeopleShare Leadership Vision, Goals and DirectionTrust People. Provide Information for Decision MakingD l A h i j kDelegate Authority not just more workSolve Problems: Don't Pinpoint Problem PeopleHelp Employees Feel Rewarded and Recognized for making decisions

In several Indian companies, empowerment initiatives had failed in theearly 80s because employees were not ready. On the other hand,empowerment programs have been established successfully in a numberof leading companies e.g. Infosys, P & G, Eli Lily & Motorola.

EMPLOYEE INVOLVEMENTCommunication: Share and careCommunication: Share and careEmployee communication refers to the extent of sharing andinteraction that takes place at different levels in the organization

Flat structure and delayeringFlat structure and delayeringOpen door policyFormal (publications, suggestion schemes) & informal (tea-

room) communicationDownward, upward and lateral communication3600 appraisal (by boss, peers, subordinate) & feedbackpp ( y , p , )Sharing business plans and forecasts.Transparent, open book system of disclosure.

EMPLOYEE INVOLVEMENTAdvantages of employee communication include:g p y

increased respect among employeesincreased job satisfactionless conflict at workplaceless conflict at workplaceLess barriers and stumbling blocks to workEmployees likely to be an advocate and ambassador of the company .builds commitment and trustbuilds commitment and trustincreases employees’ trust in the organizationcreates a sense of loyaltyCreates a sense of belongingness and shared visionCreates a sense of belongingness and shared visionInformed decision-making

EMPLOYEE INVOLVEMENTThe flip side of employee communication is:The flip side of employee communication is:

Open door policy may infringe right to privacy of individualsToo much information may lead to information overloadToo much information may lead to information overloadMany times, it may involve unnecessary wastage of time and

resourcesOpen communication may be difficult to implement in some

firmsThere may still be some confidential data that the company mayy p y y

not like to discloseCompanies might not be comfortable to have open disclosure

with employees who are employed for a short termwith employees who are employed for a short-term


Precautions:Precautions:Communication should satisfy the three key employee needs before they can beengaged and highly productive. Each and every employee needs to:1. Know that … what are the facts about the organization and their specific job1. Know that … what are the facts about the organization and their specific job– what business you are in, who your customers are, details about your productor service, where forms are located, who to see when there is a problem etc..2. Master that … what are the practical skills required to do their job well –p q jrepairing a machine, filling out an invoice, designing a building, writing asoftware program etc.3. Feel that … they are being listened to, respected, trusted, valued- includedhere are the interactions that give them a sense of belonging and self-worth .

Managers predominantly concentrate on the first communication need – knowth t d l tt ti t th d d t t kill Th thi d dthat – and pay less attention to the second need to master skills. The third need –feel that – is what makes employees distinctly human and what drives them tooutstanding achievement in work and outside of work. Attention thus has to bepaid to all needspaid to all needs.


T i ’ Pi H t i t l t th i i b li f dTricon’s Pizza Hut orients employees to the vision, belief andTricon’s ‘how we work together’ culture. The practice ofdisclosing performance and financial information is adopted on thenotion that informed people take better decisions.3600 appraisal, open communication, upward and downwardinformation sharing have been almost universally adopted byinformation sharing have been almost universally adopted byFortune 500 firms.

EMPLOYEE INVOLVEMENTMotivation: Gear up that spiritMotivation: Gear up that spirit

Monetary incentives e.g. stock options, bonuses etc.Non-monetary incentives e.g. certificates, awards, recognitionFringe benefitsFringe benefits Performance-linked pay packagesVariable incentives and cafeteria benefitsJob enrichment & enlargementProviding both hygiene and motivating factorsNeed recognition and fulfillmentgStatus, authority, autonomy, recognition and prestige

EMPLOYEE INVOLVEMENTAdvantages of motivation include:Advantages of motivation include:

increased drive to workincreased job satisfactionbuilds respect and trustbuilds respect and trustcreates a sense of loyaltycreates a sense of belongingness and shared visionencourages better performancea motivated employee is a committed employee

EMPLOYEE INVOLVEMENTThe flip side of motivation may include:The flip side of motivation may include:

Performance linked rewards may stress some peopleCultural hindrances may block implementation of such rewardsCultural hindrances may block implementation of such rewardsNeed patterns vary from employee to employeeEmployee expectations may remain high and unfulfilledEmployees may be resistant to any motivational initiativesDownsizing and cost-cutting measures run contrary to principles

of motivationBarriers to motivation may exist e.g. unaware managers,

inadequate resources, entrenched attitudes like "We don't get paidextra to work harder” or "We've always done it this way” or "Itextra to work harder or We ve always done it this way or Itisn’t part of my job”


Precautions:Precautions:1. Motivating employees starts with motivating yourself2. Increased motivation does not always lead to job satisfaction and

b tt j b fbetter job performance3. Goals of the organization need to be aligned with goals of employees4. Money is not always a motivator5 R b diff l i d b diff hi5. Remember different people are motivated by different things6. Recognize that supporting employee motivation is a process, not a

task7. Support employee motivation by using the right reward systems8. Work with each employee to ensure their motivational factors are

taken into consideration in your reward systems9. Reward right and reward fast10. Clearly convey how employee results contribute to organizational

results and celebrate achievements


V i bl l ( dd ) h b i l t d f ll tVariable pay plan (add-on) has been implemented successfully atXerox to create a sense of shared destiny by giving incentives forimprovement in company performance.

FedEx has successfully implemented monetary incentives thatinclude profit sharing, project bonuses, stock options and warrants,

h d l d b d t i ti lik fl ibl kscheduled bonuses and non-monetary incentives like flexible workhours, training, pleasant work environment, and sabbaticals tomotivate its employees

Infosys was a pioneer in India to implement Variable pay plan andstock options as employee motivators

EMPLOYEE RESPONSIVENESSFlexibility: Give everyone space

Flexi-work: Workers may be recruited part-time or full-time,temporary or permanent for a variety of undefined and flexible jobs.There are no rigid job definitions and tasks are loosely defined. Alsopeople may be shifted from job to job or place to place.

Flexi-place: It is an arrangement whereby people perform work inplaces other than the office. Home working is one arrangement involvingp g g gpeople undertaking work primarily from their homes. They could also beperforming work at alternate locations.

Flexi-time: It is an arrangement whereby employees can vary theirg y p y ydaily start and finish times to suit their work and personal commitmentsso long as they work the total hours agreed for a period. Generally thereis core time when employees must be present and a peripheral time,is core time when employees must be present and a peripheral time,which can be adjusted according to convenience.

Teleworking: Teleworking or telecommuting is the act of workingaway from the conventional workplace while maintainingaway from the conventional workplace while maintainingcommunication with it via IT. People could be working from anyplace,anytime. It incorporates both flexi place and flexi time concept.

EMPLOYEE RESPONSIVENESS

Flexi org: Give everyone a spaceFlexi-org: Give everyone a spaceFlexi-years: A work arrangement under which employees can choose

(at six month intervals) the number of hours they want to work eachth th t ith i d i i li it d fi dmonth over the next year with maximum and minimum limits defined.

Annualized hours: It is a variant of flexi-time where employees arecontracted to work a certain number of hours per year. They may adjustth i h d th i k ti t ith th ltheir hours and their work time on agreement with the employer.

Work sharing: A full-time work is divided between two or morepeople. The jobsharers work at different times, although there may be ai l i i i i h h k f h dtime overlap to maintain continuity. They may each work part of the day

or week or alternate days. Often couples prefer this kind of arrangement.Zero hours contracts: Zero hours arrangement is in effect, an "on call

arrangement". There are no fixed pre-decided hours and work variesaccording to requirement.


Flexi org: Give everyone a spaceFlexi-org: Give everyone a spaceTime accounts: Time accounts are a formalization of the age-old

process of taking time off to compensate for extra time worked, and viceO b ild ti dit i ' t d t k th ffversa. One can build up time credits in one's account and take them off

later at one’s convenience.Compressed time options: An arrangement that allows employees,h t f d t k l t il f f t h dwho want more free days, to work voluntarily for four ten-hour days

instead of the usual five eight-hour days. Sometimes there may be stillmore flexibility regarding choice of days and time.

i i ll i i h b h kiPart-time work: Essentially, it is an arrangement whereby the workinghours are below the normal for the job. Allowing part-time working canhelp in recruiting staff who are unable to work full- time and in retainingvalued staff who wish to reduce their working hours.

Temporary work/contract work: It refers to short-term employment.Employees are recruited for a short tenure, which may vary from a fewdays to a few months e.g. seasonal or casual work or those involvingshort-term employment contracts.


Flexi org: Give everyone a spaceFlexi-org: Give everyone a spaceStaggered hours: Staggered hours means employees can all have

different start, finish and break times. This allows employers to coverl i h It l ff l fl ibilitlonger opening hours. It also offers employees more flexibility.

Shift swapping: Shift swapping lets staff negotiate their working timesand shifts amongst themselves, whilst keeping the needs of the business

i i i dor service in mind.Self-rostering: It involves working out the number of staff needed

each day, then letting employees put forward the time they would like tok Shif h il d hi ff f hwork. Shift patterns are then compiled, matching staff preferences to the

agreed staffing levels. It is used in some hospitals and care services.Term-time working: Term-time working makes it possible for

permanent employees to take unpaid leave during school holidays.

EMPLOYEE RESPONSIVENESSAdvantages of flexibility include:Advantages of flexibility include:

For the individual, flexibility results into reduction of stress,control over the work schedule, better work-family balance,enhanced lifestyle quality increased job satisfaction and betterenhanced lifestyle quality, increased job satisfaction and betterperformance

For the organization, flexibility provides access to wider andtalented labor pool, obviates problems of absenteeism andturnover, results in more satisfied employees, fostersresponsiveness, global learning and sharing, increased diversity ofp , g g g, ytalent and helps in encouraging innovation and change

For the society, flexibility provides access to jobs for themobility disadvantaged helps relieve air pollution & trafficmobility disadvantaged, helps relieve air pollution & trafficcongestion, gives parents more time with children, addressesquality of life issues, family and personal time management,reduces demand for public transport and reduces accidents

EMPLOYEE RESPONSIVENESSThe flip side of flexibility may include:p y y

Flexi schedules may negatively influence employees’ perceptions ofrelationship aspects because they may experience fewer face-to-faceinteractions with managers and co-workers.interactions with managers and co workers.

Flexi schedules are difficult to keep track of by managersSince telecommuters are physically absent from the traditional office

most of the time this may affect their chances of being treated fairlymost of the time, this may affect their chances of being treated fairly.Teleworking involves crucial issues of data security and secrecy,

which can be maintained only through an environment of mutual trust.Often managers are reluctant to embrace telecommuting because theyOften, managers are reluctant to embrace telecommuting because they

worry they’ll lose control when employees work off-siteIt’s not easy to move from a set of work skills that we've spent most of

our lives developing to flexiwork conceptour lives developing to flexiwork conceptOften people complain that flexi place and teleworking further

aggravate their family life as the home transforms into a virtual office.For flexiplace arrangements expensive IT infrastructure is requiredFor flexiplace arrangements, expensive IT infrastructure is required


Precautions:Precautions:Employees need to be tech-savvy and are not averse to using new-age

technologyIT i f t t h t b i lIT infrastructure has to be in placeFlexibility can be successful only if employees voluntarily wish to opt

for itE l d b i d h dl fl ibili d dEmployees need to be trained to handle flexibility demandsEffective monitoring and control systems to handle coordination is

requiredNeed to have a team-culture and horizontal organization structureManagers need to be serious about introducing work-life balance issues

and not just pay lip service.Clear policy guidelines about work related targets and standards have

to be delineatedThe company should be ready to provide equipment/technical support

to workers at homeAdequate measures to protect data and provide information security


BP was one of the first companies to shift from formal job definitions to flexiBP was one of the first companies to shift from formal job definitions to flexi-work successfully. There are very few defined jobs at BP.IBM's Mobility Initiative saves some $100 million annually. Staff surveys show that productivity and effectiveness by up to 50%. About 25% of IBM's 320,000that productivity and effectiveness by up to 50%. About 25% of IBM s 320,000 workers worldwide telecommute, saving $700 million in real estate costs. Compaq Computer Corporation documented productivity increases ranging from 15% to 45% after its introduction of flexplace and flextime arrangements.p gAmerican Express: Teleworkers produced 43% more business than their office-based counterparts.AT&T: Some 55% of its managers worldwide work from home at least once a week. 82% employees who telework said it has helped them balance family and work life thus improving productivity. With telework, AT&T saved $3,000 per office for approximately $550 million by eliminating or consolidating office

l l dspace people no longer need. Ford Motor Company: The necessity to cut office space and the need to hire key talent made the company go for telecommuting as the most favoured option by employeesby employees. Fuji Xerox Co. Ltd: It has introduced flexible work schedule and is now experiencing improved white-collar productivity up by 20%.


Innovation: Expand your possibilitiesInnovation: Expand your possibilitiesEncourage creative-thinking skillsRecognize and reward innovative breakthroughsTeam-work, knowledge sharing, and ideationFocus on building an OCTAPACE cultureTraining and coachingTraining and coachingFoster experimenting and risk-taking attitudesReinvent business model and organization structureBrainstorming decision makingBrainstorming decision-makingMinimization of administrative, routine tasksOutsourcing of cost-ineffective tasksAutomation and networking

EMPLOYEE RESPONSIVENESSAdvantages of innovation include:Advantages of innovation include:

Builds confidence in employeesRejuvenates the organization and product lifecycle (OLC/PLC)Fosters responsivenessFosters responsivenessHelps in building dynamism and agilityMakes the organization “change-ready”Infuses idea-generation and lateral thinkingEngenders unique solutions to unique problemsHelps attain competitive advantagep p g

EMPLOYEE RESPONSIVENESSThe flip side of innovation may include:p y

Challenges in establishing a sustainable culture of innovation Lack of a shared vision, purpose or strategy Innovation not articulated as a company-wide commitment Lack of motivation and funding by Senior Leaders Constantly shifting priorities from long-term goals to short-term exigencies Too much of process-focus rather than external customer focus F ffi i th th ff tiFocus on efficiency rather than effectivenessUnwillingness to change and resistance to face the newPolitics — efforts to sustain the status quo to support entrenched interests Structural systemic and process inertiaStructural , systemic and process inertiaFear that criticizing current practices and commitments is a high-risk activity Workforce workloads (i.e. too much to do, not enough time) Risk aversion (i.e. punishment for "failure")Risk aversion (i.e. punishment for failure ) Addiction to left-brained, analytical thinking ("data is God") Unwillingness to acknowledge and learn from past "failures" Innovation not part of the performance review process and reward mechanismLack of skillful brainstorm facilitation Inadequate "innovation coaching“, No creative thinking training

EMPLOYEE RESPONSIVENESSPrecautions:

Innovation is to be seen as a process not a one-shot solutionSenior leadership support both financially and emotionally is importantBuilding and sustaining an innovation culture is mandatoryBuilding and sustaining an innovation culture is mandatoryInnovation will not happen unless employees are driven by a common

goal and ‘obsession to win’Employee abilities have to be trusted and expectations should beEmployee abilities have to be trusted and expectations should be

realisticPeople have to be ‘ready’ and resistance to innovate has to go.Organizational structure and processes should be flexible and looseOrganizational structure and processes should be flexible and loose Recognition of efforts and initiativesShift from focus on administrative work to strategic decision-making Innovation has to be part of the performance review process andInnovation has to be part of the performance review process and

reward mechanismProper coaching and training facilities should be provided


IBM is seen as a benchmark in innovation. IBM lets employeestalk—to each other and the public—without intervention. With aculture as diverse and distributed as IBM’s getting employees toculture as diverse and distributed as IBM s, getting employees tocollaborate and share makes good business sense. IBMers areindividually responsible for what they create and are rewarded forthat. IBM was one of the pioneers in the concept of ‘innovationincubation’.3M provides an atmosphere where people are comfortable withp p p pambiguity and spend time on quality-enhancement strategies andcreative decision-making for customer satisfaction whileoutsourcing administrative and routine workoutsourcing administrative and routine work.


Cross Pollination: Be versatile and a generalistCross-Pollination: Be versatile and a generalistMulti-skilling and multi-taskingJob rotation across verticalsCross-functional tasks and assignmentsInterdepartmental/interfunctional teamsProject-based crack teamsProject based crack teamsMatrix and SBU structuresGeneralist workshops and MDPsLateral transfers and movesLateral transfers and movesCross-divisional deputations and foreign assignments

EMPLOYEE RESPONSIVENESSAdvantages of cross-pollination include:Advantages of cross pollination include:

Fosters responsivenessHelps in building dynamism and agilityMakes the organization “change ready”Makes the organization change-readyIncreases employability in future jobsMore diversified learningGreater information sharing in the organizationMore coordination among employeesDecision making is richergThey improve an organization's ability to solve complex

problems because they bring together people with different skillsets experiences perceptions and stylessets, experiences, perceptions and styles

New product and service breakthroughs come from diverse ideas,not from interactions among people with similar views

EMPLOYEE RESPONSIVENESSThe flip side of cross-pollination may include:The flip side of cross pollination may include:

Challenges in establishing a generalist orientation Fixation with specialist thinkingRigid structures of functional departmentsRigid structures of functional departmentsPoor collaboration and communicationLack of supporting culture and initiativesFunctional goals, targets and guidelinesWeak leadership rolesLack of autonomy to teamsyLack of trust in people from other areas

EMPLOYEE RESPONSIVENESSPrecautions:

Teams should result in synergy and not dysergyNeed to have shared goals, values and a clear common purpose or mission.Size of team is important-neither too big nor too smallImportant to manage conflicts among team members who are from different

functional backgrounds and have differing perspectivesTeamwork training is necessary for team members to understand their role and

itipositionUp-front and induction training can also eliminate breaking and role

familiarization time at the onset of a team project.The leader's role should be more of a coach rather than a traditional managerThe leader s role should be more of a coach rather than a traditional manager.Compensation and rewards need to be linked to team goals and their

performance.The team must be empowered to act decisivelyThe team must be empowered to act decisivelyPositive interpersonal relationships are essential


PepsiCo, Du Pont, Motorola are some of the companies that have adopted the system of lateral transfers, multi-track assignments, cross functional crack teams to enable people to develop an overallcross-functional crack teams to enable people to develop an overall perspective and to prepare them to handle their future better.

HP has based its corporate culture on the integration andreinforcement of critical opposites. This became known as theHewlett-Packard Way. HP has achieved "what appears to be they ppgreatest dichotomy: creating an environment that celebratesindividualism, but at the same time one that is also whollysupportive of teamwork Although HP people are taught to engagesupportive of teamwork. Although HP people are taught to engagein cross-functional teams, they are also rated on the performance ofdecentralized business units and personal achievement.

unit 1 shrm themes

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