The toughest HR decisions!

Greatest innovations, biggest corporate disasters and exemplary success tales have one thing in common – they all are born out of someone’s life’s toughest decisions. Professionally, it is about the lives of the people of the organisation, where the HR is often perceived as either an angel or Satan.r

Despite such a crucial role – that directly impacts the bottom line and thus productivity – interestingly, HR’s role as a decision-maker is largely undermined. It is usually not the initiator, and is perceived to be a support function to the decision-making authority or leadership. Where HR has become a crucial business driver, such as in leading organisations like IBM (where it has a strong voice), it has set several milestones. The organisation tries to synchronise its HR policies with the internal and external stimuli. However, companies can reserve a seat for HR at the table and value its decisions only after the relationship between HR and the ‘tangibles’ is well understood by them.

Focused HR plans and policies are a result of well-rounded discussions within an organisation, involving all the stakeholder. Such decisions enhance the core competencies and development of people, ultimately leading to the company’s growth. Today, a company cannot progress as long as it ignores the human capital. Still getting the best talent on board alone cannot serve any good till good decisions are in place to best utilise their skills and keep them engaged. Click here to read more..

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No spring yet for Arab trade unions

On January 5, 2008, protests erupted in the southern region of Gafsa in Tunisia after the state-owned Phosphate Company announced the results of the recruitment competition, which was widely seen as fraudulent and rigged. The unlucky candidates who failed to secure employment at the factory as well as the representatives from the National Labour Union, the Union Generale des Travailleurs Tunisiens (UGTT) claimed that

the firm’s selection process was opaque and nepotistic. The demonstrations rapidly spread to include local residents as well as the relatives of miners injured or killed while working at the company. The government brutally cracked down on the protestors, leading to the death of two and imprisonment and torture of 300 others. Families of activists reported harassment by the authorities.

Tunisia is one of the countries with abysmal record of labour rights, but the Gafsa protests are indicative of restrictions on labour organisations throughout the region. In fact some West Asian countries do not even have formal labour rights such as the right to strike or form unions. While West Asia is not unique in its suppression of workers’ rights, the region’s robust authoritarian regimes make restrictions on labour organisation particularly severe by comparison to other regions. Click here to read more..

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IIPM Think-Tank

Business and Economy

The Sunday Indian

Prof. Arindam Chaudhuri

Prof. Rajita Chaudhuri

4ps Business and Marketing

The Human Factor

The right perspective

In a fast-growing corporate arena, it is essential that HR professionals adapt themselves to the changing demands of management, break away from traditional strategies and experiment with innovative methods and practices, to lay down the foundation of a productive workplace, said experts at the Annual HR Conclave organised by IIPM on August 11, 2012 at Hyderabad.

The conclave aimed at presenting the views of some of the eminent experts on ‘Competencies of a Successful HR Professional in Today’s Changing Scenario’. The conclave also saw a good participation of representatives from HSBC, Yes Bank, Rofus, Perfect Relations, Diebold, Google, The Golkonda Hotel, ManpowerGroup, Deloitte, GMR, Winzest, CBay, Netzworke, Shore Infotech and Dupont, to name some.

Mr. Debasis Chatterji, CEO, Netxcell Ltd, said that development of competencies for various functions of HR helps the management of an organisation with strategy execution. He also focused on business operations and how to be a good business partner, locally and globally.

Mr. Venkatesh Palabatla, chief HRO, GMR Group, emphasised on how to develop competencies to reduce cost of operations without losing talent. Ms. Rajita Singh, head HR, Broadridge Financial Solutions, focused mainly on how HR professionals should attain, retain and motivate employees. She also threw light on some new and innovative ideas that many organisations are incorporating today to motivate their employees. Click here to read more...

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Training to be a life-long student

All the top achievers I know are life-long learners, looking for new skills, insights, and ideas. If they are not learning, they are not growing... not moving toward excellence, said Denis Waitley, one of America’s most respected authors, keynote lecturers and productivity consultants on high-performance human achievement.

Today’s highly competitive economy and business environment characterised by worldwide competition has influenced modern corporations in profound ways. Progressive organisations must achieve higher standards of productivity, quality, and effectiveness in order to survive, grow and excel in the new environment. Companies must adapt or change their business strategies to take into account the new realities of intense global and domestic competition. Corporate cultures, many of which were formed in a regulated monopolistic environment (for instance, Indian public sector) must be retooled for successfully facing the challenges of new environment.

Comprehending the situation David Ashton and Alan Felstead, faculty Cardiff School of Social Sciences, have said, “Regard the investment by an organisation in the skills of employees as a ‘litmus test’ for a change in the way they are managed. Learning and development carries the prospect of unleashing the potential that lies within all people, which allows employees to contribute their best, thereby becoming the best team leaders in their respective organisation.” Click here to read more..

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