Job Analysis and Job Evaluation
Job analysis is the process of identifying and determining in detail contents of a particular job, thereby, clearly defining duties, responsibilities, accountabilities, and skills associated with the job. An important aspect of job analysis is that the analysis is conducted of the job, and not of the person. The process of job analysis results in […]
Changing Jobs Mid-Career or After a Few Years into the First Job
Lateral career moves are common in the corporate world and there are some specific strategies that one can follow when making a mid career move. First, one needs to remember that changing jobs a few years into the career is not like getting the first job and hence, the expectations as well as the ambitions […]
Factors Affecting Levels of Pay
Skills, Experience and Performance This is the basic determinant of the pay that is given to an employee. This is the entry-level criterion wherein the skills of the employee are first determined and the pay fixed accordingly. Next, the performance of the employee during the appraisal period forms the basis for the salary hike and […]
Knowledge Transfer – Meaning, Barriers and its Characteristics
Introduction Organizations indulge nowadays in alliances, collaborations and partnerships. All this require transfer of knowledge, especially, knowledge related to strategies, technologies and best practices to improve the network cooperation. Research studies attempt to obtain inferences from these transfer processes so as to understand more about the characteristics of knowledge transfer. Barriers to Knowledge Transfer To […]
Lateral Placements and Some Strategies for those with Work Experience in Business Schools
In recent years, the number of students with work experience has gone up in the business schools around the world. while the business schools in the US and Europe have always had work experience as a prerequisite for enrollment, Asian business schools have tended to take in more students fresh out of graduate courses. while […]
Most of the organizations do not feel much about managing their talent. Here is why they should -
Talent management is not only important for hiring people as per the need, it is also important for determining when to hire. In the traditional model of hiring supply meant developing people internally for future. There was an upfront investment in candidates recovered through an enhanced performance over time. This was a good perspective; there were equal chances of making and losing money by investing in your people.
Hiring from outside or temporary employment on the other hand was seen as something that cannot fetch you substantial returns and or act as potential source of knowledge and competitive advantage.
These trends lost sheen over a period of time with the rise of the great corporate career. Consider this - In 1950’s — 1960’s an average fortune 500 executive had been with his/her company for average 24 years. Not anymore, the traditional and lifetime model was breaking up and giving way to a new model. Outside hiring increased along with the increased employee turnover.
The change was brought over by organizations failing to plan. Increased pressures from market for speed of delivery and variety of goods, the third wave of corporate restructuring and failure to keep up with new management practices brought chaos to planning.
In a survey conducted in 2003 by SHRM it was found out that 60% of the firms have no succession planning of any kind. Surprisingly more than 70 % had it in that late 1970’s! IPMA-HR survey of the workforce as a whole in the year 2004 found out 63 % have no workforce planning of any kind; the same was an integral component of virtually all companies in 1950’s. A new trend had taken shape, shortage - go outside and hire!
On the employee side, the trend of lifetime employment has diminished now. Talking in terms of the percentage of lifetime employees - in 1980’s 53 % of employees worked as life time employees, the same decreased to 34 % in 2009. The questions that arises is how do we manage the next generation employees and what exactly do people expect from jobs.
The new generation employees it seems do not believe in the old philosophy of ‘we will stick around till you need us’. They are more enterprising and will to take risks in their career; they accept failures easily and are prepared for them. People now prefer flat hierarchies, build careers around jobs and want a clear performance management system.
There are work-life balance concerns, issues of job flexibility all of which calls for renewing the social contract with the employees. The employees, their psyche, their beliefs and most important their attitudes are changing - talent management can’t afford to sit back. It needs evolution.
Your email address will not be published. Required fields are marked *
