Employee Relationship Management (ERM)
Employees are the major assets of an organization. It is essential that the employees perform together as a collective unit and contribute equally towards the realization of a common goal. No task can be accomplished if the individuals are engaged in constant conflicts and misunderstandings. It has been observed that targets are achieved at a […]
Role of Attitude in Employee Relationship
The performance of an individual is largely dependent on the relation he/she shares with his/her colleagues. It is really important that individuals are friendly with their colleagues so that they can discuss several issues with each other and come to a conclusion best suited to all. No individual can perform alone. Tasks are accomplished at […]
What to Collect during Job Analysis
Gathering job-related information involves lots of efforts and time. The process may become cumbersome if the main objective of it is not known. Any information can be gathered and recorded but may be hazardous for health and finances of an organization if it is not known what is required and why. Before starting to conduct […]
Informational Training Methods
Informational training methods are basically used to teach facts and figures and for developing a change in attitude. There is a one way communication between the trainer and the trainee that involves the transfer of information without many deliberations. New policies, programs, code of conduct are transferred using informational training methods. Lectures, audio visuals, self […]
Ways for Organizations to Increase Human Capital
Let us go through various ways which help an organization to increase its human capital: Constant Trainings It is rightly said that the success and failure of any organization depends on its employees. Every employee in his/her own way contributes to the development of organization. One of the major responsibilities of a human resource professional […]
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.
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