Thought of the day:

Tummy Ticklers:

Paying More can be a New Reward Strategy.

It seems that everywhere you look in today’s still sputtering economy companies are striving to find ways of doing more with less;  jobs are eliminated and the survivors have to work harder, employee reward budgets are trimmed to the bone or pay levels frozen, and the concept of “performance = reward” doesn’t seem to function like it used to.  Across the economy you can hear the constant litany of cut, cut, cut.

As a result, employee morale has plunged off a cliff.

However there is one reward strategy you can employ that doesn’t involve following the popular drumbeat of negative messages and takeaways.   Other functional departments (i.e., Marketing, Engineering, Advertising) have already taken a different tract to deal with the new realities.   Creative minds set themselves apart, pushing brand identification to carve out market niches away from the beaten path.  Perhaps Human Resources could take a page from that playbook and view employee rewards in a more creative fashion.

HR can stand out from the crowd.

A changed philosophy

Companies fear wasting money on employees who don’t perform, so they often limit the administrative increases so often granted by their reward programs.  They feel they can’t afford a strategy that increases payroll without a corresponding increase in ROI.  However, they could increase the amounts paid to key employees whilerestricting the level of those who perform . . . less well.  That would place the high achievers at a fair or even generous pay level, but these winners would be only those who deliver an ROI back to the company.  You can afford to reward high performers, can’t you?

Employees who produce results are worth the money.  If you’re fearful of overpaying those who aren’t performing, you hold the solution in your hands / policy manual.  All it takes is the discipline to hold employees accountable and to take action against those who aren’t performing, who aren’t worth the money you’re paying them.

But that’s easier said than done, isn’t it?

Do you know what percentage of your workforce is rated at an average or lower level of performance?  50%? 60%?   If you still grant every employee an annual increase, you won’t be able to differentiate and properly recognize your key performers.  You won’t have enough money.  In that case the reward bar is inevitably lowered to cover the most common performance level.   Instead, why not raise the performance bar and get rid of those who can’t keep up?

If a manager has $10,000 for annual increases and tries to balance rewarding both high and average performers, the increases won’t be enough to recognize key players.   While the merit spend is calculated on average performance high performers need larger increases to feel recognized and appreciated.  A request to grant morethan $10,000 will be denied, so what do most managers do?  They trim the increases of their best performers, in an effort to spread rewards as broadly as possible and keep everyone happy.

Does that work?

No, it doesn’t.   High performers will be discouraged and may rethink their future efforts as well as their commitment to your company, but your “Joe Average” will be pleased.  As behavior rewarded is behavior repeated, by using this make-everyone-happy tactic you’ll have encouraged more average performance and less high performance.  Does that sound like your reward strategy?

Okay you say, but if this concept is such common sense, why is the practice of holding employees accountable so seldom used?

The Management Fear Factor

Some managers fear what would happen if they took a tough line on performance = reward.

• They fear that employees are somehow “owed” annual salary increases.  “We have to give them something.”
• They fear their ignorance over how to conduct effective performance appraisals.  “Do these forms really measure performance?”
• They fear alienating  the majority of  average employees (see bullet #1)
• They fear what would happen if they exercised  the discipline necessary  to manage employees – because they want to be liked.

With a process designed to monitor and weed out the lower performers, and at the same time pay the higher performers well,  over time your new practice would retain more of those you want and rid yourself of those you don’t.  The employee performance bar would rise, fostering a more dynamic work environment that will in turn feed business performance.

How the recession influences talent management practices in emerging economies.

The recession of 2008 and its aftermath brought along a wave of uncertainties that left businesses with only one thing to be sure of – change.

Soon after the recession, decisions were mostly shaped to counteract the repercussions of the economic downturn. In order to stay ahead of the game, companies have now taken a new approach and decided to embrace change to transform it into a true business advantage.

With markets stagnating and the economy still recovering in the US and Europe, some of the emerging economies have taken centre stage. However, substantial differences in the business environment have to be taken into account in order to be a successful global enterprise.

Some of the significant challenges arising from the shift to the emerging markets include the need to have a deep appreciation of cultural differences and integrating local and global talent, especially with a view to sourcing talent with the right skills, and cost at the right time.

There is also the fact of a shortage of skilled talent with studies showing gaps of approximately 60% in the Asian-Pacific region compared to 45% in the US and 30% in EMEA. In such a competitive environment, talented employees begin to recognise their own value and retention management gains importance.

Tackling these challenges can only be successful when companies tailor their people practices that acknowledge specific regional variances:

Building future leadership - What has worked well in the past will not be as efficient in times of uncertainty. A pool of leaders with diverse backgrounds and different professional levels is pivotal to provide the capability to resolve complex situations.

Integrating culture into the board priorities - Fuelled by the highly competitive employment market, the role and impact of talent on business performance and risk has superseded more traditional factors for corporate success. The ability to attract, develop and retain talent therefore has become a key factor in all capital investment decisions. This has led to a deeper involvement of the HR director in strategy, execution and in ensuring compliance.

Valuing Diversity - With the world becoming more and more connected, the workforce too becomes more culturally and ethnically diverse. As a result, investments need to be directed to enhance inclusion and understanding the organizational culture within the specific context and needs of each segment of such a global workforce. To attract and retain people, a policy, process, program or practice needs to be shaped so it works in the US and modified, as needed, so it works as well as in the Middle East.

Transforming HR - HR functions have transformed moving from a focus on service delivery and compliance to enabling the business strategy. To drive efficiency and effectiveness, the goal is to create a consistent HR delivery framework that can be tailored to the demands of local markets and business units. The emergence of social media, mobility, analytics and cloud are leading to a rise in HR systems enabling employees to converge on these platforms and leadership to enhance the quality of decisions by applying analytics on large quantum of data available.

These integrated tools lead to a paradigm shift from excel-sheet based data to real-time analytics that enables deployment of talent across geographies by creating a global talent database. Global staffing and mobility programmes now also include models that allow scalability and flexibility by drawing upon 'free agent' and contingency workers, as required.

An Article by Mr. Prithvi Shergill

TALENT ROI- Biggest challenge for HR Industry.

 Pre-recession, investing in the best talent was viewed as being so vital to a company’s success that there was often no call for a business case – it was a no-brainer.

Five years later, in a tough economic climate, HR leaders face increasing pressure to justify investment, and there is a view that traditional 'people' metrics alone no longer cut it.

Research from Cirrus into measuring investment in talent found that nearly two thirds of HR professionals feel the pressure to justify a return on investment and create a financial case for talent.

More than half (54%) of those surveyed feel their company has not invested enough in talent, yet 87% believe senior management still view it as being critical to the bottom line.

The research shows there is a very real need to justify the business case for talent, yet almost half of all respondents feel it isn't possible to calculate the financial impact of talent investment. 47 feel that HR professionals lack the relevant skills to drive this forward.

Are we looking at a HR skills gap, or is it actually feasible to calculate the financial return on talent investment?

For many HR leaders, traditional people metrics such as retention, performance ratings and succession ratios are still used to show talent's worth. Irrespective of the demand for financial metrics, there was a feeling among those surveyed that it shouldn't be a case of one set of metrics replacing the other. If anything, the financial and the people metrics need to dovetail to create a balanced approach where traditional metrics are a key part of any return on investment equation.

As Hasan Khair, Regional Talent Director, EMEA, Saatchi & Saatchi said: "An ROI narrative built on pure financial metrics isn't a rounded view. Intangibles, such as culture and what people feel are equally important."

Dr Richard Waters, group head of learning and development at Hays, said: "The word I use is value - and value is about more than money. It is about how we deliver against the organisation's wider strategy and this ultimately trickles down to the bottom line."

Many other HR and talent leaders also argued that people metrics such as succession, employee engagement and motivation are predictive indicators of future business success. Evaluating the return on investment should include these benchmarks as complementary metrics to the financial data.

Just one in four of the organisations surveyed linked revenue and profit margins to ROI in talent - suggesting the lack of a commonly accepted financial model of assessment.

We suggest there are four key steps to create a rounded and more connected approach to assess return on investment in talent:

Use a strategy map to convert intangible assets into tangible outcomes

The core of this approach is based on the strategy map developed by Professor Robert Kaplan of Harvard Business School. By using a strategy map, you can track both financial and non-financial measures to wider business goals. The map allows intangible metrics to be clearly connected to more concrete metrics, ensuring that the strategic impact of the investment is comprehensively valued.

Be inclusive

Work with finance teams to gain valuable insight into marrying people and financial metrics. It is also important to connect with any leaders whose activities are likely to impact on investment and treat them as stakeholders.

New skillsets

Irrespective of retaining traditional metrics as a measurement tool, skills shortages across the profession could limit the effectiveness of a dual approach. Developing skills to build capability even in the most basic of financial metrics could become a vital part of HR's development.

Technology and a data-driven HR function

Research into HR technology buying trends highlighted that a fifth of organisations are using up to ten separate systems. Unifying all talent management processes using core platform could help HR teams advance business analytics.

For many HR leaders, the challenge of measuring the ROI in talent is an opportunity to bring a unique perspective to the usual financial business case. Traditional metrics such as motivation and engagement are powerful predictors of future business success. Combining these with hard financial measures can enable HR to prove its value and contribution to business success.

A talent strategy linked to strategic goals can give an organisation a real competitive advantage. HR professionals who can embrace the growing complexities of their role and shape a balanced case for talent investment can have a real impact on organisational success.

How did the term "human resource' originated?

 It's actually relatively new, a management innovation that was first used in the 1960s, when it was originally called "welfare management". In a classic HR model the primary responsibility of a human resources department is to implement strategies and policies relating to the management of individuals. In other words, anything that relates to the "human" element of a company or organization falls under the realm of human resources. This encompasses a wide range of services and responsibilities.

If you go back fifty years to when human resources first evolved as a management concept, you'll be visiting a world that was far simpler than it is today. Computers didn't exist in a practical form yet. There was no internet, no social networking, and no web based recruiting software to help manage job applicants. There was no need for benefits administration because the options for health care and retirement plans were fewer and much simpler. A basic health insurance policy and pension plan were offered to all employees and there were no questions about government subsidies, affordable care, or investment funds. HR had a much easier job back then.

Fast forward twenty years to the 1980s and the responsibilities of an HR department become more diverse. Still slightly before the development of the internet, the world was nonetheless much smaller and workforces were larger. Manila folder filing systems were being replaced by computer databases and the first job applicant software was developed. By today's standards it was fairly basic, but in the days of Reagan and MTV it was a revolutionary innovation. As human resources became more technologically advanced, the ability of fewer people to handle more data increased.

It was in the 80s and 90s that human resources developed into what it is today. The recruiting, hiring, and benefits administration remained the responsibility of HR, but additional services became necessary as the nation grew up and got ready for the 21st Century. Morale building, employee retention, training, and workforce development were all needed to keep workforces and management abreast of changes and rapid advancements in technology. As the sun set on the millennium, the dawn of social media and cloud based job applicant tracking changed the way business was done for the next ten years. HR evolved again.

The last decade has seen epic tragedies, the worst recession since the Great Depression, and advances in communications that have connected the world together in a way never before possible. Recruitment tracking systems have the capabilities now to reach out over the World Wide Web and recruit folks from all nations. Outsourcing has become more popular, so employment laws and guidelines have gone through some modification. It's the job of human resources to keep track of all that, along with compliance and confidentiality issues. A lot has changed since HR was first utilized back in the 1960s, but one thing has remained the same. Human Resources is a department that is there for the humans in your company. That makes it a necessity, for labor and management alike.

Urgent requirements in all the three hospitals listed below.

1.      Tanjore – Multispeciality Hospitals

               -We need – General Medicine, Anesthetist & Cardiologist.

2.      Vellore – Multispeciality Hospitals

               -HR, Marketing, Accounts, Purchase

3.       Malaysia / Singapore – Multi speciality Hospitals,

1.      Cardiac Surgeon (1)                    Salary range – 8 to 10000 USD

2.      Cardiac Anesthetist (1)                                   - 7 to 9000 USD

3.      Perfusionist (1)                                               - 1500 to 2000 USD

4.      OT Nurse (1)                                               - 1200 USD

5.      ICU Nurse (1)                                              - 1200 USD

(Accommodation, local transportation provided, yearly once 21days paid holidays will be provided, individual accommodation for all except the Surgeon)

Urgent requirement in one of the leading hospital of Vellore, for the position of Purchase Officer.

We do have an urgent requirement in one of the leading hospital of Vellore, for the position of  Purchase Officer, therefore request you to send us your updated resume, so that we can explore better opportunities for you.

About hospital

Is a Multispeciality hospital established in 1989  , our client is well equipped and provides the highest level of medical & surgical service for all age groups and gender with 60 beds. The hospital utilizes sophisticated technology for diagnostic and therapeutic purpose manned by specialist doctors and trained technicians.

 VISION

To redefine healthcare with clinical excellence and cutting edge technology ,create an  unique environment of highest customer satisfaction by   focussing on both  preventive and curative aspects of their treatment  and extending wings  in all aspects of healthcare.

Job Title                                               purchase officer

Reporting To                                      Manager operations

Job Responsibilities

§  Responsible for Purchase of Capital Assets, Operational Supplies and various services in accordance with the established specifications and industry / statutory norms, without compromising on price, quality, delivery timelines and payment conditions

§  Manage a yearly Purchase budget for capital assets procurement

§  Performing to the budgets and meeting all deadlines.

§  Provide and seek necessary Technical information with regard to product sourcing, vendors and possible substitutes so that they can make informed decisions for value added purchases.

§  Prepare 'Request for Proposals', Request for Quotations and Purchase Orders for material procurement in a scheduled and prioritized manner.

§  Evaluate and maintain the approved list of Suppliers and Vendors for capital procurement.

§  Liaise with Suppliers/Logistics Dept for all shipments and coordinate with end user departments for timely flow of information for planning the operations accordingly

§  Maintain pricing records and cost analysis for current future strategies

§  Monitor and analyse Capital purchase and capital expenditure on a regular basis and provide MIS to the management from time to time.

Urgent requirement for Fashion Consultant in Mumbai with one of the leading western apparels stores.

Urgent requirement for Fashion Consultant in Mumbai with one of the leading western apparels stores.

Location:

JUHU     
   
MEGA MALL    
   
INORBIT MALL    
   
GROWEL MALL    
   
R-CITY    
   
KURLA    
    
Salary- 15K / month.

Mail ur resume at jobs@indomaticglobal.com
call us at +91 9211352113 / +91 9278152113

Urgent requirement for the Head Nurse (Nursing Director) in Muscat (Oman).

Urgent requirement for a Nursing Director with one of the leading hospitals in Middle east.

Experience- 3 yrs post MSc Nursing.
Must be handling minimum 50 staff Nurses.
Location Muscat (Oman).
Package 1lac - 1.20 lac / month + accomodation.

Mail ur resume at jobs@indomaticglobal.com.
call us at +91 9211352113 / +91 9278152113. 

Urgent requirements for graduates in Dubai.

Urgent Requirement for Customer Care executive , Customer Relation executive & Data Entry operator
in Dubai with one of the leading hospital group.

Mail ur resume at jobs@indomaticglobal.com
call us at +91 9211352113 / +91 9278152113

Job: Urgent requirement for specialist Radiologist in Dubai.

We do have an urgent requirement for Female Radiologist in Dubai (UAE) with one of the leading hospital.

Package - 30K Dhiram / month .

Must have an DHA License.

Mail ur resume at jobs@indomaticglobal.com
call us at +91 9211352113 / +91 9278152113

Job: Urgent requirement for the Tech Support in one of the leading IT Company.

Their is an urgent requirement for tech support with one of the leading IT company in Bangalore & Hyderabad.

Minimum Qualification - Graduate.
Package - 15K / month.

Freshers can also apply.

Candidate should be willing to join within 15 days.

Mail ur resume at jobs@indomaticglobal.com
call us at +91 9211352113 / +91 9278152113

Thought of the day

Tummy Ticklers

Job:Urgent Requirement for diploma Mechanical in Delhi / NCR.

Looking for 30 Diploma Mechanical fresher in one of the leading company in HVAC industry.

Salary - 7K / month.

Location- Delhi/NCR.

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call us at +91 9211352113 / +91 9278152113

Job: Urgent requirement for BTech Chemical & BTech Bio Tech Graduate.

Urgent requirement for BTech Chemical & BTech Bio Tech Graduate in a Public Limited Company in Delhi/NCR. Looking for Fresher graduates.

Salary.
B-Tech Chemical- 10K / Month.
B-Tech  Bio Tech-7K-8K / Month.


Mail ur resume at jobs@indomaticglobal.com
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Job: Urgent Requirement for Bsc Chemistry in Bhiwadi.

Urgent requirement for Bsc Chemistry Graduate in Multi National Company in Bhiwadi. Looking for Fresher graduates.

Salary- 7K / Month.
Location- Bhiwadi.

Mail ur resume at jobs@indomaticglobal.com
call us at +91 9211352113 / +91 9278152113

Thought of the day.

Job: Urgent requirement for Pediatrics in Sharjah (UAE) with one of the leading hospital.

We do have an urgent requirement for Pediatrician in Sharjah (UAE) with one of the leading hospital.

Package - 25K Dhiram / month .

Must have an MOH B license.

Mail ur resume at jobs@indomaticglobal.com
call us at +91 9211352113 / +91 9278152113