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An effective total rewards strategy requires deep understanding of what the CEO and employees really value. Read more to know experts' views on Total Rewards Designs that truly matter.
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Amit Chandra
corporate social responsibility, csr, philanthropic activity, philanthropy, social welfare activities
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Final PPT
- Corporate social responsibility (CSR) funding presents opportunities for higher education institutions in Andhra Pradesh to upgrade infrastructure, build faculty capacity, and support other projects.
- However, universities lack proper resources and awareness about CSR to attract funding, and face legal issues in establishing bodies to receive and manage funds.
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Throughout the years, there has been a shift from manual labour jobs to office-based work. In fact, in 1981, one out of three men and one out of five women had a manufacturing job whilst, in 2001, this has decreased to one out of five and one out of ten respectively. In addition to this decrease, there was an increase of workers in the service industry which changed the employees’ expectations of their working environment (Building a case for wellness, 2008). Today, employees require more personal services beside health and safety benefits as they are less likely to be injured at work. They are hoping for more flexibility such as the ability to work at home and the flexibility to customize their schedule. When it comes to improving employee engagement and wellbeing, this evolution creates a transformation from a classical managing approach to a more human relations managing approach.
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Final PPT
- Corporate social responsibility (CSR) funding presents opportunities for higher education institutions in Andhra Pradesh to upgrade infrastructure, build faculty capacity, and support other projects.
- However, universities lack proper resources and awareness about CSR to attract funding, and face legal issues in establishing bodies to receive and manage funds.
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Throughout the years, there has been a shift from manual labour jobs to office-based work. In fact, in 1981, one out of three men and one out of five women had a manufacturing job whilst, in 2001, this has decreased to one out of five and one out of ten respectively. In addition to this decrease, there was an increase of workers in the service industry which changed the employees’ expectations of their working environment (Building a case for wellness, 2008). Today, employees require more personal services beside health and safety benefits as they are less likely to be injured at work. They are hoping for more flexibility such as the ability to work at home and the flexibility to customize their schedule. When it comes to improving employee engagement and wellbeing, this evolution creates a transformation from a classical managing approach to a more human relations managing approach.
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Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
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It also summarizes a 10-point code of good practice by the British Hospitality Association for recruiting, employing, developing skills, communicating with, recognizing, and rewarding staff. Information systems that support these HRM processes include recruiting platforms, employee training and performance management systems, communication and collaboration tools, and business intelligence for strategic decision making.
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- Barnes emphasizes the importance of addressing human factors like understanding the need for change, nurturing networks across teams, and dealing with challenges like data integrity.
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Contact Us:
Website: https://www.phdassistance.com/
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India No: +91–4448137070
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Email: info@phdassistance.com
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This document provides an overview of the hospitality industry, including the functions of hotels, roles of managers, food and beverage operations, careers in hospitality, and professionalism. It discusses the chief responsibilities of general managers and front office managers. It also outlines the organizational structure of hotel executive committees and kitchen operations. Career paths, qualities of successful leaders, and ethics in the industry are examined.
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Motivation is important for both employees and organizations. There are intrinsic and extrinsic factors that motivate individuals, and different people are motivated by different things. As a manager, building trust and motivating employees is key to retaining talent. Companies like Google, HCL, TCS and Wipro implement various motivational techniques focused on trust, growth opportunities, rewards and a positive work culture to maximize employee performance and loyalty. These include empowering employees, listening to feedback, offering training and benefits. Motivation unleashes human potential and is vital for organizational success.
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Understand six universal human motivators, organize your company reward system to support them, and match rewards to employees.
Driving Employee Motivation A New Theory
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria in 2002. The model proposes that there are four core drives that motivate employees: acquiring resources, bonding with others, comprehending or feeling challenged by their work, and defending their beliefs. The document argues that understanding and appealing to these four drives can help increase employee effort, retention, persistence, creativity, and focus, thereby improving overall motivation. It provides some examples of how organizations can impact each of the four drives through strategies like reward systems, workplace culture, job design, and building a strong reputation.
employee motivation
This document discusses the importance of employee motivation. It defines motivation as the drive that impels individuals to work and notes that motivated employees want to work and perform effectively. The document outlines several benefits of motivation including: putting human resources to action by building willingness to work; improving employee efficiency and productivity; leading to achievement of organizational goals; building friendly relationships between employees and management; and leading to stability in the workforce. Overall, the key point is that employee motivation is important for organizations to maximize performance and achieve their goals.
Designing Training Programs
Designing Training ProgramsWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
Designing Training Programs is important. The fourth chapter of Effective HR discusses the meaning and significance of training design. In this chapter, Training design models and the factors involved for designing a training program is discussed. Understand the motivation dynamics of trainees and the process of training design from this presentation by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLPHuman Resource and Information Systems
This document discusses hard and soft aspects of human resource management (HRM). The hard aspect views HRM as economically rational and focused on strategic considerations to gain competitive advantage through minimal labor costs. The soft aspect sees HRM as more humanistic and developmental, focusing on mutual commitment between employees and management through trust and collaboration.
It also summarizes a 10-point code of good practice by the British Hospitality Association for recruiting, employing, developing skills, communicating with, recognizing, and rewarding staff. Information systems that support these HRM processes include recruiting platforms, employee training and performance management systems, communication and collaboration tools, and business intelligence for strategic decision making.
Presentation On Motivation
Motivation is like an accelerator in a vehicle. A vehicle keeps moving at the pace decided by its accelerator. The moment accelerator is reduced, vehicle’s speed reduces and it may come to a standstill if there is no further acceleration. Alternatively, if brakes are applied, there will be an abrupt reduction in the speed of the vehicle and it may come to a standstill.
This is true to human beings as well. As long as they are motivated they keep working and producing extraordinary results. The moment there is a drop in their acceleration (motivation), results start diminishing. Of course, applying brakes (dissatisfaction/demotivation) certainly bring them to a halt. The only difference is that unlike a vehicle, human beings have different types of accelerator and brake.
Therefore, the book, Why My Horse Doesn't Drink' will help readers to identify the ways that may accelerate or slow down the speed of their team members. Chapter ‘How to motivate’ talks about the points that accelerate and chapter ‘How not to demotivate’ explains the factors that may work as brakes to performance. Thereby readers will be able to make best use of their vehicle (Team Members).
Motivation at Workplace
Employee motivation is important for a strong team and high performance. Low motivation can negatively impact morale, initiative, energy levels and increase mistakes and staff turnover. A self-motivation action plan in three steps can help boost motivation: 1) Clarify goals, 2) Identify obstacles, 3) Handle each obstacle. Common myths include thinking money alone motivates or that the employee is always right. Effective strategies involve finding the right job for each person, empowering employees, cooperation over competition, performance over "presenteeism", and making employees feel safe, valued and involved.
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This document discusses the importance of employee engagement for businesses. It notes that engaged employees work harder, stay longer with companies, and provide better customer service. The document recommends using social performance management tools to provide frequent feedback, recognition, and meaningful communication to employees in order to increase engagement. These tools can help align individual goals with company goals to improve execution, productivity, service, retention, and overall business performance. The workforce is changing with more millennials and contingent workers who value different things, so companies need new approaches to attract, engage, and retain top talent.
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In a competitive business climate, more business owners are looking at improvements in quality while reducing costs. Meanwhile, a strong economy has resulted in a tight job market. So while small businesses need to get more from their employees, their employees are looking for more out of them. Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviors to benefit a small business.
Employee rewards and recognition system is not just a positive thing to do with people but communicating it effectively is an efficient tool in encouraging them to create and bring business for you. Treating your employees like your assets and maintaining harmonious relationships with them doesn’t only yield business in present but also an effective strategy for future. Employers and management need to be pro-active to develop a talented and dedicated workforce that can take you to your goals.
Employee reward and recogniton
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Hrm
The document discusses several trends affecting human resource management, including the need for companies to operate 24/7 to serve global customers, increasing employee dissatisfaction due to job insecurity and benefit cuts, and future labor shortages as baby boomers retire and fewer people enter the workforce. It also mentions trends like the need for backup childcare options, developing leadership in managers, and retaining talent.
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This white paper discusses trends in compensation practices, including decoupling performance management from compensation, using more diverse rewards, and increasing pay transparency. It is based on interviews and a survey of compensation professionals, managers, employees and business leaders.
The key trends are: 1) Companies are separating compensation decisions from performance management to allow more flexibility. However, this risks inaccurate or biased decisions without proper guidance. 2) Companies are using more frequent rewards like spot bonuses, but must ensure these don't reduce motivation. 3) Employees expect more pay transparency, but conversations must be handled sensitively to avoid harming trust.
Overall, the disconnect between how companies view compensation processes and how employees experience them poses issues. Companies make assumptions without
BIZGrowth Strategies - Back to Basics Special Edition
Amid the increasing complexity of today’s business landscape, it can be of great benefit to shut out the noise and simply get back to the basics. Summer offers the rare opportunity for organizations to slow down and sweat the small stuff.
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The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
Triumph Over Disengagement
HR and business leaders are benefiting from migrating traditional employee reward and recognition programs to social-enabled technologies. These new systems report significant improvements in employee engagement and business outcomes by making recognition more visible, continuous, and focused on intrinsic motivation. However, there are inherent risks that must be effectively monitored and managed. Recommendations include capturing baseline metrics, evaluating cultural readiness for increased transparency, and planning for risks from social programs with an agile approach to risk mitigation. Adoption of social reward and recognition systems is expected to increase 25% annually.
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This document discusses trends in compensation management. It reviews new trends, common compensation offerings, and the future of compensation. Understanding compensation is key to understanding compensation management. Compensation policies are driven by a company's philosophy of how best to compensate employees. Compensation management aims to compensate employees for their services through payments like salaries and benefits. Emerging trends include evaluating market competitiveness, emphasizing total rewards statements, linking compensation to strategic goals, and refocusing on pay-for-performance. Compensation packages are also expanding to include perks focusing on work-life balance, wellness initiatives, incentive-based pay, and flexibility.
Rewards and Recognition practices in India - 2013
This document discusses a study conducted by Great Place to Work Institute on rewards and recognition practices in Indian companies. It acknowledges the participating organizations and outlines the methodology used in the study. Key findings include that once a threshold of compensation is met, internal equity and transparency are more important for effective rewards programs. Additionally, higher frequency and inclusiveness of genuine appreciation lead to more effective recognition programs. The top 15 companies in rewards and recognition are highlighted.
Talent management
The document discusses return on talent (ROT) and how companies are increasingly measuring the value generated from their talented employees. It defines ROT as the knowledge generated and applied by employees. To optimize investment in talent, companies must understand the various costs associated with acquiring and utilizing talent, and continuously measure and improve ROT. An effective talent management information system can help companies with tasks like recruiting, onboarding, performance management, training, succession planning, and integrating compensation plans to attract, retain and develop top talent.
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Managing human capital
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
Managing human capital
This document discusses managing human capital through merit pay plans. It provides background on performance appraisal and compensation programs before examining arguments for and against merit pay. The document outlines examples of merit pay plans in practice and their successes and failures. Guidelines are presented for establishing successful merit pay plans, recognizing that individual and organizational factors must be considered. While merit pay can motivate performance, proper implementation and performance evaluation are necessary.
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A unified Human Capital Management, Zimyo operates in the technological industry revolutionizing Human Resource operations. Due to the new automation processes, traditionally strenuous HR activities like checking for payroll errors are almost eliminated.
https://www.tycoonstory.com/startup/zimyo-a-one-stop-solution-for-all-your-hr-needs/
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Software exports are estimated to rise 13% to $86 billion driven by companies offering SMAC (social, mobile, analytics, and cloud) based solutions combined with traditional services. The adoption of mobile and social technologies has changed how businesses hire, interact with, and engage talent. Talent mobility is one of the biggest transformations brought about by new technologies. The article discusses how SMAC is impacting talent and HR practices. Experts comment on how SMAC is driving innovation and changing business processes and the way business is conducted.
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The HR industry will experience disruptions through changes in how services are designed and delivered in the coming months. Specifically, standard off-the-shelf services will decline as the industry moves toward more customized solutions developed with greater customer involvement. Additionally, conversations will shift from simply providing solutions to executing on business strategy when organizations consider long-term, strategic partnerships with HR service providers.
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Experiential learning has become important for organizations to develop an immersive learning ecosystem, and there will be less reliance on management development programs and greater emphasis on mentorship. While new learning methodologies continue to evolve, organizations should reduce their reliance on traditional channels like management programs if they want to make their learning and development efforts successful.
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Talent Acquisition Supplement
Recruiters in India face challenges in finding quality talent to fill important roles, as the number of applications has increased but few candidates actually meet job requirements. New tools and practices are helping recruiters hire better candidates more efficiently. Talent screeners and realistic job previews help reduce the number of irrelevant applications and improve applicant quality. Recruiters are also using more advanced background checks, behavioral assessments, and social media to identify the right candidates. These new approaches help recruiters spend less time and resources on hiring while improving hiring outcomes.
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Successful implementation of HR technology does not depend on the robustness of the platform, but on employee engagement during the process
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March cover story Power Women
The document discusses challenges faced by women in their careers and paths to overcoming obstacles. It shares stories from several successful women executives who describe how having conviction in one's competence, seeking recognition, building networks, taking breaks without fear of falling behind, and making the most of opportunities were important factors in their career growth. The document advocates for systemic changes in organizations to evaluate talent fairly and create opportunities to bridge the gender gap.
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This document discusses key factors for L&D managers to consider when justifying investments in L&D programs and service providers. It identifies five critical components for L&D managers to have detailed plans for: objectives from the L&D plan, training delivery methods, capability mapping, scale of training, and accountability. It also provides questions for L&D managers to assess potential L&D service providers on criteria like professional track record, delivery channels, cost efficiency and flexibility, credibility, and consultative assistance. Mobile and cloud-based technologies are expected to be increasingly used for training in 2013 to allow faster, smarter, and more agile training.
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The document summarizes the events of the "Are You In The List" awards ceremony which recognizes young HR leaders. It describes how the ceremony was kicked off with welcome speeches from the organizers. It then details the motivational speeches given and the announcement of award winners one by one. Industry leaders presented the awards and congratulated the winners who each thanked the organizers. The evening concluded with a photo of all the winners and judges along with a valedictory speech before cocktails and dinner.
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Design Rewards That Truly Matter Slide-share
- 2. www.peoplematters.in Design Rewards that truly matter While featuring in the HR lexicon for over 10 years, there are widely divergent opinions in the community as to what constitutes total rewards. Organisations have differing compensation and benefits structures, operate under diverse management principles, and have different approaches to employment value positioning. By Vikram Choudhury
- 3. www.peoplematters.in Checklist while assessing a total rewards strategy By Vikram Choudhury
- 4. www.peoplematters.in What the experts have to say… “Research and experience suggest that the components of total rewards and the EVP are interdependent and compatible. Companies today face an inflection point relative to their total rewards programme and the most progressive are addressing the economic slowdown by recrafting their EVP, thus optimising their investments.”
- 5. www.peoplematters.in “Retention and reward are the two key reasons for employers to grant stock options to employees. Almost all the companies (more than 90 per cent), who grant stock options, feel that the retention objective is achieved. What is left unsaid is if the employees have realised the cash from the perceived ESOP gains.”
- 6. www.peoplematters.in “According to the large accounting firms, the Rs.5,000 annual tax exemption amount is only for organisation wide non-distinguished awards (for example, Diwali gifts for all employees, New year gifts for all employees). Any other award based on performance or milestones that are given to individuals, need to be taxed and do not fall under this Rs.5,000 limit.”
- 7. www.peoplematters.in “Another fundamental change, which has emerged as a strong supplement to the increasing role of R&R in driving performance based milestones, is the shape and structure of the rewards catalog. Emerging trends in industry practices indicate that the dynamics have now shifted more towards experiences that translate into memories. The enhanced impact created by the experiential nature of rewards has made adoption of these metric and performance based schemes much easier and faster.”
- 8. www.peoplematters.in “Employers are choosing from a bouquet of employee benefit offerings such as life insurance, profit sharing, employee stock ownership plans, healthcare facilities, both, curative and preventive, meal benefits and child care availability amongst others. Going forward, the focus seems to be changing in this space, more towards flexi-plans, employee and family welfare and focus on protecting and preserving income..”
- 9. www.peoplematters.in “A large part of employee attrition is attributed to lack of recognition in workplace. Though many leaders pursue recognition strategies, there is still a high degree of dependency on the immediate manager to execute towards building such a culture. There is thereby emerging popularity for technology led social recognition programmes, which drive uniform and syndicated usage, eliminate “favoritism” and yield high excitement among the workforce.”
- 10. For Further Information Kindly Contact +91 (124) 4148102 info@peoplematters.in www.peoplematters.in Connect with us on Supplement – February 2013 Subscriber Now!