#HR General Vs. #HRBP and how to make the latter work for work!Abhinandan Chatterjee
Have an HRBP framework but still doing work that you used to do?
Know about HRBP but don't know how to start?
Have an HRBP framework that lacks internal buy in?
Learn to drive industry leading best practices from the horse's mouth.
Learn better #HRBP
Impeccable HR Consulting Pvt. Ltd provides Top HR Consulting Services to BFSI, Automobile and Shipping industries in India. Through continuous effort in recruiting Top management profiles, Impeccable HR has gained the ‘Best HR Consulting’ recognition from Industry experts. They have successfully recruited over 18000 people in 4 different industry verticals so far and continue to empower all-sized businesses using a scientific Talent Mapping Technique. Contact Impeccable HR Consultants for all your recruitment and HR Advisory requirements.
#HR General Vs. #HRBP and how to make the latter work for work!Abhinandan Chatterjee
Have an HRBP framework but still doing work that you used to do?
Know about HRBP but don't know how to start?
Have an HRBP framework that lacks internal buy in?
Learn to drive industry leading best practices from the horse's mouth.
Learn better #HRBP
Impeccable HR Consulting Pvt. Ltd provides Top HR Consulting Services to BFSI, Automobile and Shipping industries in India. Through continuous effort in recruiting Top management profiles, Impeccable HR has gained the ‘Best HR Consulting’ recognition from Industry experts. They have successfully recruited over 18000 people in 4 different industry verticals so far and continue to empower all-sized businesses using a scientific Talent Mapping Technique. Contact Impeccable HR Consultants for all your recruitment and HR Advisory requirements.
The current job market is clearly candidate driven. That means you don’t pick talent anymore. Talent picks you. Here are some recruitment strategies to consider in 2021.
Webinar#2- Outbound All Stars Webinar SeriesBelong
Aligned for Impact: Secret Weapons For A Winning Business and Talent Acquisition Partnership
In many ways, the talent acquisition function and business are like an orchestra - when they work together, you hear beautiful symphonies. Yet, if a single player is off-key or not aligned, the result is chaos and cacophony.
This is why aligning the business and talent acquisition function is at the very heart of Outbound Hiring. In this session we covered:
1. Competitive Talent Insights your Business really wants
2. Opportunity Profiles: How to map candidate desires to business needs
3. Business interventions that delight even the hardest-to-impress candidates
4. Fool-proof checklist for Business-TA alignment
Selecting a successful hr (strategy)modules (sample 2012)Mohammed Hammouda
In order to be successful human resources must accomplish a wide range of activities from basic transaction processing to strategic planning.
Delivering an HR impact, requires development of a strategy.
While an infinite number of HR strategies can be formulated, most in use today fall under a relatively small number of models.
Human Resource Consulting – Profession and Practice Vishnupriya M.G.
The book has been designed to serve as an essential insight necessary to understand Human Resource Consulting that especially meets the requirements of T6 MBA students of KTU specializing in Human Resource Management
IBM: The Future of Work is Here: Is the people function 'fit for purpose'?Emma Mirrington
Dave Millner, Workforce Science & Analytics, will look at what you need to consider in order to ensure that the Resourcing/HR function can deliver the talent-based solutions both today and in the future. Key points will include: • A brief overview of the Future of Work trends being seen in 2017 • What challenges will this create from business leaders and the workforce in our organisations? • What does this mean for the Future of HR (technology adoption, new talent practices, new ways of acquiring talent etc.)?
Bill Boorman will look at candidate mobility in 2017. Length of service is shrinking rapidly. People are having more jobs with more companies than ever before. In this session Bill Boorman looks at what this means for talent attraction, from attraction to branding, and the tech needed to support the changing world of work.
The HR Business Partner is the most difficult role Human Resources can offer. Becoming the HRBP is a long journey, because the fresh college graduate has to learn many things about the HR Management.
LeAP is the short form of Leadership Accelerator Program and an effective solution to address issues around performance acceleration
The fundamental pedagogy of this program is based on the attributes of Situational Leadership
The current job market is clearly candidate driven. That means you don’t pick talent anymore. Talent picks you. Here are some recruitment strategies to consider in 2021.
Webinar#2- Outbound All Stars Webinar SeriesBelong
Aligned for Impact: Secret Weapons For A Winning Business and Talent Acquisition Partnership
In many ways, the talent acquisition function and business are like an orchestra - when they work together, you hear beautiful symphonies. Yet, if a single player is off-key or not aligned, the result is chaos and cacophony.
This is why aligning the business and talent acquisition function is at the very heart of Outbound Hiring. In this session we covered:
1. Competitive Talent Insights your Business really wants
2. Opportunity Profiles: How to map candidate desires to business needs
3. Business interventions that delight even the hardest-to-impress candidates
4. Fool-proof checklist for Business-TA alignment
Selecting a successful hr (strategy)modules (sample 2012)Mohammed Hammouda
In order to be successful human resources must accomplish a wide range of activities from basic transaction processing to strategic planning.
Delivering an HR impact, requires development of a strategy.
While an infinite number of HR strategies can be formulated, most in use today fall under a relatively small number of models.
Human Resource Consulting – Profession and Practice Vishnupriya M.G.
The book has been designed to serve as an essential insight necessary to understand Human Resource Consulting that especially meets the requirements of T6 MBA students of KTU specializing in Human Resource Management
IBM: The Future of Work is Here: Is the people function 'fit for purpose'?Emma Mirrington
Dave Millner, Workforce Science & Analytics, will look at what you need to consider in order to ensure that the Resourcing/HR function can deliver the talent-based solutions both today and in the future. Key points will include: • A brief overview of the Future of Work trends being seen in 2017 • What challenges will this create from business leaders and the workforce in our organisations? • What does this mean for the Future of HR (technology adoption, new talent practices, new ways of acquiring talent etc.)?
Bill Boorman will look at candidate mobility in 2017. Length of service is shrinking rapidly. People are having more jobs with more companies than ever before. In this session Bill Boorman looks at what this means for talent attraction, from attraction to branding, and the tech needed to support the changing world of work.
The HR Business Partner is the most difficult role Human Resources can offer. Becoming the HRBP is a long journey, because the fresh college graduate has to learn many things about the HR Management.
LeAP is the short form of Leadership Accelerator Program and an effective solution to address issues around performance acceleration
The fundamental pedagogy of this program is based on the attributes of Situational Leadership
Type of certifications impact on pay increase.
Certifications
% of HR Pros
Has at least one certification
36.4%
Professional in Human Resources (PHR)
16.9%
SHRM Certified Professional (SHRM-CP)
15.4%
Senior Professional in Human Resources (SPHR)
7.9%
SHRM Senior Certified Professional (SHRM-SCP)
5.3%
Associate Professional in Human Resources (aPHR)
0.7%
Global Professional in Human Resources (GPHR)
0.3%
Certified Compensation Professional (CCP)
0.2%
California Senior Professional in Human Resources (SPHR-CA)
0.1%
California Professional in Human Resources (PHR-CA)
0.1%
Certified Professional Coach (CPC)
0.1%
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
DIY Employer Brand: 4 Steps to a Compelling Employer Brand from ScratchAndy, Xinbin Hu
While 72% of recruiting leaders worldwide agree that employer brand has a significant impact on hiring, just 55% have a proactive employer brand strategy. (Global Recruiting Trends 2016, LinkedIn)
If you belong to one of the 45% of companies who do not have a proactive employer brand strategy, getting started can feel daunting.
In this upcoming event at LinkedIn Hong Kong, LinkedIn Employer Brand specialists will show you how you can build a compelling employer brand in-house and from scratch.
You will learn:
How to setup your employer brand project for success
How to develop your Employer Value Proposition
How to plan your employer brand communications
How to rollout your employer brand
You will also get an overview of Next Generation LinkedIn Career Pages – a platform tailored to allow employees to voice their opinions on their respective organisations, better than ever.
Date: Tuesday, November 1, 2016 (English)
Time: 5:00pm - 6:00pm (check in starts at 4:30pm)
Address: 38/F, Hysan Place, 500 Hennessy Road, Causeway Bay, Hong Kong
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
6.18.pdfChapter 1 TopicsThe Next Generation HRCorey .docxevonnehoggarth79783
6.18.pdf
Chapter 1 Topics
The Next Generation HR
Corey Wicks
Sara Elnour
MGMT 3010
Summer 2014
Virg
HR Fundamentals (Corey)
• HR (Human Resource) function- Window through which to observe a
business.
Approach: “Tell us about your business”
• Translate external issues into internal actions.
• HR is not the business, HR supports the business (creates value).
• HR professionals need to understand the business.
HR Stage 1-
Administrative duties (Employee Compensation, Attendance,
Pension/Retirement, Employee Recruitment)
HR Stage 2-
Sourcing, Rewards, Training, Communication
HR Stage 3-
Integration (Simultaneously work with different functions
such as Finance, Marketing, Operations).
Heightened Individual Attention (Work Place Environment,
Personality Screening-Myers Briggs)
HR Stage 4-
Realize External Business Conditions “HR from the outside
in”
HR working from the outside, in (Corey)
• Employee Placement/ Promotion- Based on customer expectations
“employees our customers want to work with”
• Training from the outside- customers, suppliers, investors, regulators help
design training programs
• Rewards from the outside- customers (determine best performing
employees) & investors
• Performance Review- customers & investors asses performance standards
• Communication from the outside- Employee messages shared with
customers & investors
• Culture from the outside- identity of business from customer’s perspective
Macro-environment that affects HR (Corey)
• Society (changing LGBT policies)
• Technology (Electric Vehicles, Solar power)
• Economies (U.S. Housing Bubble)
• Politics (Arab Spring 2011)
• Environment (Hurricane Katrina-Damage businesses, affect business
suppliers)
• Demographics (China’s one Child Policy-population control)
Business Stakeholders (Corey)
• Definition: Those that have an interest or concern in a business.
• HR Function: Create and deliver expectations to each stakeholder
http://www.bing.com/images/search?q=business+stakeholders&FORM=HDRSC2#view=detail&id=5C7DAB2DDB20BC5F3666B8959CBB75DF47EF7AE6&selectedIndex=3
Business Strategies (Sara)
• managing risk-operational, strategic and financial
• global positioning- conducting business worldwide
• managing a globally diverse workforce- increase culture, increase
the ideas
• adapting or change
• collaborating across boundaries- increase product ideas and
innovation
HR Transformation (Sara)
• HR is now focusing more on customers, suppliers, managers,
owners and the community
• HR is now more integrated in many business support functions
• HR is focusing more in delivering value to the company
Concl.
Talk on \'Innovative Teaching Methodologies\' presented at a University Grants Commission (UGC) sponsored workshop on ‘New Developments in Management and Research’ at B.K. School of Business Management, Gujarat University, Ahmedabad on
30th March, 2011
I was asked by the Director of the Academy of HRD, Ahmedabad to design a course on International HR Management for the Academy\'s Fellow students, and invite your feedback and suggestions for enriching the course.
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