The document discusses various HR related topics such as factors influencing career changes, important elements in an individual's career, changing role of HR, and differing compensation trends based on age. The main drivers for career changes cited in a survey were improved work-life balance, higher income, and changing personal interests. Experience was seen as the most important career element. The role of HR is becoming more strategic and involves identifying capability gaps, obtaining resources, and facilitating organizational change. Compensation preferences differ based on generation, with younger workers preferring lifestyle benefits and older workers focusing more on health and retirement.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
A brand is made up of intangibles – perceptions, feelings and associations that exist in one’s state of mind. The ultimate goal of any branding effort is to create a loyal customer base. In the case of employer branding, that customer is the employee. An employer brand refers to the perceptions key stakeholders, and more specifically current and potential employees, have of your organisation.
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
Differences between Human Resources and Human CapitalXavier BARILLER
Understanding the differences between human resources and human capital.
Because there are differences!
Sometimes the words "human capital" are used instead of "human resources", because it sounds trendy.
But don't be duped!
They cover different realities, mindsets and different practices!
And this is what this presentation is about.
Enjoy!
An overview of progressive discipline system to manage undisciplined employees and techniques to handle employee grievances against their supervisors. Slides from my training course "Skills in Administration".
Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
Workforce planning is a core function of human resources and it’s related to the identification and analysis of what an organization is going to need in terms of its workforce. Workforce planning determines what mix of experience, knowledge and skills are required, and it sequences steps to get the right number of people in the right place at the right time.
Workforce planning is one of the most important issues that human resources professionals are talking about. Still, many have not gone beyond the talking stage. The task of implementing workforce planning is daunting because it is so difficult to define.
In an effort to take a pulse on the workforce planning today, we partnered with HR.com to conduct a survey in the fall of 2016, to gather information on the current state of human resources and their workforce planning efforts.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
The Global Head of Human Resources at Bilcare Research, Anu Mhaisalkar, answers some key questions regarding the role of an HR leader operating in an international business in the current economic crisis.
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNINGindexPub
Motivation: HR in an organization faces various challenges in business environment, such as Building Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management and transforming HR function into developmental Role from the legacy driven HR, etc. Succession Planning is the process of identifying and developing individuals, who have potential to hold the key leadership position in an Organization, whereas Performance Management includes assessing and improving upon the performance of an employee to meet the organizational goals. There are several Management Practices, which are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is one of them. The health of an organization majorly depends on the proper placement of people, which is a combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The key idea of succession planning suggests that the right person to be placed at the right position at the right time. Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found prepared with their successors to occupy the key positions as and when required. The positions are either kept vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh hour. This has a significant impact on organizational health and in turn to organizational sustainability. Organizations must last longer than people. Role of organization continues even when the people move out. Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher responsibilities and for the new roles that may emerge in future. The placement of Key Leadership positions can be executed either by inviting the talent from outside or developing the talent in-house. The latter is always in demand keeping in view the core values of the organization and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person placed at Top / Key Leadership Positions is high when these are occupied
Executive Level Recruitment Insights In Marketing TheCandidateLtd
This area investigates key areas surrounding current Executive Level Recruitment Trends. These aspects include the number of Executive Level roles that exist in industries, traits and skills needed, what recruiters are looking for, and how the roles are being filled in an internal and external context.
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
1. Articles related HR issues
By- Anita Sharma
Prestige Institute Of Management, Gwalior
2. 1. Money and lifestyle issues are major drivers of
career change, a survey
The findings are part of the ‘Kelly Global Workforce Index', which
obtained the views of approximately 97,000 people in 30 countries,
including India. The survey highlights that the main cause, cited by
36 per cent of the respondents for change in career is the need for
improved work-life balance, followed by the need for higher income
and changing personal interests as shared by 23per cent and 21
per
cent respondents respectively. One of the major reasons for change
in career stated by 75 per cent of respondents is that they believe
they could resume their career at the same level after taking a
break for maternity/paternity leave, illness or extended holidays.
3. Key findings:
• Most important element in an individual's career were
cited as :-
• Experience (80 per cent)
• Formal education (20 per cent)
• 60 per cent of the respondents said that when looking
for a job, the best indicator of a person's talent is
-Work experience (24 per cent)
- Performance in job interview (23 per cent)
- Education (9 per cent)
- Job references (8 per cent)
4. Cont…..
• 55 per cent of the respondents anticipate changing their career
within the next five years
• While determining the cause of changing their career,
respondents voted for
-Better work-life balance (36 per cent)
-Need for higher income (23 per cent)
-Personal interests changing (21 per cent)
-Concerned about industry getting declined (8 per cent)
5. Cont…..
• 94 per cent of respondents aspire for an executive
position
6.
7. 2.The changing role of HR
• Shifting workforce demographics, rapid changes in technology and the
globalization of world economy have resulted in a shift in the way businesses
operate and consequently the way HR functions.
• Usually, at least in the past, HR has had the misfortune of being considered as a
necessary, but yet unessential or unproductive department in an organization. It
was considered an administrative doer rather than a strategic partner and
catalyst. HR in that context merely meant regular administrative and record-
keeping functionalities. This perspective though, has rapidly changed in today's
knowledge era.
• Human resource initiatives are a reflection of what we are seeing in today's highly
volatile and competitive business environment; where technology, trends and
consequently workforces are in a state of constant flux. It is in this light that HR is
being perceived differently and is being elevated to a leadership role and that of a
key business partner.
8. Cont…..
• In this new model, HR assumes a more strategic role. It contributes towards the
planning, formulation and accomplishment of organisation objectives. It then
creates its own objectives in line with the overall business objectives, thereby
impacting every aspect of its services.
• One of the synonyms of this knowledge era is change and consequently
unpredictability. Here, HR plays a key and pivotal role in identifying the capability
gaps that consequently arise. A capability gap is the difference between the
ability of existing systems to meet operational requirements and of what's
expected of it. It's the lack of knowledge, skills and abilities in the current system
to meet set organizational/individual goals or expected capability.
•
It identifies these gaps and works closely with the management to fill these gaps
by obtaining the appropriate resources, training available resources and through
other means. Successful organizations are those that are flexible and are quick
to adapt; needless to say the HR team plays a crucial role in this process of
adapting.
9. Cont…..
• As a link between the employee and the employer, the HR manager, plays a key
role in advocating cordial relations between the two.
• It is also the responsibility of the HR to champion change in the organisation, as
and when required. It's up to the HR to bring about the changes with the least
amount of employee dissatisfaction.
• Now, although some of these duties have always been performed by the HR
department, it's in the increasingly consultative & strategic partnership role that
we find the new and changing role of the HR.
10.
11. 3. Compensatory trends differ with age
• Today, companies cater to several generations of
employees. We discover how the conglomeration of their
distinct compensatory needs can be dealt with
• A study conducted by the UK based firm YouGov revealed that young workers in
the 18-24 age category were most attracted to gym membership (8 per cent) and
staff development/talent management programmes (5 per cent), while 25-34-
year-olds were driven mainly by money, with 35 per cent being most interested in
bonuses. 45 per cent of 35-44-year-olds, however, rated a positive corporate
culture most highly. On the other hand, middle-aged personnel (aged 45-54)
found flexible working the most appealing option (56 per cent), while over 55-
year-olds were keen on receiving health insurance (20 per cent).
12. Cont……
• "Youngsters today are interested in tangible and real-time benefits that offer instant
gratification such as retailer deals, concierge services that help them accomplish tasks
sitting at their desks, movie tickets, discounts, preference with banks for loans and so on;
whereas the older generation prefers wellness- and development-oriented benefits. They are
also concerned about their child's education," says Rajita Singh, head HR, Broadridge
Financial Solutions (India).
• It is thus important to have a 180-degree feedback process to produce tailor-made solutions
for your diverse population, says Kavita Rao, head HR, Unisys India.
13. Different generations, different needs:
• 1) Gen Y (entered workforce in 2007): Their compensation & benefits
preferences: lifestyle benefits, saving plans, educational programmes, advice on
money management;
• 2) Gen X (entered workforce in 1993): Their compensation & benefits
preferences: maternal benefits, wellness programmes, work-from -home option,
life-insurance flexibility;
• 3) Gen Jones (entered workforce in 1981): Their compensation & benefits
preferences: college savings plans, financial advice and guidance, fitness advice;
• 4) Early Boomers (entered workforce in 1971): Their compensation & benefits
preferences: critical illness insurance, chronic condition management, cancer
screening, retirement plan.