‘Caught Up on Video? Collaborative Technologies Are Transforming HR’(May 2015) Laura Owen, senior vice president and chief human resources officer for Polycom, in her article available on Workforce.com, discusses how collaborative technologies like online video communication could be a powerful tool to establish human connection and create meaningful work experiences without having to deal with flights, hotels and schedules. These could be powerful tools for HR processes like interviews during selections as well as for other business processes. Deploying such technologies could help expedite certain work processes, save time and reduce costs.
‘Creating a ‘Generation Connected’ Workplace’(May 2015) Rony Zarom is CEO and founder of Newrow, in the article available on Workforce.com, discusses this generation’s preference for collaborative, digital-first work environments. This preference of “Gen C” will cause a shift in workplace training based on their desire for active learning. The author stresses that companies need to match this generational need by thinking digitally, deploying digital training solutions, dynamic remote training programs and online flexible classes. Rony makes an interesting observation: “This is a highly collaborative generation that prefers to learn by discovery rather than being told and gives way for training models to support Gen C’s need for peer-to-peer communication.”
‘Appraisals: Abandoning the bell curve’ (April 2015) Apeksha Kaushik ofTimesJobs.comnotes experts’ views on how traditional bell curve approach to Performance Appraisal fails to offer continuous constructive feedback and competency ranking of team members by their managers.
‘India vs West: The difference in hiring practices’(April 2015)Apeksha Kaushik ofTimesJobs.com presents interview with Daniel Ekberg, president of global executive search firm AIMS International, on the differences and convergence in hiring practices in India and the West.
‘Changing HR Operating Models’(February 2015)is a CIPD, UK, collection of thought pieces which examine HR operating models from different angles to provide a summary of the key themes for HR practitioners.
‘Human capital reporting: investing for sustainable growth’(January 2015) is a CIPD, UK, report that explores investor views and perspectives on the issue of human capital management reporting. The report stresses that “the value of intangible assets within organisations, such as human and intellectual capital, has increased significantly in recent years as the global economy has become more knowledge intensive. At the same time, a growing body of evidence highlights the relationship between high quality leadership and people management, more engaged and resilient staff, and improved business performance. The pace of this development, though, has not been matched by companies’ ability and willingness to report on their human capital management (HCM) strategies, nor on how HCM contributes to their sustainable performance.
‘‘Developing managers to manage sustainable employee engagement, health and well-being’(November 2014). This CIPD, UK, report reviews research evidence about what affects the success of developing managers who support employee engagement, health and well-being.
‘Our minds at work: developing the behavioural science of HR’(November 2014).CIPD, UK,builds on their earlier research and focuses on wider application of behavioural science to key HR issues such as workplace behaviour and performance, recruitment, people management, learning and development and organisational change.
‘Landing Transformational Change’(September 2014). It is an observation that’s so true:"Many efforts of transformation require a shift in culture, yet are simultaneously thwarted by old culture.”This CIPD, UK, reportcovers some of the latest thinking and innovative ideas in the field of change management that can help to land transformational change. Drawing on a comprehensive literature review on change management the report develops ten themes on transformational change practice to provide a platform of knowledge on designing, managing and embedding change essential for HR professionals.
'Net Gains: HR Technology '90s, Today'(August 2012) Michelle V. Rafter, a Workforce contributing editor, in hisarticle available on Workforce.com, describes and explains the advancements incutting-edge workplace and HR technology over the past few decades. No doubt such progress has been enabled by faster, cheaper, more ubiquitous computer processing power, client-server and Internet-based software and more recently cloud-based systems. Their full potential and promise could not be leveraged as there has been little evidence of attempting to change the underlying processes upon which the HR practices were built. It is suggested that “For HR leaders, transforming their business practices to match the firepower of current people management technology and making use of the aggregate employee data that cloud-based software can generate will be the twin challenges of the next 20 years.”
'Improving People Management' (2010) is a policy report from CIPD, UK, as part of a series on Building Productive Public Sector Work Places. It identifies several challenges public sector faces and offers specific actionable solutions. Einstein’s definition of madness – “doing the same thing again and again hoping for different results” – craves attention in the context of crying need for reform in public service delivery and reigning in public finances. The report dwells on building employee engagement, developing and supporting front line leadership, and supporting local accountability.
'Transforming Public Sector Pay and Pensions' (2010) is a policy report from CIPD, UK, as part of a series on Building Productive Public Sector Work Places. The report draws upon the context prevailing in the UK and focuses on achieving better value from pay and reward, improving performance through flexible pay, and making public sector pensions sustainable. The issues raised are pertinent in the Indian context too.
'Developing Positive Employee Relations' (2010) is a policy report from CIPD, UK, as part of a series on Building Productive Public Sector Work Places. The report touches upon how reform in public services delivery, reigning in public expenditure, focus on greater employee productivity could lead to strained industrial relations. The need to address industrial unrest so that it does not become an obstacle to the change initiatives, the way forward through sustained efforts to manage employment relationships, and communication of the case for change to the employees have been highlighted.
'Boosting HR Performance in the Public Sector' (2010) is a policy report from CIPD, UK, as part of a series on Building Productive Public Sector Work Places. The report explains how HR leaders have to play a crucial role in change management, organisational development, human resource planning, talent development, employee relations and employee engagement in order to ensure that the reform initiatives for public services delivery succeed. The report cautions that senior, middle and front-line managers should be equipped with required leadership skills if the reform strategy of achieving better public services delivery by giving more autonomy and empowerment to front line service employees has to succeed.
‘Recruiting and Staffing in the Public Sector’(2007). This IIPMA-HR research study sought to understand what public sector HR organisations do to identify and attract qualified applicants, what methods and strategies work well, and what difficulties organisations encounter in these efforts.
'Benefit of Benefits'. Yasmin Taj (HRZone), in an article at HR Club, brings out how Indian companies, facing inflationary pressures and rising costs, are evolving innovative Employee Benefits strategies.
‘The Best HR Practices That Successful Companies Practice!’ Hasan (Directory Journal), in an article at HR Club, points out that some companies know how to take good care of their employees and provide a working environment that helps them retain their identity, while proving themselves and growing along with the company. The article outlines some of the best HR practices practiced by successful companies that help in creation of a highly satisfied and motivated work force.