H.R. Systems-Design, Implementation & Review

• In the processes of transformation the Human Resource (HR) function is moving from the periphery to the centre – stage.
• An important outcome of the change process is increased emphasis on ‘people’ who are now perceived as the organization’s most valuable resource.
• The technological revolution has changed the old ‘rules of the game’. The focus is on greater man power productivity. For the organizations and people to be productive, efficient and effective the following HR issues need to be addressed:

Recruitment, Orientation, Induction, Retention

• Recruitment of the ‘right candidate’ is very crucial for companies to survive in the competitive environment.
• Fair recruitment policies which provide remuneration as per industry norms and which encourage lateral induction to infuse fresh ideas can attract the best talent.
• An induction – orientation system which integrates the employee within the organization needs to focus on taking care of the anxieties and apprehensions of new employees as well as the work culture. Induction process needs to facilitate the differentiation between social and organizational roles, expectations and processes.
• Apart from providing monetary benefits and satisfaction, providing excellent opportunities for learning and growth is significant to retain the talent. This can be done by creating a culture where life space of each individual is given importance and where even the families feel proud to belong to such an organization.

Training and Educational Inputs

• Training needs in alignment with changing market demands and competition will help prepare people to respond and upgrade themselves in knowledge, attitudes and skills.
• Training programs which offer skills up gradation, management development programs which cover behavioral and cognitive learning along with personality development and self – awareness modules, need to be designed and implemented.

Performance and Career planning

• Performance appraisal could be very transparent where the assessment parameters are objective and scientifically designed.
• A two – way feedback system which fosters free expression of ideas and suggestions to be encouraged.

H.R Strategies and Corporate culture

• Today’s organizations are experiencing a paradigm shift where employees are looking at companies which represent a culture of ‘professionalism’ rather than a personalized culture.
• The vision, mission, goals, objectives of the organization need to be clearly defined, articulated and conveyed across the organization to each and every employee. The individual’s goals and the organizational goals need to be aligned so that the employee experiences personal and professional fulfillment.
• Each organization need to identify new directions, new horizons and destinations and articulate its vision to enter the 21 st century.
• The culture of the organization could be shaped congruent with the changing industry and changed expectation of the people.
• A work culture which is task and result oriented, which motivates people to perform with a sense of ownership, commitment and a sense of pride and belonging to the organization could contribute to the success of the organization.
• People could be more career – focused than job – focused. A culture which is mobility oriented and which challenges people to define new roles and life spaces for themselves by making ‘new beginnings’ and making ‘new life choices’ could be encouraged.
• An organization climate which affirms and appreciates performance based on merit and does not encourage sycophancy or ‘yes boss’ culture. This could increase transparency and decrease demoralization and demotivation in the minds of employees. This would also explore attitudinal restructuring of individuals resulting in a healthy organization.
• An organization could aim to foster a collegiate culture that emphasizes team work rather than rewarding ‘primadonnas’. Thus in addition to individual performance the reward systems could be linked to company performance, divisional performance and team performance.
• The conceptualization and implementation of a transparent result – oriented HR policy closely aligned with the overall strategy and goals of an organization could be formulated to evolve a culture of professionalism.
• The organization could foster a culture whereby it can ‘talk to itself’ i.e. sharing of information within the organization through IT revolution.
• Benchmarking the organization practices with global best practices could improve the company’s own processes and systems by way of examining and learning from other leading companies excelling in specific areas.
• The organization could foster an intra and inter – departmental team work in order to build synergies and ensure that the organization moves in an orchestrated rhythm.