In the current business environment, setting goals for employees is
crucial.
Anuranjita Kumar, Country Human Resources Officer, Citi India
Anuranjita Kumar, Country Human Resources Officer, Citi India
Doing
More with Less
In the current economic environment, productivity, innovation and
efficiency are key. Specialists with an in-depth understanding of a
business/vertical yet possessing the versatility to do more and differently
will be in demand. Organisations are developing focused capability
interventions that are tightly tied to business outcomes.
For an organisation to be
able to perform in the current competitive landscape, every employee needs to
have the mindset to lead, innovate and be engaged with driving its strategy.
Traditional approaches of overinvesting in a few 'chosen ones who can lead many' are
evolving.
Ravi Shankar, Chief People Officer, Mindtree
Ravi Shankar, Chief People Officer, Mindtree
Change in the Direction of Leadership Development
One big area will be leadership development, and moving down the pyramid with leadership skills, rather than up. The thought that leadership training should start from midmanagement and up is changing.
Predictive Analytics Tools for HR
Companies will invest in tools for hiring and turnover modelling, performance management and compensation. We will move away from crude ratings systems, industry benchmarks and so on to high-level analytics to figure out the positioning of an employee vis-a-vis his or her job, fairness of the pay structure, relationship between promotions and consistency of performance.
Nikhil Prasad Ojha, Strategy Practice Head, Bain & Company India
One big area will be leadership development, and moving down the pyramid with leadership skills, rather than up. The thought that leadership training should start from midmanagement and up is changing.
Predictive Analytics Tools for HR
Companies will invest in tools for hiring and turnover modelling, performance management and compensation. We will move away from crude ratings systems, industry benchmarks and so on to high-level analytics to figure out the positioning of an employee vis-a-vis his or her job, fairness of the pay structure, relationship between promotions and consistency of performance.
Nikhil Prasad Ojha, Strategy Practice Head, Bain & Company India
Preparing for Tomorrow
As companies look towards a turning of the cycle over the next few quarters, filling key positions with employees who are ready for not just today's jobs, but tomorrow's responsibilities will be central to the human assets' agenda. This is not easy —many companies have not invested enough in developing or training their bench, and will look at external hires.
More Power to Line Managers
There is a definite move away from long, corporate-wide annual surveys, which are too broad or infrequent to pick up team-specific issues. Engagement leaders will have line supervisors, not HR, leading the charge; they make sure that the supervisors have the right preparation to hold candid dialogues with teams; that the teams rally around the customer and that engagement tactics are tailored for different employee segments.
As companies look towards a turning of the cycle over the next few quarters, filling key positions with employees who are ready for not just today's jobs, but tomorrow's responsibilities will be central to the human assets' agenda. This is not easy —many companies have not invested enough in developing or training their bench, and will look at external hires.
More Power to Line Managers
There is a definite move away from long, corporate-wide annual surveys, which are too broad or infrequent to pick up team-specific issues. Engagement leaders will have line supervisors, not HR, leading the charge; they make sure that the supervisors have the right preparation to hold candid dialogues with teams; that the teams rally around the customer and that engagement tactics are tailored for different employee segments.
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