HR Insights Blog

Surely, we all have met at least one person who has recently joined the company and has little to no idea of what his/her job is and what exactly they should be doing. Is it because the rookie is incompetent? Let’s disagree on that one. The time has shown that the number one culprit is the employer. Or let’s say their philosophy on on-boarding. On-boarding is now slowly becoming a ‘process’ rather than a ‘one day event’, as we speak. It is fair to say that many of the global organisations, mainly the top performing firms agree to this fact and are revisiting their on-boarding programs and strategies.

A farmer expects the harvest for what he sows. Except for in cases of unforeseen issues, the harvest does not disappoint either. There is an age-old HR saying, “if you pay peanuts, expect to get monkeys”. It has become increasingly important to match compensation with employees’ contribution. In formulating an effective compensation and benefits program, organisations must pay extreme attention to design equitable processes in every regard. There are also a few newer philosophies on compensation that are gaining popularity with evolving HR practices.

What would we do if we were to learn that there is no future in what we do on a daily basis? Would be heartbreaking, would it not? Companies without leaders and an able team are usually known to have no future. In the same way, an employee that has no future in the company is also unlikely to see out a longer tenure. Every one of us are different, unique and possess our own unique talents. It is important to offer impatient workers with hope, restless with peace and anxious ones with a promise of a bigger and better tomorrow. Talent management, Career and Succession management issues are evident in today’s corporate world. This has pushed every little and big organisation to seek application of useful measures in tackling these issues.

Among most of other popular HR practices, ‘Performance Management’ ranks as one of the most mature and essential practices. Coincidently, that’s where the ranking ends. Ranking employees and providing a comparative measure of their performances are considered somewhat ancient now. Instead, the employees want to feel valued through more qualitative performance management methods. Offering the employees with honest regular coaching and feedback has seen to be a trendsetter of an effective performance culture. As predicted, the difference is telling between the top performing firms and rest of the global organisations once again. This difference is mostly if not wholly the consequences of adoption of different performance management strategies. 

It is safe to say that HR practices have majorly evolved in recent times. The focus has also shifted to this greater collective objective rather than what is beneficial for the company alone. In the process, the sense of responsibility in people has triumphed over just “attitudes” for their development. Not only the processes that makes a leader are evolving with collaborative technology but the way we define leaders are changing as well.