HR Articles

HR Articles: Apr-24 (Part-43)

2024-04-24T01:00:00.000-07:00

STRUCTURING THE HR DEPARTMENT

In today's dynamic business environment, the role of the HR department extends far beyond administrative tasks to become a strategic partner in driving organizational success. Structuring the HR department effectively is essential for aligning HR initiatives with business goals, fostering employee engagement, and enhancing organizational performance. This article explores key considerations and best practices for structuring the HR department to meet the evolving needs of modern workplaces. As a fresher entering the world of Human Resources (HR), understanding the structure and functions of the HR department is crucial for navigating your career path effectively. This article serves as a beginner's guide to structuring the HR department, providing insights and tips for newcomers to the field.

**Comprehensive strategy for structuring the HR department

Structuring the HR department is an essential aspect of organizational management, and as a fresher in the field of HR, understanding its structure, functions, and career pathways is the first step towards building a successful career in HR. By gaining experience, developing skills, and exploring opportunities for growth and specialization, you can carve out a rewarding and fulfilling career in the dynamic field of Human Resources.

## Please read the complete article for more details.

1. Assessment of Organizational Needs and Goals:

Ø Conduct a thorough analysis of the organization's current state, future objectives, and HR requirements.

Ø Identify key HR challenges, opportunities, and priorities based on the organization's size, industry, culture, and strategic direction.

Following are the detailed approach to conducting this assessment:

A. Review Organizational Strategy:

· Examine the organization's mission, vision, and strategic objectives.

· Understand the key priorities, challenges, and opportunities outlined in the strategic plan.

· Identify how HR can support the achievement of these strategic goals through its policies, programs, and initiatives.

B. Gather Input from Leadership:

· Interview key stakeholders, including senior executives and department heads, to understand their perspectives on HR needs and priorities.

· Discuss areas where HR can add value and support the organization's objectives.

· Identify any specific HR challenges or concerns raised by leadership.

C. Analyze Current HR Practices:

· Review existing HR policies, procedures, and practices to assess their effectiveness and alignment with organizational goals.

· Identify areas of strength and areas for improvement within the HR function.

· Evaluate HR metrics and data to gain insights into employee turnover, engagement, performance, and other relevant factors.

D. Assess Organizational Culture and Values:

· Understand the organization's culture, values, and norms.

· Consider how HR initiatives can reinforce and support the desired culture.

· Identify any cultural barriers or challenges that may impact HR strategies and practices.

E. Conduct Employee Surveys and Feedback Sessions:

· Administer surveys or conduct focus groups to gather feedback from employees on their experiences with HR processes and services.

· Seek input on areas such as recruitment, training, performance management, employee relations, and organizational culture.

· Use employee feedback to identify areas of improvement and prioritize HR initiatives.

F. Analyze External Factors:

· Consider external factors such as industry trends, economic conditions, labor market dynamics, and regulatory changes.

· Assess how these external factors may impact HR practices and requirements.

· Identify opportunities to leverage external trends and developments to enhance the effectiveness of the HR function.

G. Identify HR Priorities and Objectives:

· Synthesize the findings from the assessment to identify key HR priorities and objectives.

· Prioritize initiatives based on their potential impact on organizational goals and employee needs.

· Ensure that HR objectives are SMART (Specific, Measurable, Achievable, Relevant, Time-bound) to facilitate implementation and evaluation.

H. Develop an Action Plan:

· Create a detailed action plan outlining specific steps to address identified HR priorities and objectives.

· Define responsibilities, timelines, and resource requirements for each initiative.

· Establish metrics and key performance indicators (KPIs) to measure progress and success.

2. Define HR Objectives and Strategy:

Ø Develop clear HR objectives and align them with the overall business strategy.

Ø Determine the primary focus areas of the HR department, such as recruitment, talent management, employee engagement, performance management, compliance, and HR technology.

Following are the process to define HR objectives and strategy effectively:

A. Alignment with Organizational Goals:

· Ensure that HR objectives are closely aligned with the overall strategic goals and priorities of the organization.

· Identify how HR can contribute to the achievement of organizational objectives, such as improving employee engagement, increasing productivity, reducing turnover, or enhancing organizational culture.

B. SMART Objectives:

· Define HR objectives that are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART).

· Specific: Clearly state what needs to be achieved.

· Measurable: Define metrics or indicators to track progress and success.

· Achievable: Set objectives that are realistic and attainable given available resources and constraints.

· Relevant: Ensure that objectives are aligned with the needs of the organization and the HR function.

· Time-bound: Establish deadlines or timelines for achieving objectives.

C. Key Focus Areas:

· Identify key focus areas for HR based on organizational needs, industry trends, and best practices.

· Common HR focus areas may include:

o Talent Acquisition and Recruitment: Attracting and hiring top talent to meet organizational needs.

o Employee Development and Training: Enhancing employee skills, capabilities, and performance through training and development programs.

o Performance Management: Establishing processes for setting goals, providing feedback, and evaluating employee performance.

o Employee Engagement and Retention: Fostering a positive work environment and implementing initiatives to engage and retain employees.

o Diversity, Equity, and Inclusion (DEI): Promoting diversity, equity, and inclusion in the workplace to create a more inclusive and equitable environment.

o Compliance and Risk Management: Ensuring compliance with relevant laws, regulations, and industry standards, and mitigating HR-related risks.

D. Strategic Initiatives:

· Define specific initiatives and actions to support each HR objective.

· Develop strategies for implementing initiatives effectively, considering factors such as resource allocation, timelines, and stakeholder engagement.

· Prioritize initiatives based on their potential impact on organizational goals and the HR function.

E. Measurement and Evaluation:

· Establish metrics and KPIs to measure the progress and success of HR objectives and initiatives.

· Regularly track and evaluate performance against these metrics to identify areas for improvement and make data-driven decisions.

· Use feedback from employees, managers, and stakeholders to assess the effectiveness of HR strategies and adjust them as needed.

F. Continuous Improvement:

· Emphasize a culture of continuous improvement within the HR function.

· Encourage innovation and experimentation to identify new approaches and best practices.

· Regularly review and update HR objectives and strategies in response to changing organizational needs, industry trends, and external factors.

3. Organizational Structure:

Ø Choose an appropriate organizational structure for the HR department based on the organization's size, complexity, and culture.

Ø Common HR structures include centralized, decentralized, and matrix structures.

Ø Determine reporting lines, decision-making authority, and communication channels within the HR department and with other departments.

Here are some common types of organizational structures and considerations for selecting the most appropriate one for your HR department:

A. Functional Structure:

· In a functional structure, employees are grouped based on the functions they perform, such as recruitment, training, compensation, and employee relations.

· This structure allows for specialization and expertise in specific HR functions.

· It may lead to silos and limited cross-functional collaboration.

B. Divisional Structure:

· In a divisional structure, the organization is divided into separate divisions or business units, each with its own HR department.

· This structure enables HR departments to focus on the unique needs of each division or business unit.

· It may result in duplication of HR functions and inconsistency across divisions.

C. Matrix Structure:

· A matrix structure combines functional and divisional structures, with employees reporting to both functional managers (e.g., HR specialists) and divisional managers (e.g., department heads).

· This structure facilitates coordination and collaboration across functions and divisions.

· It can be complex to manage, and employees may experience role ambiguity.

D. Flat Structure:

· In a flat structure, there are few or no layers of middle management, and decision-making authority is decentralized.

· This structure fosters a more agile and flexible organization.

· It may lead to unclear reporting relationships and difficulty in managing larger teams.

· Hierarchical Structure:

· A hierarchical structure consists of multiple levels of management, with clear lines of authority and communication.

· This structure provides clear reporting relationships and accountability.

· It may be bureaucratic and slow to adapt to change.

Considerations for HR Department Structure:

A. Size and Complexity:

· Consider the size and complexity of the organization and the HR department itself.

· Larger organizations may require a more complex structure to manage diverse HR functions, while smaller organizations may benefit from a simpler structure.

B. Organizational Culture:

· Align the HR department structure with the organization's culture and values.

· Consider how the structure will impact communication, collaboration, and decision-making within the HR department and with other departments.

C. Strategic Alignment:

· Ensure that the HR department structure supports the organization's strategic goals and priorities.

· Consider how the structure will enable HR to effectively contribute to key strategic initiatives such as talent acquisition, employee development, and organizational change.

D. Flexibility and Adaptability:

· Choose a structure that is flexible and adaptable to changing business needs and market conditions.

· Consider how easily the structure can accommodate growth, restructuring, or shifts in priorities.

E. Communication and Collaboration:

· Design the HR department structure to facilitate communication and collaboration among HR team members and with employees and managers.

· Consider how the structure will support cross-functional teamwork and knowledge sharing.

F. Resource Allocation:

· Evaluate the resources available for the HR department, including budget, staffing, and technology.

· Ensure that the chosen structure allows for efficient resource allocation and utilization.

4. Roles and Responsibilities:

Ø Define specific roles and responsibilities within the HR department based on its objectives and structure.

5. Common HR roles include:

Ø HR Manager/Director: Overseeing all HR functions and strategies.

Ø HR Business Partners: Serving as strategic advisors to business units and departments.

Ø Recruitment Specialists: Managing the recruitment and selection process.

Ø Training and Development Specialists: Designing and delivering training programs.

Ø Compensation and Benefits Specialists: Managing compensation, benefits, and reward programs.

Ø Employee Relations Specialists: Handling employee relations issues and conflict resolution.

Ø HR Administrators/Generalists: Providing administrative support and handling day-to-day HR tasks.

Ø Ensure clarity and accountability for each role, and define key performance indicators (KPIs) to measure success.

Following are the some of the most common HR roles:

A. HR Manager/Director:

· Oversees all HR functions and strategies.

· Develops HR policies and procedures.

· Provides guidance and support to HR staff and management.

· Acts as a strategic partner to senior leadership.

B. HR Business Partner:

· Serves as a liaison between HR and business units or departments.

· Aligns HR initiatives with business goals and objectives.

· Provides strategic HR advice and support to managers and leaders.

· Addresses workforce planning, talent management, and organizational development needs.

C. Recruitment Specialist/Recruiter:

· Manages the recruitment and selection process.

· Sources candidates through various channels.

· Screens resumes, conducts interviews, and facilitates hiring decisions.

· Coordinates onboarding activities for new hires.

D. Training and Development Specialist:

· Designs and delivers training programs to enhance employee skills and competencies.

· Conducts needs assessments and identifies training gaps.

· Develops training materials and resources.

· Evaluates training effectiveness and makes recommendations for improvement.

E. Compensation and Benefits Specialist:

· Administers employee compensation and benefits programs.

· Processing payroll and salary distribution

· Salary income tax Compliance and Reporting

· Conducts salary surveys and analyzes market data to ensure competitive pay rates.

· Manages employee benefits enrollment and administration.

· Provides guidance on compensation and benefits-related issues.

F. Employee Relations Specialist:

· Handles employee relations issues and concerns.

· Mediates conflicts and facilitates resolution.

· Conducts investigations into employee complaints or grievances.

· Provides guidance on disciplinary actions and performance improvement plans.

G. HR Generalist/Administrator:

· Provides administrative support to the HR department.

· Maintains employee records and HR databases.

· Assists with HR processes such as payroll, timekeeping, and benefits administration.

· Responds to employee inquiries and requests for information.

H. Performance Management Specialist:

· Develops and implements performance management processes and systems.

· Trains managers and employees on performance evaluation methods.

· Facilitates goal-setting and performance review discussions.

· Identifies opportunities for performance improvement and recognition.

I. HR Analytics Specialist:

· Collects and analyzes HR data to identify trends and insights.

· Generates reports and dashboards to track HR metrics and KPIs.

· Provides data-driven recommendations to improve HR programs and initiatives.

· Supports strategic decision-making through data analysis.

6. HR Policies and Procedures:

Ø Develop comprehensive HR policies and procedures covering all aspects of HR management, including recruitment, onboarding, performance management, employee relations, compensation and benefits, compliance, and HR technology.

Ø Ensure that policies and procedures are aligned with legal requirements, industry standards, and organizational values.

Ø Communicate policies and procedures to employees and provide training as needed.

HR policies and procedures serve as guidelines for employees and management on how to handle various aspects of human resource management within the organization. Here's how to develop comprehensive HR policies and procedures:

A. Identify Areas for Policy Development:

· Review relevant laws, regulations, and industry standards to identify areas where HR policies are needed.

· Common areas for policy development include recruitment, onboarding, performance management, compensation and benefits, employee relations, training and development, health and safety, and compliance.

B. Gather Input and Stakeholder Feedback:

· Consult with HR professionals, legal experts, managers, and employees to gather input on policy needs and priorities.

· Consider conducting surveys or focus groups to understand employee preferences and concerns related to HR policies.

C. Draft Policies and Procedures:

· Develop clear, concise, and comprehensive policies and procedures for each area identified.

· Ensure that policies are written in simple language that is easy to understand by all employees.

· Include information on the purpose of the policy, scope, responsibilities, procedures, and consequences for non-compliance.

D. Review and Approval Process:

· Review draft policies and procedures with key stakeholders, including HR leadership, legal counsel, and relevant department heads.

· Incorporate feedback and revisions as necessary to ensure accuracy, legality, and alignment with organizational goals and values.

· Obtain approval from senior management or the board of directors before finalizing policies.

E. Communicate Policies to Employees:

· Develop a communication plan to inform employees about new or updated HR policies and procedures.

· Use multiple communication channels such as email, intranet, employee handbooks, and staff meetings to ensure widespread awareness.

· Provide training or informational sessions to educate employees on policy content, expectations, and procedures for seeking assistance or clarification.

F. Implementation and Enforcement:

· Implement policies and procedures consistently across the organization.

· Train managers and supervisors on how to enforce policies fairly and effectively.

· Establish mechanisms for monitoring compliance with policies and addressing violations or disputes promptly.

G. Regular Review and Updates:

· Establish a schedule for reviewing and updating HR policies and procedures on a regular basis, such as annually or biennially.

· Stay informed about changes in laws, regulations, and industry best practices that may require revisions to existing policies.

· Solicit feedback from employees and managers on policy effectiveness and relevance, and make adjustments as needed.

H. Accessibility and Documentation:

· Ensure that HR policies and procedures are easily accessible to all employees.

· Store policies in a centralized location such as an employee handbook, intranet portal, or HR software platform.

· Maintain documentation of policy revisions, approvals, and communications for record-keeping and compliance purposes.

Organizations can develop and implement HR policies and procedures that promote fairness, consistency, compliance, and effective management of human resources within the organization.

7. HR Systems and Tools:

Ø Invest in HR technology and systems to streamline HR processes and enhance efficiency.

Ø Choose HR software for areas such as recruitment, applicant tracking, payroll, performance management, employee self-service, and analytics.

Ø Ensure that HR systems are integrated with other organizational systems and support data-driven decision-making.

Following are some common HR systems and tools used by organizations:

A. Human Resource Information System (HRIS):

· An HRIS is a comprehensive software solution that centralizes HR data and automates various HR processes.

· It typically includes features such as employee data management, payroll processing, benefits administration, time and attendance tracking, and reporting and analytics.

· HRIS platforms help improve data accuracy, reduce administrative burden, and provide valuable insights into workforce trends and metrics.

B. Applicant Tracking System (ATS):

· An ATS is used to manage the recruitment and hiring process.

· It allows recruiters to post job openings, track candidate applications, screen resumes, schedule interviews, and manage communication with applicants.

· ATS software helps streamline recruitment workflows, improve candidate experience, and ensure compliance with hiring regulations.

C. Attendance management applications

· Time Tracking

· Time-off Management

· Shift Scheduling

· Geolocation Tracking

· Absence and Leave Tracking

· Compliance Management

· Integration with Payroll and HR Systems

· Customization and Reporting

D. Learning Management System (LMS):

· An LMS is a platform for delivering, managing, and tracking employee training and development programs.

· It enables organizations to create and distribute online courses, track employee progress and completion, and assess learning outcomes.

· LMS software facilitates continuous learning and skill development among employees, improving performance and productivity.

E. Performance Management System:

· A performance management system automates the process of setting goals, evaluating performance, providing feedback, and conducting performance reviews.

· It may include features such as goal setting and tracking, performance appraisal forms, 360-degree feedback, and performance analytics.

· Performance management systems help align employee goals with organizational objectives, identify areas for improvement, and recognize top performers.

F. Employee Self-Service (ESS) Portals:

· ESS portals enable employees to access and manage their HR-related information and tasks online.

· Employees can view pay stubs, update personal information, request time off, enroll in benefits, and access company policies and resources.

· ESS portals empower employees to take ownership of their HR needs, reducing administrative overhead for HR staff.

G. Payroll Software:

· Payroll software automates the process of calculating and disbursing employee salaries and benefits.

· It handles tasks such as tax withholding, deductions, direct deposits, and compliance with wage and hour laws.

· Payroll software ensures accuracy in payroll processing, reduces errors, and ensures timely payment to employees.

H. Employee Engagement and Feedback Tools:

· Employee engagement tools facilitate communication, feedback, and recognition among employees and managers.

· They may include employee survey platforms, pulse survey tools, recognition and rewards programs, and communication apps.

· Employee engagement tools help measure employee sentiment, foster a positive work culture, and improve employee morale and retention.

I. HR Analytics and Reporting Tools:

· HR analytics and reporting tools enable organizations to analyze HR data, generate reports, and derive insights to support decision-making.

· They may offer features such as customizable dashboards, predictive analytics, workforce planning, and benchmarking against industry standards.

· HR analytics tools help HR professionals identify trends, monitor key metrics, and make data-driven decisions to optimize HR strategies and practices.

When selecting HR systems and tools, organizations should consider factors such as scalability, integration capabilities, ease of use, vendor support, and cost-effectiveness. Additionally, it's essential to involve key stakeholders, including HR professionals, IT teams, and end-users, in the evaluation and implementation process to ensure that the chosen solutions meet the organization's needs and objectives.

8. Talent Acquisition and Management:

Ø Develop strategies for attracting, hiring, and retaining top talent.

Ø Implement effective recruitment and selection processes, including sourcing candidates, conducting interviews, and making job offers.

Ø Focus on employer branding, candidate experience, and diversity and inclusion initiatives.

Ø Employee Development and Engagement:

Ø Design and deliver training and development programs to enhance employee skills and capabilities.

Ø Implement initiatives to foster employee engagement, such as recognition programs, career development opportunities, and employee feedback mechanisms.

Ø Provide coaching, mentoring, and support for employee growth and advancement.

Here's an overview of key components and best practices in talent acquisition and management:

A. Talent Acquisition Strategy:

· Develop a comprehensive talent acquisition strategy aligned with the organization's goals and workforce needs.

· Identify the skills, competencies, and attributes required for success in various roles within the organization.

· Define sourcing channels and recruitment methods to attract diverse and qualified candidates.

· Establish employer branding initiatives to enhance the organization's reputation as an employer of choice.

B. Recruitment and Selection:

· Implement effective recruitment and selection processes to identify and hire the best candidates for open positions.

· Utilize a combination of sourcing methods, including job boards, social media, employee referrals, and networking.

· Use applicant tracking systems (ATS) to streamline the recruitment process, track candidate applications, and manage communication with applicants.

· Conduct structured interviews, assessments, and reference checks to evaluate candidate qualifications and fit for the role and the organization.

C. Onboarding and Integration:

· Develop an onboarding program to welcome new hires and facilitate their integration into the organization.

· Provide orientation sessions to familiarize new employees with the company culture, policies, procedures, and job responsibilities.

· Assign mentors or buddies to help new hires navigate their roles and build relationships with colleagues.

· Gather feedback from new employees to identify areas for improvement in the onboarding process.

D. Performance Management:

· Implement a performance management system to set clear expectations, provide ongoing feedback, and evaluate employee performance.

· Establish SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for each employee aligned with organizational objectives.

· Conduct regular performance evaluations to assess progress, identify strengths and development areas, and provide constructive feedback.

· Recognize and reward high performers to foster motivation and engagement.

E. Learning and Development:

· Provide opportunities for continuous learning and skill development to enhance employee capabilities and career growth.

· Offer training programs, workshops, and online courses to address skill gaps and promote professional development.

· Support employees in pursuing certifications, advanced degrees, or specialized training relevant to their roles.

· Encourage knowledge sharing, mentoring, and cross-functional collaboration to facilitate learning and development.

F. Succession Planning:

· Develop a succession planning process to identify and develop high-potential employees for future leadership roles.

· Identify critical roles within the organization and potential successors for these positions.

· Provide development opportunities and experiences to prepare successors for leadership roles.

· Regularly review and update succession plans to ensure alignment with organizational needs and changes in talent pipelines.

G. Employee Engagement and Retention:

· Implement initiatives to engage and retain top talent, such as employee recognition programs, career development opportunities, and flexible work arrangements.

· Conduct regular employee engagement surveys to assess satisfaction levels and identify areas for improvement.

· Address issues and concerns raised by employees through open communication, feedback mechanisms, and action plans.

· Foster a positive work culture that values diversity, inclusion, and employee well-being.

H. Metrics and Analytics:

· Use HR metrics and analytics to measure the effectiveness of talent acquisition and management initiatives.

· Track key performance indicators (KPIs) such as time-to-fill, cost-per-hire, turnover rates, and employee satisfaction.

· Analyze data to identify trends, patterns, and areas for improvement in talent acquisition and management processes.

· Use insights from analytics to inform decision-making and optimize strategies for attracting, developing, and retaining talent.

By focusing on talent acquisition and management strategies, organizations can build a strong and resilient workforce that drives innovation, growth, and success in the competitive marketplace.

9. Performance Management:

Ø Establish performance management processes to set clear expectations, provide regular feedback, and evaluate employee performance.

Ø Define performance metrics and KPIs aligned with organizational goals.

Ø Conduct performance reviews, goal-setting sessions, and development planning discussions.

By implementing a robust performance management process, organizations can effectively align employee efforts with organizational goals, identify and address performance gaps, and foster a culture of continuous improvement and development. Here's an overview of key components and best practices in performance management:

A. Goal Setting:

· Establish clear, specific, and measurable goals for each employee that are aligned with organizational objectives.

· Use the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) criteria to ensure goal clarity and effectiveness.

· Involve employees in the goal-setting process to enhance ownership and commitment.

B. Continuous Feedback:

· Provide regular and timely feedback to employees on their performance.

· Offer both positive reinforcement for strengths and constructive feedback for areas of improvement.

· Encourage open communication and dialogue between managers and employees throughout the performance period.

C. Performance Reviews:

· Conduct formal performance reviews at regular intervals (e.g., annually, semi-annually, quarterly) to assess employee progress and achievements.

· Use structured evaluation criteria to assess performance against established goals and competencies.

· Provide specific examples and evidence to support performance ratings and feedback.

D. Development Planning:

· Collaborate with employees to create individual development plans based on their strengths, areas for improvement, and career aspirations.

· Identify opportunities for training, skill development, and career advancement.

· Support employees in setting developmental goals and acquiring the necessary resources and support to achieve them.

E. Recognition and Rewards:

· Recognize and reward employees for outstanding performance and contributions to the organization.

· Offer both intrinsic rewards (e.g., praise, recognition, opportunities for growth) and extrinsic rewards (e.g., bonuses, promotions, incentives).

· Ensure that rewards are aligned with performance and organizational values to maintain fairness and motivation.

F. Performance Improvement Plans (PIPs):

· Develop performance improvement plans for employees who are not meeting performance expectations.

· Clearly outline performance deficiencies, expectations for improvement, and support/resources available to help employees succeed.

· Monitor progress closely and provide additional coaching and support as needed to help employees meet performance standards.

G. 360-Degree Feedback:

· Gather feedback on employee performance from multiple sources, including peers, subordinates, customers, and supervisors.

· Use 360-degree feedback to provide a more comprehensive and holistic assessment of employee strengths and areas for development.

· Ensure confidentiality and anonymity to encourage honest and constructive feedback.

H. Technology and Tools:

· Utilize performance management software and tools to streamline the performance management process.

· Choose tools that support goal setting, progress tracking, feedback exchange, and performance review documentation.

· Leverage technology to facilitate continuous communication and collaboration between managers and employees.

I. Training and Capability Building:

· Provide training and resources to managers and supervisors on effective performance management practices.

· Equip managers with the skills and tools needed to provide constructive feedback, conduct performance evaluations, and support employee development.

· Offer training to employees on goal setting, self-assessment, and performance improvement techniques.

J. Evaluation and Adjustment:

· Regularly evaluate the effectiveness of the performance management process and make adjustments as needed.

· Solicit feedback from employees, managers, and stakeholders to identify areas for improvement.

· Continuously monitor performance management metrics and key performance indicators to track progress and identify opportunities for enhancement.

10. Compliance and Risk Management:

Ø Ensure compliance with relevant labor laws, regulations, and industry standards.

Ø Stay updated on changes in legislation and regulations affecting HR practices.

Ø Conduct regular audits and assessments to identify and mitigate HR risks.

Compliance and risk management are critical functions within an organization aimed at ensuring adherence to laws, regulations, and industry standards, as well as mitigating potential risks that could impact the organization's operations, reputation, and financial stability. Statutory compliance requirements may vary based on the industry, size of the organization, and specific location. However, here is a general list of statutory compliance requirements that organizations in Gurgaon (India) may need to adhere to:

A. Labour Laws:

· Payment of Wages Act, 1936

· Minimum Wages Act, 1948

· Payment of Bonus Act, 1965

· Equal Remuneration Act, 1976

· Employees' Provident Funds and Miscellaneous Provisions Act, 1952

· Employees' State Insurance Act, 1948

· Maternity Benefit Act, 1961

· Industrial Employment (Standing Orders) Act, 1946

· Contract Labour (Regulation and Abolition) Act, 1970

· Shops and Establishments Act (State-specific)

B. Tax Laws:

· Income Tax Act, 1961 (TDS provisions)

· Goods and Services Tax (GST) Act, 2017

· Professional Tax (State-specific)

C. Social Security Laws:

· Employees' Provident Fund (EPF)

· Employees' State Insurance (ESI)

· Labour Welfare Fund (LWF)

· National Pension System (NPS)

D. Regulatory Compliance:

· Companies Act, 2013

· The Factories Act, 1948 (if applicable)

· Environment Protection Act, 1986

· Prevention of Sexual Harassment (POSH) Act, 2013

· Information Technology Act, 2000 (for IT companies)

· Foreign Exchange Management Act (FEMA), 1999 (for companies dealing with foreign exchange)

· Employee Documentation and Compliance:

· Employment contracts or appointment letters

· Employee handbooks or policy manuals

· Attendance records

· Leave records (annual leave, sick leave, etc.)

· Payroll records and compliance with wage and hour laws

· Record of statutory deductions and contributions (EPF, ESI, etc.)

E. Health and Safety Regulations:

· Occupational Health and Safety (OHS) standards and regulations

· Fire safety regulations

· Workplace safety measures and training

· Hazardous waste management (if applicable)

F. Statutory Reporting:

· Quarterly and annual filings with regulatory authorities (EPF, ESI, GST, etc.)

· Income tax returns and tax audit compliance

· Annual returns and compliance certificates (Companies Act, GST, etc.)

G. Contractual Obligations:

· Compliance with terms of contracts and agreements with clients, vendors, and partners

· Non-disclosure agreements (NDAs), service level agreements (SLAs), etc.

11. Continuous Improvement:

Ø Monitor HR metrics and key performance indicators to track progress and identify areas for improvement.

Ø Solicit feedback from employees, managers, and stakeholders to identify opportunities to enhance HR processes and services.

Ø Continuously review and update HR strategies, policies, and practices to adapt to changing business needs and external factors.

By embracing a mindset of continuous improvement and actively seeking opportunities to enhance the structure and performance of the HR department, organizations can strengthen their HR capabilities, support employee growth and development, and drive organizational success.

A. Regular Assessment and Feedback:

· Conduct regular assessments of the HR department's structure, processes, and performance.

· Seek feedback from key stakeholders, including employees, managers, and senior leadership, on HR services, responsiveness, and effectiveness.

· Use employee surveys, focus groups, and performance metrics to identify areas for improvement and prioritize initiatives.

B. Alignment with Organizational Strategy:

· Ensure that the HR department's structure and functions are aligned with the organization's strategic goals and priorities.

· Review the organization's mission, vision, and values to ensure that HR initiatives support and reinforce them.

· Collaborate with senior leadership and department heads to understand evolving business needs and adjust HR strategies accordingly.

C. Streamlining Processes and Workflows:

· Identify and eliminate inefficiencies, redundancies, and bottlenecks in HR processes and workflows.

· Implement automation tools, technology solutions, and standardized procedures to streamline administrative tasks and reduce manual work.

· Simplify approval processes, paperwork, and documentation requirements to improve speed and agility in HR operations.

D. Role Clarity and Accountability:

· Clarify roles, responsibilities, and expectations for HR staff members to ensure clear accountability and ownership of tasks.

· Define key performance indicators (KPIs) and metrics for each HR function or role to measure performance and track progress.

· Encourage cross-functional collaboration and teamwork to leverage collective expertise and resources within the HR department.

E. Skills Development and Training:

· Invest in continuous learning and development for HR professionals to enhance their skills, knowledge, and capabilities.

· Provide training on emerging HR trends, technologies, and best practices to stay updated with industry advancements.

· Offer opportunities for certification, workshops, and conferences to expand HR professionals' expertise and networks.

F. Adoption of Best Practices:

· Benchmark HR department structure and practices against industry peers and leading organizations to identify best practices.

· Implement proven methodologies, frameworks, and standards for HR management, such as SHRM guidelines or ISO certifications.

· Stay informed about trends and innovations in HR management and adapt relevant practices to fit the organization's needs and culture.

G. Feedback Mechanisms and Continuous Improvement Culture:

· Establish feedback mechanisms and channels for HR staff and stakeholders to provide input, suggestions, and concerns.

· Foster a culture of continuous improvement within the HR department by encouraging innovation, experimentation, and learning from mistakes.

· Recognize and reward employees for contributing ideas, initiatives, and improvements to enhance HR effectiveness and efficiency.

12. Communication and Collaboration:

Ø Foster open communication and collaboration within the HR department and with other departments.

Ø Provide channels for employees to voice concerns, provide feedback, and seek assistance with HR-related issues.

Ø Collaborate with other departments to align HR initiatives with organizational goals and priorities.

Communication and collaboration are essential elements in structuring the HR department effectively to ensure alignment with organizational goals, promote teamwork, and enhance employee engagement. Here are strategies for integrating communication and collaboration into the HR department's structure:

A. Cross-Functional Collaboration:

· Foster collaboration between HR and other departments, such as operations, finance, IT, and marketing, to ensure HR initiatives support overall business objectives.

· Establish cross-functional teams or committees to address specific HR-related projects or initiatives, such as employee engagement programs, diversity and inclusion initiatives, or talent management strategies.

· Encourage regular communication and collaboration meetings between HR representatives and department heads to share updates, discuss challenges, and identify opportunities for collaboration.

B. Stakeholder Engagement:

· Identify key stakeholders within the organization, including employees, managers, senior leadership, and external partners, and engage them in HR decision-making processes.

· Solicit feedback from stakeholders through surveys, focus groups, or one-on-one meetings to understand their needs, preferences, and concerns related to HR services and initiatives.

· Communicate HR policies, programs, and changes effectively to ensure transparency and build trust among stakeholders.

C. Internal Communication Channels:

· Establish internal communication channels, such as intranet portals, email newsletters, and team meetings, to disseminate HR-related information, updates, and announcements to employees.

· Develop communication plans and calendars to ensure timely and consistent messaging about HR programs, events, policies, and initiatives.

· Encourage two-way communication by providing avenues for employees to ask questions, provide feedback, and share ideas with HR representatives.

D. Employee Engagement Initiatives:

· Implement employee engagement initiatives to foster a sense of belonging, collaboration, and community within the organization.

· Organize team-building activities, social events, and networking opportunities to promote interaction and relationship-building among employees and HR staff.

· Encourage participation in employee resource groups, committees, or task forces focused on specific topics or interests, such as wellness, diversity, or career development.

E. Training and Development:

· Provide training and development opportunities to HR staff on effective communication skills, conflict resolution, and collaboration techniques.

· Offer workshops or seminars on cross-cultural communication, emotional intelligence, and interpersonal skills to enhance HR professionals' ability to interact effectively with diverse stakeholders.

· Encourage HR staff to participate in industry conferences, seminars, or networking events to stay updated on best practices and trends in communication and collaboration.

F. Technology and Tools:

· Leverage communication and collaboration tools, such as messaging apps, project management platforms, and video conferencing software, to facilitate remote communication and virtual collaboration among HR team members.

· Implement HRIS (Human Resource Information System) or collaboration platforms that enable centralized document sharing, task management, and real-time communication for HR processes and projects.

· Provide training and support to HR staff on using technology tools effectively for communication, collaboration, and document management.

G. Performance Evaluation and Feedback:

· Establish regular performance evaluation processes for HR staff that include feedback on communication and collaboration skills.

· Encourage managers to provide constructive feedback and coaching to HR team members on their communication style, teamwork, and collaboration efforts.

· Recognize and reward HR staff who demonstrate strong communication and collaboration skills and contribute to the success of HR initiatives and projects.

By following this comprehensive strategy, organizations can effectively structure their HR department to support the achievement of strategic objectives, enhance employee engagement and satisfaction, and ensure compliance with legal and regulatory requirements.

Article written by Amresh Anjan

HR Articles: Dec-13 (Part-41)

2013-12-26T01:08:00.001-08:00

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Hiring Marginally Up 1% in Nov'13 over Oct'13: Naukri Job Speak Index

The Naukri Job Speak Index for the month of November 2013 was at 1,300 showing a 1% growth in hiring, when compared to October'13. Annual comparison shows that hiring activity has witnessed a 16% increase in Nov'13 as compared to Nov'12. Industry wise hiring sentiment was positive but weak in Nov'13 except in IT-Software which has seen an upward trend with the index moving up by 10% in Nov'13 when compared to Oct'13. Sectors like Insurance and Telecom saw double digit decline with the index moving down by 29% and 17% respectively in the same period. Among the top metros, Kolkata has shown the maximum increase in hiring with the index moving up by 14% in Nov'13 when compared to Oct'13.

Source : 10-12-13 Naukri.com Compiled by Amresh Anjan

Bharti Group IT Director Mr. Jai Menon quits

Mr. Jai Menon, Bharti Group's Director for Innovation and IT has quit amidst reports of alleged violation of the company's code of conduct. While the company said he "exited" without giving any reasons, Mr. Jai Menon said he has quit to pursue research and innovation in technology from January. Mr. Jai Menon, who was also the Group CIO across all businesses, joined Bharti in 2002 as Corporate Director and has been credited with the launch of Airtel's enterprise business.

Source : 07-12-13 Financialexpress.com Compiled by Amresh Anjan

Mr. Prasoon Sharma appointed by ZTE Corporation

Provider of telecom equipment and network solutions, ZTE Corporation, has appointed Mr. Prasoon Sharma as the deputy director- India& South Asia, ZTE Soft India.

Source : 06-12-13 The Indian Express Compiled by Amresh Anjan

Google still favourite: 2 IITians say 'No, thanks!' to Oracle's crore+ pay

Contrary to popular belief, money is not top priority at India's top engineering colleges. Two IIT graduates from IIT Kanpur have rejected US-based tech major Oracle's Rs 1.31 crore ($210,000) offer and may have settled for Google, which offered Rs 68.34 lakh ($110,000), or Tower Research Capital, a US-based financial services firm, which offered a package of Rs 74.55 lakh ($120,000). "These students are mature; they know money does not reflect everything," the report quoted a placement team member as saying. Moreover, if you look at the salary package closely, Oracle was only offering $110,000 as the base pay while the rest was performance-based.

Source : 03-12-13 Firstpost.com Compiled by Amresh Anjan

NIFT joint director shifted after sexual harassment charges

Several undergraduate and postgraduate students and some staffers at the National Institute of Fashion Technology's Bhopal centre have accused joint director Mr. Vasant Kothari of sexual harassment. The 36-year-old has since been transferred to NIFT's Jodhpur centre after an internal committee found that allegations that he engaged in lewd behaviour and passed sexually suggestive comments were prima facie correct. The students alleged that Mr. Kothari, who besides handling administrative affairs was also a lecturer, often called them to his chamber and then made indecent gestures and engaged in explicit talk. Almost 75 per cent of the 270 students of UG and PG courses at the centre are girls. So far, no FIR has been filed by the complainants or the institute.

Source : 05-12-13 The Indian Express Compiled by Amresh Anjan

New Naukri app is a hit with job seekers

Be it to apply for jobs on-the-go or to save your resume in your phone, Naukri.com's new app has taken the Android store by storm. The app, which comes with over 2 lakh job listings, has been downloaded nearly 3 lakh times within a month of its launch. Elaborating on the app, Mr. Vibhore Sharma, CTO, Naukri said, "Two lakh plus downloads is an important milestone for us. It clearly demonstrates that this app has filled the need for a job seeker to hunt and apply for jobs even when he/she is away from a computer. It is also testimony to the emergence of the mobile technology era, in fact- 23 per cent of job seekers visit Naukri.com from their mobile phones itself. A lot of companies today have a prohibition on recruitment sites in their offices and this app circumvents this problem by letting job seekers obtain access to jobs through their mobile phones. Professionals are now just a touch away from their new jobs."

Source : 05-12-13 Indiatoday.intoday.in Compiled by Amresh Anjan

EADS to cut 5,800 jobs in Europe in restructuring

European aerospace giant EADS, the maker of Airbus aircraft, announced plans Monday to cut 5,800 jobs in its defence and space division over three years. The layoffs, part of a major restructuring in the face of falling orders, will affect the group`s workforce in Germany, France, Spain and Britain, the company said in a statement. The news came after a meeting of its European works council with chief executive Tom Enders, whose bold plan to merge the conglomerate with Britain`s defence group BAE Systems was torpedoed last year with a surprise veto by Germany."We need to improve our competitiveness in defence and space -- and we need to do it now," Enders said, according to the statement.

Source : 10-12-13 Zeenews.india.com Compiled by Amresh Anjan

US unemployment rate hits 5-year low, all eyes now on Fed

US employers hired more workers than expected in November and the jobless rate fell to a five-year low of 7.0%, which could fan speculation the Federal Reserve could start reducing its bond purchases this month. Non-farm payrolls increased by 203,000 new jobs last month, the Labor Department said on Friday. The unemployment rate dropped three-tenths of a percentage point to its lowest level since November 2008 as some federal workers who were counted as jobless in October returned to work after a 16-day partial shutdown of the government.

Source : 07-12-13 The Indian Express Compiled by Amresh Anjan

India most desired place for bank BPOs

Attracted by a vast talent pool of business graduates, more than half of the world's top 40 banks have set up shop in India to run their back-office operations that may generate nearly 25,000 jobs in the coming time, an HR consultancy has said. According to Randstad India, close to 25 of the world's top 40 banks, from countries like US, UK, Switzerland, Germany and France, have set up their back offices in India with a few more global banks expected to open such offices in 2014."When compared to other sectors, banking and financial services industry has been the major driver of back office operations in India in the last decade," Randstad India and Srilanka CEO Mr. Moorthy K Uppulari said. While initially these banks leveraged back offices to manage their automated business processes and client service requests, in the recent years, the focus has been expanding to areas of finance and accounting, procurement services, and knowledge services, Mr. Uppulari added. As per the HR firm, India has emerged as the 'most desired destination' for banking office operations for global MNCs owing to large number of qualified graduates in business and finance.

Source : 09-12-13 Thehindubusinessline.com Compiled by Amresh Anjan

6000 jobs on TCS Rajarhat first list

TCS, India's biggest IT firm, will commission the first phase of its new campus in Rajarhat within the next three months and hire 6,000 professionals. "Our investment in Rajarhat is on track. We will have the first phase commencing its first operations by March 2014. Initially, what comes out in March will be a smaller version and two to three months later, the rest will come up. We will hire 6,000 in the first phase," said Mr. Ajoyendra Mukherjee, executive vice-president and global head (human resources), TCS.

Source : 06-12-13 Telegraphindia.com Compiled by Amresh Anjan

IIT graduates make a beeline for jobs outside their core

Not all engineering students wish to do engineering throughout their life, not even IITians. Four out of 10 students are taking up jobs which are unrelated to their core subject. Instead of the manufacturing sector, a majority of techies are choosing diverse fields like consultancy, e-commerce, software and others. The reason: Core engineering jobs offer lesser packages as compared to some other fields. Moreover, postings in core engineering jobs or the manufacturing sector are mainly in smaller cities while consultancy, e-commerce, IT and online ventures offer jobs in metros. As a majority of these firms require less capital, they offer better career growth to the talented candidates. Out of 1,600 undergraduate and postgraduate students registered for campus placement this year at IIT Bombay, approximately 1,000 want to go for core engineering. "These jobs also offer a certain lifestyle, better exposure, contacts and robust growth in career," said a final-year chemical engineering student of IIT-Delhi. Mr. Avijit Chatterjee, professor-in-charge of placement at IIT Bombay, admits, "Besides the attraction of a better package, students who wish to start their own firms in two-three years usually prefer these jobs which offer a different set of skills and challenges."

Source : 09-12-13 Dnaindia.com Compiled by Amresh Anjan

Six-Day Work Week May Soon Be a Thing Of The Past: Staffing Experts

Lack of time to attend to personal matters, exponential stress levels and little recovery time between work weeks are cited as the main reasons that are fuelling this trend in the country. Mr. Moorthy K Uppaluri, CEO, Randstad India says, "We see that there is an increasing demand for 'five-day week jobs' from women and mature employees, that is, those employees in middle and senior level management (aged between 35 and 65). Our research studies indicate that mature employees accord greater value to work-life balance as compared to younger employees." He further added that, "Due to heavy workload and associated stress, we find more and more candidates looking out for those jobs that are not only meaningful and challenging but also allow them to pursue other areas of interest outside of work."

Source : 09-12-13 Jobs.siliconindia.com Compiled by Amresh Anjan

Corporate India on ego trip at IIT campuses

Many IITs (Indian Institutes of Technology) launched a "graveyard" slot this year on the opening day of the placement season. While the official kick-off date was December 1, many began the process right after November 30 midnight. The rush among companies to offer jobs to some of India's best and brightest students played only a small role in the decision to start placements at such an unearthly hour. The main reason was the ego trip of companies — everyone wanted to be invited to the campus on the first day itself. Since accommodating everybody on day one is impossible, the IIT placement committees chose the best solution: Extend "day one" itself by 12 hours. But even that didn't solve the issue fully. Many IITs said, miffed with not being given day-one slots, some companies either backed out of the placement process or lowered the hiring commitments made earlier.

Source : 07-12-13 Business-standard.com Compiled by Amresh Anjan

Start-ups lead the hiring boom

Indian start-ups are fuelling the campus hiring boom again. Does this indicate an upturn in corporate fortunes? E-commerce Company Flipkart.com has topped the hiring charts at the Indian Institutes of Technology (IITs) this year. This is one sign that there is an increase in recognition and respectability for risk taking that did not exist in India previously. New hires will benefit from getting their feet wet in a start-up environment with growth opportunities that staid companies such as Infosys Ltd simply cannot match. Smart, enthusiastic and connected, today's IIT's graduates appear to be increasingly willing to forfeit stability to reach new heights. Investors have infused millions of dollars in Indian start-ups like Flipkart and Zomato recently, recognizing the growth potential for online ventures in an increasingly connected country. Start-ups breed start-ups by creating serial entrepreneurs who are key drivers of new businesses. Taking risks, absorbing failures and starting over become easier with cash on hand from past successes, contacts and experiences.

Source : 05-12-13 Livemint.com Compiled by Amresh Anjan

Growth is back in IT industry, says Cognizant vice chairman

Nasdaq-listed IT services company Cognizant said that growth is back in the sector, and deriving confidence from the same the company expects it would meet its annual revenue guidance for the full year."For the first two quarters of the year, things appeared to have turned around for the industry. We are of course doing well ... in fact we are doing better than what we had expected in the beginning of the year," Mr. Lakshmi Narayanan, vice chairman of Cognizant said on the sidelines of Infocom 2013. "So we do believe that growth is back and remain confident for the rest of the year," he added. Mr. Narayanan also said that the company would look to step up hiring in the US. Like most of its Indian peers, Cognizant uses India extensively for offshore delivery. The company employs over 166,400 globally of which around 75% are based out of its delivery centres spread across 10 locations in India.

Source : 05-12-13 Business-standard.com Compiled by Amresh Anjan

www.pmiralumni.co.in

HR Articles: Dec-13 (Part-40)

2013-12-26T01:06:00.001-08:00

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Facebook hires IIT-Delhi student for Rs. 65 lakh a year

Social networking site Facebook will now have an employee from the Indian Institute of Technology-Delhi. After trying - and failing - to recruit students from the institute last year, Facebook came back to the campus this year and chose 21-year-old Mr.Ankur Dahiya, a student of computer science engineering. Mr.Dahiya's annual salary package is around Rs. 65 lakh. This is the first time that Facebook has recruited a student from IIT-Delhi. The social networking giant had hired a student from IIT-Chennai last year. The company, started in February 2004, has scouted for talent at many other IIT campuses in India this year. Unlike last year when it hired only two students from India, Facebook is eyeing the country as a talent hub this time around. Mr.Dahiya will be placed in Palo Alto, California as a programmer after he finishes his course next year.

Source : 05-12-13 Hindustantimes.com Compiled by Amresh Anjan

87% Indian B-school grads employed this year, says GMAC survey

The employment scenario for Indian management graduates of 2013 rings in optimism amid the grim economic scenario. According to a recent survey conducted by the Graduate Management Admission Council (GMAC), nine out of 10 Class of 2013 business school alumni have been employed. About 84% also report their graduate management education to be professionally rewarding. The B-school Class of 2013 also fared well overall on the job market. "As many as 87% of Indian citizens are employed this year with 83% working for an employer and 4% being self-employed. The global figure is down slightly to 90% from the 92% of last year's graduates employed by September 2012. Despite the continued economic uncertainty, 72% of the Class of 2013 alumni who landed jobs said they could not have got it without their graduate management education. This shows that despite the slow, uneven economic recovery around the world, the job outlook for business degree-holders is holding fairly steady," says Mr. Gregg Schoenfeld, director of management education research for GMAC. Regardless of their employment status, a majority of alumni from the Class of 2013 believe their education developed their skills, expanded their network, and prepared them for the job market.

Source : 03-12-13 Hindustantimes.com Compiled by Amresh Anjan

Mr. Neeraj Sahai appointed president of S&P Ratings Services

A top Indian-American executive at Citigroup has been appointed president of Standard & Poor's Ratings Services, the world's largest ratings firm. Mr. Neeraj Sahai, 56, will assume his new role at S&P from January 6, 2014, financial intelligence company McGraw Hill Financial said in a statement. Mr. Sahai, who did his master's in economics from the University of Delhi, is currently head of Citi's Securities and Fund Services business and also acts as chief fiduciary officer of Citigroup. He succeeds Mr. Douglas Peterson, who became president and chief executive officer of McGraw Hill Financial on November 1. Mr. Peterson has taken over as chief executive of the parent company earlier this month.

Source : 27-11-13 Indianexpress.com Compiled by Amresh Anjan

IIT-B kicks off placement season on a high note

Bucking the sluggish economy and global financial crisis, IIT Bombay has seen a 10-15 per cent hike over last year in the average salary being offered to students on the first day of campus placements. The first phase started on December 1 and will go on till December 18. The mood was upbeat on campus even as majors and blue-chip firms like Google, Microsoft, Goldman Sachs, Boston Consulting Group, Shell, Morgan Stanley, IBM, Schlumberger, Sony (Japan), Samsung (Korea), LinkedIn, Deutsche Bank, Oracle and ITC, among others, were part of the placement process Sunday. On Day One, 360 students participated in campus placements. With 230 companies registered for the first phase, 32 firms were slotted on Day One. Last year, around 240 companies had registered during the first phase and about 35 had come on the first day. The institute said companies seemed upbeat about hiring and what is significant is that the number of offers per company has been "above expectation" and has gone up as compared to last year. In the first slot itself, 90 job offers were made; an average of six offers were made per company. According to IIT Bombay's 2012-13 placement report, 173 jobs (both slots combined) were offered on the first day.

Source : 02-12-13 Indianexpress.com Compiled by Amresh Anjan

UK's npower to outsource jobs to India

British energy major npower announced that it was cutting 1,460 jobs and outsourcing its back office operations to India, sparking outrage among employee unions. Npower said its proposed restructuring was aimed at boosting its customer service activities and would result in the closure of three sites and back office functions outsourced to India. Npower is a major integrated UK energy company. The company supplies gas, electricity and related services to residential and business customers and operates and manages a flexible portfolio of coal, gas and oil-fired power stations. The restructuring plan will involve more work being outsourced to Capita and Tata Consultancy Services, it said. Mr. Paul Massara, npower chief executive, said: "Today we have set out our proposed vision of how we would improve customer service, calling on the support of leading retail outsourcing partners". He added: "I understand that these changes would be incredibly hard for some of our employees and we'll be doing everything we can to support them over the next few months. This restructure is necessary if we are to deliver the levels of service our customers deserve". Mr. Colin Smith, the GMB union's northern region senior organiser, said, "GMB will vigorously campaign against the offshoring of jobs to India because it has absolutely nothing to do with customer service and everything to do with cost."

Source : 28-11-13 Hindustantimes.com Compiled by Amresh Anjan

Reverse brain drain: Young Indian professionals are returning home

Amid a global economic downturn, non-resident Indians from around the world are actively looking to return home, largely because even a diminished growth rate in India — currently projected at 5.5% for 2013-14, down from about 9.3% in 2010-11 — offers greater stability than the shrinking growth rates of their adoptive economies. India's evolving corporate structure is also encouraging Indians to return home, with the added advantage of family and social networks, and their own culture and lifestyle. A study conducted by human resource and recruiting firm Kelly Services India in 2011 estimated that 3 lakh Indian professionals working overseas will return between 2011 and 2015. Estimates by the Confederation of Indian Industry (CII) suggest that about 1 to 1.5 lakh Indians have already returned to work in the country. The lack of stability and job security abroad is emerging as a key reason for the shift from aspiring to find a job overseas to working to return to a job in India. Adds Mr. Rajiv Burman, managing partner at human resource consultancy Lighthouse Partners: "With the slowdown in the global economy, there is rampant discrimination and naturally the ones to be affected the most are Asians and non-whites. This is one key factor that is pushing Indians to get back home."

Source : 01-12-13 Hindustantimes.com Compiled by Amresh Anjan

Déjà vu 2008: Slowdown-hit real estate stares at huge job cuts

Slowdown is biting the real estate sector hard and at stake are jobs. Over the last nine months, when sales weakened and liquidity tightened, 8 percent white-collar jobs like architects, sales personnel, designers and engineers, were cut, said Mr. Lalit Kumar Jain, chairman of Confederation of Real Estate Developers' Association of India (CREDAI). Until now, the worst affected have been sales, administration and management, while labours remained unaffected. The next three months will be "critical", because if the situation does not improve, the pain will extend to the larger majority of blue-collar workers hired by the sector, said Mr. Jain.

Source : 04-12-13 Firstpost.com Compiled by Amresh Anjan

No question of doing contract jobs for Microsoft: Nokia Employees' Union

With the prospect of Nokia's India plant in Chennai being excluded from the company's deal with U.S software giant Microsoft, the Nokia Employees' Union has spoken up, saying that its members are not open to the idea of contract manufacturing. The Delhi High Court, in November, had ordered a freeze of Nokia's India assets, putting nearly 6,500 employees of the Finnish subsidiary here in a fix. In the wake of the court order, the management indicated to them that there could be problem in transferring them to Microsoft rolls. Mr. M. Saravana Kumar, President of the union, asserted that the onus was on the management to resolve the imbroglio caused by tax-related issues. He asserted that whatever had been agreed upon under the global deal with Microsoft should be adhered to in the Sriperumbudur facility as well.

Source : 03-12-13 Thehindu.com Compiled by Amresh Anjan

TCS bags 1000 offshore jobs for British energy giant Npower

India's largest IT service provider Tata Consultancy Services (TCS) bagged a major deal to handle nearly 1,000 offshore jobs for the British energy giant Npower as part of its restructuring. Npower, the UK arm of Germany utility RWE, said it will outsource much of its customer service and back office functions to India. TCS will oversee around 1,000 back-office jobs in India. The roles being outsourced to TCS over the next eight months includes largely administrative activity, such as checking meter readings against customers' bills. British firm Capita is the front-runner to provide front office customer management and some back-office services from February 2014, for a contract worth around 120 million pounds over seven years. About 540 existing Npower staff will be transferred to the company. Around 1,460 UK jobs will be cut as part of a major corporate restructuring and outsourcing is aimed at helping Npower cope with peak hour demands.

Source : 28-11-13 Zeenews.india.com Compiled by Amresh Anjan

Cognizant is hiring 10000 people in the US

Nasdaq listed IT services firm Cognizant today said that it will hire 10,000 professionals in the US in the next three years. Of these, 750 will be from Texas. At present, Cognizant has a total of over 29,000 employees in the US. "Because of structural changes in business (driven by regulation, consolidation, globalization and virtualization of businesses) and emerging social, mobile, analytics and cloud technologies, we see continued demand for our business. To meet this demand, we expect to hire over 10,000 professionals in the United States over the next three years," said Mr. Gordon Coburn, President, Cognizant. Cognizant also announced a grant for three years of $150,000 to support university-sponsored science, technology, engineering and math (STEM) education programmes at Texas A&M University in College Station, Texas. "We have a technology "skills gap" in this country today. The American Society for Training and Development defines this situation as 'the point at which an organization can no longer grow and remain competitive because it cannot fill critical jobs with employees who have the right knowledge, skills and abilities.' This is America's challenge today," he added.

Source : 03-12-13 Business-standard.com Compiled by Amresh Anjan

Bank Unions to observe one-day strike on Dec 19

Pressing various demands, the United Forum of Bank Unions, representing employees of public and private sector banks, has decided to observe a one-day nationwide strike next month. A decision to this effect was taken at a meeting held recently, UFBU said in a statement on Friday. "The United Forum of Bank Unions deliberated at length about the anti-people policies of the government especially with regard to the banking reforms which are bound to not only hit the common people but also the resources of the country," it said. "More and more foreign banks are encouraged to open their offices in India and this may pave way for takeover of the established private banks in the country," it said. "Therefore, the UFBU has decided to launch a one-day country-wide token strike on December 19", it said. The Unions would meet again on December 23 for taking further course of action, the statement added.

Source : 23-11-13 Business Standard Compiled by Amresh Anjan

Infosys expands Sydney operations; to hire 85 people

Even as Infosys trims its overseas headcount to reduce costs, the country's second largest software services firm today said it has opened a new branch office in Sydney and will hire 85 people. Infosys has opened a new Sydney branch office to keep pace with business growth of more than 500 percent in New South Wales (NSW) over the past five years, the company said in a statement. It expects to hire 85 new employees in NSW alone to keep up with client demand in the coming financial year, it added. Infosys currently employs about 2,600 people based across Australia and New Zealand.

Source : 02-12-13 Zeenews.india.com Compiled by Amresh Anjan

PSU banks stare at staff crisis

Nationalised banks are likely to face a severe shortage of manpower, particularly at the senior management level, over the next three years. According to a report by McKinsey & Company, about 60-90 per cent of the deputy general managers/ general managers at PSU banks are set to retire by 2016-17. However, this number could jump to 93-100 per cent by 2020, the report said. In the next fiscal, PSU banks could face a 10-15 per cent shortfall at higher levels that include senior managers and those ranked above, initial estimates by the management consulting firm reveal. These projections come at a time nationalised banks are focussing on opening branches in rural and semi-urban centres as part of their financial inclusion programme. Further, the Reserve Bank is likely to grant banking licences to new entrants in January. This could lead to higher attrition in both PSU and private sector banks at the higher management level as the new entrants are likely to poach experienced personnel from existing lenders.

Source : 01-12-13 Telegraphindia.com Compiled by Amresh Anjan

U.S. jobless claims drop to 316,000 as layoffs slow

The number of Americans seeking unemployment benefits dropped 10,000 last week to a seasonally adjusted 316,000, a sign that workers are in less danger of being laid off.

Source : 28-11-13 Hindustan Times Compiled by Amresh Anjan

BT to add 400 people to AMEA region workforce

BT, which was known as British Telecom earlier, said that it will add more than 400 new people to its existing workforce as part of new phase of investments across the rapidly growing economies in Asia Pacific, Turkey, West Asian countries and Africa, to ensure expansion in the growth markets. The hiring would be focussed in key markets including Australia, China, Hong Kong, India, Japan, Indonesia, Malaysia, Singapore, South Africa, the United Arab Emirates (UAE) and Turkey, BT said in a statement today. The investment is aimed at capturing opportunities in the region, which is pegged at about £32 billion, BT said, adding that the fresh hires would be additional to the 600 positions it had announced earlier this year for BT's Global Development Centre in Bangalore and to the 600 hires expected for BT's new Global Shared Service facility in Kuala Lumpur announced in April.

Source : 28-11-13 Business-standard.com Compiled by Amresh Anjan