1.
5 ways technology enables succession planning
Learn how the right HCM system can improve succession
planning.
The
days when people actually believed that the future was in the hands of fate are
gone. Many things were once left to destiny; and people accepted uncertainty.
But now, both individuals and organisations plan ahead so that they are certain
of a sustainable future.
This
is why, in the organisational context, succession planning has become top
priority for most CEOs. And with the intervention of technology in learning and
career development initiatives, succession planning has become even more
reliable and efficient. How the right HCM system improves succession planning:
• Saves time and effort
• Ensures process integration
• Facilitates easy
alignment and accessibility
• Provides seamless talent mobility
• Reduces cost
2.
What’s in a dress code?
A reformation seems to be on the horizon. It spells of a new
mindset that the corporates are adopting be it open offices, flatter
hierarchies or addressing colleagues by their first name.
In the last month and a
half, two of India’s large corporates – Infosys and Hindustan Unilever (HUL) –
have introduced an informal dress culture in their organisations. This was
unprecedented as most Indian corporates still follow a strict dress code where
men are expected to come in business suits or formal trousers and shirts, and
women in sarees, salwar kameez or business suits. Denims and tees were a big
‘No’.
Not much has changed,
though. However, a reformation seems to be on the horizon. This trend of informal
dressing initiated by Infosys and HUL can have others follow suit, sooner than
later.
It ushers in a new mindset
that the corporates are adopting, be it offices bereft of cabins and cubicles
or flat hierarchical structures or the practice of addressing colleagues by
their first names.
“The change is a reflection
of new business realities, modified work and reporting relationships, emphasis
on respect across levels and the entrepreneurial setup of organisations,” says
Nishchae Suri, partner & head, people and change advisory, KPMG India.
“This, in turn, is a result
of social constructivism, which implies that cultural norms and expectations
dictate the way individuals behave,” he adds.
3.
Godrej wakes up to ‘Agile Working’
Globally, agile working is the new fad now. There are two
aspects of this trend—workforce agility and operational agility.
Better
late than never, Godrej Consumer Products (GCPL) has now introduced a flexible
working environment for its employees. This initiative is part of its efforts
to create ‘Agile Working’ for its workforce.
To
begin with, GCPL will now allow managers and officers to ‘work from home’ twice
a month. Besides, from October onwards, for all ASMs (area sales manager), it
will be five-day work for two weeks in a month.
The
company believes that ‘Agile working’ empowers employees and enables them to
optimise their performance and eventually deliver superior value and great
business results. And the same can be achieved by providing greater flexibility
at work.
Technology
has empowered employees to connect with internal and external stakeholders in
any part of the world and physical presence does not act as an impediment to
reviews, meetings and discussions—all of these can be achieved easily and
inexpensively.
“At Godrej, we encourage
our team members to explore their ‘whole selves’, because we believe that
passionate and rounded individuals make for better team members,” says, Rahul
Gama, head, human resources, GCPL.
