HR learning: 19 Dec, 2016

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.