Global recruiter reduces headcount amid profit concerns

International recruiter Michael Page has reduced staff headcount in response to difficult labour market conditions, the firm said in its interim management statement.

The company reported a fall in profits year on year for the second and third quarters of 2012. 
he largest drop in profits was in the EMEA region (Europe, Middle East and Africa), which accounts for nearly 40 per cent of the group’s income.  

Group profits from placing workers in permanent roles fell by 13.2 per cent in the third quarter of 2012 compared to the year before, while income from temporary placements in the same quarter of 2012 fell 4.5 per cent compared to 2011. 

Nikita Singh
PGDM-III 

Pooja negi	PGDM-3
by BERLITZ CROSS CULTURAL
cross-cultural@berlitz.com
Like everywhere else, politeness in India is considered to be a virtue. You’ll quickly find that most Indians will go out of their way to be friendly and helpful to you. A traveler will frequently be asked about his nationality, name, marital status, and children, though the limited spread of English tends to restrict the scope of most conversations to simple things. It can be a bit tedious to go around like a walking curriculum vitae, but just keep smiling. This quaint curiosity is built on the best of friendly intentions, and it is part of India’s charm. While English is certainly the language of business in India with foreigners, remember that the English spoken is British English. Therefore, avoid common British-American misunderstandings, such as "tabling this for now" (British English means "let’s put it on the table and talk about it now"), and the use of American sports slang "that idea is from left field." Even common American business acronyms, such as ASAP or FYI may not be understood in India – avoid them. So, before you plan your trip to Mumbai (known until 1995 as Bombay) New Delhi, keep these cultural tips in mind.	The traditional greeting in India is the "namaste." Hold both your hands at chest level in a prayer position and bow slightly to your associate. Additionally, this greeting may be accompanied with a garland of flowers being placed around the neck. It is expected that you remove the flowers almost immediately and set them aside, for to keep them on indicates a lack of humility. Indians seldom shake hands, when greeting people, other than during the course of official business. The handshake is also commonly used (usually a little softer than the common American grip). Good friends may clasp each other’s hand with both hands. It is important, however, that men should avoid touching women, even in business settings. Unless she extends her hand first, men should not reach out to shake a woman’s hand. Remember, your Indian associate may very likely be Muslim, and in India, this means respecting Moslem customs. In devout Muslim homes, women are separated from men, and usually stay amongst themselves in a separate part of the house. Remember also that cows are considered sacred incarnations of life by devout Hindus. Therefore, do not serve beef at meals. Also, avoid gifts made of leather (leatherbound books, attaché cases, picture frames, etc.). A wonderful gift to your Muslim associate would be a fine, silver compass. They use a compass to locate Mecca and perform their daily prayers. Many Indians do not drink and/or are vegetarians, so if you are inviting someone out for a meal, it would be a good idea to inquire beforehand about tastes and preferences. It’s a tradition in India to be served a sweet, often accompanied by tea or fruit juice, when first meeting someone either at home or in the office. Accept it graciously and you may expect a wonderful meal to follow. In both business and social settings, it may appear to you that servants are being somewhat mistreated. Be prepared for versions of this kind of behavior. Traditional to Indian culture is the caste system, which, though now illegal, still has pervasive influence. Remember that for thousands of years, people were organized according to who serves whom, with everyone serving someone and expecting obsequious obedience from others. Avoid offering your opinions about politics, social mores, etc. in India. The best way to win friends, and subsequently accomplish your goals in India, is to admire what you can (and there is much) and humbly inquire about everything else. Indians are eager, to extremely eager, to explain their country and their beliefs to foreigners, which could make for interesting conversation. Indian management and decision-making is such that your Indian associate may seek the advice of trusted others (friends, family members, etc.) before making a decision you might be waiting for. Therefore, do not expect meetings to always result in a decision, especially if you are only in the beginning stages of a business relationship. You need to take time to build a relationship, an essential precursor to business, however frustrating it may be for the time-conscious American. Meetings should be viewed as vehicles for relationship-building and information-sharing. During your discussions, you may notice your Indian colleague shaking his head from side to side after you speak. Particularly true of South Indians, this unique "head-wobble" is merely your Indian associate’s non-verbal way of letting you know that he is politely listening to what you have to say. This side-to-side movement does not, as Westerners might suspect, signal disapproval. If you don’t know with whom you need to speak to in the Indian organization, the general rule is to start as high up in the hierarchy as possible. Lower-level people will not make the decisions you require. That’s why it is sometimes best to be introduced to your Indian counterpart through an intermediary. Rely on your Indian "middleman," they are invaluable as contact makers – without them, you will waste time with the wrong people and not know how to conduct yourself at the meeting when you finally reach the right person.

Gender, disability top HR focus at most firms, Mercer says

New Delhi, May 7: 

It couldn't get better for women working in corporate India. For, 91 per cent of the companies surveyed by global human resource firm Mercer, have listed ‘gender' as a top focus area, and said they would make efforts to give more leadership roles to women.

‘Disability' was second on the priority list of Indian companies, with 39 per cent of the 31 surveyed in the Asia-Pacific region, affirming its importance. A few said they already had a diversity strategy specific to people with disabilities, including targeted recruitment and creating a work environment for specific needs, the Mercer survey said.

A total of 60 per cent of the participating companies in India reported having a diversity and inclusion strategy in place.

“Diversity and inclusion strategies are gaining a strong foothold within India Inc…. We expect it to grow further…,” said Ms Shanthi Naresh, Principal, Human Capital, Mercer India, in a release.

Two initiatives

Companies said their efforts in 2012 would mainly focus on two initiatives — developing women for leadership roles and attracting more diverse talent to their organisations, especially with the fast changing demography.

Besides trying to attract more women, Indian companies said strategies were needed to retain female talent so that recruitment and training efforts do not go waste.

A case in point is Infosys. “In 2000, only 10 per cent of our workforce was women. So, there was a clear need to set internal targets to change this…Today, 50 per cent of the graduates recruited are women and 34 per cent of our total work force is female,” Ms Nandita Gurjar, Group HR Head, Infosys, said in the report.

Among various initiatives by Infosys to engage and retain women, were priority transfers in the same location as husband, extended maternity leave and the option to work from home, office location close to home for nursing mothers, extended sabbatical for child and elderly care etc.

However, the Mercer survey noted that many companies in the Asia Pacific region said obtaining a commitment from their business leaders was proving to be hard. 

Nikita PGDM-3

 

STRATEGIES FOR EMPLOYEE RETENTION

The basic practices which should be kept in mind in the employee retention strategies are:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work and have fun.

NIKITA SINGH
PGDM-II

WHAT MAKES EMPLOYEES LEAVE?

1. Job is not what the employee expected to be: Sometimes the job responsibilities don’t come out to be same as expected by the candidates. Unexpected job responsibilities lead to job dissatisfaction.

2. Job and person mismatch: A candidate may be fit to do a certain type of job which matches his personality. If he is given a job which mismatches his personality, then he won’t be able to perform it well and will try to find out reasons to leave the job.

3. No growth opportunities: No or less learning and growth opportunities in the current job will make candidate’s job and career stagnant.

4. Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels de-motivated and loses interest in job.

5. Lack of trust and support in co-workers, seniors and management: Trust is the most important factor that is required for an individual to stay in the job. Non-supportive co-workers, seniors and management can make office environment unfriendly and difficult to work in.

6. Stress from overwork and work life imbalance: Job stress can lead to work life imbalance which ultimately many times lead to employee leaving the organization.

7. Compensation: Better compensation packages being offered by other companies may attract employees towards themselves.

8. New job offer: An attractive job offer which an employee thinks is good for him with respect to job responsibility, compensation, growth and learning etc. can lead an employee to leave the organization.

NIKITA SINGH

PGDM-II

HR misses the mark when communicating benefits

employers fail to communicate with their staff about the benefits that employees believe are valued the most, according to research published today by Personnel Today and Unum.
The survey, conducted among 275 HR professionals, shows that staff rank their defined-contribution pension, life assurance and private medical insurance as the most valuable benefits. Yet the data also shows that, aside from pensions, "soft" perks, such as gym membership (perceived to be the least valued benefit  by 26% of respondents), generate more communication, in terms of emails and intranet notifications, than core health and financial benefits.
Linda Smith, HR director at Unum, says: "We have seen a clear disconnect between the benefits that are being communicated and those which are valued by employees - most of the communication is around 'soft' perks, which don't benefit employees in the long term and aren't seen as being valued by staff."

Key findings

Nearly three-quarters (72%) of employers offer defined-contribution pensions to all employees. 37% have conducted a significant benefits review within the last two years. Defined-benefit pensions are perceived to be the benefit most valued above others by employees. The most common method of communicating benefits to employees is via new-joiner packs.

Charles Cotton, performance and reward adviser at the Chartered Institute of Personnel and Development, believes that some HR staff lack the confidence to communicate effectively about complex financial products.
"HR departments used to be criticised for doing a poor job of communicating pension schemes because they didn't have a technical understanding of the products. Due to changes in pension provision, particularly auto-enrolment, practitioners have up-skilled themselves to educate staff about pensions.
"But there's a case for educating staff about all financial and health benefits, not just so that they appreciate the benefits provided, but to equip them for situations of financial distress."
The research showed that most (72%) organisations offer a defined-contribution pension to all staff, followed by life assurance (63%) and employee assistance programmes (49%), while private medical insurance (17%) and health screening (12%) are the two benefits most commonly offered to senior management only. Personal accident insurance and dental plans are the least commonly offered.
While 30% of respondents admitted that they had never conducted a benefits review, 37% had done so in the last two years and 55% planned to undertake at least a basic review this year.
"Pensions auto-enrolment is being introduced this autumn, providing an opportunity to review benefits," explained Smith. "According to our research, 55% of employers are looking to review their benefits this year, so it's important to get the right mix of benefits that are of value to both the business and its employees."

POOJA NEGI
PGDM 2ND SEM
30/4/12

People Management is key

Christina Lattimer 21 Feb 2012

As a Manager for over 20 years before moving into an HR role, and subsequently an HR Strategist. I found that the clarity around the function of HR and the line manager was frequently blurred. As a line manager, I valued the HR function in 3 distinct areas: 1. To provide protection via expertise and up-to-date knowledge on employment law. 2. To provide a strategic organisational development function aligning people skills, recruitment, performance management with overall business objectives and strategy 3. To develop corporate policy enabling managers to undertake local restructure, redundancy, performance management, hiring nad firing etc. so that as a manager I could flex locally, whilst maintaining consistency corporately. In my experience within the HR function, I sometimes found that managers valued HR for intervention within transactional functions which were really their responsibility. The classic situation where managers are attracted to the role because a) they are good at the task, b) it is a means of career progression, dilute the skill required to actually manage people, which infact should be their main function, not an add on. HR need to make sure that Managers don't depend on them for the transactional parts of their job and during the recruitment process, attract managers who actually are expert at managing people and their performance primarily. I often wonder if HR in their desire to prove their worth have been unwitting conspirators in sapping the confidence of managers to manage people. Only when the roles are clear and recruitment to managerial roles are carried out with a clear professional requirement for good people management will the problem resolve itself.
 CHANDRAMALA
 PGDM 2ND SEM.

My team, my responsibility

George 16 Feb 2012

As someone who used to be a specialist HR professional, but currently lead a sales and marketing team of some 50 staff, I am not surprised, but a little disappointed, by these findings. Employee management can give rise to difficult issues, but for me it ultimately comes down to this - as the senior member of staff I must take responsibility. I seek input from the HR staff in the organisation but in the end I want to lead my team. People will often give me credit for the great work of the team, which hopefully i manage to make clear lies elsewhere,so i would never pass off responsibility to someone else when things get tough.

chandramala
pgdm 2nd sem

Motivational tool to be effective, managers can turn to the following process:

1. Look for the Opportunity!

As a leader, you should observe and recognize desired behaviors by your employees.  These behaviors could be as simple as completing a task earlier than scheduled.   This means that you should be visible to your employees-- engaging them, mentoring them, and ultimately, leading them towards these desired behaviors.  Moreover, you should look for and recognize a change in behavior, from the bad to the good.  For instance, an employee who starts coming in on time after being habitually late is a prime opportunity to reinforce this desired behavior.

2. Explain the positive effect of the behavior on the working environment.

If you want a certain behavior to continue, your employees must understand the value of this particular behavior on the job.  One might say, something like: “By drawing our attention to the risks of this project and identifying the measures we should take to minimize this risk, you helped the company avoid a serious setback that would have affected the whole project!”

3. Provide Positive Feedback

Positive feedback should be simple, direct, and from the heart.  After having explained the effect of the observed behavior, show your appreciation with a simple and honest “Thank you.” This should be done in a public setting, if possible.  If not, make the effort to publicize this feedback, either through some correspondence that involves the coworkers in the department, or an article in a company publication.  The importance is that this employee feels appreciated and publicly acknowledged for what he/she has done.


NIKITA SINGH
PGDM-II

The Debate: In-house vs. Outsourcing for Globalized Companies

Tof somewhere in the region of £71 million. However, this has also caused issues with staff members in the department, with the potential for 36,000 jobs to be lost as a result over the course of the outsourcing contract.

 he debate over whether it is better to outsource your human resources function or use an in-house department is one which has a number of factors to consider; not least with regards job losses and the money which can be saved by making the correct choice for your business.

 

In 2009, it was reported by the Chartered Institute of Personnel and Development (CIPD) that 69 percent of companies in the UK were providing their own HR services wholly in-house with no outsourcing at all. However, it also said that it expected this figure to fall considerably— to 42 percent.
 

The main driving factor that can be critical for the growing trend in outsourcing HR jobs is the fact that firms which choose to do so can make substantial savings in the long run on their outgoings. However, this is not without its shortfalls, as any outsourcing of HR operations can and will lead to wide-scale job losses within the company, which can result in a drop of morale for those who are left behind.
 

In recent weeks, both of these factors have been illustrated in the United Kingdom, with the Ministry of Defense announcing that it is to use HR firm Serco on a four-year contract. Due to the fact that it will be able to get rid of a substantial amount of staff over the course of this four-year contract, it is estimated that the ministry will make a savings 

When it comes to globalized companies though, there are issues which can be solved by keeping the HR services in a single place through an outsourced company.

pooja negi

PGDM 2nd sem 

16/4/12

Future Head of Global HR: Think BeyondTraditional Role

Human Resources executives must think beyond their traditional role in order to remain competitive in the marketplace, according to Manuel de Miranda, head of the Human Resources Practice group, Egon Zehnder International, a global search firm.


Increasingly CEOs expect HR leaders to have experience in non-traditional HR roles including line operations, customer service, finance as well as international assignments.


"The road to the C-suite is coming from a broader base of talent," said de Miranda. "The future will require that HR leaders have exposure to fast growing markets as well as experience working in companies where they've played multiple roles," he added. "This exposure will provide them with an invaluable context to think strategically about the bottom line of the company," he added. An in-depth interview with Manuel de Miranda can be found at http://www.egonzehnder.com/video-future-hr.


For several years Egon Zehnder has been compiling results from its Management Appraisal processes. These have shown that senior HR executives who have worked outside the HR function have higher scores on three critical leadership competencies:

(1) results orientation

(2) strategic orientation and

(3) change leadership.


Of the 366 HR executives studied, 275 had worked exclusively in HR, while 91 had at some point in their careers served in a line role. Their scores were analyzed against a database of more than 25,000 Management Appraisals in the past five years. "Our insights led us to conclude that the behaviors, experience, and business line credibility naturally learned in line facing roles could best account for the separation between 'Good HR Leaders' and 'Great HR Leaders'," said de Miranda.


"The HR leader who has had experience in other areas within the corporation and can bring those skills with them to HR will differentiate themselves from their peers and be more likely to achieve success," said de Miranda.


About Egon Zehnder International
Egon Zehnder International is the largest privately-held executive search firm in the world with over 400 consultants operating from 64 wholly owned offices in 38 countries. The firm specializes in senior-level executive search, board consulting and director search, management appraisals, and talent management.


Egon Zehnder International's clients range in size from the world's largest corporations to emerging growth companies to government and regulatory bodies and major educational and cultural organizations. Egon Zehnder International has sector specialists organized into global practices. These include Industrial, Financial Services, Consumer, Life Sciences, Technology & Communications, Services, Private Capital and Sovereign Wealth Funds. For more information visit www.egonzehnder.com. 





submitted by:-
NIDHI KATARIYA
16/APRIL/2012

YEAR OF HR TECHNOLOGY

It’s hard to imagine life without technology these days. No matter what we do, or where our interests lie, computer applications play a significant in part in both our working and personal lives.

That’s particularly the case with HR professionals, who are evolving from the administration-driven processing of yesteryear to tomorrow’s strategy-building business partner. It’s the technology that often separates these two extremes, as it allows HR to create real analytical value from the data and information it collects. In this way, it can pinpoint problems and potential challenges like never before, giving the department the chance to step up and create working solutions.

Still, technology is not static, and HR technology in particular can evolve quickly. As new functions and requirements are expanded, technology providers have been quick to fill the voids with new data collation and analysis tools. One of the major trends for 2010 will be the continued rise of “integrated” solutions, bringing all of these functions and tools into a single application.

CHANDRAMALA 

PGDM 2nd SEM

26 Things to Keep Out of Your 2012 Résumé

ge
Birth Date
Complaints, Contradictions, Convictions
Discriminatory Data
Educational Embellishments / Exaggerations
Flawed Facts, Failures
Goals Unspecified, Poor Grammar
History from Childhood
Irrelevant Interests
Joblessness Reasons
Know-it-all attitude
Lies – Little or Big
Misspelled Words
Negativity
Obstacles in your personal / professional life
Political Affiliation; photograph, problems
Questionable qualities
References, religious affiliation
Salary requirements, Social Security number
Typos
Unattractive Design
Verbose Verbiage
Weaknesses; Wordiness
eXtraneous text
Yesterday’s Yarns
Zero results

NIKITA SINGH
PGDM-II

Smart hiring
Passing on hard copies of a potential candidate’s resume might soon become a thing of the past with the increasing adoption of recruitment software. Such tools help to automate the hiring process so that companies can process resumes more quickly and efficiently. “Keyword scanning, job history validation, competency checks, among other techniques, can ensure a high quality pool where there is a high volume of candidates,” Wilkins says.
At Qantas for example, an increased availability of candidate and process information to managers reduced recruitment approval time by 5%. It also decreased the time between a hiring decision and a hiring offer by 3%, shares Wilkins. At Vodafone, staff turnover fell by 7–8%, largely due to increased visibility of internal job openings and an increased ability to recruit internally through greater process and talent awareness.
Often the hiring managers provide recruiters with what they think is an ideal candidate profile, but in reality this doesn’t reflect the needs of the organisation, Wilkins says. HR technology prevents this by looking at existing high performers in a given role and models the criteria for a desired candidate profile with relevant competencies, experiences, job history and areas of expertise.
“A lot of companies forget that they actually pay for candidates so why not store, measure, rate and communicate with high potentials?” asks Allanson. Good software will also allow you to build a picture of the competencies a manager needs. “Eventually you will know who, and who not, to send through for an interview,” he adds.
Lastly, HR technology enables organisations to improve the accuracy of hiring by including not just external jobseekers but internal candidates as well. Many companies overlook highly qualified talent that they already have internally, says Wilkins. “Smart companies don’t hire for critical roles, they hire for non-critical roles and then develop their talent for critical roles within the company through clear career paths, ensuring a steady supply of talent for essential functions.”
CHANDRAMALA
PGDM 2nd  SEM.

Managers have difficulty giving feedback, weak on leadership and innovation, says study

TORONTO - (April 9th, 2009) Leadership, innovation and giving ongoing feedback are some of the biggest weaknesses displayed by leaders in North American workplaces, says a study.

The Beacon Group, a leading advising firm in the field of organizational development, asked mid and senior management leaders in the US and Canada to rate their managers, peers and their own performance. Leaders rated their co-workers using 12 basic competencies that included ethics & integrity, customer focus, accountability, teamwork, decision making, communication, leadership, functional excellence, results focus, personal development, innovation and coaching. The study analyzed over 10,000 individual surveys submitted over the past 5 years.

The average performance score across all categories was 63%.

The weakest categories of performance for leaders were leadership (62%), innovation (61%) and ongoing performance feedback (60%).

"Ongoing performance feedback and coaching on the job is something leaders at many companies struggle with," said Michael Sitayeb, Director Product Development & Marketing for The Beacon Group.
Many large corporations provide specific training on giving timely and constructive feedback. It's a serious issue of concern" said Sitayeb.

Innovation and leadership were two other elements that leaders had difficulty with. Troubling signs, given that employees frequently cite these two categories to be more important during difficult economic times.

Leaders frequently overstated their leadership and innovation abilities when conducting self-assessments. Leaders demonstrated the biggest self perception to peer evaluation gap in these categories as well.

Leaders performed best in the categories of ethics & integrity (68%), customer focus (66%) and focus on results (65%) according to the survey.
The Beacon Group is a leading advising firm in the field of organizational development. Companies across various industries have used The Beacon Group's assessment products and advising services to leverage their investment in Human Capital.

Nidhi katariya
pgdm 2nd sem

6 Tips for Inspiring Innovation Among Work Teams

1. Engage the entire team. Empowered employees tend to be more innovative because they have a bigger emotional stake in the firm's success. Cultivate a culture in which staff at all levels can easily share solutions for improving the business. Maintain an open-door policy and also encourage people to offer ideas in meetings, through an internal website or even an old-fashioned suggestion box.
2. Remove the red tape. Examine internal processes to ensure company procedures aren't generating unnecessary red tape. Employees become disillusioned when they put their time and energy into devising ingenious ideas only to wait forever for them to be approved and implemented.
3. Keep it collaborative. A healthy level of competition between employees can spur innovation. But if a workplace becomes too competitive, team members may be reluctant to speak up for fear that their suggestions will either be stolen or ridiculed. Create policies that support the open exchange of information and a team-first atmosphere.
4. Build a better brainstorm. Too many potentially great ideas are discarded prematurely in brainstorming meetings. Rein in the naysayers who relish in saying why novel proposals won't work. Support "blue-sky thinking."
5. Give 'em a break. Burnout does not beget brilliance. When employees are consistently overworked, they're likely to have more "uh-oh" than "a-ha!" moments. Implement programs that promote work-life balance, and consider bringing in temporary professionals during peak activity periods to keep your team fresh and focused.
6. Seek inspiration. As a leader, you set the tone. You'll have difficulty motivating staff to ignite creative sparks if you're feeling uninspired yourself. Research shows a person in a relaxed, positive mood has more innovative thoughts. Feeling the pressure? Occasionally get away from your desk and unplug by going for a head-clearing stroll.

NIKITA SINGH
  PGDM-II

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

• Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
• Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal or external people.
• Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

  chandramala, pgdm 2nd sem

hrm, govt. looking for home based work solution.

In a move to encourage flexible work arrangements, the Infocomm Development Authority of Singapore (IDA) is inviting organisations to collaborate and come up with solutions for employees to work from home.
This is to ensure that home-based employees have a professional work environment to be productive. An alternative option is to enable employees to work at Smart Work Centres that will provide a professional work environment near homes
Such an initiative is aimed at attracting non-working people in the prime working age of 25-54 back to the workforce as a recent survey revealed that many cite family commitments as the main reason for not working.
Currently, the Next Generation Nationwide Broadband Network (Next Gen NBN) is making flexible work arrangements easier by supporting high quality video conferencing and cloud computing.
However, IDA’s assistant CEO Khoong Hock Yun noted that having the right infocomm infrastructure was not enough.
“We still need to have processes in place and a mindset change to encourage the adoption of home-based work and Smart Work Centres,” he explained.
chandramala, pgdm 2nd sem

April 2012 employment law changes: six things employers need to know

Every April a host of changes are made to employment legislation and 2012 is no exception. This year, important amendments include those relating to tribunal procedures, unfair dismissal and statutory maternity and sick pay. Personnel Today sets out the key reforms that will affect employers.

1. Employment tribunal procedure reformed
2. Statutory maternity, paternity, adoption and sick pay increase
 3. Qualifying period for unfair dismissal increases 
4. Calculation of staging date for pensions auto-enrolmen 
5. Accident-reporting requirements change 
6. Definition of "independent adviser" for compromise agreements clarified


NIKITA SINGH
PGDM-II

HR Managers today are focusing attention on the following-

a) Policies- HR policies based on trust, openness, equity and consensus.
b) Motivation- Create conditions in which people are willing to work with zeal, initiative and enthusiasm; make people feel like winners.
c) Relations- Fair treatment of people and prompt redress of grievances would pave the way for healthy work-place relations.
d) Change agent- Prepare workers to accept technological changes by clarifying doubts.
e) Quality Consciousness- Commitment to quality in all aspects of personnel administration will ensure success.
Due to the new trends in HR, in a nutshell the HR manager should treat people as resources, reward them equitably, and integrate their aspirations with corporate goals through suitable HR policies.

NIKITA SINGH

PGDM_II

hr policy of nestle

Nestle HR Policies  

Employment at Nestlé

The Corporate Business Principles outline the Company’s commitment to fully endorse and to respect a series of principles and international conventions concerning employee’s rights, the protection of children against child labour and other important issues

Employees who are not abiding with the Corporate Business Principles and

the Nestlé Management and Leadership Principles cannot be maintained in employment and will be requested to leave the organisation.

Nestlé provides a working environment which protects the health and welfare of

the employees according to the highest affordable standards of safety, hygiene and security. Each employee should not only care for her/his own safety but also that of her/his colleagues. In the same way that no discrimination for reason of origin, nationality, religion, race, gender or age will be tolerated when joining Nestlé, no such discrimination will be tolerated towards Nestlé’s employees.

Nestlé favours a policy of long-term employment.

A social plan will be elaborated taking into account the legitimate interests of the concerned staff. Reasonable efforts will be deployed to reduce, as much a possible, the negative social impact of such a situation.

AMIT BHARADWAJ

PGDM2^nd