HR Practices Summary of practices           Safe, Healthy And Happy Workplace Open Book Management Style Performance Linked Bonuses

360-Degree Performance Management Feedback System Fair Evaluation System For Employees Knowledge Sharing Highlight Performers Open House Discussions And Feedback Mechanisms Reward Ceremonies Delight Employees With The Unexpected

1. Safe, Healthy and Happy Workplace Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys.

2. Open Book Management Style Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal data etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process you can gradually create a culture of participative management and ignite the creative endeavor of your work force.. It involves making people an interested party to your strategic decisions, thus aligning them to your business objectives. Be as open as you can. It helps in building trust & motivates employees. Employee self service portal, Manager on-line etc. are the tools available today to the management to practice this style.

3. Performance linked Bonuses Paying out bonuses or having any kind of variable compensation plan can be both an incentive and a disillusionment, based on how it is administered and communicated. Bonus must be designed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's

which solicits feedback from seniors (including the boss). Store knowledge in databases to provide greater access to information posted either by the company or the employees on the knowledge portals of the company. Such systems also help in identifying leaders for higher level positions in the organization. Fair Evaluation System for Employees Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. unless it is a statutory obligation. Every person in the team is responsible for giving relevant. if obtained by the immediate boss from another manager (for whom this employee's work is also important). Never pay out bonus without measuring performance. Gone are the days of working hard to impress only one person. peers and subordinates has been increasingly embraced as the best of all available methods for collecting performance feedback. 4. 5. Self rating as a part of evaluation process empowers employees. When an employee returns after attending any competencies or skills development program. will add to the fairness of the system. Senior managers could use this feed back for self development. especially if you are in a leadership role (at any level). Normalization of evaluation is yet another dimension of improving fairness. For higher objectivity. Each employee should have well defined reporting relationships. besides the immediate boss. now the opinions of all matter. positive and constructive feedback. 6. each employee should be screened by the next higher level (often called a Reviewer).performance. . Relative ratings of all subordinates reporting to the same manager is another tool for fairness of evaluation. tracked over the year. Cross . sharing essential knowledge with others could be made mandatory. Knowledge Sharing Adopt a systematic approach to ensure that knowledge management supports strategy.what to store & how to maintain a Knowledge base requires deep thinking to avoid clutter.functional feedback. 360 Degree Performance Management Feedback System This system. Innovative ideas(implemented at the work place) are good to be posted on these knowledge sharing platforms. However. Evaluation becomes fairer if it is based on the records of periodic counseling & achievements of the employee.

you need to couple it with ceremonies where recognition is broadcast. you can surely avoid disgruntlements. a gift or a well-done certificate. . It will encourage others to put in their best. EmpXtrack team is always available to provide you with systems which are synchronized with your HR processes. Open house discussions and feedback mechanism Ideas rule the world. display boards etc. If a systems approach is followed to shortlist high performers. Employees are the biggest source of ideas. Open house discussions. thereby creating a competitive environment within the company. Looking at the Dollar Check is often less significant than listening to the thunderous applause by colleagues in a public forum. Highlight performers Create profiles of top performers and make these visible though company intranet. suggestion boxes and ideas capture tools such as Critical Incidents diaries are the building blocks that can help the Managers to identify & develop talent. 10. 8.employee-management meets. The only thing that can stop great ideas flooding your organization is the lack of an appropriate mechanism to capture ideas. nurture and execute great ideas. Reward Ceremonies Merely recognizing talent does not work. Delight Employees with the Unexpected The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward. EmpXtrack' is a composite HR solution which helps in the institutionalization of most of these best practices by utilizing software tools. Great organizations recognize. Reward not only the top performers but also a few others who are in need of motivation to exhibit their potential.7. 9.

HR should become more business tuned. however this will require ingraining business acumen as a core skill even at the academic level. There is a lot to be accomplished for HR in order to be perceived as a function that truly drives business decisions. particularly for entrepreneurs. Though it does play a significant role. become a function that is interwoven with the business needs. by function has to remain neutral to an individual’s or group’s interest. The customers in this case are the employees that exist in the form of individual contributors such as managerial staff. They also run the risk of burn out as their mind is driven providing solutions for problems. HR practices are well adopted and have attained overall acceptance. Here is a look at some common kinds of managers we come across in our professional life: The No Problem guy This type of manager is someone who’s totally task driven and focused on achieving goals. This needs to change and HR should go beyond recruitment. Types of Managers: Managers come in different types with varying degrees of effectiveness. Smart companies leverage the HR department’s expertise to ensure that internal business groups operate efficiently to deliver successfully. From the perspective of an upcoming and fast growing firm. executives. Now. Only when this is pursued. When this occurs at that point HR would start attaining top priority in terms of becoming an active participant in influencing business decisions. The Big Boss: Your boss is a pitchfork manager if he is a dominating and autocratic kind of person. accountability. HR. This manager forces his team to work hard by demanding progress. In a mature sector like IT. HR can then. However. HR excellence in the IT sector is focused on recruitment. etc. it needs to grow in line with the growth of the company. Presently. In some of the multinational organizations. freelancers. once this is attained. prodding for . the challenge is to propagate this idea further and increase its strategic quotient. the irony is that they themselves create most of the problems they try to avoid. the practice and involvement of HR as a key strategic partner is probably higher. the HR department is focused on maintaining customer satisfaction. They lead best in a chaotic kind of work environment.HR practices and types of managers The HR department deals directly with the most important assets of every company: its employees. Like other departments that exist within a company. HR becomes an active participant in the business decision making process too.

This type of boss can be viewed as incompetent. Perfectionist managers are more obsessed with facts. a drive to solve problems and a desire to serve with total integrity. get work done and achieve personal growth at the same level. He can command authority. he is open to change. chances are that he doesn’t follow a particular style of management. This style of management can be painful for a team as they pushed to avoid consequences rather than motivated to fulfill a collective goal. me and myself: If your manager focuses more on himself than anything else then he is a pre-assumptions guy. These bosses often generate inconsistent results. While it’s a admirable trait. and find themselves in awkward situations. The perfectionist: If your boss is a perfect manager.results by threats and strong arm tactics. Passive managers or pleasing managers take the concept of developing close relationships with coworkers to a new level. they don’t produce consistent results. features and benefits rather than listening questioning and prospecting. The reason lies in their lack of softy skills. They make their subordinates feel overtly comfortable which can lead to inconsistent results. They are high on excitement and are poor listeners. I. . They put themselves before their team. These kinds of bosses experience the maximum management problems. his personal work. the confidence of a self obsessed manager. However. figures. More often than not. If your boss is a easy person to deal with. innovation training and personal growth with a strong commitment to improve at every stage. Such managers will do anything to avoid conformation and conflicts at the workplace. it can hinder leadership efforts if not managed effectively. For him. A proactive boss has the persistence of the Big Boss. He is the best manager you can ask for. The proactive boss: This guy all the pluses mentioned above in the different kinds of managers but none of their weaknesses. productivity recognition and bonus takes precedence over his team’s success or goal achievement. inconsistent and clueless. they are assertive and confident individuals. Keeping people happy is their number one objective. But they have a big ego and want to look superior than the team at any cost. They tend to rely more on their knowledge than workforce.

Effective HR Practices Change is an ongoing phenomenon in every organisation. Benefits to employees and organisation as a whole. Organisational change promotes activity in a work place and is a sign of positive growth. on implementing such practices. then such a practice is effective Reasons for evaluating the HR function: Marketing the HR function . Promoting change and developing the current state of the organization . Why should HR practices be evaluated? HR practices need to be evaluated to know how effective they are and if the objectives of implementing that practice is achieved. acceptance by customers. The analytic approach focuses on either determining: . and the informal organisation. Providing accountability . Assessing the financial impact on implementing HR practices Primarily there are two approaches to evaluating HR effectiveness: The audit approach focuses on reviewing the various results of HR functional areas. top management. Estimating the financial implications towards implementing a practice . Perspectives to improving the effectiveness of HR programmes The change model perspective: For new HR practices to be successfully implemented. Emphasis is on Key performance indicators and customer satisfaction measures. Whether the introduction of a program or practice has objectives and results defined . managers. The process of change is based upon the interaction among employees. and employees is essential. This will determine the success or failure of the HR practice. What are the change related problems that might arise when such programmes are implemented? . If there is a significant improvement in employee’s performances and organisational performance. formal organisational arrangements.

. . Shape the political dynamics by seeking support of key. Control of the whole programme . as must the practice to be benchmarked. Redefining tasks by using training .. . To ensure broad coverage. . . . Resistance to change from employees or external members . The purpose of benchmarking must be clearly identified. powerful people. The practice of finding examples of excellent products. Descriptive and quantitative data should be collected to implement benchmarking. Manage the transition using effective communication . Top management must be committed to the project ." This technique can help companies learn form one another and compare one another’s standards. or systems is called "best practices. services. Owners responsible for monitoring change . Task redefinition Benchmarking: Benchmarking is another practice to improve organisational performance standards. Overcome resistance to change by involving employees as much as possible. Information about internal processes should be collected to compare with best practices of other companies. What is the best way to implement HR practices? . managers should gather data from companies within and outside of their industry. Managers need to consider several things when benchmarking: .