CURRENT TRENDS IN HRM

EMPLOYEE ENGAGEMENT
 Engagement at work was conceptualized by
Kahn, (1990) as the ‘harnessing of organizational
members’ selves to their work roles. In
engagement, people employ and express
themselves physically, cognitively, and
emotionally during role performances.
 Employee engagement is the thus the level of
commitment and involvement an employee has
towards their organization and its values. An
engaged employee is aware of business context,
and works with colleagues to improve
performance within the job for the benefit of the
organization.
 Engagement is most closely associated with the
existing construction of job involvement and flow.
 Job involvement is defined as ‘the degree to which
the job situation is central to the person and his or
her identity’.
 Engagement entails the active use of emotions.
 HR practitioners believe that the engagement
challenge has a lot to do with how employee feels
about the about work experience and how he or she
is treated in the organization. It has a lot to do with
emotions which are fundamentally related to drive
bottom line success in a company.
Aspects of Employee Engagement

 Three basic aspects of employee engagement

according to the global studies are:-
 The employees and their own unique
psychological makeup and experience
 The employers and their ability to create the
conditions that promote employee engagement
 Interaction between employees at all levels.
 Thus it is largely the organization’s responsibility
to create an environment and culture conducive
to this partnership, and a win-win equation.
Categories of Employee
Engagement
 Engaged--"Engaged" employees are builders.
They want to know the desired expectations
for their role so they can meet and exceed
them. They're naturally curious about their
company and their place in it. They perform
at consistently high levels. They want to use
their talents and strengths at work every day.
They work with passion and they drive
innovation and move their organization
forward.
 Not Engaged---Not-engaged employees tend to
concentrate on tasks rather than the goals and
outcomes they are expected to accomplish. They
want to be told what to do just so they can do it
and say they have finished. They focus on
accomplishing tasks vs. achieving an outcome.
Employees who are not-engaged tend to feel
their contributions are being overlooked, and
their potential is not being tapped. They often
feel this way because they don't have productive
relationships with their managers or with their
coworkers.
 Actively Disengaged--The "actively disengaged"
employees are the "cave dwellers." They're
"Consistently against Virtually Everything."
They're not just unhappy at work; they're busy
acting out their unhappiness .They sow seeds of
negativity at every opportunity. Every day,
actively disengaged workers undermine what
their engaged coworkers accomplish. As workers
increasingly rely on each other to generate
products and services, the problems and
tensions that are fostered by actively
disengaged workers can cause great damage to
an organization's functioning.
 Importance of Engagement
 Engaged employees will stay with the company, be an
advocate of the company and its products and services,
and contribute to bottom line business success.
 They will normally perform better and are more
motivated.
 There is a significant link between employee
engagement and profitability.
 They form an emotional connection with the company.
This impacts their attitude towards the company’s
clients, and thereby improves customer satisfaction and
service levels
 It builds passion, commitment and alignment with the
organization’s strategies and goals
 Increases employees’ trust in the organization
 Creates a sense of loyalty in a competitive
environment
 Provides a high-energy working environment
 Boosts business growth
 Makes the employees effective brand
ambassadors for the company
Factors Leading to Employee
Engagement
Career Development- Opportunities for Personal
Development
 Organizations with high levels of engagement
provide employees with opportunities to develop
their abilities, learn new skills, acquire new
knowledge and realise their potential. When
companies plan for the career paths of their
employees and invest in them in this way their
people invest in them.
Career Development – Effective Management of
Talent
 Career development influences engagement for
employees and retaining the most talented
employees and providing opportunities for personal
development.
Leadership- Clarity of Company Values
 Employees need to feel that the core values for
which their companies stand are unambiguous and
clear.
Leadership – Respectful Treatment of Employees
 Successful organizations show respect for each
employee’s qualities and contribution regardless of
their job level.
Leadership – Company’s Standards of Ethical
Behaviour
 A company’s ethical standards also lead to
engagement of an individual
Empowerment
 Employees want to be involved in decisions that
affect their work. The leaders of high Engagement
workplaces create a trustful and challenging
environment, in which employees are encouraged
to dissent from the prevailing orthodoxy and to
input and innovate to move the organization
forward.
Image
 How much employees are prepared to endorse the
products and services which their company provides
its customers depends largely on their perceptions
of the quality of those goods and services. High
levels of employee engagement are inextricably
linked with high levels of customer engagement.
Equal Opportunities and Fair Treatment
 The employee engagement levels would be high
if their bosses (superiors) provide equal
opportunities for growth and advancement to all
the employees
Performance appraisal
 Fair evaluation of an employee’s performance is
an important criterion for determining the level
of employee engagement. The company which
follows an appropriate performance appraisal
technique (which is transparent and not biased)
will have high levels of employee engagement.
Pay and Benefits
 The company should have a proper pay system so
that the employees are motivated to work in the
organization. In order to boost his engagement
levels the employees should also be provided with
certain benefits and compensations.
Health and Safety
 Research indicates that the engagement levels are
low if the employee does not feel secure while
working. Therefore every organization should adopt
appropriate methods and systems for the health
and safety of their employees.
Job Satisfaction
 Only a satisfied employee can become an engaged
employee. Therefore it is very essential for an
organization to see to it that the job given to the
employee matches his career goals which will make
him enjoy his work and he would ultimately be
satisfied with his job.
Communication
 The company should follow the open door policy.
There should be both upward and downward
communication with the use of appropriate
communication channels in the organization. If the
employee is given a say in the decision making and
has the right to be heard by his boss than the
engagement levels are likely to be high.
Family Friendliness
 A person’s family life influences his wok life.
When an employee realizes that the
organization is considering his family’s benefits
also, he will have an emotional attachment with
the organization which leads to engagement
Co-operation
 If the entire organization works together by
helping each other i.e. all the employees as well
as the supervisors co-ordinate well than the
employees will be engaged.
COMPETENCY MAPPING
COMPETENCY

 Competency is a skill, a personal characteristics or a

motive demonstrated by various behaviours which
contribute to outstanding performance in a job.
Generally, competency is the quality of being
adequately or well qualified, having the ability to
perform a job.

 The competencies might be group as follows (Tucker

and Cofsky, 1994):
 Knowledge; •Skills;
 Self-concepts;
 Motives; -Traits.
COMPETENCY MAPPING
 Competency mapping determines the extent to
which the various competencies related to a job
are possessed by an employee. Therefore,
competency mapping is a process a HR expert
uses to identify and describe competencies that
are most crucial to success in a work situation.
 A company can save a lot of money on training
by efficiently using Knowledge Management. HR
experts should know that a person might be
expert in one aspect but lack in others. If this
information is put to good use and the person
works on the position that suits him/her, the
company will reduce the cost of training.
 In a company, competencies tend to fall into
two broad categories (Garrett, 2007):
 Personal functioning competencies, which include
broad success factors and are often focused on
leadership or emotional intelligence behavior;
 Technical competencies, 'which include specific
success factors within a given industry or position.
COMPETENCIES AND CAREER
DEVELOPMENT
 In order to be "visible", competencies need-to
be demonstrated by individuals. The most
common place where the competencies are
demonstrated is within the scope of a
particular job or project.
The Steps Involved In Competency
Mapping
 Skill identification from the job description: Every
resource has their designated set of job description
allotted. Identify the skills from the explained job
description. Example- One of the job description for a CNC
operator is: - He/ She need to maintain the machine daily
after completing their shift. Skill Identified: - Knowledge of
5S ( A concept for maintaining cleanliness). Competency
identified: Awareness towards safety and hazard.

 Club all the skills across organization: Repeat the above-

mentioned process department wise. Talk to managers and
resources. Sum up all the JDS and list down every possible
skill that contribute towards an effective task performance.
 Frame skill categories: Fix the categories apt for your
organization. This may depend on your organizational
industry, product, strength and client base too. Example-
Technical, Behavioral and Processes; are some of the
category that are common to almost all.

 Devote skills into categories: Use your common sense and

assign every single skill set into its suitable category.
Example: “Machining” is a skill under Technical parameter.
However, “5S” (the concept) will go to Processes and
“Behavioral safety” can be fixed at Behavioral parameter.

 Prepare a skill dictionary: As the name suggests, it is the

explained dictionary of every skill that we have mentioned
above. We have to explain level wise description of every
skill. You can either choose a three - level or four – level
dictionary. Level 1 being lowest, Level 2 is Needs
improvement, level 3 being Average and level 4 is good. If
the highest level is level 5, try to mark accordingly.
 Understand the levels: If your dictionary has level 1
being lowest, every single addition to its level is
commensurate with the difficulty/ perfection level to
perform the task. And Level 4 is the epitome for
perfection. Assigning resources to these levels
depicts their present caliber and knowledge level in
that particular skill.

 Mapping is comparison: One resource needs to map

twice against every single skill.

 Identify the Gap and translate it: Gap between

Actual and Desired is the source of Training needs
identification. Comprehend the gap and fix it with
appropriate training and seminar scheduling.
 Measure the effectiveness: The measurement can
be done in two phases. One, just after the training,
with a questionnaire and on-job performance. And
Two, After six months of training, imparted. The
second phase of measurement is aimed to testify the
retention level.

 Map the resource again: Competency mapping is a

cyclic process. If, after two-phased evaluation, the
resource has improved, then the actual skill level is
enhanced and so the desired one too.

 Link the evaluation with performance appraisal

schemes: It is a very useful tool for objective
appraisals.
GREEN HUMAN RESOURCE
MANAGEMENT
Definition

 Green HRM is the use of HRM policies to

promote the sustainable use of resources within
organizations and, more generally promotes the
causes of environment sustainability.
 GHRM is directly responsible in creating green
workforce that understands, appreciates, and
practices green initiative and maintains its green
objectives all throughout the HRM process of
recruiting, hiring, training, compensating,
developing, and advancing the firms human
capital
 GHRM involves undertaking environment-
friendly HR initiatives resulting in: 1) Greater
efficiencies with motivation, and 2) Lower
costs and better employee engagement and
retention.
 Green HR initiatives help companies find
alternative ways to cut cost without losing
their talent & important resources etc.
 Nowadays companies are implementing EMS
(Environmental Management System) a strategic tool, to
gain competitive advantage. This system provides better
control of firm’s environmental impacts. It includes
commitment, policy, planning, implementation,
measurement and evaluation, review and improvement of
HR systems that fit with organization’s culture and long-
term goals.

 Improved employee morale, stronger public image,

increased consumer/ customer confidence, employee
loyalty and brand recognition, position as an employer of
choice, increased workforce productivity, efficiency, and
motivation and employee retention are few of the many
advantages and benefits an organization can have by
implementing and developing such Green HRM techniques.
some steps for GHRM
 Power Saving by early morning office startup
 Conduct an internal environment & energy audit
in the organization
 Conduct eco friendly or Go Green Surveys
 Go paperless by using apps, software & e-hr
 Recycle waste
 Reduce business travel - Teleconference instead
of travelling
 Save water - Monitor sinks and toilets for leaks
that waste water
 Explore opportunities for implementing
alternative energy sources
 Green HRM policies encourage the
sustainable use of resources within business
organization to promote the
environmentalism in the process, create
improved employee morale, satisfaction &
efficiency by promising stakeholders in
competitive market.
EMPLOYER BRANDING
 Employer branding is defined as a company’s
ability to differentiate and promote this
identity to a defined group of candidates that
they’re interested in hiring.
Importance of Employer
Branding
 With the competition for the best talent
getting fiercer by the day, employer branding
is an important tool for companies trying to
stand out from the crowd and attract top
candidates.
Employer branding: what one
can shape…
Careers site

 The company career site is one of the first places

that interested candidates go to learn more
about your company. You need a site that is easy
to navigate and lets people learn more about
your company, mission, and jobs.
 Make sure that your careers site:
 Highlights your EVP: EVP stands for Employer
Value Proposition. It sounds a little like jargon at
first, but all EVP really means is the unique
policies, programs, rewards and benefits that
you offer candidates.
 Provides credibility: Employee stories,
testimonials, and videos give candidates a look
at what your organization is really like, and it’s a
great way to make a more human connection
with someone on your website.
 Uses clear job descriptions: Job descriptions
should never be an afterthought. Alignment with
hiring managers is crucial here. You need to
make sure that everyone is on the same page.
You’ve invested time, energy and resources to
bring a candidate to your website – you don’t
want them to fall at the final hurdle because the
job description was unclear or unhelpful.
Application experience

 There’s a severe disconnect over the application

experience – the average candidate spends 3-4 hours
submitting a single application, while 70%
companies think it takes them less than an hour.
 Hardly surprising then, that 60 percent of job
seekers quit in the middle of filling out online job
applications because of their length or complexity.
 High drop-off rates lead to the loss of top talent,
brand damage from candidates frustrated with the
process and the higher costs associated with
abandonment in cost-per-click recruiting models.
Social media

 Social media is currently the most widely used

channel for companies looking to build their
employer brand and attract applications. This isn’t
surprising when we look at some of the data:
 This isn’t surprising when we look at some of the
data:
 ¼ of all job seekers use social media as their primary
tool for job searching
 Seven out of ten 18-34 year olds report having found
their previous job through social media.
 50% of all recruiters rated candidates sourced from
social media as “highest quality”
Content

 Content is the medium through which brands

educate and build relationships with consumers. It’s
central to the marketing process, and it’s an area
that’s fast becoming important to recruiting.
 Content (in the recruiting context) can be any piece
of information that a candidate can easily consume.
 Content is extremely important during this
awareness and education stage. It gives
candidates the ammunition they need to learn about
your employer brand and plays a crucial role in their
decision to apply.
Employee advocacy

 Your employees are your secret weapon.

 We live in an age of unprecedented
transparency – your employer brand has
never been more shaped by the genuine
stories and perspectives of your employees
and alumni.
 Candidates see employees as a window into
the true nature of your organization. The way
you leverage your team has never been more
important…
Employer branding: The
things that you can’t
control…
 Your true employer brand includes factors that
are outside your direct control.
 Things like:
 Media: how to different outlets talk about you?
 Friends and family: what does a candidate’s
inner circle think about you?
 Consumer experience: what experience do
people have when they buy from you?
 Consumer marketing: what is the messaging and
approach of your marketing department?
 Word of mouth: what’s the word on the street?
 The good news… Many of these factors are
impacted by the things that you can directly
influence.
TALENT MANAGEMENT
Definition

 The term Talent Management is being used

to describe sound and integrated human
resource practices with the objectives of
attracting and retaining the right individuals,
for the right positions, at the right time.
 Talent management is a conscious and
deliberate approach undertaken to attract,
develop and retain people with the aptitude
and abilities to meet current and future
organizational needs
 Talent management is defined as the
integrated process of ensuring that an
organization has a continuous supply of
highly productive individuals in the right job
at the right time.
 Talent management initiatives must involve
dialogue and engagement with business in
order to hire, retain and develop the talent
that is needed to achieve the business goals.
Defining the Talent
Management Process
 As an organization strives to meet its
business goals, it must make sure that it has a
continuous and integrated process for
recruiting, training, managing, supporting,
and compensating these people. The
following chart shows the complete process:
1. Workforce Planning: Integrated with the
business plan, this process establishes
workforce plans, hiring plans, compensation
budgets, and hiring targets for the year.
2. Recruiting: Through an integrated process of
recruiting, assessment, evaluation, and hiring
the business brings people into the
organization.
3. On boarding: The organization must train and
enable employees to become productive and
integrated into the company more quickly.
4. Performance Management: by using the
business plan, the organization establishes
processes to measure and manage employees.
5. Training and Performance Support: of course
this is a critically important function. Here we
provide learning and development programs to
all levels of the organization.
6. Succession Planning: as the organization
evolves and changes, there is a continuous need
to move people into new positions. Succession
planning, a very important function, enables
managers and individuals to identify the right
candidates for a position.
7. Compensation and Benefits: clearly this is an
integral part of people management. Here
organizations try to tie the compensation plan
directly to performance management so that
compensation, incentives, and benefits align
with business goals and business execution.
 Critical Skills Gap Analysis:. While often
done on a project basis, it can be "business-
critical." For example, today industries like
the Federal Government, Utilities,
Telecommunications, and Energy are facing
large populations which are retiring. How do
you identify the roles, individuals, and
competencies which are leaving? What
should you do to fill these gaps? This can be
called as "critical talent management" and
many organizations are going through this
now.