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    HRM Century 21 A Careers Angle Perhaps

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    darff45

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    HRM Century 21 A Careers Angle Perhaps

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    darff45
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    HRM CENTURY 21 A CAREERS ANGLE PERHAPS

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    33 views2 pages

    HRM Century 21 A Careers Angle Perhaps

    Uploaded by

    darff45

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

    HRM CENTURY 21- A CAREERS ANGLE PERHAPS

    By Ganesh Shermon©
    www.hrmindia.com
    www.globalhrm.com
    www.hrfolks..com
    Ganeshshermon@hrfolks.com

    Summary of our Findings and Conclusions: HRM 21st CENTURY1

    Multiple specialization as a form of career preference’


    “Team” as an inevitable unit of accountability.
    “Technology friendly” employees.
    “Competency” will determine employment.
    “Value based leadership” for cutting edge.
    “Consultants & freelancers” would prevail over full time employees
    “Merciless meritocracy” as a value over loyalty
    “Delivery based pay systems” as the compensation trend – effectiveness of
    contribution & consequent value to the organization, funds employee pay
    “Quicker time” to market new ideas as an employee attribute
    “Employee seen as an independent system” accountable for own
    development as well as organizational results - significant empowerment as a
    consequence
    Company culture must create a “climate” for enhanced learning
    “Knowledge work” will form a significant part of the employment economy
    Competing strategy will be governed by environmental scanning, knowledge
    capturing & retrieval systems, and knowledge dissemination systems
    “Dismantling all silos” that come in the way of enhancing knowledge based
    competitiveness will be an organizational priority

    1 The author has an endless list of some of the finest HRM activities performed by corporations like Arthur Anderson,

    Hindustan Lever Limited, Citibank NA, Cadbury India, Proctor and Gamble, Grindlays Bank, Marico Industries, United
    Phosphorous Limited, Reckitt and Coleman, ICICI India, Kale Consultants, Pepsi India, HP India, Satyam Infoway,
    Infosys Technologies, 3M, General Motors etc. Some of these organizations are quite competitively poised to face the
    career planning challenges of the 21st century.
    Difficulties with Pay Review and performance Management Systems in the context
    of Career Management – Towers Perrin Research Study.

    D IFFIC U LTIES W ITH P A Y REVIEW A N D PE RFO R M A N C E


    M A N A G EM E N T S Y S TEM S
    TO W E R S PER RIN R ES EA RC H S TU DY

    • LACK O F GO O D APPRAISAL PRACTICE 57%


    • INSUFFICIENT M ERIT BUD GETS TO D IFFER 50%
    • UNW ILLINGNESS TO D IFER BY RATES 44%
    • LACK O F M GL TRAINING 38%
    • LACK O F ACCO UNTABILITY IN M G SUPERVISO RS 35%
    • LACK O F M GM T O W NERSH IP 30%
    • W EAK /D ILUTED LINKS TO PAY 29%
    • CO M PLEX AD M INISTRATIO N 29%
    • LACK O F EM PLO YEE UND ERSTA ND ING 27%
    • RESULTS NO T JUSTIFYING EFFO RT 24%
    • NO T SUPPORTING CULTURE AND VALUES 14%

    Th
    The study indicates some key learning’s relevant for our study and has hence been
    reproduced. While managing careers we are essentially managing a process of enhancing
    performance of individuals and groups to help them contribute concretely towards
    enhancing shareholder value. Careers are built in corporations where basics of people
    management are adhered to with sincerity and commitment. The study brings into
    perspective the presence or the lack of it in organizations in general. From appraisal
    systems, to managerial training, management commitment, communication and lack of
    values and a culture that supports performance critical factors have been enumerated.
    These factors in summation cause or otherwise careers to happen long or short being
    immaterial. Our research endeavor and the consequent notes made through this writing
    has been an attempt to offer several changes that are indicative and clear down the
    performance highway.

    Effectively careers are made only when the intellect merges conclusively with the
    commercial and cultural realities of an organization and this cannot happen unless
    intellect is given its rightful place.

    Article by Ganesh Shermon of www.globalhrm.com and www.hrmindia.com a


    knowledge intensive HRM portals specializing in careers, education, consultancy,
    products and services.

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