Communities

The Case for a OE group in organizations & a OE body of Knowledge in HRD By R. Anand, Convener, OE Core Group, NHRDN; Amit Malik, Co-Convener; Dhananjay Singh, Executive Director, NHRDN; Members – Shaily Rampal Mishra, Shailesh Goyal, Sunil Omanwar, Rajiv Arora
The Case for a OE group in organizations & a OE body of Knowledge in HRD By R. Anand, Convener, OE Core Group, NHRDN; Amit Malik, Co-Convener; Dhananjay Singh, Executive Director, NHRDN; Members – Shaily Rampal Mishra, Shailesh Goyal, Sunil Omanwar, Rajiv Arora
The distance organizations need to travel from ‘Good’ to ‘Great’ depends a lot on their ability to deliver sustained business performance that creates a win-win for all key stakeholders. A key enabler to this is a robust Performance Management system that motivates employees to take stretch goals and reward them for the meaningful contributions. If this is a topic you’d like to get deeper into, or if you’d like to share anything unique that you and your organization are doing in this area, join this community.
Planning for talent – quality and quantity – and then attracting them is one of the constant challenges HR professionals face in today’s War for Talent. Does your organization have a formal manpower planning process? What are the recruitment channels you use most frequently? What recruitment metrics are used by organizations? If you find yourself asking such questions and seek answers, or would like to share anything unique that  you and your organization is doing in this area, join this community.
Building organizational capability and competence for the present and the future is actioned by training and development. This is how a learning organization gets built. For employees, it means ‘sharpening the saw’ for continued career success. Do you know what the Universal Development Formula is? How is the Kirk Patrick model of training effectiveness implemented in organizations? How does one do an effective debrief in an outbound training program? Ask these questions to your fellow NHRDN members. The answers are sitting right amid us.
Talent Management can be simply described as the art and science of attracting, developing and retaining talent – the three key deliverables of the HR function. If you were to review the wide spectrum of what organizations have done to meet the challenges and capitalize on opportunities that Talent Management presents in diverse industries and organizations, you will get a kaleidoscopic and breathtaking view of people best practices. If this beckons you to explore and discover unique HR programs, look no further. Join this community.
As the forces of globalization create a state of ‘boundarylessness’ and the world becomes more flat, several organizations have realized the need to tap new markets in order not to become obsolete. This has fuelled the appetite of several single-country organizations to go global. With such grandiose plans of global expansion comes a new set of challenges – managing expatriates, working in cross-cultural environments, different laws/legal frameworks, etc. This is where international HRM comes in.
For a nation that has posted strong growth in the manufacturing sector of the economy over the past several years and that provides employment to millions of its citizens, it is quite appropriate that there are Acts and laws that govern the ways of working in this sector. This is where ER and labor laws come in. Several trends in recent times like the emergence of the BPO industry, changing relevance of worker’s unions and political affiliations, the Quality movement that strongly encourages worker empowerment, etc have given a new and different flavor to ER and labor laws.
The Human Resources function has never been more relevant and critical to an organization’s success as in recent times. The last decade has seen HR become a core function, probably more so in the New Economy sectors where intellectual and human capital provide a keen competitive edge. Hence several organizations are investing in building a HR strategy that is strongly aligned to the business strategy. There are several models and frameworks available to build a HR strategy for an organization. Would you like to infuse new thinking into the HR function of your organization?

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Communities

The Case for a OE group in organizations & a OE body of Knowledge in HRD By R. Anand, Convener, OE Core Group, NHRDN; Amit Malik, Co-Convener; Dhananjay Singh, Executive Director, NHRDN;
The Case for a OE group in organizations & a OE body of Knowledge in HRD By R. Anand, Convener, OE Core Group, NHRDN; Amit Malik, Co-Convener; Dhananjay Singh, Executive Director, NHRDN;
The distance organizations need to travel from ‘Good’ to ‘Great’ depends a lot on their ability to deliver sustained business performance that creates a win-win for all key stakeholders. A key enabler to this is a robust Performance Management system that motivates employees to take stretch goals and reward them for the meaningful contributions.
Planning for talent – quality and quantity – and then attracting them is one of the constant challenges HR professionals face in today’s War for Talent. Does your organization have a formal manpower planning process? What are the recruitment channels you use most frequently? What recruitment metrics are used by organizations?