HR NEWS & VIEWSAPRIL | 2020

HR INTERNATIONAL

REMOTE WORKING

HR STRUCTURING – A STUDY

COMPANY UPDATES

HIGH PERFORMING

CULTURE

TIME TO PREPARE

THAN REPAIR

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BUILDING

HIGH PERFORMANCE CULTURE

Building performance driven organizations is what every CEO strives for. However only few are there who could

actually build the same.

What builds a performance driven culture and how do we get there ? It’s a question that seems to be doing rounds

and the answer is not clearly visible.

Performance driven culture model…

The performance driven culture is built on a evolving model cutting across

various cross sections of functions.

The effort is led from the top to build and create an environment to sustain a

performing culture.

Leadership Commitment

Organization structure

aligned with Vision

Compensation design to align performance

Right mindset for employees

to align performance

Efficient career development

in place

Build effective engagement platform

HR Role…

Human Resources function plays a critical and pivotal role in helping leadership build an

environment to create a performance driven culture.

• Drive as top agenda item

• Create Leadership buy in

• Tie this to Leadership and managerial KRA

Leadership

• Matrix model with key focus on roles

• Structure and role to support organization direction

Organization structure

• Has a right compensation philosophy

• Institutionalize Pay for Performance

• Alienate high weightage to educational credentials

• Map contribution

Compensation

• Create an environment with right rewards to encourage performance

• Non performers feels the heat to perform

Right mindset

• Create right development plans

• Encourage and create specific tracks for fast trackers

Career Development

• Build positive performing engagement plans

• Drive engagement with Managers and Leaders

Engagement Platform

HR needs to develop a framework that allows

performance to grow, challenged and surpassed….

The Outcomes …

The organization's that thrives on creating successful set ups are always willing to create an

environment excites people to perform and bring extraordinary results for an organization.

CREATES HIGHLY EFFECTIVE ORGANISATIONS ….

Create an environment that lead's people to be highly productive

WHAT IT BRINGS ?

High Results

New benchmarks

Excited workforce

Competitive company

Better Financial

Performance

Attractive employer

brand

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Training Employees to Effectively Work from Home

By Lin Grensing-Pophal,

The rapid spread of COVID-19 has forced three-quarters of U.S. states to issue stay-at-home orders, impacting nearly 300 million Americans, as of early

April. While many states have certain exemptions that allow “essential” businesses to stay up and running, thousands of companies across the country

have shifted the majority of their staffs to remote work, whether or not explicitly required to by their state or local government.

This shift can create many logistical challenges for companies: How do they continue recurring meetings? Do they need to reroute desk phones to employee

cell phones? Are there any processes that aren’t currently set up to be completely paperless that need to be updated? For some organizations, these

are brand-new challenges. Others may have years or even decades of experience with remote staff.

But even for companies that have robust remote work infrastructures in place, there are often challenges with employees themselves. Many employees have

little to no experience working remotely. This means they might have issues with dealing with the necessary technology, managing distractions, staying organized

at home, or a host of other concerns.In this feature, we’ll provide some tips and strategies for training and preparing

staff for remote work, including advice we received from industry experts.

Advanced TrainingAt this point, it is probably too late for many readers to set up advanced remote working training as part of the COVID-19 pandemic; however, the current crisis is not likely to be the last or only time companies want, or need, to shift staff to

remote work arrangements.Advanced training can give employees the tools and skills they need to succeed

in a remote environment while they are still in the in-person, face-to-face environment they are used to.

We should note that while it’s great to be able to provide advanced training, it’s never too late to start. Even for companies that have already shifted most, or all, of their staff to remote roles, it’s never a bad idea to provide a broad overview

of tools and strategies for making the change a success.

Time Management and OrganizationNot all staff are cut out for remote work, but necessity may demand they be as

successful as possible nonetheless. Two of the biggest challenges for many when working from home are managing time effectively—including avoiding

distractions—and staying organized.These are skills employees may demonstrate well in the office but struggle to maintain at home. Managers need to be aware of this possibility and provide

resources and strategies to help staff address potential challenges.

Remote Communication EtiquetteJust because videoconferencing, e-mail, and instant messaging are the virtual equivalents of in-person meetings and one-on-one interactions doesn’t mean the same “in-person” etiquette and professionalism will naturally translate.

Some individuals seem to lose track of basic etiquette when transitioning to a virtual format, and some rules simply don’t have a counterpart when switching

from in-person to virtual.For example, shouting on calls and using all caps in e-mails and instant

messaging can come across the same as shouting in an in-person meeting; proper attire should be worn for video calls; and staff need to be accessible and

responsive to one another as though they were still sitting across the hall instead of on the other side of town or the other side of the country.

Companies should provide live training with Q&A, as well as on-demand resources, such as an etiquette guide staff can access as a reference, that cover

basic etiquette and professionalism rules.

Remotely Accessible Training ResourcesCornerstone Chief Talent Officer Kimberly Cassady suggests that companies

provide online access to learning and development materials, including those focused specifically on how to effectively work remotely.

“For example, if your organization has adopted a more flexible work from home policy, a learning course on how to stay productive when working remotely can help employees manage their tasks and stay engaged,” she says. “Meanwhile, online courses about stress management and mindfulness can help employees

navigate worrisome situations—while simultaneously equipping them with important soft skills for the future of work.”

Emotional and Mental Well-BeingTechnology, logistics, and work habits are obviously key considerations for

training remote workers. But it’s important not to lose sight of the emotional and mental changes that staff with limited to no previous remote work

experience might be dealing with.“Loneliness and depression are major pain points for remote workers, and those that are new to working from home can be negatively impacted by the sudden

drop-off in social interaction,” says Peter Jackson, CEO of Bluescape, a California-based software company. “This can lead to a breakdown in collaboration and

productivity, especially as those who are used to face-to-face meetings struggle to identify how to establish those same connections virtually.”

To combat this possibility, says Jackson, businesses must double down on team culture. This could include using time at the start of virtual meetings to let staff

share their experiences with remote work or just to catch each other up on what’s going on in their lives.

These casual interactions can help maintain team cohesion and give managers the opportunity to identify whether staff seem burned out or disengaged.

Jackson suggests these interactions can include virtual equivalents of common workplace social activities like coffee breaks and happy hours.

Many health experts predict that the need to remain isolated to slow the spread of COVID-19 will last months, not weeks. Others argue that the forced transition

to remote work many be a long-term trend and the start of the new normal.Whether to ride out the current pandemic in preparation for a potential future pandemic or simply to save money while boosting engagement and retention, employers around the country are taking a long, hard look at their work-from-

home readiness. Employee training is a key part of that equation.

The article originally appear in HR Daily Advisor

Top 3 emerging trends in HR technology

Let's look into the future of digital HR

by Nina Cofer, Product Marketing Manager at Breezy HR

Looking back at the changes in the HR industry, the development ofrecruiting efforts played a large role in finding and hiring the bestemployees. Companies were able to use not only recruiting and hiringsoftware, but their creativity and out-of-the-box approaches to leveragethemselves above competitors and catch the attention of the competitivetalent pool. Here are three of the trends I saw that are still having a majorimpact on employer recruiting:

Increase in remote teams

Employers saw and are still finding more employees are requestingremote work flexibility or increase work from home perks. With theincrease in technology for all aspects of a business, such as operationsnow being done over the cloud, working out of the office is incrediblyconvenient for employees and even expected. Studies found 66 percentof companies now allow remote work and flexible work options haveincreased 91 percent over the last decade. This has made a major impacton the work environment for employees and even influenced companyculture

Emphasis on employer branding

Employer branding became a major focus for companies to showcandidates the value of their organization and why potential employeesshould work there. Younger generations have started taking over theworkforce and their focus is on what a company can do for them ratherthan what they can do for the company. What an organization can offer iswhat makes or breaks their standing with potential employees.Employers started branding their culture to stand out amongst thecompetitive talent market and showing the value and perks of workingfor them. This is something that will continue throughout the newdecade.

Text message recruiting

Texting recruiting grew in popularity and is becoming more integratedwith hiring processes around the globe. With our fast-paced andconvenience-focused culture, the younger generations want instantgratification and results. So companies looked towards finding wherecandidates spend their time (their phones) and made the hiring processeasier and faster with text. Companies have even gone as far as reachingout on social platforms other than LinkedIn in order to reach candidateswhere they are.

With the continued development of technologies, indicators ofconvenience, communication, and culture will be the make or break incompanies’ hiring efforts. The organizations that are open to recruitingand hiring software for their advantage will put them ahead of theircompetitors and stand out to top talent.

The Article originally appear in www.hcamag.com

HUMAN RESOURCE STRUCTURING

a study

Key Innovative

Product

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EUROPE HR

Paul Strange

HR Consultant

THE CORONAVIRUS CRISIS IN EUROPE

COVID-19 is rewriting the rule book in nearly all aspects of daily life in Europe.For employers the most extraordinary change has been that most workplaces

have been vacated. Employees are working from home using their

computers, or idle. Some workplaces are extraordinarily busy – hospitals, online suppliers, food shops, pharmacies, etc.

But many towns and cities are deserted.

Government orders dominate theactions of all citizens. We wait eachday for the next statement from theGovernment and the benefits andrestrictions each will bring. In manyEuropean countries, the governmenthas commanded a ‘lockdown, as inIndia, requesting that citizens stayhome and only leave for vitalshopping or daily exercise.

HRINTERNATIONAL

As most employers think that the crisis will be temporary, they are downsizingand hibernating to survive. Government sector employers providing publicservices are less impacted, but private sector employers – retail,manufacturing, business and consumer services – are desperately trying toavoid redundancies.

Government are helping employers in Europe and most are arranging subsidyschemes to replace wages. In the UK and Italy, the subsidy is 80% of wages ifthe employee is completely idle because of the crisis. In France and Spain, it is70% of wages. Sweden has gone further and is subsidising 90% of wages.Sadly, many businesses will fail during this crisis. Unemployment will rise andwill continue for some time after the recovery.

One benefit of this displacement is that many people are volunteering theirtime to public services. Medical staff are coming from retirement to joinhealth services.500,000 people in the UK have volunteered to help the NHS todeliver food and medicines, provide transport for patients and supplies, and totelephone those who are becoming lonely because of self-isolation. Manycitizens are also volunteering to work on the spring and summer harvest. Thisbecause the normal migrant workforce is unable to travel around Europe.

Manufacturers are making surprising transformations. Car manufacturers aremaking hospital ventilators. Prada in Italy is making face masks. Breweries,gin distilleries and perfume makers are making hand sanitisers. It remindssome historians of World War II. Then silk manufacturers made parachuteswhile automakers produced plane engines, guns, and tanks.

The immediate future for many commercial employers looks like six to eightmonths of suspension before a gradual return to normality. The impact ongovernments will be much higher debt, and the impact on the economy will berecession. The impact on the mental and physical health of the population isharder to measure. Most of our employees will return to work after this crisis,but it will have left some scars on their families.I am writing this in late March. We are protecting our health before all otherthings. All countries that are in this crisis will survive and recover, but thisyear will be memorable only for the crisis.

UPDATES

Danlaw appoints new Managing DirectorDanlaw, which deals in connected car technology has announced the appointment of SirishBatchu as the company's new Managing Director to lead Danlaw's growth efforts in India.Sirish is an industry veteran with over 28+ years of rich working experience across theAutomotive and IT industry especially in OEMs & EV segments in India. He has previously heldvarious leadership roles involving Strategy, Business, and R&D and has been previouslyassociated with several firms including Bosch, Mahindra & Mahindra and Ather Energy.Under his able leadership, Danlaw looks forward to further build upon the company's technicalinnovation capabilities and drive its next level of growth in the country making it the leadingautomotive electronics products and engineering solutions supplier in India."As the automotive industry rapidly transforms towards the connected, shared & electric, I amexcited to lead the efforts of Danlaw India and help its customers to navigate this transformationby leveraging Danlaw's deep domain knowledge and expertise," said Sirish. SourcePeoplematters

COVID-19: Textile sector may see 1 cr job loss – CMAIThe COVID-19 crisis has impacted all the sectors in some way or the other. The crisis has notimpacted all the sectors equally but some of them are going through a rough phase. Textile,manufacturing, Tourism are some of the worst affected sectors of this pandemic.According to a media report, there could be as many as one crore job cuts in the textiles sector,which has been severely hit by the ongoing lockdown, if there is no support and revival packagefrom the government, according to apparel industry body Clothing Manufacturers Association ofIndia (CMAI). With around 80 per cent of the garment industry mostly micro, small and mediumenterprises, CMAI, which has around 3,700 members employing around 7 lakh people, said mostof its members do not have the kind of reserves to see them through 3-6 months of thismagnitude.“We have estimated that if no assistance comes from the government, either in terms of wagesubsidy or revival package, there could be loss of almost a crore of jobs in the entire textilechains," said CMAI Chief Mentor.

The Clothing Manufacturers Association of India (CMAI) is the representative association of theIndian apparel industry for over four decades. It has a membership base of over 20,000companies, including Readymade Garment Manufacturers, Exporters, Retailers and AncillaryIndustry. There is no doubt that COVID-19 has impacted the world economy badly, brought manybusinesses to a halt and left employees in a state of flux. As three billion people get placed undera lockdown, governments across the globe are not leaving any stone unturned to manage thesituation with relief packages, compensations and schemes. Indian government is providingfinancial aid to the workers and daily wagers to uplift their current condition. But with Lockdown2.0 likely to come into the picture it may push the industry back further. Source Peoplematters

Organizations resort to hiring freeze, postpone onboarding: SurveyAs per the 'Impact of COVID-19 on Talent Acquisition' survey carried out by a week into thelockdown, three out of five companies looked at both hiring freeze and postponed candidateonboarding as a likelihood while 15% of companies considered potential layoffs on account ofthe impact of COVID-19 and the resultant lockdown. The survey garnered responses from 195companies across sectors including information technology, manufacturing, education, banking,consulting, pharma, insurance, consumer goods, and durables, and retail. A week into thelockdown, 4 out of 5 organizations were already planning a reduction in hiring numbers withoverall talent acquisition budgets coming down. Graduate hiring will witness a marginally lowerimpact as a result of lower cost and complexity. However, the highest impact will be seen in themiddle to senior levels. When it came to sectors, BFSI (banking, financial services, and insurance)and manufacturing are likely to see the maximum impact on hiring. Meanwhile, among sectorsthat are considering possible layoffs and hiring freeze early on, travel and tourism, constructionand building materials, and BPO are likely to be hit the most as per the survey. Tarandeep Singh,CEO, APAC and the Middle East, Aon Assessment Solutions stated, “Even as we witness anoverall economic slowdown, resilient organizations with agile processes are staying the coursewith their business strategies. We are seeing industries like information technology, e-commerce, and logistics staying neutral to positive about hiring and growth. A key reason for thisis their investment and efforts in building and adopting virtual business processes andtechnologies.” When it came to the primary challenges for companies amidst the COVID-19outbreak, productivity and workforce planning topped the list. 4 in 5 organizations seemaintaining productivity as their top challenge. Given large scale economic disruption and supplychain shocks, manufacturing is facing difficulties in workforce planning; 3 out of 4 retailcompanies are struggling with hiring in the supply chain due to lockdown and migrations, thesurvey revealed. The survey points out what generally looks to be the trend in corporate hiringthis year. With salary cuts, delayed increments, hiring freezes, and layoffs, this is going to be atough year for corporate India. How rough will it become in the next six months, remains to beseen. Source : Peoplematters

PayPal India rolls out benefit programme for ageing parents of employeesPayPal India has announced the launch of its new employee benefit plan, ElderCare@PayPal, an in-house curated programme that facilitates holistic wellness for employees’ parents and parents-in-law, said a company statement issued today. The initiative is PayPal’s endeavor to offer an elderlycare infrastructure for employees’ ageing parents. These parents may or may not be living withtheir children, may not have access to proper health and well-being services or facefinancial constraints in meeting such needs. Keeping all this in mind, the programme is designed totouch upon different elements of parental health, right from physical to emotional and financialhealth. The programme is available not only in Tier I cities but covers most of India’s Tier II and IIIcities as well.

The benefits include a comprehensive health check, doctor consultation, counselling assistance onemotional, financial and legal topics delivered in vernacular capabilities, home healthcare supportlike doctor or nurse visits, yoga sessions and extending medical insurance cover for parents-in-law.PayPal conducted discovery sessions with its employees and their parents to understand the issuesthat affect their well-being. This exercise helped develop the programme in close partnership withend- .. Source : ET

Hilton appoints Sabu Raghavan as vice president, HR for IndiaHilton NSE 0.62 % announced on Tuesday that it has appointed Sabu Raghavan as vice president,human resources, India. Raghavan joined Hilton in 2011 and was most recently based in Singaporewhere he oversaw human resources for Southeast Asia and India.Hilton said Raghavan's new role will see him focusing exclusively on India, working closely withHilton’s leadership team to drive culture and talent development among Hilton's team members inthe country.

“At Hilton, we are in a people-serving-people business and our Team Members are at the heart ofwhat we do,” said Navjit Ahluwalia, country head and senior vice president, Hilton, India.“We are thrilled to have Sabu take on the human resources reigns in India to further ourcommitment to strengthening our purpose-led talent strategy and cultivating a diverse workenvironment for our team members as we continue to grow," he added.Hilton has appointed more than 10 senior leaders from across industries in the last two years tolead different functions and roles in India.Based in the Gurugram office in India, Raghavan will report to Lara Hernandez, senior vicepresident, human resources, Asia Pacific. Source : Source : ET

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