Friday, August 16, 2013

Prof. David Marsden (Professor, Industrial Relations, London School of Economics) analyses a period of greater labour unrest

The adjustments were made possible by two major changes in employment practices. The first was the use of variable bonuses, which have grown both as a percentage of pay and in terms of the number of employees receiving them. The British annual earnings survey shows that the cut in wages was due to reduced bonuses. The second was the increased use of agency and temporary workers. In the 1970s and the 1980s, such radical adjustments would have required tough negotiations with no certainty of success.

Today, the relevant negotiations take place long before the adjustments are made. For variable pay, bonus systems are often set up as part of the collective pay agreement or they are a regular part of the organisation’s reward system. For temporary workers, the agreement takes place when the employee is hired, and for agency personnel, the pact is between the company and the temporary work agency. Perhaps the most significant change has been in the timing and location of negotiations. It has been relocated from the point at which unions in the past might have gained greatest bargaining leverage. Click here to read more...

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Signals of return to a labour unrest

Every time there is a major industrial dispute in Britain, we look back to previous periods of industrial conflict, and ask whether it is an isolated case or does it signal the return to a period of greater labour unrest. Like Britain, in India too, increased global competition has affected relations between workers and employers. So, has the age of industrial conflict passed, ushering in an era of worker-management cooperation, in the face of threats posed by industrial competitors? It is impossible to forecast changes in the atmosphere of industrial relations (IR), but we can look at some prevailing practices to see if there are any significant changes that support worker-management cooperation.

The onset of the recession in 2009 in Britain was remarkable in two ways. Unlike the previous periods of recession, wages dropped at an annualised rate of just over five per cent in the economy as a whole. They fell by nearly 20 per cent in financial services, but they also dipped in manufacturing and non-financial sectors. As the pays froze, many companies sought to maintain their commitment to their core employees – both blue and white collar. Such adjustments would have seemed inconceivable in the 1970s and the early 1980s. Click here to read more...

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Saturday, July 20, 2013

Refer, Track, Earn

Employee referrals refer to an internal recruitment method employed by organisations to identify potential candidates from the existing employees’ social network. It gives an opportunity to existing employees to recommend their friends, family members, peers for the vacancy existing in organisation.

The employee referral scheme is a preferred method of recruitment today, because it involves less cost and there are monetary as well as non-monetary benefits for an employee.

The Process
At Motilal Oswal Financial Services Limited, all employees can access the referral program webpage on company intranet, through which the data is collected and made available to the recruiters. The benefits of program extend to organisation, employees and the referred candidates.

The Organisation
The data of prospective candidates is sourced from popular job sites and through recruitment consultants. The task is tedious and involves the cost of recruiters. Also, organisation incurs cost in undertaking a contract with consultancy to source candidates.

Both the activities are costly. The manager’s job is to adopt the most cost-effective strategy to obtain the organisational goals. The most feasible and economical method then is through referrals. The only expenditure incurred here is in marketing and communicating the requirement. Click here to read more....

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Monday, March 25, 2013

Companies must adapt or change their business strategies to take into account the new realities of intense global and domestic competition

In this economic crisis, corporate training budgets are being tightened. A research by Josh Bersin, CEO and president of Bersin & Associates, shows that in the second half of 2008, corporate training departments had cut their spending on L&D by 12 to 18 per cent. The number will certainly grow as the crisis continues. There is a need for performance-driven and talent-driven learning so that the senior management could be educated about the short- and long-term impacts.

The L&D budget typically represents a small fraction of a company’s total revenue. Indiscriminate budget cuts can have a major impact on development plans and programmes, and yet it barely makes a dent in the company’s bottom line. For example, if an organisation eliminates or dramatically reduces leadership development training, it will see a reduction in productivity and effectiveness of its leaders.

The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict? asks Max De Pree.

According to a research by Accrediting Alliance for Training and Development (AATD), nearly 20 per cent of all training occurs from informal information sharing and nearly 70 per cent comes from on-the -job training. So instead of building expensive programmes, it is better to start spending more time creating informal learning networks, coaching programmes and performance support systems. Click here to read more...

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Tuesday, February 05, 2013

To cruise into the league of superpowers, it is not sufficient for India to just have the staggering population.

If India wants to be the economic superpower, a policy of non-interference from the government is required. The corporate world and the civil society will have to come forward to set up the necessary infrastructure. With greater penetration of the telecom sector (including internet) in the hinterland, web-based learning would become possible. The best of the teachers would be able to deliver lectures across the country.

Online learning would be the next big step in educating the country and similar to what ITC has done with e-Choupal, there will be corporates and individuals who can raise money to put up kiosks (with computer and net facilities) even in remote villages and towns and the learning process for the student can be streamlined.

You would need less teachers and just one good administrator is enough to take care of one village/town. That would reduce the dependency on trained teachers at the village level and would allow imparting quality education to millions of youth in this country. The government needs to step aside and let the market forces take over. India is poised to scale greater heights. Whether or not it does, will squarely depend on the free-hand given to the edupreneurs. The potential of this country can only be realised with education opportunities to the 600 million youth. Click here to read more..

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Monday, January 14, 2013

Providing wings to fly

Jayashree Raghuram (Head, India Office – Leeds Metropolitan University, UK)
Q. How do you see the education scenario in India? Why are students increasingly opting for foreign universities?
A. In India, we have a wide spectrum in terms of quality of education and its application in the industry. India has some of the best education providers who proffer the right academic input to students. Simultaneously, there are also run-of-the-mill education institutes that are not able to provide the requisite skill sets fit for the job market. The bulk of good education providers is limited, compared to the demand.

Foreign institutes are becoming increasingly popular because of the wide spectrum of courses they offer, as there is a growing demand for those skill sets. There are courses in public relations, creative enterprise, responsible tourism, environmental health, to name a few, where training and academic input is required in our country, but unfortunately is not available.

Another popular reason for students to opt for offshore universities is to gain international exposure. This is a growing need in India because of the flood of opportunities in multinational companies that are opening shops in India.

Q. You have been instrumental in building the brand of your university in India, Nepal, Sri Lanka and Bangladesh. How do you woo the students?
A. Leeds Metropolitan University is among the popular universities in the United Kingdom, so it was not difficult to extend that to India and rest of the subcontinent. We stand out with our extremely good customer service to international students and are dedicated to provide a good experience to them right from the time of their application. Our alumni are our great assets, and their joining the workforce in India in increasing numbers itself is a story well told about us. Click here to read full interview..

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Friday, January 11, 2013

Discover, Serve & Innovate

Ms. Laura Asiala has held positions in finance, marketing, human resources, and corporate communications since her association with Dow Corning in 1984. She serves as the founding chairperson and president for the Bay County chapter of Habitat for Humanity, and a parent volunteer/leader in a number of educational associations. A global leader in silicones, silicon-based technology and innovation, Dow Corning offers over 7,000 products and services through the Dow Corning and XIAMETER brands. Ms. Asiala speaks about various projects the company has undertaken to stay in the corporate competition.

Q. Please tell us about Dow Corning’s Citizen Service Corps?
A. The Dow Corning Citizen Service Corps (CSC) offers Dow Corning employees at all levels of the company and from around the world a unique, hands-on opportunity to expand their understanding of emerging markets and fuel innovation at Dow Corning through service to others. Through the Dow Corning Citizen Service Corps projects, the company will discover, serve and innovate.

Discover:
This programme is a unique opportunity for Dow Corning employees to experience the world from a different perspective and discover life in an emerging economy.

Serve:
Rather than providing support to a single individual or family, these projects are designed for high impact – to make a tangible, valuable and sustainable contribution to entire community.

Innovate:
The programme serves as a living laboratory for Dow Corning to explore potential business prospects at the base of the pyramid – opportunities that also have the potential to improve the quality of life for people who do not currently benefit from our technology.

Teams of 8-10 employee volunteers are selected to be sent to communities in developing economies where the company currently does not have a business presence. These volunteers participate in intensive, four-week service projects that are aligned with Dow Corning’s business objectives and sustainability focus. Click here to read full interview...

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