IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 59
humane.r@iimrohtak.ac.in
HUMANE-R|VOLUME59
HR BULLETIN
“You fight the war with talent, you win the war with organization.” Dave Ulrich Debunks HRBP Myths Ahead of the HRBP in the New World of Work Program, BeNext Content Manager, Maia Jenkins spoke with Professor Dave Ulrich on the evolution of the HRBP, dispelling common myths about this important role, and how HR can rise to the occasion and keep delivering value in our transforming working context. The conversation kicked off with a focus on the how the HRBP has evolved, not only in the last 18 months, but in the years that have passed since the role grew since the 1990s. Dave summarised that now, more than ever, is the time for HR: “the pandemic, the social injustice, the political toxicitiy, the technological revolution — all of those things put people at the forefront.” However, Ulrich was also keen to point out the critical role played by the organization itself in driving business success. “Organization has more impact on business results than people”, he said.
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Continuing to address one of the main HRBP objectives of creating value, Ulrich pointed out the importance of keeping the customer in mind not as a separate consideration from employee experience, but as two parts of a common aspiration. Leading with the mindset that “our people are our customers’ most important asset”, Dave further explored this idea of looking at company culture from the outside-in as “the customers of HR are the customers of the company”. Are we hiring people that will provide a better customer experience; that our investors will give us a premium in stock price for; that will help our community reputation? “We talked about employee motivation, satisfaction, commitment, engagement, but when I looked at the experience almost none of it talked about customers. In our work, we’ve always said it’s not just about the employee experience, it is the employee experience, so that customers will have a better experience, so that investors will have more confidence, so that communities will have a higher reputation.” Witnessing and acting in line with this interrelation between all stakeholders is foundational to the HRBP in the New World of Work program. Navigating ‘Paradox’ When asked how to balance the needs of the business with the needs of the people, Ulrich directed us to think instead of the word ‘paradox’ — or two things that don’t seem to belong in the same room together. “A company has to be short term and long term,” Ulrich outlined, “it has to focus inside-out and outside-in. It has to be top-down and bottom-up,” adding that, based on data, the number one skill for HR to drive business results was the “great challenge” of navigating paradoxes. When it comes to this challenge, HR certainly has their work cut out for them: “We’ve got to care about the individual. I’ve also got to care about business results. And how do I navigate that inherent tension? It’s not always an easy answer,” Ulrich said. However, Ulrich remains confident that “the opportunity for HR is greater than it’s ever been” because HR is in the global dialogue more than ever in tempering this balance in today’s times of rapid transformation and uncertainty. Moving Beyond Myths Week Four of the program is all about dispelling common HR myths. We asked Dave for his thoughts on some of these assumptions and how best to move past them. The first of these was that “HR needs to get to the table. That’s a myth. We’re at the table, we’re in the discussion,” Dave said. A second was the myth that HR is just about people. “It’s not just about people. It’s about people, organization and leadership.” A third myth? That HR comes with only deep HR expertise. “That’s another paradox,” Dave explained. “We have deep HR expertise so that we help the business be successful. I think those legacies [and] images of HR are hard to change…Some of those legacy beliefs are still there. But we’ve got to move on. We’ve got to show we create value for your company and we will help make things happen.” Separating Signal from Noise Lastly, we asked Dave to talk about the key HR skill of ‘separating signal from noise.’ What’s meant by this exactly? As Dave put it, “there’s an enormous abundance of information — a tsunami of ideas and an ocean of insight.” Going forward, an effective HRBP will be able to pick out what’s useful and what’s distraction. “What are the signals out of all of that information that we can mobilize that will help our business succeed in the marketplace?” as Dave put it. “It’s not just the best practice, it’s guidance to doing the practice that helps me mobilize information to connect business and human capability.” We look forward to welcoming back Dave Ulrich alongside a panel of leading experts to speak on the course, including Peter Dolenc, Principal, PeterD & Company, Michael Kim, Head of HR APAC, Spotify, Saurabh Nigam, VP, Human Capital, Omidyar Network, and Sally McNamara, APAC Director | Future of Work Advisor, HSM. To find out more about the HRBP in the New World of Work program returning to BeNext from September 20th — October 22nd.
Read more at: https://www.peoplematters.in/article/strategic-hr/you-fight-thewar-with-talent-you-win-the-war-with-organization-dave-ulrich-debunks-hrbpmyths-30497
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Samsung introduces ‘Samsung DOST’, partners with NSDC & aims to train 50,000 youth Considering the potential of employment generation post skill training, Samsung has signed a Memorandum of Understanding with NSDC for the ‘Samsung DOST’ program under which youth will receive 200 hours of blended classroom and online training and more. Samsung has been India’s committed partner for the last 25 years, leading the consumer electronics and smartphones space with strategic investments in manufacturing, R&D, retail and community development. Samsung has set up the world’s largest mobile factory in Noida and is a key player in the government’s large-scale electronics manufacturing push, which is expected to create significant number of job opportunities for youth in manufacturing as well as the retail sector. Considering the potential of employment generation post skill training, Samsung has signed a Memorandum of Understanding with NSDC for the ‘Samsung DOST’ program under which youth will receive 200 hours of blended classroom and online training, followed by five months of on-the-job training (OJT) at Samsung retail stores, along with a monthly stipend at par with industry standards. This will help the youth acquire new competencies and skills needed for jobs in India’s fast growing electronics retail environment. Ken Kang, President & CEO, Samsung Southwest Asia said: “Samsung has been India’s committed partner over the last 25 years, and has contributed to people and communities across India through its citizenship programs. The Samsung DOST program is aligned to the Government of India’s Skill India initiative and is an embodiment of our vision of #PoweringDigitalIndia that seeks to empower the next generation of young India. With this new program, we aim to close the skills and employability gap among youth in the country, helping them find jobs in the fast growing electronics retail sector.”…
Read more at: https://www.peoplematters.in/news/skilling/samsung-introducessamsung-dost-partners-with-nsdc-aims-to-train-50000-youth-30472
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Winning the talent war with skills-based hiring How essential is a higher-education degree today? And should employers be focusing more on a person’s work and life skills as a better indication of their ability? Let’s find out how organisations in APAC can look forward to attracting and retaining top talent with skills. Traditionally, the value placed on educational qualifications drives millions of students to pursue degrees. Organisations, too, have hired talent based on these qualifications, rather than on the skills they possess. But how essential is a higher-education degree today? And should employers be focusing more on a person’s work and life skills as a better indication of their ability? Research has found 90% of job ads in technology, healthcare and business management required a degree - despite many of the roles being possible for those without an advanced qualification. Given that research is also finding that educational attainment doesn’t necessarily equal ability, this approach could be restricting the organisation’s talent pool significantly. Are skills a better predictor of success than degrees? In APAC, there are high-profile examples of people who’ve paved the way without traditional qualifications. Hong Kong’s Li Ka-Shing left school at age 12 and is now worth more than $US30 billion meanwhile China’s Zhou Qunfei dropped out at 16, and she is worth $US7.9 billion. Similarly, Australia’s Scott Farquhar and Mike CannonBrookes left university to found Atlassian together, while Janine Allis didn’t need a degree to start Boost Juice, now worth $A200 million with franchises around the world. While these may be outliers, around the world there is a move to look beyond official qualifications and more to the skills talent could bring to the organisation…
Read more at: https://www.peoplematters.in/article/trainingdevelopment/winning-the-talent-war-with-skills-based-hiring30194?media_type=article&subcat=skilling&title=winning-the-talent-war-withskills-based-hiring&id=30194 5
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HRMS service provider Keka to hire upto 200 new employees
75 percent of the openings will be in the tech department while the rest 25 percent will be for nontech roles. Leading HRMS and Payroll software provider, Keka, is all set to increase the hiring opportunities available in the company with its recent announcement. Within the next two years, the company will be doubling its employee strength with 150-200 new hires. Apart from tech-related roles, several non-tech jobs will be filled up, including across different departments like product, customer success, sales, HR and more. The approximate number of hires to be made till FY 2022 in different categories are as follows-Sales- 40, Tech- 60, Customer Service- 60, and Other departments- 40. Final year students will also have opportunities in the form of internship through college placements. Nearly 65 percent of hires will be freshers with 0-3 years of experience in the field. The next 20 percent will be Midlevel professionals having 2-5 years of experience while the remaining 15 percent will be for Senior-level leadership roles. Currently, the HRMS provider has an employee size of close to 250, including interns. The move directs the brand’s focus on expanding its product’s technical assistance and developing a strong tech-enabled customer service to not just strengthen the software further but also to remain firmer on its “people-first” mindset.
Read more at: https://www.peoplematters.in/news/recruitment/hrms-serviceprovider-keka-to-hire-upto-200-new-employees-30431
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Strategising in the era of evolving hybrid workforce In this panel discussion by People Matters and LinkedIn Talent Solutions, Ruchee Anand, Wendy Xia, Sameer Bendre and Sanjay Jog come together to discuss the hybrid workforce model and deliberate on flexible, sustainable solutions which cater to employees, customers, business goals and the larger organisational culture. One significant impact on the world of people and work that we’re all aware of is remote working. The pace at which this development had to be carried out is unprecedented and organisations continue to grapple with it as they try to drive business growth in a vuca world. It’s benefits and challenges continue to be discussed by leaders as they try to devise strategies that cater to the wellbeing of their employees as well as their customers while simultaneously trying to sustain organisational culture. The goals are plenty, the core priorities are universal and each is in need of careful attention for attaining success in the new and coming hybrid world of work. In this panel discussion brought to us by People Matters and LinkedIn Talent Solutions moderated by Ruchee Anand, Director, Talent and Learning Solutions at LinkedIn and joined in by Wendy Xia, CHRO, DB Schenker; Sameer Bendre, CPO, Persistent Systems; and Sanjay Jog, CHRO, Reliance Jio, the agenda then is to discuss this hybrid workforce model and how leaders can offer flexible, sustainable solutions which focus on value creation, are grounded in a forward looking approach and seek too drive employee engagement…
Read more at: https://www.peoplematters.in/article/strategic-hr/strategising-inthe-era-of-evolving-hybrid-workforce-30488
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