IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 66
humane.r@iimrohtak.ac.in
HUMANE-R|VOLUME66
HR BULLETIN
How to ensure a seamless and paperless onboarding experience Onboarding new hires in a remote working world will continue to be a challenge area that companies need to solve for. Here are a few things to remember while shortlisting technologies. The advent of the hybrid way of work has completely changed how a new hire is integrated into the company and its culture. And it’s much more than welcoming them and lining up a series of one to ones. In today’s era of war for talent, helping new joiners develop a sense of connect and belongingness to their new organization goes a long way in positively impacting employee engagement, employee retention, motivation, and productivity. A great onboarding program begins as soon as a candidate is selected, extends throughout the employee’s joining, through first 90 days, and may even extend out for a full year to ensure new hires are fully supported as they ramp to full productivity.” The onboarding shift As the pandemic raged on, organizations were forced almost overnight to carry out onboarding activities for new joiners in a never-before online only format. With the personal touch and connect of in-person new hire
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joining being snatched away, organizations were left scrambling for tools and technologies to assimilate their new hires seamlessly into their ecosystem. Finding the right technological aid became critical, especially because onboarding is not just limited to welcoming a new employee, but involves a variety of government-mandated statutes such as form filling and new joiner formalities, leading to a lot of data being collected, generated and stored. Hence, it is critical to uphold data privacy and security while scouting for the right tool. Over and above these logistical hassles, remote joining of employees meant faceless communication and isolation. But with the right application, an impactful remote employee onboarding system can be adopted. Here’s what you need to know: Design the process with right purpose: To design an onboarding process, leaders must ask themselves a few core questions, such as “What impression do you want new hires to walk away with at the end of the first day?”, “What do new employees need to know about the culture and work environment?” and “What kind of goals do you want to set for new employees?”. This will help HR understand the overarching purpose and define the objective of having an onboarding program in the first place. Enable operations online: Many onboarding activities will need logistical revamp from an HR Operations perspective. HR must start with making a checklist of activities, from converting any hard copy training manuals, contracts, employee handbooks, and policy and procedure packets into digital files. Companies would do better by investing in an employee portal that hosts an onboarding module. Ensure access: Out of sight need not be out of mind. In fact, emerging technologies are far from out of sight. Virtual collaboration tools such as digital conferencing, file sharing, messaging apps etc. confer great power to bring together people virtually. But while designing the modules, HR must remember that access is not just about making connections; it entails enabling access to resources, access to people and access to tools and information that can bring people up to speed to perform in their roles. Align self-paced tasks: Whether it is about clarifying company elements such as policies or benefits, or uploading statutory forms, self-service modules work best for the modern-day employee. The onboarding HRIS module must be designed with proper completion mechanisms, such as email triggers and completion dashboards, to ensure process completion as per expected norms. A self-paced module creates a pull rather than a hard push, placing the new joiner at the centre of the process. Adhere to compliance norms: New hire activities include many government and statutory mandates such as employment forms, payroll data, etc. This piece of the onboarding system must be designed to have all necessary checks and balances from a compliance perspective. Process workflows must flow as per quantitative and qualitative mandates, with both automated and human checks every step of the way. Enable two-way dialogue: An onboarding system must not be a one-way information giving mechanism, it must enable two-way dialogue and discussion. For example, setting up virtual connects of the new team member with leaders is a great way towards inclusion. Holding one-on-ones with new hires helps offer timely and valuable support. A virtual buddy program can help establish a fun, informal connect. Encourage regular feedback touchpoints: Virtual connect should work in reverse direction too i.e. feedback gathering from the new hire. HR technologies that enable new hire surveys, one-on-one meetings, and goal and performance tracking software can help create these multiple feedback touch points. Support training: While the HRIS may have features and tools for communication and feedback, it will work only when the organization builds feedback into the culture. HR must invest in training new hires on how to give and receive feedback, and in training managers on setting goals and coaching new hires on how to achieve objectives. In a virtual environment, this may mean leveraging podcasts, VILTs, e-coaching, micro-learning, gamified learning and other new-age learning means. Making virtual onboarding a priority The business case for onboarding systems is well documented. 93 percent of respondents to Deloitte’s 2020 Global Human Capital Trends survey indicated that a sense of belonging drives organizational performance. Another Glassdoor research suggests that a strong onboarding process can improve productivity by more than 70 percent.
Read more at: https://www.peoplematters.in/article/campus-recruitment/howto-ensure-a-seamless-and-paperless-onboarding-experience-31170
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Design Strategy - The career that's transforming business Organisations desperately need dynamic, creative thinkers who are capable of re-imagining or revamping business processes and systems, approach problem-solving with a design thinking mindset, and create fresh value for customers and consumers. Enter the Design Strategist! Design Thinking has been a go-to word for the last few years in almost every industry, and the pandemic has only highlighted the need for using Design Thinking at every level. Most organizations have realised the importance of being flexible and having a more structured approach towards problem-solving, instead of being in a fire-fighting mode all the time. Agile methodologies laid the foundation for organisations to think flexibly, but the true boost to effective problem-solving comes from Design Thinking. Organisations desperately need dynamic, creative thinkers who are capable of re-imagining or revamping business processes and systems, approach problem-solving with a design thinking mindset, and create fresh value for customers and consumers. Enter the Design Strategist! Management students have been traditionally instructed in aspects of business that revolved around productivity, finance, marketing, and human resources. However, there is a growing realisation of the value of Design Strategy, which takes the Design Thinking attitude, and applies it towards business strategy. Any strategic execution in business requires a good understanding of the innovation and design of the initiatives being implemented. As the pandemic has proven, the need for organisations to have the capability to innovate, revamp, and quickly redesign processes and strategies has never been greater. Design Strategists are systems thinkers, combining creative and analytical skills to deliver strategies that make an impact. They look beyond obvious reasons and surface symptoms to approach a problem from a different angle, gain a deep understanding of an issue, and find new ways of solving it…
Read more at: https://www.peoplematters.in/article/employeeengagement/design-strategy-the-career-thats-transforming-business-31120
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Winning the talent war revolution in today’s world We owe this shift mainly due to many job opportunities available for all experience levels and particularly for in-demand skills. After months of caution, there is now a constant pressure to make changes quickly. The markets are open with a plethora of opportunities out there. We owe this shift mainly due to many job opportunities available for all experience levels and particularly for in-demand skills. However, an important hiring imperative for talent managers is the reality of huge dropout ratios. Not only that, but they are also now forced to shift the norm on how to attract, retain and engage their employees and create bespoke experiences. In short, the talent war is a reality. So how is the staffing industry gearing up to address this war? The 4 indispensable solutions to address the talent war Build Building an adaptable and agile workforce is a sign of the times. Many organizations are now shifting to a Hire Train Deploy (HTD) model that resonates with new workforce shaping techniques. In this model, training is offered by the customer or the staffing firm to prepare and skill an individual for specific project needs. A recent approach to mitigate this problem is sourcing n-1 skills and training/upskilling them to fit the relevant role. This trend is relatively common in the IT/ITeS industry. The n-1 hiring model is a more focused subset of the HTD where the customer staffs an individual for the project with an n-1 skill and offers specific programs for getting the project ready. While the former requires 3- 6 months of training, the latter is usually 1- 3 months effort. Another hallmark of this program is its focus on certifications, online course training, etc. which has gained popularity and is helping the cause…
Read more at: https://www.peoplematters.in/article/talentmanagement/winning-the-talent-war-revolution-in-todays-world-31109
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Delhi Police gets a HR division as part of major revamp Special CP (headquarters and general administration) S Sundari Nanda has been posted as special CP/human resource division. As part of a major revamping exercise undertaken by police commissioner Rakesh Asthana on Saturday, Delhi Police has got a human resource division. The said division will handle units like personnel management, training and welfare. Special CP (headquarters and general administration) S Sundari Nanda has been posted as special CP/human resource division. Meanwhile, the anti-terror unit (special cell), too, is set for an overhaul with four new DCP-rank officers and new verticals, with an eye on evolving threat perceptions and changing security situation in the region. Other changes include the following- Special CP, women safety, Nuzhat Hassan, will now work as special CP, vigilance and public transport safety division; appointment of veteran sleuth K P S Malhotra, who has probed highprofile cases in crime branch, as DCP (cyber division) in special cell; and appointment of Muktesh Chander as special commissioner of technology and project implementation division. He will also hold additional charge of community policing and the media cell division. The special cell is being strengthened by more officers. The new mandates will be established keeping in mind the threat perception and security ambit. The units will be augmented with new technologies and human resources, as per a senior officer.
Read more at: https://www.peoplematters.in/news/strategic-hr/delhi-policegets-a-hr-division-as-part-of-major-revamp-31043
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Companies strengthen hiring as more people get vaccinated: Teamlease The latest survey by Teamlease highlights a peak in hiring sentiment in the October-December period. The TeamLease Employment Outlook Report has found an uptick in companies’ intent to hire in October-December and is the highest in the past one-and-a-half years. As per the survey, 41percent of the surveyed companies intend to hire in this quarter, up from 38 percent in JulySeptember. The numbers had nosedived to the lowest last year - an average of 18 percent in the two successive quarters to September. The survey covered 650 small, medium and large companies across 21 sectors. "There is an overarching high sense of positivity in the Indian white- and blue-collar job market," said Rituparna Chakraborty, Executive Vice-president, TeamLease Services. "This optimism is panning out across sectors and job types in urban as well as rural areas. The back-to-office plans of companies are also an indicator that businesses are not worried about any major disruption and even if there is another wave, they claim to be better prepared and more confident to hire for immediate and future growth." Earlier in September, Manpower-Group Employment Outlook Survey also indicated that Indian employers are bullish on hiring for October to December with 64 percent of employers forecasting an increase in payrolls, 20 percent anticipating a decrease and 15 percent expecting no change. Delving deeper into the study, a rapidly improving consumer sentiment has boosted the demand for sales roles. Harnessing the potential of online business delivery and addressing the compulsions of remote and hybrid work have created sustained demand for the IT function…
Read more at: https://www.peoplematters.in/news/talent-acquisition/companiesstrengthen-hiring-as-more-people-get-vaccinated-teamlease-31190
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