| COVER
STORY The
New Role of the HR Leader
-- Allan Schweyer
The
global talent market is tight and is getting tighter for considering more knowledge
workers. All the while, the bar for talent is rising relentlessly. The knowledge
and information society has become globally integrated and sophisticated. Economies,
business, social problems, science, health and security issues have become more
complex. So greater skills and knowledge will be required. Hence, the organizations
that develop, attract, mobilize and retain talent will be the future winners.
© 2007 Allan Schweyer. All Rights Reserved. COVER
STORY Talent
Management
-- K Vasantha
Talent
management is about delivering business success through understanding what we
actually mean by talent, and how it can achieve the specific goals of the organization.
It is about ensuring that companies value the natural talents and aspirations
of people and is also about assuring that the companies understand what blockages
can spoil hard work.
© 2007 K Vasantha. All Rights Reserved. COVER
STORY The
Changing Face of Talent Management
-- Amit Madan
Talent
retention is identified as the second biggest HR challenge to critically meet
the business demands beyond tomorrow. Organizations can use a combination of four
strategies viz., pay, benefits, learning and development, and work environment
to create and retain a pool of talented employees. Successful companies assign
the same importance to employer branding as they give to product branding which
help them become an employer of choice. They constantly invent new ways of talent
retention to change the face of talent management.
© 2007 IUP . All Rights Reserved
COVER
STORY Endorsing
a Level Playing Field in Talent Management
-- Radha Mohan Chebolu
For
providing a congenial atmosphere at workplaces that enables equitable distribution
of opportunities and facilitation of human talents in the required form and quantity,
there is a need to achieve level playing field in the realm of "talent management".
There is no doubt that with proper management, the latent talent of the employees
can be tapped successfully. This helps organizations to reap a rich harvest even
in critical times.
© 2007 IUP . All Rights Reserved
DECISION
MAKING Decision-making
and Concept Mapping : A Traditional Concept Redefined
-- R Subramanian
Mapping
may be seen as a type of brainstorming. Both mapping and brainstorming may be
used to encourage the generation of new material with different interpretations
and observations. During the process of mapping, one will rely less on intentionally
random input, but during brainstorming, one may have wild, zany, or off-the-wall
ideas and connections. The article mainly focuses on how the human brain, with
700 trillion cells, is programmed to activate the formal and lateral thinking
and how far these factors contribute to the decision-making capability of individuals.
© 2007 IUP . All Rights Reserved
PSYCHOLOGY
Psychometric
Testing : Myths and Realities
-- Rituraj Kumar
Psychometric
testing today is employed in a wide variety of settings, from educational to industrial
organizations, for a diverse range of purposes. Especially from the HR point of
view, its uses have increased manifold over the last few years. However, it should
be understood that psychometric tests should never be used in isolation; rather,
they should always be used only as a supplementary device for improving the quality
of various management related decisions.
© 2007 IUP . All Rights Reserved
EMPLOYEE
RELATIONS Labor
Reform : Balancing Efficiency with Equity
-- Tapomoy Deb
Gaining
competitive advantage in the globalizing marketplace and delivering value to the
shareholder and other stakeholders are undoubtedly the top most challenges that
organizations are grappling with, especially in the current time of uncertainity.
Employers point out that one of the major impediments of attaining competitiveness
by Indian business organizations is labor reform. However, the issue is much broader
than reforming labor market; its about balancing efficiency needed by Indian business
organizations intending to compete globally with equity required by the workers
in any civilized society encompassing social justice.
© 2007 IUP . All Rights Reserved
STRATEGIC
HR Building
an Innovating Organization : The Role of Strategic Human Resource Management
-- Diganta Chakrabarti
Innovation
is one of the vital processes through which organizations achieve competitive
advantage in the dynamic knowledge-driven economy. Effective management of human
capital is a key component for organization-wide innovation. This article focuses
on the essential human resource policies and practices through which organizations
can create and preserve a culture which fosters innovation.
© 2007 IUP . All Rights Reserved
PERFORMANCE
MANAGEMENT Transformation
of the Performance Appraisal System : The Changing Scenario
-- K Ravichandran and DJE Ravithilagan
Increasing
competition in the business field, across the world, suggest that all businesses
must be more careful in their choice of strategies in order to remain competitive.
Organizations have realized that they must also derive competitive advantage from
the effective management of their people. This article focuses on the means to
improve the performance of the individual employee which results in the overall
improvement of the organization.
© 2007 IUP . All Rights Reserved
EMPLOYEE
ATTRITION Attrition
Management in BPO
-- A Srikant and Animesh Tyagi
BPO
companies have very different HR issues when compared to those in the brick and
mortar business. 24-hour working schedules, employment of women in night shifts,
higher levels of stress contribute to the already high attrition levels in the
software industry. An average Indian call center employee works with a company
for 11 months, where as an average UK call center employee stays in a company
for three years.
© 2007 IUP . All Rights Reserved
CASE
STUDY Motorola's
Turnaround : Ed Zander's `Culture Strategy'
-- Souvik Dhar, Vasanthi
Initially
founded as the Galvin Manufacturing Corporation in 1928, Motorola was known for
being the first to manufacture the hand-held radio and pager. It was the leading
manufacturer of cellular handsets and semiconductor chips. But the early 1990s
brought in a number of challenges for the company. The company did not envision
the surge in demand for digital products. Although, the then CEO Christopher Galvin
made attempts to revive the company, the results were not visible. Edward Zander
(Zander) was appointed as the CEO in 2003 to bring a new perspective into the
company. Zander reorganized the various units and increased the focus on the development
of new products. His strategies worked and the company climbed to the number two
spot in the cellular handset market with the introduction of the `Razr' V3 handset.
However, questions remain about the company's turnaround and the tough obstacles
that Zander could face in the future.
© 2006 IBS Case Development Center, Hyderabad. | 
