Monthly Archives: August 2005
Wish you all a happy blogday today !
Here are five blogs I think you should go check out:
Yes – By Marginalien
Today I got a mail from an ex-colleague asking me if he could use the endorsement I had written for him on Linkedin, on his resume.
And sure enough, in his attached resume there was a section titled “Endorsements for me on Linkedin.com” and there was my quote.
So has Linkedin fundamentally altered our concept of a resume? Or is my friend an experimentative innovator? If you were a hiring manager, how would you react to a resume with endorsements? Let me know.
And oh yes, if you are looking for a senior KM professional based in the UK/Europe my friend would be a great fit !
Santrupt Misra director, corporate human resources, Aditya Birla Group writes an article in the Financial Express, focusing on whether the Indian employees work motivation can be concluded on some data. I agree with him, but he doesn’t give some pointers on one crucial point – How can an organization increase employee engagement and create flow?
One of the pointers towards the work motivation levels within the organisation is the attrition rate . E.g., despite the war for talent, techie-specialists working for large software services brands appear to be rather loyal to their employers.
However, if people quit one organisation and join another in the same sector, e.g. BPO, then the attrition rates might not be a pointer to the workforce motivation levels within that organisation, as people normally quit because better compensation is always on offer elsewhere in a sector experiencing rapid growth. A random survey in Bangalore by leading HR consulting firm PeopleOne Consulting, found that the attrition rate in the BPO segment here is around 25-30%.
A Hay Group study says 30% of an organisation’s bottomline is locked in the discretionary effort of an employee. Through this effort, productivity levels can go up to 120% in jobs such as sales. And only engaged employees would put in this effort. While relatively low productivity in Indian firms can be cited as evidence of poor motivation, productivity is not a function of motivation alone. Skill levels and extent of automation too directly impact on productivity.
If the motivation level of employees in Indian firms is relatively low, it has also to be understood from a wider social context. People, in general, are exposed to a range of negative experiences, examples and emotions, e.g. natural calamities, man-made disasters, poverty etc. The general climate of gloom also has an adverse impact on people’s psyche. Yet, many Indian firms win coveted awards such as the Deming Prize. Many evidences indicate that Indian firms not only instill a sense of motivation, but also enhance and reinforce it, in spite of adverse challenges.
It is easy to condemn Indian firms on the ground that they have low levels of motivation, but their achievements are appreciated the world over. It is time we all learn to be proud of our own excellence.
The HBS Press honcho says
“HR (human resource) books are very popular in India and are in great demand,” said Mark Bloomfield, the associate publisher and world marketing in charge of Harvard Business School Press (HBSP).
“Blue Ocean Strategy”, co-authored by W. Chan Kim and Renee Mauborgne, continued to “sell like crazy”, Bloomfield said. It has had 29 translations worldwide and 140,000 copies of the English version have sold so far.Another HBSP title that has sold well in India, according to Bloomfield, is “The New Leader”, which is the British edition of “Primal Leader”, the original US version.He said HBSP was bringing out a new book by Richard Boyatzis and Anne McKee, titled “Resonant Leadership”. The company was also getting ready for a November release in India of “The Heart of Change Field Guide”, a tools and tactics manual for organisational change.Bloomfield said the largest number of buyers for HBSP editions in India were in Bangalore.Among the Indian authors on HBSP list are Nirmalya Kumar, Sumantra Ghoshal and C.K. Prahalad.
Whew ! I never realised that. Should I start writing a HR book now? Hey how about making this blog into a book. Would you pay to read my rants?
Help me understand this. Sify reports that
Leading IT (Information Technology) research and analysis firm Gartner today emphasised that the Indian IT companies should increase their delivery skills in industry specific Business Process Outsourcing (BPO).
Indian companies should build competencies for emerging verticals including retail, transportation and healthcare.
So how different is this kind of BPO from consulting? Or is this a curious hybrid? Delivery skills that give rise of consulting and advisory skills?
That seems to be the reverse route that firms like Accenture and IBM have taken to move from strategic advice to delivery. Will it work?