We are witnessing a trend - people are increasingly redefining success per their own terms. In a world of increasing pressure where lines between work time and non-work time are getting blurred, people are not looking at climbing the corporate ladder as the only way to define success. The advances in technology, booming econmies, outsourcing phenomenon are also throwing open many avenues that can be explored. Added to this is the fact that mid-life crisis is hiitng people at fairly younger ages compared to earlier times. Example 1: We haven't heard of 'Radio Jockey', 'Event Manager', 'Disc Jockey' as a profession ten years back in India; Example 2: Increasing number of people wanting to turn entrepreneurs; Example 3: People exploring other disciplines close to their heart while chucking the profession that they are educated in - Marketing pro's getting into Human Resources outsourcing business, Professionals turning to alternate careers to live their passion - Professionally trained doctors, engineers, managers becoming musicians in their own right, Professionals with a moral pinch towards society joining NGO's, Professionals saying enough is enough and getting to a remote place where they can do their bit to the society in a unhurried way.
All this seems to be marked by a quest for meaning in life; a purpose driven, enjoyable journey of life filled with passion towards a value/s that is cherished. 'Need for meaning' seems to be the drive and success is getting redefined from what it was - climbing the corporate ladder!
Sunday, March 18, 2007
Employer Brand Equity, Recruitment and Product Awareness
I use to wonder about the intricacies of linkage between a 'employer brand' and 'potential applicant pool' for jobs with a firm. No doubt, common sense implies that a well known product brand would lead to a high 'employer brand' resulting in a massive reach that can attract high potential applicant pool. Let's take the case 'Intel' or 'Microsoft' - two brands which a massive reach by virtue of their product branding - Intel inside and Microsoft Windows. Even a lay man having a first brush with a PC or Computer will know these brands. Imagine the reach among potential applicant pool for these companies, assuming all lay men in the world know the brand. Let's take the case of other companies - say a 'Texas Instruments' or a 'Broadcom'. They are definitely having an 'employer brand equity' of their own but to a lesser degree compared to an Intel or Microsoft. The products (chips, etc.,) of these companies get embedded into other products used by lay men and so do not get the mileage of product branding. The product branding reach of these companies is confined to segments of population which are exposed or deal with the products of these companies as part of their work. This results in a lesser 'brand equity' of these companies. These companies and their brand equity is known well in niche segments but not across the population range and so the impact on their potential applicant pool is directly proportional. These were my thoughts based on some thinking on feet.
The recruitment approaches that companies with a well known product brand and less known product brand need to adopt require to be different towards attracting the potential applicant pool of talent. Each company uses recruitment approaches based on their own framework and thniking within the organization and zeroes in on an approach based on hit and trial.
Now, here's some research based insights found at Centre for Advanced Human Resources Studies at Cornell University:
http://www.ilr.cornell.edu/depts/cahrs/downloads/PDFs/hrSpectrum/hrSpec06-10.pdf
Two strategies (approaches) are suggested by the researchers.
1. Companies can implement low information recruitment practices, recruitment sources that
provide only general queues and positive images of the company. For example, companies use general recruitment advertisements (e.g., posters or billboards on web pages that contain positive images and the company brand or logo) and sponsorship activities (e.g., sponsoring campus events or donating money for naming rights). Collins (one of the researchers) hypothesized that these low-info practices have their greatest effect on applicant behaviors when company product awareness is lower.
2. Companies can implement high-information recruitment practices, recruitment sources that contain details about the job and the company. Companies can provide more extensive information to job seekers through detailed ads (e.g., brochures, web sites) and through employee endorsements (e.g., interns or employees sharing information with job seekers through events on campus). Collins hypothesized that high-information recruiting
practices are significantly related to an applicant’s behaviors, when the company product awareness and corporate reputation are already high, because students will be motivated to seek out information about these more visible companies.
From a practical standpoint, this research suggests that recruiters must be careful to select
the recruitment practice strategy that best matches the extent to which job seekers are likely to be aware of their company based on its products or services.
The recruitment approaches that companies with a well known product brand and less known product brand need to adopt require to be different towards attracting the potential applicant pool of talent. Each company uses recruitment approaches based on their own framework and thniking within the organization and zeroes in on an approach based on hit and trial.
Now, here's some research based insights found at Centre for Advanced Human Resources Studies at Cornell University:
http://www.ilr.cornell.edu/depts/cahrs/downloads/PDFs/hrSpectrum/hrSpec06-10.pdf
Two strategies (approaches) are suggested by the researchers.
1. Companies can implement low information recruitment practices, recruitment sources that
provide only general queues and positive images of the company. For example, companies use general recruitment advertisements (e.g., posters or billboards on web pages that contain positive images and the company brand or logo) and sponsorship activities (e.g., sponsoring campus events or donating money for naming rights). Collins (one of the researchers) hypothesized that these low-info practices have their greatest effect on applicant behaviors when company product awareness is lower.
2. Companies can implement high-information recruitment practices, recruitment sources that contain details about the job and the company. Companies can provide more extensive information to job seekers through detailed ads (e.g., brochures, web sites) and through employee endorsements (e.g., interns or employees sharing information with job seekers through events on campus). Collins hypothesized that high-information recruiting
practices are significantly related to an applicant’s behaviors, when the company product awareness and corporate reputation are already high, because students will be motivated to seek out information about these more visible companies.
From a practical standpoint, this research suggests that recruiters must be careful to select
the recruitment practice strategy that best matches the extent to which job seekers are likely to be aware of their company based on its products or services.
Stock Options
Here's an insight that firms cannot ignore. Centre for Advanced Human Resources Studies at Cornell University have come up with a research based study indicating the value placed by employees on stock options.
http://www.ilr.cornell.edu/depts/cahrs/downloads/PDFs/hrSpectrum/HRSpec02-07.pdf
With the change in accounting standards and the necessity to expense stock options by a company, stock options plans are either being tweaked to lessen the expense or various other forms of long term incentive plans are being thought of. The research implication is that companies may have employee turnover problem if they think that employees place less value on stock options. Great insight for C and B professionals while they are in the process of relooking at tweaking existing options or considering alternatives.
http://www.ilr.cornell.edu/depts/cahrs/downloads/PDFs/hrSpectrum/HRSpec02-07.pdf
With the change in accounting standards and the necessity to expense stock options by a company, stock options plans are either being tweaked to lessen the expense or various other forms of long term incentive plans are being thought of. The research implication is that companies may have employee turnover problem if they think that employees place less value on stock options. Great insight for C and B professionals while they are in the process of relooking at tweaking existing options or considering alternatives.
Change of Title
Given the matter I was posting (professional and personal insights - are they separate?), I felt a need for making the blog title appropriate to the content. I am a human being first and a learning/thinking HR & OD professional in the process of being and becoming. So, this blog site will contain material insights which are a a result of my encounters in life as a human being and as a HR/OD professional. To reflect this spirit, I have renamed my blog as 'Encounter and Insights'.
Counter
I have added a counter to my blogpage. Is it important that I know about how many are viewing my blogpage? I think 'yes' since a blog page is not only a means of self expression but also should lead to interactive learning through exchange of views. Having a counter helps in knowing how many have visited the site out of which, how many have contributed in my learning by posting their comments.
Motivational needs - are they different in different business models?
Some professionals think that motivational needs are different in a 'software services' org compared to a 'software product' org. I think that motivational needs can be the same in both kinds of organizations. The reason - Motivation is individual specific and the impact of business models followed by different organizations will have very less impact. Let's take Maslow's hierarchy of needs - are they not relevant to an individual in both kinds of organizations? They are, period.
Here are couple of examples:
Variety in job - professionals (knowledge workers) want this irrespective of whether they are in a service or product organization. We do receive requests for change of projects in a services org or change of products in a product org; on which individuals work as they want variety!
Compensation - Is it not the need to get appropriate, equitable and proportionate compensation for the job being done, whether it's a service org or product org?
Recognition - Professionals in both kinds of organizations want this. Need to travel overseas (Of course, it's changing now as many want to stay in India) - can also be seen as a recognition that professionals want from peers, family members and society!
Esteem needs - Professionals in both organizations want growth - be it vertical or horizontal!
The motivational needs may vary from person to person and at different times within a services org or product org.
Here are couple of examples:
Variety in job - professionals (knowledge workers) want this irrespective of whether they are in a service or product organization. We do receive requests for change of projects in a services org or change of products in a product org; on which individuals work as they want variety!
Compensation - Is it not the need to get appropriate, equitable and proportionate compensation for the job being done, whether it's a service org or product org?
Recognition - Professionals in both kinds of organizations want this. Need to travel overseas (Of course, it's changing now as many want to stay in India) - can also be seen as a recognition that professionals want from peers, family members and society!
Esteem needs - Professionals in both organizations want growth - be it vertical or horizontal!
The motivational needs may vary from person to person and at different times within a services org or product org.
Placement season at IIMs
Wordless! Yes, I was wordless when I recently visited IIMs (among the best of business schools in world) for recruiting bright and freshly (about to be) minted MBAs. Given the way, placement is organized, 'Slot 0' and 'Slot 1' witnessed more than 30 companies visiting on each day. It was amazing to see the students applying and attending interviews at all 30 companies visiting during the day - what happened to 'focus' and 'prioritization' which a manager is supposed to do? When we asked some students whom we interviewed, they gave vague answers reflecting their insecurity of obtaining a job or taking an approach of 'throw a stone and it will hit somewhere'. This is alarming to note that no focussed thinking and focussed approach is being practiced by these students. Are they not aware of the demand-supply gap in the market and that they would land a job of their choice, given their credentials and the reputation of their school OR Is it a case of not having confidence OR Is it a case of complacency given the demand-supply gap and the assurance of getting a job OR Do they not want to exercise their will and choice and accept whatever job comes their way by following 'throw a stone' approach?
Now, for the stats, it's a known fact that many engineers from the best of the technology campuses opt and obtain admission to IIMs. Being from a Hi-Tech company, we were specifically looking for people with a basic degree in engineering as solid fundamentals in engineering would be useful for them to add value and contribute in a 'strategic marketing' role in a High-Tech company. It was shocking to see that the fundamentals when tested, were either sketchy or the students have not kept themselves abreast of their basic field of specialisation at their undergraduate level. Are they not being taught or don't they realise that constant learning is the name of the game? I shudder to think of what's going to happen in future to these who bade good bye to learning OR Do they realise it the hard way and start from scratch?
Let me state that there are exceptions among the students - who do not fall under anything described above - but they are few and we chose to offer jobs to them:-)
Now, for the stats, it's a known fact that many engineers from the best of the technology campuses opt and obtain admission to IIMs. Being from a Hi-Tech company, we were specifically looking for people with a basic degree in engineering as solid fundamentals in engineering would be useful for them to add value and contribute in a 'strategic marketing' role in a High-Tech company. It was shocking to see that the fundamentals when tested, were either sketchy or the students have not kept themselves abreast of their basic field of specialisation at their undergraduate level. Are they not being taught or don't they realise that constant learning is the name of the game? I shudder to think of what's going to happen in future to these who bade good bye to learning OR Do they realise it the hard way and start from scratch?
Let me state that there are exceptions among the students - who do not fall under anything described above - but they are few and we chose to offer jobs to them:-)
Saturday, March 17, 2007
Efficiency - the starting step for HR before any dreams
My humble experience - It's futile to dream a strategic role for HR without succeeding at the first step of gaining credibility by keeping promises and improving efficiency of the existing HR processes. Transformation of the role of HR within an organization can be attempted with high probability of success, once efficiencies of existing processes are improved. If it's the contrary, then it's like building a castle in air!
'Efficiency before Effectiveness' need to be the mantra for attempting transformation of HR in organizations where HR is looked at as a bureacratic hurdle to cross. Improving efficiency, ofcourse after suitaby tweaking irrelevant HR processes would result in a perceptual positive shift about HR among line managers and top management. HR professionals need to be seen as adding vaue to the existing processes before aiming for a role at strategic partnering.
The point for transforming HR is when the line managers start mentioning about how things have improved in HR. In the humble experience of your's truly, all attempts at transforming HR have resulted in exciting results when interventions are given a push at this point - may be this is a 'Tipping Point' for transforming HR.
'Efficiency before Effectiveness' need to be the mantra for attempting transformation of HR in organizations where HR is looked at as a bureacratic hurdle to cross. Improving efficiency, ofcourse after suitaby tweaking irrelevant HR processes would result in a perceptual positive shift about HR among line managers and top management. HR professionals need to be seen as adding vaue to the existing processes before aiming for a role at strategic partnering.
The point for transforming HR is when the line managers start mentioning about how things have improved in HR. In the humble experience of your's truly, all attempts at transforming HR have resulted in exciting results when interventions are given a push at this point - may be this is a 'Tipping Point' for transforming HR.
Friday, March 16, 2007
Favourite weblinks
True to my intention when I started this blog, I want to go ahead and write stuff related to HR & OD fields. To make things clearer for posting, I have been creating the favourite web links at a different place on this blog site, rather than in the main body. That's where the place is for links. Isn't it? Yes! The links, though favourite cannot take the place of the blogging that I intend to do:-)
Now is the turn to write :-) My next post, in another minute will be the starting step in that direction. I promise.
Now is the turn to write :-) My next post, in another minute will be the starting step in that direction. I promise.
Sunday, August 08, 2004
Discover Human Resources Management and Organization Development
This blogspot will provide a compilation of articles, weblinks in the exciting field of Human Resources Management and Organization Development. In future, I will be posting my articles over here.
Here's a link to some excellent web sites with lots of informative and educative material :
Motivation, Self-Esteem etc.,
http://www.stanford.edu/~davies/deme-principles.pdf
'What is' and Why of Self-Esteem http://www.seal.org.uk/articles/pdf/Roger_Mills_Health.pdf
Creativity, Lateral Thinking et al :
http://www.brainstorming.co.uk/tutorials/creativethinkingcontents.html
http://www.edwarddebono.com/Default.php
http://www.edwdebono.com/
Creativity Self-Assessment Scan http://www.creax.com/csa
Mind, Self Development, Personal Development :
Transforming the Mind http://www.trans4mind.com/download1.html
Articles by Stephen Covey http://www.franklincovey.com/foryou/articles/index.html
Neuro Linguistic Programming http://www.mindmasters.org/nlp_doc.pdf; http://www3.mistral.co.uk/bradburyac/nlplinx.html
http://www.authentichappiness.org
Leadership :
Index of Leadership Tips http://prism.troyst.edu/~studorg/Leadership%20Tips/
Articles on Leadership, Strategy, Teamwork http://www.affinitymc.com/articles-archives.html
http://leadcoach.com/archives/e-journal/
The Ecology of Leadership - Peter Senge http://www.pfdf.org/leaderbooks/l2l/fall96/senge.html
Training, Learning, Instructional Technology :
Brent Wilson's Learning and Instructional design http://carbon.cudenver.edu/~bwilson/
Prof David Merill, Utah State University http://www.id2.usu.edu/
Non-Verbal Dictionary http://members.aol.com/nonverbal2/entries.htm
Peer Conflict Coaching http://www.mediate.com/articles/noble5.cfm
Meta Learning - Teaching Styles
http://coehp.boisestate.edu/LROGIEN/Models%20of%20Teaching.htm
Designing Technical Training http://pages.prodigy.net/pblair/ttthome.htm
Career Planning, Career Development, Succession Planning :
Career Anchors Revisited : Implications for Career Development in 21st Century - Edgar Schein http://www.solonline.org/repository/download/10009.html?item_id=507557
Coaching :
http://www.passionforbusiness.com/error.htm
Confidentiality Agreements for Coaching
http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=c48630264d982711486fb5becea20f2d&lat=1094390016&hm___action=http%3a%2f%2fwww%2econsum%2dmate%2ecom%2fagree%2ehtm
http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=23361305235afe8f5db0e1d48ee88f16&lat=1094390016&hm___action=http%3a%2f%2fwww%2emycoachnet%2ecom%2fagreement%2epdf http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=74cff36167811cb04bfe37cb0a709ca6&lat=1094390016&hm___action=http%3a%2f%2fwww%2esolidcoaching%2ecom%2fConfidentiality%2edoc http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=a2ddad3f26bd0c1a41a132383578e0cf&lat=1094390016&hm___action=http%3a%2f%2fwww%2etranquillelifecoaching%2eco%2euk%2fcoaching_agreement%2ehtm http://www.solidcoaching.com/coaching_forms.asp
Coaching Management Software http://www.ClientCompass.com
The Alexander technique http://www.alexandertechnique.com/
Magazines :
Publications from Boston Consulting Group http://www.bcg.com/publications/publications_splash.jsp
Publications from Bain & Company http://www.bain.com/bainweb/publications/publications_overview.asp
Ideas from Monitor Group http://www.monitor.com/cgi-bin/iowa/ideas
Perspectives from Mercer Management Consulting http://www.mercermc.com/defaultFlash.asp?section=Perspectives
Gartner Consulting http://www4.gartner.com/Init
Publications from AT Kearney http://www.atkearney.com/main.taf?p=5
Focus E-Zine from CapGemini http://community.capgemini.com/focus/
Articles from Marakon Associates http://www.marakon.com/
Issues and Perspectives from Ernst & Young http://www.ey.com/GLOBAL/content.nsf/International/Issues_and_Perspectives
Resource Library from Hewitt Associates http://was4.hewitt.com/hewitt/resource/index.htm
Knowledge center from Mercer Human Resources Consulting http://www.mercerhr.com/
Publications from Towers Perrin http://www.towersperrin.com/hrservices/global/default.htm
Publications from Roland Berger http://www.rolandberger.com/company/en/html/fs2.html
Publications from LEK Consulting http://www.lek.com/ideas/publicationListing.asp?PageTypeID=7
Perspectives from Diamond Cluster International http://www.diamondcluster.com/Ideas/Perspectives.asp
India Today http://www.indiatoday.com/itoday/index.html
News channels :
The Hindu http://www.hinduonnet.com/
The Times of India http://timesofindia.indiatimes.com/
NDTV http://www.ndtv.com/homepage/default.asp
Miscellaneous :
NASA Public Lessons Learned System Database http://llis.nasa.gov/llis/plls/index.html
Academy of Achievement - A Museum of Living History http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=1a1d4d1acf541a18b48aef36706eaae9&lat=1092303188&hm___action=http%3a%2f%2fwww%2eachievement%2eorg
Here's a link to some excellent web sites with lots of informative and educative material :
Motivation, Self-Esteem etc.,
http://www.stanford.edu/~davies/deme-principles.pdf
'What is' and Why of Self-Esteem http://www.seal.org.uk/articles/pdf/Roger_Mills_Health.pdf
Creativity, Lateral Thinking et al :
http://www.brainstorming.co.uk/tutorials/creativethinkingcontents.html
http://www.edwarddebono.com/Default.php
http://www.edwdebono.com/
Creativity Self-Assessment Scan http://www.creax.com/csa
Mind, Self Development, Personal Development :
Transforming the Mind http://www.trans4mind.com/download1.html
Articles by Stephen Covey http://www.franklincovey.com/foryou/articles/index.html
Neuro Linguistic Programming http://www.mindmasters.org/nlp_doc.pdf; http://www3.mistral.co.uk/bradburyac/nlplinx.html
http://www.authentichappiness.org
Leadership :
Index of Leadership Tips http://prism.troyst.edu/~studorg/Leadership%20Tips/
Articles on Leadership, Strategy, Teamwork http://www.affinitymc.com/articles-archives.html
http://leadcoach.com/archives/e-journal/
The Ecology of Leadership - Peter Senge http://www.pfdf.org/leaderbooks/l2l/fall96/senge.html
Training, Learning, Instructional Technology :
Brent Wilson's Learning and Instructional design http://carbon.cudenver.edu/~bwilson/
Prof David Merill, Utah State University http://www.id2.usu.edu/
Non-Verbal Dictionary http://members.aol.com/nonverbal2/entries.htm
Peer Conflict Coaching http://www.mediate.com/articles/noble5.cfm
Meta Learning - Teaching Styles
http://coehp.boisestate.edu/LROGIEN/Models%20of%20Teaching.htm
Designing Technical Training http://pages.prodigy.net/pblair/ttthome.htm
Career Planning, Career Development, Succession Planning :
Career Anchors Revisited : Implications for Career Development in 21st Century - Edgar Schein http://www.solonline.org/repository/download/10009.html?item_id=507557
Coaching :
http://www.passionforbusiness.com/error.htm
Confidentiality Agreements for Coaching
http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=c48630264d982711486fb5becea20f2d&lat=1094390016&hm___action=http%3a%2f%2fwww%2econsum%2dmate%2ecom%2fagree%2ehtm
http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=23361305235afe8f5db0e1d48ee88f16&lat=1094390016&hm___action=http%3a%2f%2fwww%2emycoachnet%2ecom%2fagreement%2epdf http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=74cff36167811cb04bfe37cb0a709ca6&lat=1094390016&hm___action=http%3a%2f%2fwww%2esolidcoaching%2ecom%2fConfidentiality%2edoc http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=a2ddad3f26bd0c1a41a132383578e0cf&lat=1094390016&hm___action=http%3a%2f%2fwww%2etranquillelifecoaching%2eco%2euk%2fcoaching_agreement%2ehtm http://www.solidcoaching.com/coaching_forms.asp
Coaching Management Software http://www.ClientCompass.com
The Alexander technique http://www.alexandertechnique.com/
Magazines :
Publications from Boston Consulting Group http://www.bcg.com/publications/publications_splash.jsp
Publications from Bain & Company http://www.bain.com/bainweb/publications/publications_overview.asp
Ideas from Monitor Group http://www.monitor.com/cgi-bin/iowa/ideas
Perspectives from Mercer Management Consulting http://www.mercermc.com/defaultFlash.asp?section=Perspectives
Gartner Consulting http://www4.gartner.com/Init
Publications from AT Kearney http://www.atkearney.com/main.taf?p=5
Focus E-Zine from CapGemini http://community.capgemini.com/focus/
Articles from Marakon Associates http://www.marakon.com/
Issues and Perspectives from Ernst & Young http://www.ey.com/GLOBAL/content.nsf/International/Issues_and_Perspectives
Resource Library from Hewitt Associates http://was4.hewitt.com/hewitt/resource/index.htm
Knowledge center from Mercer Human Resources Consulting http://www.mercerhr.com/
Publications from Towers Perrin http://www.towersperrin.com/hrservices/global/default.htm
Publications from Roland Berger http://www.rolandberger.com/company/en/html/fs2.html
Publications from LEK Consulting http://www.lek.com/ideas/publicationListing.asp?PageTypeID=7
Perspectives from Diamond Cluster International http://www.diamondcluster.com/Ideas/Perspectives.asp
India Today http://www.indiatoday.com/itoday/index.html
News channels :
The Hindu http://www.hinduonnet.com/
The Times of India http://timesofindia.indiatimes.com/
NDTV http://www.ndtv.com/homepage/default.asp
Miscellaneous :
NASA Public Lessons Learned System Database http://llis.nasa.gov/llis/plls/index.html
Academy of Achievement - A Museum of Living History http://65.54.187.250/cgi-bin/linkrd?_lang=EN&lah=1a1d4d1acf541a18b48aef36706eaae9&lat=1092303188&hm___action=http%3a%2f%2fwww%2eachievement%2eorg
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