Sunday, March 18, 2012

How to write E-mail

E-mail Guidelines

E-mail: Inbox

To:

All members of staff

From:

Jennifer Ranford <j.ranford@firm.com>

Date:

18 March 2012

Subject:

E-mail Writing Guidelines

Subjects
Give the message a subject/title. E-mail messages without a subject may not be opened because of a fear of viruses and especially note that it is very easy to forget to type this important information.
Subject contents
Keep the subject short and clear but avoid such headings as:
‘Good News’, ‘Hello’, ‘Message from Mary’. These headings are common in messages containing viruses. Short but specific headings are needed,

e.g. Order No. 2348X
Delayed Shipment
Laboratory Equipment Order
Greetings
Start the message with a greeting so as to help create a friendly but business-like tone. The choice of using the other name versus the surname will depend on who you are writing to. If you have communicated with the receiver previously and he/she is at a similar level to you, then the use of the other name would be appropriate. If the receiver is more senior to you, or if you are in doubt, it would be safer (particularly in the first communication) to use the person’s surname/family name together with a title,
e.g. Dear Mr Smithson, Dear Ms Stringer.

It is also becoming quite common to write the greeting without a comma,
e.g. Dear Miss Lawson
e.g. Dear KK
Purpose
Start with a clear indication of what the message is about in the first paragraph.
Give full details in the following paragraph(s).
Make sure that the final paragraph indicates what should happen next.
e.g. I will send a messenger to your office on Tuesday morning to collect the faulty goods.
e.g. Please let me have your order by the beginning of the month.
Action
Any action that you want the reader to do should be clearly described, using politeness phrases. Subordinates should use expressions such as 'Could you...' or ' I would be grateful if...'. Superior staff should also use polite phrases, for example, 'Please...'.
Attachments
Make sure you refer, in the main message, to any attachments you are adding and of course make extra sure that you remember to include the attachment(s). As attachments can transmit viruses, try not to use them, unless you are sending complicated documents. Copy-and-paste text-only contents into the body of the e-mail. If you use an attachment, make sure the file name describes the content, and is not too general; e.g. 'message.doc' is bad, but 'QA Report 2012.doc' is good.
Endings
End the message in a polite way. Common endings are:
Yours sincerely, Best regards, Best wishes, Regards,
If you did not put a comma after the greeting at the beginning of the message, then do not put a comma after the ending either,
e.g. Best wishes
e.g. Regards
Names
Include your name at the end of the message. It is most annoying to receive an email which does not include the name of the sender. The problem is that often the email address of the sender does not indicate exactly who it is from, e.g. 0385915d@polyu.edu.hk

Please follow these guidelines with all e-mail messages that you send.

Kind regards
Jennifer Ranford
Human Resources Manager

Activity

Instructions

Send


E-mail: Compose
To:	Jennifer Ranford <j.ranford@firm.com>
From:
Date:	18 March 2012
Subject:
Thank you for your message about how to write e-mails. As I am a new member of staff, it is very helpful to know our company style. I wonder if you could help me with one aspect of e-mails: English names. I am confused about short forms of English names. Some staff call me 'Bill'. I know, for example, that 'Jen' and 'Jenny' are short for 'Jennifer'. I include a list of names that I am not sure about. Thank you. Trainee
Attachments:

Feedback

E-mail: Inbox
To:	Click here >
From:	Jennifer Ranford <j.ranford@firm.com>
Date:	18 March 2012
Subject:	Re: E-mail Writing Guidelines
Dear Bill Thank you for your e-mail. I think that you need to re-read my instructions about how to write an e-mail. Here are some comments: You should include your e-mail address in the 'From:' box. I had to look up your name in the personnel directory, which was not convenient. You forgot to include a subject heading. See Point 1 in my message. As I am your boss, I would prefer you to address me as 'Ms. Ranford'. See Point 3 in my message. Please give the reader accurate instructions about exactly what you want him or her to do. Don't just hint. When making a request to a boss, use a politeness expression, such as 'Could you...' See Point 5 in my message. In our relationship, the most suitable phrase to use is 'Regards'. See Point 7 in my message. Please give your full name in the sign off. This is because we have not met, so you should be formal. Later you can sign yourself 'William'. See Point 8 in my message. Please show me that you understand this advice by editing and then re-sending me your message. Kind regards Jennifer Ranford Human Resources Manager

Basic Job of a HR Manager in an Organization

Basic Job of a HR Manager in an Organization

 Designation : HR Manager
 Department : Human Resources
 Core Responsibilities : HR related
 Reporting To :

RESPONSIBILITIES:

Recruitment

 Collecting the requirements from each department regarding their HR requirement and updating them with the manpower status report at regular scheduled intervals.
 Screening and short-listing resumes and forwarding the same to the concerned department/departments followed by scheduling interviews for the prospective candidates as per the convenience of the Management.
 Once the selection process is over, segregating the resumes and filing them in the respective folders if they are under hold or not considered.

Offer Letter

 Preparation of Offer Letters depending on the CTC agreed to by the management and the prospective employee.
 The Offer Letter to be given to the selected candidate and a mail sent to the ED (Executive Directors) for his reference.
 Once the candidate confirms his joining, an Appointment Letter shall be issued which is duly signed by the HR Department. A copy is sent to the ED (Executive Directors) for his reference.

Orientation for New Employees

 The newly-joined employee shall be given orientation training regarding the company and the departments, and the employee will be accompanied by an HR Team member for a formal introduction to all the departments.

Salary Statements

 Collecting the Attendance Sheets
 Preparing a consolidation of working hours
 Collecting applicable deductions of employees from the Accounts Department
 Collecting mobile deductions from the Accounts Department
 Preparing Salary Statements
 Submit the Salary Statements to the Accounts Department for payment in cash or through bank.

ID Cards/Bank Application/Visiting Cards

 Collecting three photographs from the newly-joined employee; one for the ID card/ Two for Bank Application/Two photo for his/her personal file.
 After getting the ID card, the bank application with a copy of ID card will be submitted to the Accounts Department for opening Bank Accounts.

Monitoring Attendance

 Attendance of the employees will be taken from the Access Machine and monitored on a twice-a-week basis. Late arrivals monitoring and inform the ED (Executive Directors) for follow-up action to be taken in some cases, if any.
 Overtime monitoring and taking necessary approval from the department head.
 Monitoring the Staff Movement register

Security

 Monitoring the Security Guards
 Maintaining the attendance and issues dealing with the security outsourcing company.
 Maintaining visitors’ access cards at Security.

Manpower Update

 Maintain and update the manpower requirement of the Customer Service Agents team and other related departments and send the necessary update schedules on a weekly basis to the concerned heads.

Pantry /Housekeeping Materials Control

 Maintain and monitor coffee/tea refreshments and ordering the requirements of pantry and housekeeping material as and when required.
 Addressing and attending to complaints regarding office equipments including A/C maintenance etc.

Asset Logging

 Maintain & monitor the resources and assets and of the company and logging the same as well as maintaining a register.
 Issuing the resources/assets when a new employee joins the company
 Recovering the resources/assets when employees are leaving the company

Scheduling Office Boys

Preparing the office boys’ schedule and sort out the problems in Housekeeping
 Monitoring the daily schedule for office boys

Employees Database

 Prepare individual database for the employees
 Prepare individual files for all the employees at Sholapur/Pune locations
 Update all individual files as and when required
 Coding the employees as per their entity and department-wise.

Filing System

 Individual filing index for all the departments
 Maintenance of files for all the external correspondence
 Maintenance of files for all inter-office memorandums

Internal Memoranda

 Preparing and maintaining internal memoranda as and when required by the Management.

Correspondence

 Internal correspondence between the Head Office (Sholapur) / Pune Office
 Coordinating with outsourcing companies for security and housekeeping
 Coordinating with manpower consultants
 Issuing Experience Certificates and Relieving Letters

Appraisals

 Preparing Performance Appraisal reports for probationary employees
 Preparing and collecting self-appraisal forms and updating the Management through department heads.
 Filing the appraisal forms in respective files for annual increments.

Increments

 Preparing annual increment updates and review increment updates as per the Management’s requirement

Incentives

 Calculating incentives for eligible departments as per the Management decision and updating the Management in this regard on a quarterly basis.

List of Holidays

 Preparing the List of Holidays applicable during the year
 Sending inter-office memoranda during holidays after confirmation from the Management.

Leaves & Permission Monitoring

 Monitoring the leaves receiving through e-mail or in writing and routing them to the concerned Department Head.
 Maintaining a register for the leaves received through phone intimation
 Monitoring & maintaining the Leaves & Permissions Register

Roles & Responsibilities

 Collecting and Preparing the roles and responsibilities of the employees and updating the management and make necessary amendments as and when required

Internal Transfer

 Monitoring Internal Transfer of the Customer Service Agent from one process to another process and within the office (Sholapur) as well as to the Pune Office.

Creation of E-mail IDs

 Coordinate with the System Administrator for creation/deletion of intranet Email IDs of employees.

Stationery Control

 Collecting the stationery requirement of the employees
 Order the stationery as per the requirement
 Maintaining the Stationery Register and update accordingly
 Keep track of stationery movement

Employee Grievances

 Addressing and attending to the employee grievances towards effective resolution within a stipulated time as well as discuss with the Management for intervention if necessary.

TALENT MANAGEMENT in an Organization

The Talent Review meeting is an important part of the overall talent management process; it is designed to review the performance and career potential of employees, to discuss possible vacancy risks of current employees, to identify successors and top talent in the organization, and to create development action plans to prepare employees for future roles in the organization. "This is what talent management is all about — gathering information about talent, analyzing their career interests and organizational business needs, identifying top talent and successes, and developing these individuals to reduce the risk of losing the best people and experiencing extensive leadership gaps when turnover occurs."

TALENT MANAGEMENT

The skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.Talent management is also known as HCM (Human Capital Management).

Talent Review

To develop a clear talent management strategy and to increase awareness of available talent and successors, all organizations should conduct regular Talent Review meetings to be prepared for a variety of business changes, such as mergers, company growth, or a decrease in talent needs. In the same way that all companies have regular meetings and reports regarding their financial status and budgetary needs, the Talent Review meeting is designed to review the current talent status and future successor needs in the organization.

Competencies and Talent Management

This term "talent management" is usually associated with competency-based management. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors). Older competency models might also contain attributes that rarely predict success (e.g. education, tenure, and diversity factors that are illegal to consider in relation to job performance in many countries, and unethical within organizations). New techniques involve creating a Competency architecture for the organization that includes a Competency dictionary to hold the competencies in order to build job descriptions.

HR professionals and line managers need talent management insights to know more about their people and make better decisions faster. They have information that they need to know:

How can we align individual goals to team and organizational goals?

Who are my highest performers and what are their career paths?

What is my best source of hire and how can I better focus my recruiting efforts?

Who are my future leaders and how can I effectively foster their development?

Who requires a higher merit increase to avoid turnover risk and business disruption?

Who are my top internal and external candidates if my VP of operations leaves?

Who needs additional development before they can assume greater responsibility?

TALENT INTELLIGENCE KNOWS.

Talent management is the last major business function to be automated with comprehensive data capture and analytics. As a result, many companies know more about their laptops than their people. Taleo provides the talent intelligence required to precisely align people with the business.

According to the McKinsey Quarterly article Why multinationals struggle to manage talent, companies that have overcome this knowledge gap are out-performing their competitors by as much as 40 percent higher profitability per employee. The Bersin & Associates Talent Management Factbook cites 26 percent higher revenue per employee and 41 percent less turnover in high performing staff.

Talent intelligence is the insight companies need to capitalize on their most critical asset – their people. Talent intelligence gives companies the ability to capture meaningful information on people so managers gain the insight they need to act on it and drive better business performance.

TALENT MANAGEMENT SOLUTIONS AND PROCESSES

Workforce cost is the largest category of spend for most organizations. Optimization of your talent management processes provides the immediate workforce visibility and insights your company needs to significantly improve your bottom line.

Recruiting, performance, compensation, learning and development, and succession management solutions tied to analytics provide the processes and information to attract, engage, reward, and develop a high performance workforce.

Many organizations struggle to achieve talent intelligence because of disconnected HR processes and technology. Advanced talent management software uses integration on a single talent management platform to provide line managers with the information they need on a web browser.

LEADING ORGANIZATIONS USE TALENT MANAGEMENT SOLUTIONS

Leading organizations rely on talent management solutions and services to acquire, onboard, manage, engage, develop, and reward talent while significantly reducing process costs, improving quality of hire, reducing risk, and achieving higher levels of performance. Here is the bottom line:

Your organization’s success is powered by your people.

The quality of your people is a competitive differentiator.

Talent management software drives higher business performance.

Talent management systems and processes with talent intelligence provide the insights managers need to have the right talent doing the right work at the right time. That’s how talent truly drives better business performance.

Basic Needs of a HR Manager

A Following things are the import aspect of a HR Manager . He/She must know the following things So,it has to be considered as basic needs of a HR Manager.

Accidents

ADA (Disabilities)

Addresses and Contacts

Administrative Exemption

Advertising

Affirmative Action

Age Discrimination

AIDS and Disease

Alcohol and Drugs

Aliens and Immigration

Application Forms

Apprenticeship Training

Athletics

Attendance

Audits

Background Checks

Benefits

Bonus Payments

Bulletin Boards

Business/ Travel Expenses

Callback/Report-In Pay

Child Care/Daycare

Child Labor

Civil Rights

COBRA (Health Insurance Continuation)

Communication

Commuting

Compensation Administration

Complaints and Investigations

Computer Professional Exemption

Consumer Price Index

Contingent Workers

Counseling Services/ EAPs

Credit Unions

Death in Family

Death of Employee

Deductions from Pay

Designing Base Pay

Disabilities (ADA)

Disability Insurance

Discipline

Disease

Diversity

Domestic Partner Benefits

Dress Codes

E-mail and Internet

Electronic Monitoring

Emergencies

Emergency Closings

Employee Associations

Employee Attitude

Employee Communications

Employee Handbooks

Employment Agencies

Employment Contracts

Employment Practices Liability Insurance

Equal Pay/Comparable Worth

Ergonomics

ERISA

Ethics

Executive Exemption

Exempt Personnel

Exit Interviews

Facilities

Fair Labor Standards Act (FLSA)

Fire Drills

First Aid

Flexible Benefits/ Cafeteria Plans

FMLA (Leave of Absence)

Gambling

Garnishment

Government Contractors

Grievances

Group Leaders

Health Information Privacy (HIPAA)

Health Insurance Continuation (COBRA)

Healthcare Benefits

Healthcare Insurance

Hiring

Holidays

Homeworkers/ Telecommuting

Hours of Work

HR Audit Checklists

HR Audits

HR Metrics

HR Strategy

HRIS

Incentive Compensation

Independent Contractors

Internships

Interviewing (Pre-employment Inquiries)

Job Analysis

Job Descriptions

Job Evaluation

Job Posting

Job Pricing

Jury Duty/ Court Appearance

Laws & Regulations

Layoff

Leadership

Leave of Absence (FMLA)

Lie Detector Tests

Life Insurance

Living Wage

Loans

Long-Term Care

Mail Handling

Maternity and Pregnancy

Medical Treatment

Mentoring

Metrics

Mileage Allowance

Military Service (USERRA)

Minimum Wage

Moonlighting

Motor Vehicles

Moving Expenses/ Relocation

National Origin Discrimination

NLRA

Notices (Posting)

Office Parties

Orientation

OSHA

Overtime

Part-Time Employees

Patent Agreements

Paychecks

Payroll

Performance Appraisal

Personal Leave

Personnel Manuals

Personnel/ HR Associations

Personnel/ HR Management

Physical Exams

Political Activity

Pre-Employment Inquiries (Interviewing)

Prevailing Wages

Privacy

Probationary Periods

Professional Development

Professional Exemption

Racial Discrimination

Records

Recruiting

References

Relative's Employment

Religious Discrimination

Rest Periods

Retaliation

Retention

Retirement

Retirement Savings/(k)

Right to Know/ Hazard Communication

Safety and Health

Salaried Employee

Sales Personnel Exemption

Security

Selection and Testing

Seniority

Severance Pay

Sex Discrimination

Sexual Harassment

Shift Operation

Sick Leave

Smoking

Social Security/Medicare

Solicitation

State Law Resources

Statistics

Strategic Planning

Strategy

Succession Planning

Suggestion Systems

Team Building

Telephones

Termination (with Discharge)

Time-Keeping

Training

Travel Time

Tuition Assistance

Turnover

Unemployment Compensation

Unions

USERRA (Military Service)

Vacations

Vietnam Vets/ Veterans

Violence in the Workplace

Visas

Wage and Hour Investigations

War and Terrorism

Welfare and Pension Reports

Wellness

Withholding

Work/Life

Worker's Compensation
If you like this post don't forget to command and share it in your social network sites. One second thanks for reading this article.Have a great moment.

HR - Sexual Harassment And Prevention Training

What is Sexual Harassment ?

The EEOC has defined sexual harassment in its guidelines as:

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical

conduct of a sexual nature when:

· Submission to such conduct is made either explicitly or implicitly a term or

condition of an individual's employment, or

· Submission to or rejection of such conduct by an individual is used as a basis

for employment decisions affecting such individual, or

· Such conduct has the purpose or effect of unreasonably interfering with an

individual's work performance or creating an intimidating, hostile, or

offensive working environment.

Unwelcome Behavior is the critical word. Unwelcome does not mean "involuntary."

A victim may consent or agree to certain conduct and actively participate in it even

though it is offensive and objectionable. Therefore, sexual conduct is unwelcome

whenever the person subjected to it considers it unwelcome. Whether the person in

fact welcomed a request for a date, sex-oriented comment, or joke depends on all the

circumstances.

Source: Preventing Sexual Harassment (BNA Communications, Inc.) SDC IP .73
1992 manual
Sexual harassment includes many things...
· Actual or attempted rape or sexual assault.
· Unwanted pressure for sexual favors.
· Unwanted deliberate touching, leaning over, cornering, or pinching.
· Unwanted sexual looks or gestures.
· Unwanted letters, telephone calls, or materials of a sexual nature.
· Unwanted pressure for dates.
· Unwanted sexual teasing, jokes, remarks, or questions.
· Referring to an adult as a girl, hunk, doll, babe, or honey.
· Whistling at someone.
· Cat calls.
· Sexual comments.
· Turning work discussions to sexual topics.
· Sexual innuendos or stories.
· Asking about sexual fantasies, preferences, or history.
· Personal questions about social or sexual life.
· Sexual comments about a person's clothing, anatomy, or looks.
· Kissing sounds, howling, and smacking lips.
· Telling lies or spreading rumors about a person's personal sex life.
· Neck massage.
· Touching an employee's clothing, hair, or body.
· Giving personal gifts.
· Hanging around a person.
· Hugging, kissing, patting, or stroking.
· Touching or rubbing oneself sexually around another person.
· Standing close or brushing up against a person.
· Looking a person up and down (elevator eyes).
· Staring at someone.
· Sexually suggestive signals.
· Facial expressions, winking, throwing kisses, or licking lips.
· Making sexual gestures with hands or through body movements.

Examples:

VERBAL
· Referring to an adult as a girl, hunk, doll, babe, or honey
· Whistling at someone, cat calls
· Making sexual comments about a person's body
· Making sexual comments or innuendos
· Turning work discussions to sexual topics
· Telling sexual jokes or stories
· Asking about sexual fantasies, preferences, or history
· Asking personal questions about social or sexual life
· Making kissing sounds, howling, and smacking lips
· Making sexual comments about a person's clothing, anatomy, or looks
· Repeatedly asking out a person who is not interested
· Telling lies or spreading rumors about a person's personal sex life
NON-VERBAL
· Looking a person up and down (Elevator eyes)
· Staring at someone
· Blocking a person's path
· Following the person
· Giving personal gifts
· Displaying sexually suggestive visuals
· Making sexual gestures with hands or through body movements
· Making facial expressions such as winking, throwing kisses, or licking lips
PHYSICAL
· Giving a massage around the neck or shoulders
· Touching the person's clothing, hair, or body
· Hugging, kissing, patting, or stroking
· Touching or rubbing oneself sexually around another person
· Standing close or brushing up against another person

Terminology
SEXISM is an attitude. It is an attitude of a person of one sex that he or she is
superior to a person of the other sex.
For example, a man thinks that women are too emotional. Or a woman thinks that
men are chauvinists.
SEX DISCRIMINATION is a behavior. It occurs when employment decisions are
based on an employees sex or when an employee is treated differently because of his
or her sex.
For example, a female supervisor always asks the male employees, in a coed
workplace, to move the boxes of computer paper. Or, a male supervisor always asks
the female employees, in a coed workplace to plan office parties.
SEXUAL HARASSMENT is a behavior. It is defined as unwelcome behavior of a
sexual nature.
For example, a man whistles at a woman when she walks by. Or a woman looks a
man up and down when he walks towards her.
SUBTLE SEXUAL HARASSMENT is a behavior but not a legal term. It is
unwelcome behavior of a sexual nature that if allowed to continue could create a
QUID PRO QUO and/or a Hostile Work Environment for the recipient.
For example, unwelcome sexual comments, jokes, innuendoes.
QUID PRO QUO HARASSMENT is when employment and/or employment
decisions for an employee are based on that employees's acceptance or rejection of
unwelcome sexual behavior.
For example, a supervisor fires an employee because that employee will not go out
with him or her.
HOSTILE WORK ENVIRONMENT is a work environment created by unwelcome
sexual behavior or behavior directed at an employee because of that employee's sex
that is offensive, hostile and/or intimidating and that adversely affects that employee's
ability to do his or her job.
For example, pervasive unwelcome sexual comments or jokes that continue even
though the recipient has indicated that those behaviors are unwelcome.

Prevention Training

The purpose of this Harassment Prevention course is to help everyone understand the importance of sexual harassment prevention training and the need to maintain a degree of awareness on and off campus. This course will also assist you in creating and maintaining a learning environment which is respectful and free from harassment.
Additionally, this course will:
• Demonstrate the law and examine each campus member’s role
• Examine rights and responsibilities in dealing with harassment
• Discuss how to deal with and resolve problems
A few of the learning objectives for faculty and staff:
• Provide the legal definition of sexual harassment
• Address defined versus grey areas
• Review sexual harassment laws and cases
• Discuss what to do when sexual harassment has occurred
A few of the learning objectives for supervisors:
• Outline the responsibilities and liability of management
• Cover what must be reported
• Discuss how to communicate with everyone involved in a claim
• Provide the ten steps for handling a sexual harassment claim

Monday, March 12, 2012

HR Project titles 2013 ,Best HR Titles For MBA students

SOME HR-PROJECTS TITLES FOR YOUR REFERENCE

Dear reader, i don't know how many titles present in more than one time so read it as your convients

Recruitment and Selection
Training and Development
Performance Management System (Performance appraisal at different levels across the org. hierarchy)
Compensation Management (Payroll & Salary components)
Labor Laws, Labor Relations and Grievance Handling (For manufacturing units & plants)
Competency Mapping
Role of HR in TQM
Skills management
Talent identification and Management
Leadership Development
Management Development
Job Enrichment
Utility of HR in Change Management
Organizational Behavior
Motivation and Stress Management
Group Dynamics
Employee Research
Team building
HRM Policy
SWOT Analysis of HRM in Indian/Global Industry/Sectors

Complete Recruitment life cycle
Levels of Companies
Technologies and Domineer
Portal Explanation
Explanation of Job Descripton and Analyzing of Requirement
Sourcing of Profiles from Portals
Screening of profiles as per the requirement
Calling the Candidates
Formatting of profiles and Tracker’s Preparation
Maintenance of Databas

Training and Development
Concept of Training and Development
Training Needs Identification Process
Designing Annual Training Plans
Training Execution
Designing Employee Development Initiatives
Designing Supervisory Development Programs
Designing Management Development Programs
What is Training ROI and how to Calculate
Introduction to Best Trainer Skills, Knowledge and Abilities

Induction and Orientation
How to Design Induction Programs and Execution
How to Design on the Job Training Programs and Monitoring
How to evaluate effectiveness of Induction and on the Job Training Programs
Probation Confirmation and HR Role

Team Management Skills
Understanding What is a Team
Understanding Team Development Stages
What is your Team Membership Orientation
How to improve your effectiveness as Team Member
What is Team Leadership
Understanding my Orientation

Stress Management
Job Satisfaction
Employee Motivation
Quality of Work Life
Training and Development
Recruitment Life Cycle
Recruitment and Selection
Human Resource Development
Employee Engagement
Performance Appraisal
Compensation Management

Competency mapping of adsales in print media
Employee engagement
Labor Laws, Labor Relations and Grievance Handling
Leadership Development
Management Development
Job Enrichment
Talent identification and Management
Utility of HR in Change Management
Motivation and Stress Management
Group Dynamics
Employee Research
Team building
HRM Policy
Designing Annual Training Plans
Training Execution
Designing Employee Development Initiatives
Designing Supervisory Development Programs
Designing Management Development Programs
What is Training ROI and how to Calculate
Introduction to Best Trainer Skills, Knowledge and Abilities
Induction and Orientation

How to Design Induction Programs and Execution
Performance Management System
Recruitment and Selection
Training Needs Identification Process
Designing Annual Training Plans
Training Execution
Designing Employee Development Initiatives
Designing Supervisory Development Programs
Competency Mapping
Role of HR in TQM
Skills management
Labor Laws, Labor Relations and Grievance Handling
Leadership Development
Management Development
Job Enrichment
Talent identification and Management
Utility of HR in Change Management
Motivation and Stress Management
Group Dynamics
Employee Research
Team building
HRM Policy
Organizational Behavior
Levels of Companies
Technologies and Domineer
Portal Explanation
Explanation of Job Description and Analyzing of Requirement
Screening of profiles as per the requirement
Formatting of profiles and Tracker’s Preparation
Maintenance of Database
Training and Development
Concept of Training and Development
Designing Management Development Programs
What is Training ROI and how to Calculate
Introduction to Best Trainer Skills, Knowledge and Abilities
How to Design on the Job Training Programs and Monitoring
Probation Confirmation and HR Role
Compensation Management

Job Attrition, Employee leave in an organization

why good employees leave your organization

Attrition of Talent

Talented employees leaving their jobs is an alarming development for most organizations. This article explores the empowerment of managers in arresting this trend.

Do we have the answers?

Are we using the right processes to identify new hires?

Do we know why our employees leave our company?

Are managers given tools to identify talent and reward performance? Do they have the skills to use these tools?

Do we have a system to develop potential?

Views & Reviews

Right candidate for the right job. One important aspect of hiring is in defining the job responsibilities of the new-hire.

Do the hiring managers give adequate details on the job requirement?

Are the line managers involved in the short-listing and interview process.

Are the job-descriptions consistent and available to all people in the hiring process.

Without well defined job-descriptions that are available to all people in the recruitment process, it may be difficult to identify the right candidates. Most attrition happens because we try to fit a round peg in a square hole.

Offboarding. “No one utilizes my capability & capacity for work”, said one employee in an exit interview. In organizations where no process exists to manage Offboarding, there may be many such unnoticed employee separations.

HR Strategy. Most management teams are focused on increasing revenues & profits. While it is true that most organizations exist primarily for financial growth, it is important to realize that this growth is not sustainable without keeping a unified and integrated HR strategy in mind.

Tracking achievements. Employees are hired based on their past experience and track-record and it is assumed that they will do well in the new job. However, actual performance is a true test of their capabilities.

If you can’t assign goals and track achievements periodically, how do you differentiate between the performers and non-performers – and reward them appropriately? This may frustrate talented employees and they may look elsewhere – where they are appreciated more.

Planning Growth. Without capabilities to assign and track goals, managers cannot look at the performance of their reportees objectively.

Employees cannot be counseled regularly and effectively.

Performance evaluation tends to be subjective with primary aim being completion of the performance appraisal process.

Development needs cannot be identified at line-manager level.

It is difficult to launch schemes that recognize performers – such as Pay for Performance

Training is not effective and does not map to required development needs.

In such a scenario, how do you plan the growth of high potential employees?

Our experience indicates that over a period of time those employees quit, who are not recognized adequately yet have the maximum capability to deliver. They perceive that their current organization can not offer them the challenges, growth & recognition matching with their career ambitions.

Cloud Computing and SAP, Oracle

Last year has been a huge year for Cloud Computing. The software giants have moved aggressively into the space. In the year 2011, SAP acquired cloud software vendor SuccessFactors for approximately $3.4 billion. The same year Oracle too announced acquisition of cloud CRM vendor RightNow. Collectively, SAP and Oracle spent nearly US $5 billion to acquire software vendors based in the cloud. Acquisition of cloud based performance management vendor Rypple by Salesforce.com also came shortly after these acquisitions.

With these big acquisitions, it is clear that the cloud computing market is growing up and the race is on for the larger organizations to consolidate and broaden thin cloud portfolio. It signals, that the acquisition targets are going to be Talent Management / HRMS SaaS vendors. It also implies the realization that cloud deployment will be the predominant approach.

The cloud computing format makes perfect sense for the human resources world. A key aspect of the cloud is the delivery of the business application as SaaS. By using software as a Service (SaaS) applications, firms gain valuable cost,energy and time savings. It has been seen that the acquisition and deployment of SaaS solutions drive down costs radically. It both lowers the upfront investment of solution ownership and eases budgeting because of the predictability of costs over time. Rather than a large, upfront lump-sum hit to the budget, SaaS deliveries are rather like the electric bill, occurring on a pay-as-you-go basis.

Analysts at technology think-tank Gartner Group predict that by 2014, sales of SaaS HRM software will outpace new ERP-based purchases in global 2,000 organizations. With such estimated demands it’s no wonder why traditional ERP software firm SAP just paid early $3.4 billion for cloud-based SuccessFactors.

Saturday, March 10, 2012

Why HR Need Software to Manage All

Here is a paper based human resource. We have removed all the cabinets from the room and you can understand the difficulty for a manager to maintain whole details of an employee and can't find him at the right time for his effective performance.

HR Software-as-a-Service Suite

By way of systems and Saas Will help a manager to assess all details of a employee.Everything within it and can able to maintain the whole details of a employee.

Free Human Resources (HR) Software Download Facts

Free HR Software

Many visitors on EmpXtrack’s website come to look for Free HR software. Because there are many softwares in different domains that come for FREE, they expect that there can be a Free Human Resources Software too. This post will discuss “Is there any free lunch (software) at all?” for Human Resources Management. I will also try to bust the myths about the softwares that are available for Free.

Why HR Software is NOT free?

Let me begin with why there can’t be free software in HR Domain.
My first argument is that it takes lots of efforts to develop an HR Software, because an HR Software is not merely a plain database of employees information fields (like in an Excel Sheet or MS Access) but a large collection of various types of information which are linked to each other in a logical way so that an output can provide a Common Sense View about the employees.

If I need to define HR Software I will say “HR Software is a process for the collection, analysis, interpretation and presentation of employee’s data. It can provide tools for prediction and forecasting based on data. Thus it can be used for a wide variety of management decisions, financial decisions about manpower, performance of people, succession planning and removal of non-performers.” Such an important software, which provides a total MIS on human resources has to be created with great care. How can you get it for Free.
My second argument is that there are huge number of HR Processes and policies. Almost every company has its own HR policies and practices. To develop a globally applicable HR software, the software vendor has to study hundreds of HR practices, analyse the data patterns, and then develop a good HR Software which can be customized to the specific practices/ processes followed by the user. Thus a good HR Software requires thousands of man hours of effort before it can add some value to HR. Anything which requires efforts at such a mass scale cannot be developed for free. Because there is no free lunch for the developers and no one else can do it!

But there are free softwares on Internet?
Yes, some of my friends will say there are free softwares available on Internet. To find the truth, I searched for “Free HR Software” on Google. Look, what I got:

Result 1: First result took me to a site which was displaying Google Advertisements all over with three paragraphs using keyword “Free Hr Software”. Brute SEO.
Result 2: Second result took me to a HR Vendor giving Free 30 Days TRIAL version.
Result 3: Third result took me to an Open Source Software. I downloaded it and even with three days effort I could not install it on my computer due to lack of knowledge of My SQL/ PHP . Only one of my friends who is a software engineer could install it for me. He charges US$ 50 per hour from his clients.
Result 4: This result took me to a site giving FREE DEMO of the software.
Result 5: Again a Google Adsense blogger with lots of Free HR Software text on his page.
Result 6: Next result offered Free Software DEMO only.
Result 7: Some article about HR software.

No more patience…my friend.
Please try it, individual results may vary according to the country you search from, but I bet not much variance. If you are still searching Free HR Software on Google, you are merely testing your patience.
Does Free Software mean not paying for it?
Consider you could search a Free HR Software. (I mean a feature loaded HR software not HR database based on Excel or MS Access). You downloaded it.
In 90% cases you need to have knowledge of Computer Networks and Servers to install this. Then this will most likely not meet your requirements and you need to spend a lot of time figuring out what to do and then trying to configure it to meet your basic needs.

Now you should have an HR Technology Expert (who knows both software and HR logic) to configure this for you. If you hire such person they can cost you as high as $ – 50 per hour. If they put in 2 weeks of effort = 128 hours their cost can go up to US$ 6400.00

Let me hypothetically assume that one of your HR Managers on board can do it for you and they spend their 2-3 weeks to configure this – you have already paid about $2000 worth of their effort to your Free HR Software.

Then you need to upload your data into it by spending long hours to re-align your data in a way that it can be uploaded in the system. Let me consider it will cost minimum US$ 500 worth of effort (15 days salary).
If you want to change any feature of the software (say your leave management process or add an additional field in your database) you need to hire a software programmer. At a very cheap rate in a country like India you need to pay close of $1500 per month to a worthwhile programmer.

Another option is to Buy Paid support from the developer company, which can cost you up to US$ 5000 that includes a free phone support.

Calculating the above costs, your Free Software for HR can COST you between to $1500 to 6500 (I bet many paid softwares are priced far cheaper). And this without a guarantee that the software will run bug free, without much support at hand and with no surety of updates. Not to mention that complaints, work-halts, etc will come to you from your employees and the management.

Caution: These Free HR softwares DO NOT Guarantee the backups / data security. They indeed quote terms and conditions at the time of installation (but who cares to read those notices), people just install.

About Other Free Softwares:

I will repeat there is no free lunch. All Free Softwares are supported by Advertisers’ budget and you see these advertisements in the sidebar, and as a link in your email. Most free versions are limited versions – everyday prompting you to upgrade to paid versions. Indeed Free softwares are mere Advertisements of the products they want to sell without paying for advertisement cost in Google etc.
Would you like your HR Software to show your competitor’s advertisement to your employees?
Some are really free!

Yes, there are a few community driven softwares like OpenOffice, some programming softwares like Java, Operating systems like Linux, which are more or less a commodity, available for free download. However, at the back end they are supported by some profit making companies who provide paid trainings, paid support or make money otherwise.
The gist “There are no free lunches”. One or the other way, we pay for it!
Now What?

The next alternate to Free HR Software is affordable HR Software. A software which can fit your budget, which costs you about half the annual salary of an HR executive, to say.
There are softwares that will fit every organizations budget. Now go to http://www.google.com and type – Top 5 HR software choices for small businesses. And decide yourself.

Here are the two links which you will love to read: One from CNNMoney.com and other from HRTechNews.com.
I need more Help! My Budgets are Low!
Then fill this form to get in touch with some one who can suggest you an HR software that can fit in your budget (staring from US$ 600 / INR 30,000 and above).

Soft skills and Soft Skill training and List of soft Skills

Soft skills is a sociological term relating to a person's "EQ" (Emotional Intelligence Quotient), the cluster of personality traits, social graces, communication, language, personal habits, friendliness, and optimism that characterize relationships with other people.[1] Soft skills complement hard skills (part of a person's IQ), which are the occupational requirements of a job and many other activities.

Soft skills are personal attributes that enhance an individual's interactions, job performance and career prospects. Unlike hard skills, which are about a person's skill set and ability to perform a certain type of task or activity, soft skills relate to a person's ability to interact effectively with coworkers and customers and are broadly applicable both in and outside the workplace.

Math
Safety
Courtesy
Dependability
Advanced math
Self-supervising
Good references
Being drug free
Good attendance
Personal energy
Work experience
Safety
Courtesy
Writing skills
Driver's license
Dependability
Advanced math
Self-supervising
Good references
Reliability
Flexibility
Team skills
Eye contact
Cooperation
Adaptability
Follow rules
Self-directed
Good attitude
Writing skills
Driver's license
Dependability
Advanced math
Self-supervising
Good references
Being drug free
Good attendance
Personal energy
Work experience
Safety
Commitment to continued training and learning
Willingness to take instruction and responsibility
Ability to relate to coworkers in a close environment
Not expecting to become a supervisor in the first six months
Willingness to be a good worker and go beyond the traditional eight-hour day
Communication skills with public, fellow employees, supervisors, and customers
Ability to measure
Personal integrity
Good work history
Positive work ethic
Interpersonal skills
Motivational skills
Valuing education
Personal chemistry
Willingness to learn
Common sense
Critical thinking skills
Knowledge of fractions
Reporting to work on time
Use of rulers and calculators
Good personal appearance
Wanting to do a good job
Basic spelling and grammar
Being drug free
Good attendance
Personal energy
Work experience
Safety
Advanced math
Self-supervising
Good references
Reading and comprehension
Ability to follow regulations
Willingness to be accountable
Ability to fill out a job application
Ability to make production quotas
Basic manufacturing skills training
Awareness of how business works
Staying on the job until it is finished
Ability to read and follow instructions
Willingness to work second and third shifts
Caring about seeing the company succeed
Understanding what the world is all about
Ability to listen and document what you have heard

Don't forget to give your comamnd

HRguid