The workshop mainly focussed on giving the students a fair idea about the Myers Briggs Type Indicator, and how this kind of personality tests can help an individual in his/her personal and professional life. The students had to undergo an half an hour personality test and a detailed analysis of the results were done. The feedback of the students indicated that they were highly satisfied with this activity and this would surely help them in some way.

Dr. Chitra Andrade, is the Lead BTL Partner for IBM India, an organization that employes more than 90,000 employees. The Business and Technical Leadership group focuses on ensuring the right leaders are in key positions for today and in the future

Most recently, as the Top Talent Leader for India, Chitra was instrumental in building and deploying a varied portfolio of innovative programs and initiatives for TopTalent employees . Many of these initiatives have now become global assets and are being used in other growth markets. Chitra has been with IBM for over 12 years- seven years with the business and five years in HR. While she was with S&D and GBS GD, she set up the e-learning business for India and sold e-learning solutions to clients worldwide. Before moving to the Top Talent leader’s role, she led Management Development in HR Learning. Chitra holds a PhD in Clinical Neuropsychology and has over 30 papers published in journals. Before joining IBM, she used to teach graduate and postgraduate students of Mount Carmel College. She used to be active in research, used to conduct numerous workshops on topics related to psychology ,parenting etc (she stopped when her children turned teenagers!). She also used to practice in a clinic and was a weekly columnist in Deccan Herald.

The interaction was a part of the Leadership Development workshop organised for HR students of Batch 14.

Ms. Chitra threw light on the growing need for competency based management in today’s dynamic organizations. She also elucidated that competencies are a bundle of skills, demonstrated behaviours and abilities which differentiate extraordinary performers from routine performers in an organization. Ms. Chitra shared her invaluable experiences with the students highlighting the HsR competencies which are indispensable for any HR professional.

Prof Philip addressed the gathering, welcoming everyone to the inauguration of the HR club. He also briefed the gathering about the recent programs and activities conducted at XIME. He spoke with pride about the diversity and richness of the students in XIME.

The chief guest for the evening, Mr. Pratik Kumar, Executive Vice President HR, Wipro Ltd spoke of the radically changed times that we are going through and how it affected individuals and organizations alike.  There is no organization that is untouched by the present situation and hence as HR managers it is important to be able to show empathy and genuine concern for employees who need to be laid off and also extend support.  A good HR manager must have knowledge of the business which allows him to be accepted in the team. HR must have knowledge about his function and an opportunity to lead so that he can contribute, influence and lead change.  He said that as HR professionals, we have to face many challenges and cope with myriad changes. The biggest change an HR manager can make in the organization is by being able to establish his own plank of personal credibility.

He hoped that the HR club at XIME produced professionals ready to take on corporate challenges that lay ahead of them and wished us luck in our future endeavors.

http://www.hrguru.com/benefits/articles/2938–is-human-resources-fatally-flawed?page=1&utm_content=hg_R3_20090904_resu&utm_source=nlet

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My opinion…

As the name suggest HRM obviously deals with people…but also they r the people who brings profits in… As HR we need to always ensure the profitability of the organisation in our processes by making it mor cost effective, efficient and effective…

even HR works as business partner in many organisations..so paradigm for HRM is changing very rapidly in current business environment..

Regards,
Pallavi singh
.

What exactly A HR manager do for any employee… basically a HR is involved in the various processes beginning from Recruitment to Retirement.

the cycle is RECRUITMENT to RETIREMENT..

What a HR Person is expected to do?

1. Recruitment

• Recruitment? – Attracting People to apply for the required vacancy.
• Selection Procedures – Through Referrals, Advertisement, Job Portals.
• Compensation Structure – Company Policies(Benefits, Attrition Mgmt, Employee Relations)
• Salary Negotiation

2. Induction
3. Payroll Process – Statutory Compliances (PF, ESI, IT, Professional Tax), Leave Administration, Leave Enhancement.
4. Performance Management / Performance Appraisal
5. Training and Development
6. Exit of an Employee

These are the six major and important functions of HR manager.

In today’s turbulent, often chaotic, environment, commercial success depends on employees using their full talents. Yet in spite of the myriad of available theories and practices, managers often view motivation as something of a mystery. In part this is because individuals are motivated by different things and in different ways. In addition, these are times when delayering and the flattening of hierarchies can create insecurity and lower staff morale. Moreover, more staff than ever before are working part time or on limited-term contracts, and these employees are often especially hard to motivate.

Definition of Employee Motivation

Twyla Dell writes of motivating employees, “The heart of motivation is to give people what they really want most from work.

The more you are able to provide what they want, the more you should expect what you really want, namely: productivity, quality, and service.” (An Honest Day’s Work (1988))

Advantages of Employee Motivation

A positive motivation philosophy and practice should improve productivity, quality, and service. Motivation helps people:

achieve goals;
gain a positive perspective;
create the power to change;
build self-esteem and capability,
manage their own development and help others with theirs.
Disadvantages of Motivating Staff

There are no real disadvantages to successfully motivating employees, but there are many barriers to overcome.

Barriers may include unaware or absent managers, inadequate buildings, outdated equipment, and entrenched attitudes, for example:

“We don’t get paid extra to work harder.”
“We’ve always done it this way.”
“Our bosses don’t have a clue about what we do.”
“It doesn’t say that in my job description.”
“I’m going to do as little as possible without getting fired.”
Such views will take persuasion, perseverance, and the proof of experience to break down.

Employee Motivation Action Checklist

This checklist is designed for managers with responsibilities for managing, motivating, and developing staff at a time when organizational structures and processes are undergoing continual change.

1. Read the Gurus
Familiarize yourself with Herzberg’s hygiene theory, McGregor’s X and Y theories and Maslow’s hierarchy of needs. Although these theories date back some years, they are still valid today. Consult a digest to gain a basic understanding of their main principles; it will be invaluable for building a climate of honesty, openness, and trust.

2.What Motivates You?
Determine which factors are important to you in your working life and how they interact. What has motivated you and demotivated you in the past?
Understand the differences between real, longer-term motivators and short-term spurs.

3. Find Out What Your People Want From Work
People may want more status, higher pay, better working conditions, and flexible benefits. But find out what really motivates your employees by asking them in performance appraisals, attitude surveys, and informal conversations what they want most from their jobs.

Do people want, for example:

more interesting work?
more efficient bosses?
more opportunity to see the end result of their work?
greater participation?
greater recognition?
greater challenge?
more opportunities for development?
4. Walk the Job
Every day, find someone doing something well and tell the person so. Make sure the interest you show is genuine without going overboard or appearing to watch over people’s shoulders. If you have ideas as to how employees’ work could be improved, don’t shout them out, but help them to find their way instead. Earn respect by setting an example; it is not necessary to be able do everything better than your staff. Make it clear what levels of support employees can expect.

5. Remove Demotivators
Identify factors that demotivate staff – they may be physical (buildings, equipment) or psychological (boredom, unfairness, barriers to promotion, lack of recognition). Some of them can be dealt with quickly and easily; others require more planning and time to work through. The fact that you are concerned to find out what is wrong and do something about it is in itself a motivator.

6. Demonstrate Support
Whether your working culture is one that clamps down on mistakes and penalizes error or a more tolerant one that espouses mistakes as learning opportunities, your staff need to understand the kind and levels of support they can expect. Motivation practice and relationship building often falter because staff do not feel they are receiving adequate support.

7. Be Wary of Cash Incentives
Many people say they are working for money and claim in conversation that their fringe benefits are an incentive. But money actually comes low down in the list of motivators, and it doesn’t motivate for long after a raise. Fringe benefits can be effective in attracting new employees, but benefits rarely motivate existing employees to use their potential more effectively.

8. Decide on an Action
Having listened to staff, take steps to alter your organization’s policies and attitudes, consulting fully with staff and unions. Consider policies that affect flexible work, reward, promotion, training and development, and participation.

9. Manage Change
Adopting policies is one thing, implementing them is another. If poor motivation is entrenched, you may need to look at the organization’s whole style of management. One of the most natural of human instincts is to resist change even when it is designed to be beneficial. The way change is introduced has its own power to motivate or demotivate, and can often be the key to success or failure. If you:

tell – instruct or deliver a monologue – you are ignoring your staff’s hopes, fears, and expectations;
tell and sell – try to persuade people – even your most compelling reasons will not hold sway over the long term if you don’t allow discussion;
consult – it will be obvious if you have made up your mind beforehand;
look for real participation – sharing the problem solving and decision making with those who are to implement change – you can begin to expect commitment and ownership along with the adaptation and compromise that will occur naturally.
10.Understand Learning Preferences
Change involves learning.
In their Manual of Learning Styles (1992), Peter Honey and Alan Mumford distinguish four basic styles of learning:

activists: like to get involved in new experiences, problems, or opportunities. They’re not too happy sitting back, observing, and being impartial;
theorists: are comfortable with concepts and theory. They don’t like being thrown in at the deep end without apparent purpose or reason;
reflectors: like to take their time and think things through. They don’t like being pressured into rushing from one thing to another;
pragmatists: need a link between the subject matter and the job in hand. They learn best when they can test things out.
As each of us learns with different styles, preferences, and approaches, your people will respond best to stimuli and suggestions that take account of the way they do things best.

11. Provide Feedback
Feedback is one of the most valuable elements in the motivation cycle. Don’t keep staff guessing how their development, progress, and accomplishments are shaping up. Offer comments with accuracy and care, keeping in mind next steps or future targets.

More Tips: Dos and Don’ts For Motivating Your Staff in a Time of Change

Do:

Recognize that you don’t have all the answers.
Take time to find out what makes others tick and show genuine caring.
Lead, encourage, and guide staff – don’t force them.
Tell your staff what you think.
Don’t:

Don’t make assumptions about what drives others.
Don’t assume others are like you.
Don’t force people into things that are supposedly good for them.
Don’t neglect the need for inspiration.
Don’t delegate work — delegate responsibility.
Source : About.com