Innovative Trends in Hr

8/6/2019 Innovative Trends in Hr

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Strategic HRM- BEIJING OLYMPICS !!(An innovative look, positive trend in china)

Ageing Issue(HR Strategies developed )

Arbejdsglde(Happiness at Work )

MOONLIGHTING(Outsourcing, rising unemployment)

No Email Days, Virtual Water Coolers(Managing virtual workforce and global teams)

Agenda

Agenda

THE HOTHOUSE EFFECT(Managing Creativity )


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Moonlighting

Dual or multiple jobholdingScenario:

US , % of theworkforce

6% in 2002 ,9 % in 2007Mortgage payments -reason peculiar to US

European commissionmost moonlighting isundeclared workworking on frameworkto deal with problem


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O utsourcing exacerbates already high

unemployment levels Govt. s in Europe (esp.)

time sharing policies

COUNTRY STATUTORYWORK HOURS

US 40

Canada 40-48

Australia 40

Germany 48

France 39

Sweden 40

Time-sharing policies are aimed at stimulating employment through areorganization of working time.

Time-sharing policy gives the employer the incentive to opt for moreworkers with fewer hours per capita.

Reducing legal working week may lead to a situation of underemployment


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Implications for HR professionals How tohandle moonlighting ?For this we need to understand pros and consfor O rganization

PROS CONS

It may reduce turnover in areas whereresponsibilities are tedious /monotonous

Risk of losing proprietary & confidentialinfo to competitors

Balance your organization, providing moreflair in lackluster areas

Working two positions may lead toexhaustion and burnout.

If we can t afford to pay our staff more,

allowing them to moonlight may helpretain them

Workers may commit minor infractions or

serious offenses, such as starting theirsecond occupations on companytime before completing their first ones

A Policy :Instead of banning moonlighting, create a fair and comprehensive written policy to

address confidentiality concerns and the use of company resources. This way, you canreap all the benefits of moonlighting with none of its disadvantages.


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No Email Days

Growing incidence of virtualteams Challenges for an HRprofessional

Team feeling and Team spiritNon personal approach toworking

Dealing with introvertsFinding substitutes to tools likeMgmt. by walking & talking


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V irtual Water Coolers

Building Trust & Cohesion

Social side

Dilbert EffectEnter Instant Messaging

Company sanctioned IM s/w

DilemmaHR strategies for Managing a Virtual Workforce1 . Face to Face meetings2. Performance Feedback3.Clear agenda for virtual meetings4.Focus on similarities to build cohesion

5.Encourage social interaction


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Arbejdsglde

Chief Happiness O fficerSix actions that make ushappy at work

Being positive Learning Being open

Participation Finding meaning Love


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Southwest Airlines

Swap Jobs Employees regularly swap Jobs

Baggage handlers may get to follow a pilot for a dayPilots as Counter staff, Executives as Ground staff etc

Fosters mutual respect, engages people Learning culture imbibed, Reduces Conflicts etc

The Love Airline

Hire for attitude, train for skillWhich comes first for SW airlines? Employees,Customers or Shareholders?


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HRM and Ageing Issue

Generation Birth Years

Veterans - 1 945

BabyBoomers

1946-1964

Gen X 1 965- 1 980

Gen Y 1 98 1 -2000

Gen Z 200 1

Major Issues:Insufficient supply of skilled workers to replace the retiring baby-boomersA depletion of leadership and management positions over the coming 1 5 yearsMounting pension cost leading to unsustainable dependency ratiosIncreasing healthcare and support costIssues different in different countries


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Strategic HRM- Beijing O lympicsResearch : HRM alignment with stated goals and strategies .. areas of concern

Contracts between laborers & employersO lympic Pay RatesPunishing contractors

GoalsPeople s O lympicsImage enhancement

Facts:Migrant workers at venues in Beijing :30000Pay rate : 50-80 Yuan per daySafeguardsWelfare

O bjective a success. Positive trend bodes well for the futureNew Goal to be set : Realigning HRM with organizational goal of Sustainability


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The Hothouse Effect

HRM s role in Managing Creativity5 criteria that define a hothouse

1 ) Sustain high level of innovative creativityfor a significant period of time

2) Draw on the knowledge and innovationsof the broader cultural zone to whichthey belong

3) Spawn geniuses whose achievementsclimax the work of other practitioners atall levels

4) Establish a new way of doing things5) Achieve recognition and establish a

lasting legacy


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CHAI-T

Dimensions:1 ) Values/Mission2)Ideas/exchange3) Perception/learning4) Social/Play

O Zone

HotZone

DeadZone

IZone


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Insights

Patronage

Return O n InvestmentSchoolsInternet CultureV irtual O rganizations


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Referenceshttp://www.pbd.com/Default.aspxThe Hothouse Effect by Barton KunstlerHappy Hour is 9 to5 by Alexander Kjerulf http://www.news.com/2 1 00- 1 023-976068.html

http://findarticles.com/p/articles/mi_m3495/is_ 1 2_44/ai_59427280Wikipedia

http://www.masteryworks.com/newsite/news/news_article.htmLabour management consensus in Quebec report:www.hrsdc.gc.ca/en/cs/sp/hrsdc/edd/reports/ 1 997-000364/qlme. p df http://www.chinadaily.com.cn/olympics/2008-01 / 1 8/content_640469 1 .htmhttp://www.worldpress.org/Asia/2254.cfm

Innovative Trends in Hr

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