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Innovative Trends in HRM

Ravishankar Duvvuri, MBA


HR, 2007-09

Agenda
MOONLIGHTING
(Outsourcing, rising unemployment)
No Email Days, Virtual Water Coolers
(Managing virtual workforce and global
teams)
Arbejdsglde
(Happiness at Work)
Ageing Issue
(HR Strategies developed )
Strategic HRM- BEIJING OLYMPICS !!
(An innovative look, positive trend in
china)
THE HOTHOUSE EFFECT
(Managing Creativity )

Moonlighting
Dual or multiple job
holding
Scenario:
US , % of the
workforce
6% in 2002 ,9 % in
2007
Mortgage payments reason peculiar to US

European
commission
most moonlighting is
undeclared work
working on
framework to deal
with problem

Outsourcing

COUNTRY

exacerbates already high


US
unemployment levels
Govt.s in Europe (esp.) Canada
time sharing policies Australia

STATUTOR
Y WORK
HOURS
40
40-48
40

Germany

48

France

39

Sweden

40

Time-sharing policies are aimed at stimulating employment


through a reorganization of working time.
Time-sharing policy gives the employer the incentive to opt for
more
workers with fewer hours per capita.

Reducing legal working week may lead to a situation of


underemployment

Implications for HR professionals


How to handle moonlighting ?
For this we need to understand pros
and cons for Organization
PROS

CONS

It may reduce turnover in areas


where responsibilities are
tedious /monotonous

Risk of losing proprietary &


confidential info to competitors

Balance your organization,


providing more flair in lackluster
areas

Working two positions may lead to


exhaustion and burnout.

If we cant afford to pay our staff


more, allowing them to moonlight
may help retain them

Workers may commit minor


infractions or serious offenses,
such as starting their second
occupations on company
A Policy :
timeabefore
completing
their first
Instead of banning moonlighting, create
fair and
comprehensive
ones
written policy to address confidentiality
concerns and the use of
company resources. This way, you can reap all the benefits of

No Email Days
Growing incidence of virtual
teams Challenges for an
HR professional
Team feeling and Team spirit
Non personal approach to
working
Dealing with introverts
Finding substitutes to tools
like Mgmt. by walking &
talking

US Cellular
Symptoms of cyber
indigestion
Hurting Productivity
NO e-mail Fridays
Reaction to change
Amazing Discoveries !!
Next corporate vice !

FOOD FOR THOUGHT

PBD Worldwide Fulfillment Services:


PBD on NBC

Virtual Water Coolers


Building Trust &
Cohesion
Social side
Dilbert Effect (1990s theory

by Dilbert cartoonist Scott Adams stating


that companies tend to systematically
promote their least-competent employees
to management (generally middle
management), in order to limit the amount
of damage they are capable of doing.)
Enter Instant Messaging
Company sanctioned IM s/w
Dilemma

HR strategies for Managing a Virtual Workforce


1. Face to Face meetings
2. Performance Feedback
3.Clear agenda for virtual meetings
4.Focus on similarities to build cohesion
5.Encourage social interaction

Arbejdsglde
pronounced : ah-bites-gleh-the
Arbejde means work and glde means happiness
(Danish)

Chief Happiness
Officer
Six actions that make
us happy at work
Being positive
Learning
Being open
Participation
Finding meaning
Love

Swap Jobs
Southwest Airlines
Employees regularly swap Jobs
Baggage handlers may get to follow a pilot for a day
Pilots 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 skill

Which comes first for SW airlines?


Employees, Customers or Shareholders?

HRM and Ageing Issue


Generation

Birth Years

Veterans

-1945

Baby
Boomers

19461964

Gen X

1965-1980

Gen Y

1981-2000

Gen Z

2001

Major Issues:
Insufficient supply of skilled workers to replace the retiring babyboomers
A depletion of leadership and management positions over the
coming 15 years
Mounting pension cost leading to unsustainable dependency
ratios
Increasing healthcare and support cost

Strategic HRM- Beijing


Olympics
Research : HRM alignment with stated goals and strategies .. areas
of concern
Contracts between laborers & employers
Olympic Pay Rates
Punishing contractors
Goals:
Peoples Olympics
Image enhancement
Facts:
Migrant workers at venues in Beijing :30000
Pay rate : 50-80 Yuan per day
Safeguards
Welfare
Objective a success. Positive trend bodes well for the future
New Goal to be set : Realigning HRM with organizational goal of
Sustainability

The Hothouse Effect


HRMs role in Managing Creativity
5 criteria that define a hothouse
1) Sustain high level of innovative
creativity for a significant period of
time
2) Draw on the knowledge and
innovations of the broader cultural
zone to which they belong
3) Spawn geniuses whose
achievements climax the work of
other practitioners at all levels
4) Establish a new way of doing things
5) Achieve recognition and establish a
lasting legacy

CHAI-T

Dimensions:
1) Values/Mission
2)Ideas/exchange
3)
Perception/learning
4) Social/Play

Dr. Barton Kunstler has come up with the creative hothouse assessment instrument tablet. to
help organizations to assess their creative position or disposition. It is being used more to find
companies who are in the hot zone and to study their models so as to get ideas for replication. The
author has identified 36 factors grouped under the four dimensions. Basically, a questionnaire has
been formalized which will help identify where our organization currently is in terms of creativity.

Insights

Patronage
Return On Investment
Schools
Internet Culture
Virtual Organizations

References

http://www.pbd.com/Default.aspx
The Hothouse Effect by Barton Kunstler
Happy Hour is 9 to5 by Alexander Kjerulf
http://www.news.com/2100-1023-976068.html
http://findarticles.com/p/articles/mi_m3495/is_12_44/ai_59
427280
Wikipedia
http://www.masteryworks.com/newsite/news/news_article.ht
m
Labour management consensus in Quebec report:
www.hrsdc.gc.ca/en/cs/sp/hrsdc/edd/reports/1997000364/qlme.pdf
http://www.chinadaily.com.cn/olympics/200801/18/content_6404691.htm
http://www.worldpress.org/Asia/2254.cfm