Need & Importance of Employee Retention

July 25th, 2017 No comments

Why retaining a valuable employee is essential for an organization.

 Recruit and retain

Hiring is not an easy process:

The HR Professional shortlists few individuals from a large pool of talent, conducts preliminary interviews and eventually forwards it to the respective line managers who further grill them to judge whether they are fit for the organization or not. Recruiting the right candidate is a time consuming process.

An organization invests time and money in grooming an individual and make him ready to work and understand the corporate culture:

A new joinee is completely raw and the management really has to work hard to train him for his overall development. It is a complete wastage of time and money when an individual leaves an organization all of a sudden. The HR has to start the recruitment process all over again for the same vacancy; a mere duplication of work. Finding a right employee for an organization is a tedious job and all efforts simply go waste when the employee leaves.

When an individual resigns from his present organization, it is more likely that he would join the competitors:

In such cases, employees tend to take all the strategies, policies from the current organization to the new one. Individuals take all the important data, information and statistics to their new organization and in some cases even leak the secrets of the previous organization. To avoid such cases, it is essential that the new joinee is made to sign a document which stops him from passing on any information even if he leaves the organization. Strict policy should be made which prevents the employees to join the competitors. This is an effective way to retain the employees.

The employees working for a longer period of time are more familiar with the company’s policies, guidelines and thus they adjust better:

They perform better than individuals who change jobs frequently. Employees who spend a considerable time in an organization know the organization in and out and thus are in a position to contribute effectively.

Every individual needs time to adjust with others:

One needs time to know his team members well, be friendly with them and eventually trust them. Organizations are always benefited when the employees are compatible with each other and discuss things among themselves to come out with something beneficial for all. When a new individual replaces an existing employee, adjustment problems crop up. Individuals find it really difficult to establish a comfort level with the other person. After striking a rapport with an existing employee, it is a challenge for the employees to adjust with someone new and most importantly trust him. It is a human tendency to compare a new joinee with the previous employees and always find faults in him.

It has been observed that individuals sticking to an organization for a longer span are more loyal towards the management and the organization:

They enjoy all kinds of benefits from the organization and as a result are more attached to it. They hardly badmouth their organization and always think in favour of the management. For them the organization comes first and all other things later.

It is essential for the organization to retain the valuable employees showing potential:

Every organization needs hardworking and talented employees who can really come out with something creative and different. No organization can survive if all the top performers quit. It is essential for the organization to retain those employees who really work hard and are indispensable for the system.

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The benefits of human resources certification

June 23rd, 2017 No comments

The benefits of human resources certification

 

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Many HR professionals devote hours of their own time studying for HR certification exams. Once they become certified, those HR professionals devote their own financial resources and time to continuing education so that they can maintain certification.

HR certification – Benefits to HR professionals and their organizations.

 

HR certification benefits for employees

The reasons individuals pursue certifications include demonstrating one’s professional achievement, fulfilling personal satisfaction, helping in career advancement, enhancing one’s understanding of the field, and earning recognition from peers.

Earning a certification may help an individual make a favorable impression during a job interview for showing potential employer about his/her knowledge and competencies and has the capability to do that job.

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  • Employee’s dedication to his/her HR career and updated with latest HR trends.
  • It gives more perception of more competent, more qualified and capable of performing better.
  • It helps in group decision making among peer since certified employee may be given more consideration.
  • It boosts employee’s moral and motivation for work. It is clearly reflected in self-confidence and self-satisfaction
  • HR certification considered as receiving better opportunities and higher salary and advancement

 

HR certification benefits for employer

 

From the organization’s perspective, HR certifications are used as a selection tool to identify the best fit and qualified candidate for the position.

 

Certifications help organizations determine whether applicants or employees can perform at an acceptable level in his job.

Employers can also use certifications to present an image of employee respect and authority.

Certification leads to lead more consistent ways to deal with information, challenges, conflicts etc., related to HR.

Encourage employees to perform in a better way with up to date skills and competencies.

 

Difference between HR certifications

The differences between the four designations are the amount of relevant work experience and level of training. The SHRM-CP and PHR are basic certifications and on a similar level of experience, while the SHRM-SCP and SPHR are both senior-level certifications. Candidates need to meet certain requirements for each type of certification. Here is a typical profile for each:

 

SHRM-CP 

  • Serves as a point of contact for staff and stakeholders
  • Delivers HR services
  • Performs operational HR functions
  • Implements policies and strategies
  • Requires at least three years of experience in an HR-related role if the candidate has obtained less than a Bachelor’s degree
  • Professionals with a Bachelor’s degree in an HR-related field require at least one year of experience in an HR role
  • Professionals with a Graduate degree require one year of experience in an HR role unless their degree is HR-related
  • Understands SHRM’s Body of Competency & Knowledge (BoCK)

SHRM-SCP

  • Develops HR strategies
  • Leads HR functions
  • Analyzes performance metrics
  • Aligns HR strategies to organizational goals
  • Has three-to-seven years of HR-related experience
  • Has an understanding of SHRM’s new Body of Competency & Knowledge (BoCK)

PHR

  • Focuses on program implementation
  • Has tactical/logistical orientation
  • Has accountability to another HR professional within the organization
  • Has two to four years of exempt-level generalist HR work experience, but because of career length may lack the breadth and depth of a more senior-level generalist
  • Has not had progressive HR work experience by virtue of career length
  • Focuses his or her impact on the organization within the HR department rather than organization wide
  • Commands respect through the credibility of knowledge and the use of policies and guidelines to make decisions

SPHR

  • Designs and plans rather than implements
  • Focuses on the “big picture”
  • Has ultimate accountability in the HR department
  • Has six to eight years of progressive HR experience
  • Has breadth and depth of HR generalist knowledge
  • Uses judgment obtained with time and application of knowledge
  • Has generalist role within the organization
  • Understands the effect of decisions made within and outside of the organization
  • Understands the business, not just the HR function
  • Manages relationships; has influence within the overall organization
  • Commands credibility within the organization, community, and field by experience
  • Possesses excellent negotiation skills

Certified individuals have usually issued a certificate attesting that they have met the standards of the credentialing organization and are entitled to make the public aware of their credentialed status, usually through the use of initials (i.e., SHRM-SCP or SPHR) after their names.

Your HR Career Success Depends Upon New Skills and Certification

To be an effective HR professional, candidates not only need to understand concepts such as strategic management, workforce planning, HR development and organizational management, but they also require practical skills to implement these concepts.

Online Master Certificate in Human Resource Management program is an ideal way to gain critical skills and prepare for the SHRM-CP and SHRM-SCP certifications.

Check online certification program here

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How GE chose John Flannery to be the next CEO

June 14th, 2017 1 comment

How GE chose John Flannery to be the next CEO

How the company has systematically developed succession planning for CEO.  

CEOsuccession

Susan Peters as the head of HR at GE, the major responsibility is to deliver for investors, customers, and employees, the most important responsibility is to help develop the leaders of GE throughout the organization – with a special focus on senior leaders. Susan spent most of her career on leadership development and today GE announced the most important project she ever worked on… naming the next CEO of GE.

Jeff Immelt has been GE’s Chairman and CEO for 16 years. Over GE’s 125-year history we’ve had only 10 CEOs; an average tenure of 12.5 years. The average tenure of S&P 500 CEOs from 2001 to 2015 was 8.8 years. This is a big decision that will impact the course of GE for years to come. She adds we have millions of investors and hundreds of thousands of employees looking to this leader.

The environment we work in today demands greater leadership. As quoted before, the most effective leaders are the ones who can operate across multiple contexts and turn apparent chaos into opportunity. This requires courage, grit, and resiliency. It was through that lens that we built our process and the Board made its decision. Like all big decisions at GE, we did our homework. To say our CEO succession process has been deliberate is an understatement. It has been 6+ years in the making with relentless focus and discipline.

So how did GE do it?

First, we knew it would take years to move potential candidates through the leadership roles that would develop them. We began intentional moves of key leaders to give them new, stretch experiences with ever increasing exposure to complexity.

2012, we wrote the job description and then continuously evolved it. We focused on the attributes, skills and experiences needed for the next CEO, based on everything we knew about the environment, the company’s strategy and culture.  We did research; studying over 100 external leaders and articles to get the best understanding of the attributes needed today and in the future. We pulled our internal and external research together to create our “enterprise leadership capabilities,” a list of competencies essential for GE’s next great CEO. Our process reflected the recognition that CEO success is less about what they know going in and more about how fast they learn, experiences they have had, and their resilience.   

Also in 2012, the GE Board observed internal candidates and evaluated both internal and external candidates against our key criteria, using multiple sources of data. Our data goes back years and includes candidates’ track-record of leading global businesses and functions, business performance stats, executive reviews, leadership qualities, and feedback from those with whom they worked. After thoughtful deliberation, the GE Board decided on internal succession as the best path forward. Our internal CEO candidates continued to be exposed to bigger, more complex roles that would test them as leaders and develop them for our biggest leadership jobs in the company, including CEO.

In 2013, the timing of the transition was carefully contemplated. We considered our business planning process, the portfolio transformation, and the appropriate period of overlap between the incoming CEO and outgoing Chairman and CEO. Four years ago, the GE Board and Jeff Immelt agreed on a target date of Summer of 2017 as the right time to make the CEO transition.

Questions asked to the CEO.

Over the past month, the GE Board heard directly from the candidates about how they view the CEO role and their vision for GE. The Board challenged candidates with difficult questions and listened deeply to their thinking. Questions posed included things such as:

What would your current leadership team say they most appreciate about how you lead them?

  • How would you position GE to win in that environment?
  • What strategic changes would you drive, including capital allocation or portfolio management?
  •  What do you see as the most beneficial aspect of GE’s culture that would be important for you to maintain? What would you plan to change?
  • What is some of the toughest personal feedback you have received?
  •  What professional or personal experiences have helped shape your global perspective?
  •  How do you learn?

In John Flannery, our company’s next CEO, the GE Board has selected a life-long learner and a strong operator with global experience. He is someone who possesses the capabilities needed to lead, empower and inspire. Over 30-years with GE, John has shown that he thinks big, dives deep and is both adaptive and resilient. One of John’s hallmarks is how he engages the people and teams he leads.

While today’s announcement marks change for GE, it changes that has been carefully considered and meticulously planned by the GE Board and Jeff Immelt for more than six years. I encourage you to take a look at the infographic, which provides a more detailed look at our planning process.

At the end of the day these decisions are about people and delivering results for shareholders. Jeff Immelt has been a phenomenal CEO and leader for our company and in this process. It has been a privilege to be part of something so significant, including the now important work of ensuring seamless transitions, business excellence, and growing the next generation of GE leaders to the benefit of our investors, customers, team, and world.

 

Source: The inputs have been taken from Linkedin blog by Susan Peters – Senior Vice President, Human Resources at GE

 

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