As one of India’s most trusted bathroom brands, Jaquar continues to elevate industry standards, empowering people and redefining modern living spaces. Using SAP鈥檚 intelligent HR solutions, Jaquar will offer employees self-service tools for leave, performance tracking, and updates, while automating HR processes that will fast-track onboarding, Performance and Goal Management (PMGM), trackability and reduced payroll cycle time. This will help HR teams to prioritize strategic goals and equip managers with AI-driven insights for faster, data-backed decisions, fostering a more efficient and engaging workplace.

Commenting on the announcement, Ranjeeka Sachdev, CHRO, Jaquar Group, said, 鈥淎t Jaquar, our people are the driving force of company鈥檚 success and growth. We are excited to partner with 51风流on our journey to use superior technology, as we transform our traditional HR practices to a dynamic, data-driven approach, enhancing transparency, efficiency, and real-time data insights, ensuring our workforce is supported with the best self-help tools. This will elevate the experience for our people, boosting engagement and productivity.鈥�

On the path to be a global leader in Bath + Light solutions, Jaquar鈥檚 move towards HR transformation is shaping the future of workforce. Ninad Raje, CIO, Jaquar Group, remarked, 鈥淥ur association with 51风流emphasizes the growing role of digital HR solutions in prioritizing employee experience through automation and AI-driven insights and shaping the future of work. By using SAP鈥檚 intelligent enterprise solutions, we’re not just streamlining our hire-to-retire process 鈥� we’re redefining workforce excellence. This transformation elevates both our HR’s strategic impact and employee experience, creating a blueprint for building more engaged, productive, and future-ready organizations across industries.”

鈥淪uccessful transformation of any business starts with people at its centre. And in a digital-first era, this transformation is accelerated by cloud and AI-enabled technology solutions. We are excited to support Jaquar鈥檚 evolving talent and performance management needs, while supporting to create a more connected and engaged workforce.听 By prioritizing employee experience, we’re helping businesses like Jaquar set a new standard in HR excellence and workplace transformation setting industry benchmarks, said, James Thomas, VP & Head – 51风流SuccessFactors.

听About Jaquar Group

Jaquar Group is a rapidly growing multi-diversified 鈥楥omplete Bathroom and Lighting Solutions鈥� brand. Built on the platform of highest quality standards, aesthetics and with the intent of providing world-class products, the Group caters to various segments of bathroom and lighting industry for the Luxury, premium and value segments through its brands 鈥� Artize, Jaquar and Essco. As undisputed market leaders the company has presence in over 55 countries across Europe, Middle East, Asia- Pacific and Africa region, 7 state-of-the-art manufacturing units in India and 1 in South Korea. For more information, visit

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From being a pharmaceutical company, Himalaya has emerged as a global herbal health and personal care company with close to 500 products sold in more than 100 countries worldwide. Himalaya has chosen 51风流Sustainability Footprint Management and 51风流EHS Environment Management as part of its RISE with 51风流journey to improve sustainable outcomes.

鈥�At Himalaya, sustainability is a part of our DNA and we strongly believe what is good for Mother Earth is good for our customers鈥�and is good for Himalaya,鈥� shares Ananth Narayan Narasimhan, CIO of Himalaya. 鈥淲ith SAP, we aim to improve efficiencies, intensify focus in key areas, and accelerate our progress in this critical journey in spirit and in deed.”

The sustainability solutions will support Himalaya鈥檚 RISE with 51风流journey to bring together operational and sustainability metrics. Himalaya also benefits from a range of other 51风流solutions, including 51风流SuccessFactors, 51风流Ariba, 51风流Integrated Business Planning, 51风流Analytics Cloud, and 51风流Business Warehouse.

The 51风流sustainability solutions are focused on implementing product-level carbon accounting, to calculate carbon footprints for individual SKUs from cradle-to-grave. The aim is to optimize the supply chain, power, water, and waste management.

鈥淭he robust, integrated 51风流system will help us review and improve our performance index across every activity. To enable this, we need accurate, activity-based, and component-wise data visibility,鈥� continued Narasimhan.

鈥淲e have worked hard to do that鈥�not only working with the 51风流master data but also capturing the sustainability impact. So, if we鈥檙e using new packaging, for example, we have the financial and supply chain data, but we also know what plastic is used, its recyclable quotient, and more. And component-wise, we will be able to identify the carbon impact at product SKU level, not just at the company level. Plus, the accuracy of the data offers huge potential for benefits in analytics, blockchain, and AI capabilities.鈥�

Susanna Hasenoehrl, Head of Sustainability at 51风流Asia Pacific, said, 鈥淢aking informed business decisions requires businesses to understand both the financial data and the sustainability data. Using 51风流Sustainability Solutions, Himalaya is future-proofing its business to understand its impact on the world, to optimize supply chains, and differentiate its business against competitors.鈥�

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During an interaction with Salman SH of The Financial Express, Aaron Green鈥揷hief marketing and solutions officer of the company鈥揺xplains why enterprises are now focusing more on culture building using software signals for better human capital management.

Among the different stacks that you provide, what鈥檚 the most demanded HR tech solution that鈥檚 applicable worldwide, especially in India?

What we鈥檝e seen鈥 really significant shift in the past several years is around the ability to listen, understand and then act on workforce sentiment using the capabilities of workforce listening. So, we use the , with organisations around the world, including India, to help them understand the sentiment and the objective content鈥搘hat鈥檚 happening inside the organisation, help them then understand what that means for them and then help them create plans of action.

What are your most relevant products for Indian industries?

If we look at India, it is such an incredibly diverse landscape of industries where there is everything from technology powerhouses to manufacturing powerhouses. In order to engage that workforce, to attract and retain them, you need to have a talent strategy. That strategy looks at the kind of skills and capabilities people need to have, where you want to upskill them or look at things like how to create differential compensation and benefits that each workforce requires. So (the Indian) manufacturing industry is actually a great example here. When you have people dealing with heavy equipment, HRs need to keep track of the kind of certifications they need. What kind of competencies do they need to have鈥nd what kind of compliance do you have in place to make sure that you鈥檙e dealing with the health and safety of the workforce?

How has the Covid pandemic changed large organisations and how tech enterprises look at latent and workflow management using software tools?

What we have seen through the pandemic and certainly in current times is a need for organisations to understand who their people are. We are talking not just about bio-data information but really like who their people are, where they鈥檙e located and what their personal situations may be. And equally, 颈迟鈥檚 forced organisations to think about what kind of offerings they need to give to their employees, whether that is flex work or hybrid work. So, organisations really have leaned into investing in their people. It has become a business imperative for organisations to have these capabilities in place to not just navigate their way out of the pandemic but to through the next two or five years.

Clearly the Big Tech industry and large start-up unicorns have over-hired prior to the pandemic, which is why they are now forced to lay off employees en masse. How can HR tech solutions solve this issue?

Within the (SAC), we have a workforce planning capability that allows an organisation to look at the in-house data as well as external market data, and really plan out where the workforce needs to be in next few years. They can especially use this data to instead shift some to freelancers. This measurement is different for every organisation in every industry but we provide that capability to do that kind of workforce planning and modelling.

IT companies and high-growth start-ups have high attrition and at the same time suffer from a shortage of employable engineering talent. Can SAP鈥檚 tools model and predict market attrition trends?

Certainly, there are predictive models out there. I think the different way of looking at that challenge might actually be to better understand the dynamics of the workforce and that鈥檚 really where that employee listening capability is. So not employee monitoring, but really surveying employees, not once a year, not even twice a year, but very quick pulse surveys allow an organisation to better predict and understand where they are today in terms of attrition risks. You can actually marry up that operational data and compare it with historical data to predict various levels of attrition in an industry.

The interview was originally published in The Financial Express on November 29, 2022.

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From building on the learnings from the pandemic to placing the employee at the center of the workplace, certain trends are expected to dominate the HR landscape this year. Here are some of them:

Top 10 HR trends for the workplace (and how to make the most of it):

1.听听Employee well-being tools will be in focus

Employee well-being was a dominant subject all of last year. This year, employee-centric HR planning tools will be the topic of discussion. Organizations that want to promote themselves as employee-first will need to refocus their attention on driving well-being.

What鈥檚 important to note is that employee well-being has taken on a new meaning. It includes different aspects 鈥� from physical and emotional well-being to social and career wellness. By using the correct tools and platforms, HR can assist employees in having healthy work/life boundaries, being engaged and interested in their work, and feeling visible and appreciated. This is especially true in a virtual or hybrid work environment, where well-being aspects can’t be accurately assessed or handled without the use of technology.

The learning:听HR professionals will have to rely on HR planning tools to cover all aspects of employee engagement. They need to strategize ways to combine employee engagement and virtual technology, while placing employee well-being at the center of every initiative.

2.听听听Adoption of the remote office setup will continue to rise

According to research by, around 31% of all workers globally will be remote by 2022, a mix of hybrid and fully remote workers. If 2021 was any indication, this will drive higher adoption of remote-first technology (think: laptops, tablets, PCs, etc.) and social collaboration tools such as Microsoft Teams, Slack, etc even in 2022. This means that there should be greater emphasis on the remote work culture and its infrastructural requirements.

HR managers should manage employee expectations by providing the required tech devices for a remote work setup. They can also look at compensating employees or providing financial support to set up home workstations.

The learning: HR representatives will need to rethink their roles and understand how to leverage agile technology to:

• 听 听Create a sense of community among employees who now belong to a more diverse and geographically-dispersed workforce
• 听 听Build more integrated and virtually-driven workflows for the short and long-run
• 听 听Conduct impactful virtual training and drive virtual team-building activities
• 听 听Streamline business processes and optimize outcomes with the latest HR software
• 听 听Preserve the organization鈥檚 intrinsic culture without compromising on the employee needs, expectations, and requirements

3.听听听Employee monitoring tools will trend

Though a somewhat tricky area, employee monitoring tools are gaining momentum. This is primarily because of remote work, which has driven rudimentary changes in communication. To gauge employee behavior and gather real-time employee feedback, HR managers are leveraging advanced employee monitoring tools. These tools help to track employee engagement while working from home. They can also throw light on important metrics such as website/app usage, time tracking, productivity tracking, sentiment analysis, and so on.

The learning: HR professionals need to double up as data experts to gather actionable insights from these tools. By converting these data-driven insights into patterns and habits, HR experts can prevent instances of employee burnout and low morale. They can also build customized training and development programs and boost employee productivity.

4.听听HR will be tasked with virtual onboarding

Virtual onboarding has emerged as a viable option for organizations. Even when offices reopen, virtual onboarding might be relevant for companies that opt for a hybrid workforce. The primary focus for organizations should be to build personalized and guided onboarding programs, powered by the right combination of technological tools. The secondary focus should be to drive peer-to-peer engagement as, according to a recent听report, 鈥�New joiners feel disengaged in a remote set-up and limited support left 54% of new joiners feeling confused and lost during their initial days with their company.鈥�

Furthermore, 鈥�52% of them weren鈥檛 even aware of their organization鈥檚 values and benefits. These difficulties extended to existing employees, where 38% found it harder to collaborate virtually with new joiners.鈥�

This is where using the right mix of tech tools can promote self-learning among employees. It helps them to 鈥榗onnect鈥� better with the organization and empowers recruits to be onboarded on the go.

Enterprises should ensure that the digital onboarding format is interactive. For inspiration, take a look at Deloitte鈥檚 interactive onboardinggame, 鈥淭he Chosen Analyst,鈥� which gamified the onboarding process, making it fun and 鈥榝lexible鈥� for the modern learner.

The learning: HR teams need to revisit their end-to-end virtual onboarding strategy and think about HR software that automates onboarding processes such as documentation. To improve the efficacy of such an onboarding program, they need to start by asking the following questions to recently onboarded employees:

• 听 听What kind of communication is being driven between the new hire and the company? Is it value-oriented and useful?
• 听 听Are the onboarding tools learning-oriented and do they provide the required levels of guidance?
• 听 听Is there quality peer-to-peer engagement?
• 听 听Can the new hire connect with the brand鈥檚 work culture, ethos, and values?
• 听 听Are the recruits being provided sufficient resources, tools, and support to advance their learning of the work and managerial expectations?

5.听听Employee (and company) data security will take the spotlight

Much has been written and spoken about the important role cybersecurity plays within organizations. With digital and remote work becoming the norm, there needs to be an increased focus on ensuring employee privacy and data security. After all, leaked personal data can hamper employee retention and cost enterprises dearly.

To cater to growing instances of data fraud, senior leadership from the HR and IT teams should collaborate to understand the kind of employee-centric cybersecurity tools to invest in.

The learning: The HR team should routinely partner with the organization鈥檚 IT team to:

• 听 听Brainstorm and map out the key policies required for setting up a robust data security framework and system in place
• 听 听Drive consistent additional training on how to use cybersecurity tools
• 听 听Chart out how to respond to a data breach crisis and communicate with employees to minimize harm

In the end, enterprises need to remember that HR technology cannot replace the 鈥榟uman touch.鈥� Any HR software or HR planning tool cannot be treated as a magic pill. It will not absolve HR professionals from their core responsibility鈥揺mpowering people to make valuable contributions to their professional and personal lives. The need of the hour is to augment diverse HR activities with a strategic mix of technology and an employee-centric focus.

6. 听AI in HR will gain traction

Enterprises looking to transform HR functions in a modern way need to leverage the power of AI tools.

According to a Gartner survey, around听of respondent organizations will be using AI-based solutions in their HR functions this year.+

Reduced costs, improved employee experience, and enhanced decision-making are the top-three reasons why HR leaders will opt for AI-driven solutions. In terms of application, AI can benefit three core areas: basic HR operations, talent acquisition, and employee engagement monitoring.

The learning: The AI tools that organizations use 鈥� be it for employee development or HR functions 鈥� will only be as good as the people who use them. In other words, upskilling HR professionals with a 鈥榝uture lens鈥� to adapt to these AI tools will become a raging priority.

For instance, Big Data recruiting will be used to generate a 360-degree picture of the potential hire and boost the quality of hire. Without having a clear understanding of how the people analytics tool works, recruiters will not be able to source high-quality hires.

7.听听Cloud-based HR software and analytics will lend a strategic advantage

At the center of successful HR strategies lies real-time employee data. This is why cloud-based people analytics software solutions are gaining executive buy-in.

By leveraging analytics, HR leaders can drive timely and informed decision-making. It also contributes to boosting employee engagement, lowering employee churn rates, and reducing cost per hire.

Organizations will continue to invest in big data-powered analytics software to extract employee-centric and business-relevant insights to improve HR decision-making.

The learning: HR professionals need to be well-trained to make the best out of the people analytics software and drive greater ROI. They need to know about the right data input to extract actionable insights that reflect the business鈥� (and employees鈥�) most pressing concerns.

To that end, HR professionals with a prior analytics background will gain the upper hand going forward as more and more organizations look towards building a data-driven work culture.

Finally, HR will benefit from the use of strategic, data-oriented HR software that can help in employee evaluation, boost hiring accuracy, and preempt employee turnover.

8.听听听Knowledge of diversity and inclusion (D&I) analytics software will become instrumental to employee happiness

According to the , leveraging data in diversity and inclusion initiatives can:

• 听 听Encourage businesses to move beyond tick-the-box exercises and vanity metrics
• 听 听Empower HR professionals to understand where to make a headway with their D&I initiatives and where they are falling short
• 听 听Help identify blind spots within the HR systems and prevent employee turnover

The learning: The HR talent analytics team needs to pair up with the organization’s legal team to ensure that the enterprise is capturing the right data sets. It also gives insight into the efficacy of D&I efforts with accurately targeted, measurable, and accessible metrics. Both teams need to work together to achieve the diversity and inclusion goals instead of working in disjointed silos.

9.听听HR Teams will take the lead to drive eLearning opportunities

With the onset of remote working, eLearning adoption has skyrocketed. As expected, eLearning tools are mostly being used to upskill or reskill employees. They cover areas like such as product orientation, safety training, leadership and development, and so on.

Taking into account the Great Resignation of 2021 phenomenon, it is logical to assume that more and more people might need additional training to 鈥榤ake up鈥� for lost time and the inadvertent skills gap.

The learning: Forward-thinking HR managers need to focus on building comprehensive eLearning programs that provide content-rich and personalized courses. They should start by understanding which platforms to leverage and which topics to build the courses on.

Most importantly, they should focus on driving bite-sized content鈥揳lso known as microlearning鈥搕o boost employee engagement and knowledge retention. Plus, video content format finds multiple takers within the organization and hence, must be promoted for all kinds of eLearning topics鈥揵e it for soft skills, technical skills, communication topics, corporate training, or even lifestyle and mental health topics.

10. Job automation through digital HR software

With the increasing automation through RPA, AI, and machine learning, HR managers must assess how automation trends impact the organization鈥檚 processes as well as employees鈥� confidence. While automation may boost productivity and reduce costs, it can lead to 鈥榡ob scares鈥� among employees. This is where the HR team can take charge and drive retraining and retooling activities.

The learning: To ensure that the enterprise retains quality employees and doesn鈥檛 lose them to job transitions as a result of automation, HR managers will need to redirect their energies towards building a creative, emotionally-intelligent, and highly adaptable workforce. This workforce should be able to work with agility and pivot as needed. More importantly, these human assets should be able to work in sync with AI-powered machines to provide organizations with the best of both worlds. When it comes to reskilling and upskilling employees for automation-related jobs, HR teams will have their work cut out for them.

The Final Word

The responsibilities of HR managers have transformed from simple hiring and appraisals to complex tasks such as shielding employees from burnout, planning the upskilling of the workforce, and so on. For such tasks in hand, they need digital assistance in the form of HR planning tools and . Such tools can help the HR team keep pace with changing employee needs, and focus on building real connections an.

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Transitioning to the Cloud

Globally, business leaders are shifting to the cloud at an exponential rate. With more organizations accepting cloud ERPs as the new normal, switching to a cloud-based solution can help your company become nimbler and growth-oriented 鈥� especially in these times when virtual offices and remote work are becoming more common. By providing scalable, flexible, and cost-effective technology, cloud ERP systems offer several advantages over their on-site equivalents.

Advantages of Cloud Computing

Before we explore cloud ERP systems in detail, let us look at cloud computing itself. Cloud computing is a substantial change from how IT resources have traditionally been considered in organizations. The cloud has evolved from a technological curiosity to a critical component of upgrading the IT environment and enabling the digital transformation of both large and small businesses.

Platforms for cloud computing and storage provide numerous advantages over traditional on-premise systems, including cheaper operational expenses and improved compatibility with the working style of digital businesses.

Some common reasons why firms are turning to cloud computing services are as follows:

1. Lower Cost:听Cloud computing lowers the upfront expenditures of hardware and software, as well as the costs of setting up and running on-site data centers, which include server racks, round-the-clock electricity and cooling, and IT experts to manage the infrastructure. In general, the cost associated with cloud ERP is lower.
2. Greater Flexibility:听One of the benefits of cloud computing services is their ability to scale flexibly. In cloud terms, this entails supplying the right quantity of IT resources鈥攆or example, more or less processing power, storage, and bandwidth鈥攁t the correct time and from the appropriate geographic location.
3. Improved Performance: The most popular cloud computing services are hosted on a global network of secure data centers that are updated with the latest generation of fast and efficient computing hardware on a regular basis. Compared to a single corporate data-centre, this has several advantages, including lower application network latency and greater economies of scale. If you need more computing power for better performance, it can be easily achieved by buying more computing power on the cloud.
4. Enhanced Security:听Many cloud providers offer a comprehensive set of policies, technologies, and controls to assist you in improving your overall security posture and securing your data, apps, and infrastructure. This is especially beneficial for small companies as small companies can鈥檛 invest huge amounts for data security. Also, the firm can safely conduct its business without hiring additional people for data security.
5. Higher Productivity:听Racking and stacking鈥攈ardware configuration, software patching, and other time-consuming IT management tasks鈥攁re typical in on-site datacentres. Because of cloud computing, many of these duties are no longer necessary, allowing IT personnel to focus on more critical business goals. Thus, the productivity of in-house IT staff can be used on more important tasks and thus increase the productivity of the employees.
6. High Reliability:听Cloud computing can replicate data to multiple locations on the cloud provider’s network, making data backup, disaster recovery, and business continuity easier and cheaper. Even if the data fails at a particular location, it can be restored from a different location, thus ensuring the safety of your data.

On-Premise ERP vs Cloud ERP

An on-premise ERP is a system of maintenance of ERP infrastructure on the premise of the firm or at a data center owned by the firm. Whenever you require more computing power or bandwidth, you can buy mainframe computers and add them to your existing infrastructure. The advantage is that you are in complete control of your data, and you don鈥檛 need to pay any external vendor. On the other hand, users can access their ERP software through the internet with a cloud ERP solution. Instead of being housed on-premises, the ERP software and tools are delivered and managed on the cloud.

10 Reasons for Companies of all sizes to Migrate to the Cloud from on-premise

Many firms, especially small and medium-sized ones, benefit from cloud ERP solutions because they lower the cost of ownership, remove barriers to greater functionality, enable corporate agility, improve data security, and reduce IT dependency. Let’s take a closer look at the primary advantages.

1 – Cut IT Spending

Saving money on IT infrastructure is one of the most common reasons for companies to go to the cloud. Rather than anticipating capacity requirements in advance, businesses may make modifications on the go, get rid of obsolete assets and effortlessly right-size cloud-based resources based on specific demands.

Cloud-based ERP systems also have lower implementation costs than on-premise ERP systems because no hardware is required. This makes it a feasible alternative for small and medium-sized organizations, as most cloud-based ERP systems are available on a subscription basis and can be implemented quickly with no downtime.

2 – Boost Business Agility

Business flexibility is critical in today’s global economy. To stay ahead of the competition and keep up with constantly changing industry dynamics, organizations need access to flexible, on-demand IT resources. And over 99 percent of what they require is available in the cloud, on-demand. Hardware and installation components no longer take weeks or months to be delivered; instead, businesses can lease capabilities directly from cloud providers, allowing them to go to market much more quickly.

3 – Improve Security

A report by revealed that cybercrime and cybersecurity combined cost the global economy a total of $1 Trillion in 2020. Clearly, the increased prevalence and impact of attacks have shone the spotlight on cybersecurity in the last few years. No company can afford to let its guard down in this regard, since the consequences can be devastating. For example,听听pegged the cost of a data breach in 2021 at $4.24 Million.

Data security is a key concern these days, and cloud-based ERP vendors such as have built-in security precautions to keep your information safe. Despite the common misconception that having an on-premise ERP provides more security because it is 鈥榠n-house鈥�, avoiding cloud services may expose companies to unnecessary security risks as they continue to rely on outdated or poorly managed in-house systems with more vulnerabilities than the public cloud equivalent.

Cloud-based ERP vendors can provide enterprise-grade security and compliance, considerably above what a company can supply internally. By moving to the cloud, businesses can improve their IT infrastructure and protect their programs from hacking efforts.

4 – Get Rid of End-of-Life Worries

Efficient usage of on-premise ERP infrastructure requires long-term planning and calculations. End-of-life deadlines for essential hardware and software solutions can influence many decisions, with long-term contracts and restrictive license agreements adding to the muddle. In today鈥檚 time, when startups can become unicorns in a year, enterprises simply do not want to be restricted by such concerns.

With a cloud ERP, organizations can pay as they go for key capabilities and benefit from upgrades as they become available, eliminating the need to worry about contract terms or application life cycles.

5 – Increase efficiency听

With a cloud ERP, businesses no longer need to run their own on-premise data centers. Thus, migrating to a cloud-based ERP can have a significant influence on the IT department of a firm. Because on-premise ERPs are time-consuming to maintain, internal IT personnel have limited time to develop and oversee strategic IT infrastructure. Running an ERP from the cloud, on the other hand, usually involves less time and effort. The IT team will have fewer day-to-day maintenance activities to worry about as more technical responsibilities are taken up by the software vendor.

6 – Leverage Hassle-free Maintenance听

Businesses don’t have to worry about ERP software upgrades or upkeep because the vendor hosts and maintains the system infrastructure. The vendor also maintains the database, servers, and other infrastructure and distributes new updates or patches to all clients automatically, ensuring that the software is secure and compliant with all applicable rules and regulations. Any difficulties that arise are handled by these vendors, who frequently provide 24/7 support as a subscription-based service.

7 – Make Use of New Technologies

Moving to the cloud opens up a slew of new opportunities for using new cloud-native technologies. With AI, machine learning, sophisticated analytics, and other business intelligence capabilities already integrated into the service, cloud ERP enables a faster and more cost-effective option to make use of these. These can help firms create more accurate projections, uncover hidden insights, improve operations, and build game-changing new services, without incurring significant costs.

8 – Deploy in Lesser Time

Cloud deployments are often faster than on-premise counterparts. For example, an on-premise implementation could take three months, whereas a SaaS application of similar complexity and breadth would just take two weeks. This saves downtime when the transfer is completed and allows firms to respond quickly to changing market conditions or meet expanding demand. It also enables the company to focus on core operations and leave ERP-related concerns to the cloud vendor, especially in the initial stages.

9 – Leverage Easier Customization

Since everything has to be done in-house by the enterprise, configuring an on-premise system to match unique business objectives is more expensive and involves a bigger commitment of time and resources. This includes putting together the correct mix of ERP features and third-party apps, as well as making necessary software and hardware upgrades. All of this is exacerbated by the fact that many businesses lack an IT workforce with experience in designing enterprise resource solutions.

Customizing cloud ERP solutions, on the other hand, is a simpler and less expensive procedure because customizations are performed by the vendor. There are no additional hardware or software costs, and no ERP experience is required. Thus, businesses can easily develop a solution that fits their specific needs at a low price.

10 – Enable Easier Collaboration

Collaboration over the cloud is one of the main benefits of moving to the cloud. It allows different employees to collaborate simultaneously, across different geographies.

Another key benefit of cloud collaboration is version control. Users can work on the same document at the same time, with all changes saved and documented automatically. This reduces the need for separate copies and leaves a virtual trail that is easily accessible at all times.

In Conclusion

All of these advantages add up to firms being able to create more value with few resources by migrating ERP to the cloud. However, the smoothest path to the cloud is one that is tailored to your company’s specific needs, goals, and technological plan. You choose the pace and decide which aspects of your company should be tackled first.

For this, you need to select a vendor with a reputation for managing cloud infrastructure contracts across different industries and geographies. is the largest and most well-known cloud portfolio supplier in the ERP industry, with millions of cloud users and over 100 solutions covering all business activities.

51风流makes data processing and information exchange more efficient across enterprises. In the areas of AI-powered analytics, intelligent process automation, and easier data integration, 51风流ERP outperforms competitors. 51风流is ideally positioned to employ smart technologies to help you alter your mission-critical operations and rapidly react to change 鈥� no matter the size of your organization 鈥� with a worldwide customer support network that spans 34 languages and 64 countries.

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• Insufficient essential skills and capabilities among the employees pose a major threat to the growth prospects of these organizations.
• Finding, hiring and retaining the right people has been a continual challenge for the organizations. This has a direct bearing on how the organization sustains itself as well as on its performance.

Talent Management is a framework that helps improve organizational performance by identifying, developing and encouraging the best people. This involves helping the employees who are already working at the organization to flourish, as well as developing practices that attract the finest talent from outside. Talent management has emerged as one of the fastest-growing disciplines in the field of management. It also forms a major focus of developing successful human resource management systems because of the advantages that it offers the organization.

Factors Affecting Human Resources and Talent Management

Strategically managing human resources forms an essential part of an organization鈥檚 efforts to achieve efficient output and sustained success. Systematically identifying, managing and nurturing talent forms what is known as Strategic Human Resource Management (SHRM). Strategic HRM is influenced by external and internal factors.

• External factors

The external factors that influence Strategic HRM include the market forces and demands, social, cultural and regulatory aspects of the market that the organization works in. This is the reason why some places and companies are able to develop better talent than others. As talent management strategies are directly linked to strategic HRM and eventually to the perception and success of an organization, it becomes crucial to develop better frameworks and systems for it. This is because an accomplished talent management system ensures a workforce working in the most optimum conditions.

• Internal factors

The internal factors that influence human resources management in an organization are diverse and include organizational structure, as well as the administrative culture. They also include the nature of the services and the products that form the organization鈥檚 output, as well as the size, profit, returns, budgets and composition of the workforce. Mismanaging any of these can lead to losses. It can also dent the image of the company, leading to problems in future recruitments.听 has shown that all these internal factors are important while designing a talent management strategy. Such a strategy should therefore be knowledge and learning-oriented, inclusive and responsible towards its workforce. It should also allow its workforce to develop capabilities that help them adapt to the market鈥檚 dynamic requirements.

• Creating a healthy administrative culture

A socially responsible HRD strategy with a prudent talent management framework can help the employees and the business improve ethical considerations. By educating employees about these ethics and norms, a talent management strategy not only helps in avoiding scandals and other issues, but also helps the organization to prioritize corporate social responsibility. This helps to develop a more positive work environment, resulting in increased productivity. It also helps to build a positive image for the organization.

Besides improving and enforcing ethics, a talent management framework also enables the company to nurture and incentivize creativity, open communications, effective knowledge management. By identifying and rewarding the right talent, a strongly positive effect is observed on attracting talent with the best capabilities, as well as retaining the talent that the organization already has.

• Developing resilience

Human Resource Development Strategies (HRD), including Talent Management, have also been proven important in identifying the dimensions of an organization鈥檚 capacity for resilience. This is especially important under economic uncertainty and market fluctuations. Therefore, a robust HRD strategy can help build organizational resilience by bringing agility and adaptivity to the organization鈥檚 administrative structure. Besides the routine functions, a comprehensive HRD resilience can be attained through learning, training and developmental approaches. These can enable the employees to fully utilize their potential, allowing them to cope with the constantly shifting market trends and needs.

There are significant incentives that come with adopting effective talent management and human resource strategies. These are particularly useful to organizations with an international scope, as these organizations have to recruit talent from different geographies that differ in multiple aspects like institutional mechanisms, political developments, labor legislations, culture, local market factors as well as the positioning of the organization on the labor market.

Adopting an Effective Strategy for Human Resources

Managing the workforce is a critical responsibility of any organization. Besides, a proper talent management framework can help increase employee satisfaction, as well as enable the organization to recruit highly skilled people.听Thus, an effective talent management strategy –

• Identifies and encourages those who perform the best. The best performers are motivated to keep working as the organization has much to gain through retaining them. A talent management strategy that considers the business context also utilizes them to depict an embodiment of the organization鈥檚 core principles to inspire other talents to perform better.
• Sources and positions well-qualified backups for key positions. This is essential as the organization cannot afford to keep these positions vacant for long if a talent departs.
• Allocates resources to the talents based on their performance, which is consistently evaluated. Good performance is rewarded and incentives are provided to inspire others. A talent management framework also identifies the performances of the talents.

Attaining all these objectives is based on some fundamental principles of a responsible talent management system. These consist of inclusivity, corporate responsibility, equity and equal employment opportunity. By foregrounding these principles in the talent management strategies, multilevel sustainable outcomes such as decent work, employee well-being and organizational well-being can be achieved.

This is followed by the realization by the employees that their needs are being taken care of. As employees take recognition of this, they tend to take part in the ownership of their organizations.听This means that the employees-

1. Connect to the organization on a more personal level, instead of looking at it as just an avenue to earn income.
2. A personal stake in the organization increases motivation, leading to increased productivity and better performance. Well-managed employees put greater focus on the value that they can add to the overall output.
3. As the organizational efficiency increases, so do its profits. An inspired workforce acts as brand advocates themselves and helps to attract other top-tier talents.听

A well-planned talent management framework can therefore bring enormous dividends for the organization.

Through cloud-based talent management tools like SAP鈥檚听, a business can enable its employees, managers, and HR professionals to manage the talents regardless of where or when they are working. SuccessFactors allows developing and adopting a comprehensive and data-driven talent management strategy. This strategy spans the entire employee lifecycle through different tools. These include Recruiting, Onboarding, Succession and Development, Performance & Goals software, Strategic compensation program, Learning Management System, Sales Performance Management (SPM),

These tools allow your organization to-

• Hire the best candidates through results-oriented recruiting practices and embedded engagement and automation.
• Bring your supporting systems, processes, and people into an intuitive digital experience, accessible from anywhere, on any device. This helps in conveniently setting up new hires coupled with improved engagement and retention throughout the employee lifecycle. You can also manage employee onboarding, cross-boarding, offboarding, internal transfers and rehiring programs through a single solution.
• Identify, develop, and retain your high-performing talent. It also allows your organization to engage employees with meaningful career development opportunities, close talent gaps, and nurture leaders. This can help your organization to develop the talent you need to achieve business goals, while providing visibility and planning capabilities to support future growth.
• Help employees expand their skills and advance their careers with ongoing employee development and leadership development through Talent reviews and calibration tools.
• Evaluate and recognize top talent, align your strategies and goals, and improve employee performance through ongoing coaching and feedback. This helps ensure that well-performing employees are valued and rewarded, which keeps the employees engaged and motivated.
• Align the needs of your employees, your business, and your budget with your business strategy through improved individual and business performance with personalized, timely rewards and recognition programs.
• Support employee training and reduce compliance risk with a modern learning experience.
• Deliver territory assignments and align sales quotas with agility, fairness, and transparency.

One of the most convenient features of the talent management programs is the 鈥榮tart anywhere, go anywhere鈥� approach they afford to the users. This approach allows an organization to implement the full suite or the various solutions in any order. For example, an organization can start at the most vulnerable point and adapt as the company鈥檚 needs grow. Or it can implement and execute this strategy from scratch and design the talent management process around this framework.

A well-integrated and holistic talent management system can help an organization attract, develop and retain talent, which remains one of the most significant challenges faced by enterprises worldwide.

The post How can Talent Management Help Your Business? appeared first on 51风流India News Center.

To fashion the future of the workplace, CHROs must reimagine the basic tenets of organization. This calls for workplace models that are creative, adaptable and antifragile. Through the lens of a fast-approaching future, talent replaces labour. Networks of teams replace hierarchies. An ecosystem of collaborators replace competition. Ultimately, the workplace becomes more human: a nurturing space that can be in equal parts inspiring, collaborative, and bent on creating an employee experience that is meaningful and enjoyable.听

Reimagining Basic Tenets of Business

While the nature and purpose of the HR function have been evolving for years, the demands of the pandemic dramatically accelerated this transition. It is clear that in the next two to three years significant changes to the HR operating model are on the way. As the future unfolds, HR is becoming as relevant to business success as core functions like R&D, sales, or production. It now needs to ensure a company can still be operational during the pandemic.听

Future focused CHROs are stepping up to this new responsibility, leading a change that requires HR to transform itself, adopting the organizational principles and key performance indicators of core business functions. HR leaders need to drive more agile and fluid organizations, shift the role of business partners, and drive the employee experience鈥攁nd do it all with a clear leadership mandate. At the heart of this change is the adoption of technology, not just as a tool but as an enabler of thought, translating into action. In this article we break down the top concerns of CHROs, to carve a greater share of the future of human capital for stakeholders.听

Nurturing Culture for Human Experience听

An organization’s culture is simply a repeated set of actions that become a part of its practice. But shaping culture in a changing world is a steep challenge. There is ceaseless debate over who the custodians of culture are. It is easy to lose sight of the way this culture is actually shaped across the business. The truth does not lie in operating manuals or on-boarding decks or policy documents. Culture is shaped in moments that matter.听听

HR needs to shift its focus from a pure-process orientation to the customer journey and identify the moments that matter for the employees in their interactions with the company. Organizing around the employee experience by taking an approach similar to how retailers define customer journeys鈥攊n this case, by identifying the employee moments that matter most and deploying resources accordingly. For example, critical moments for employees could include the , onboarding, performance reviews, and promotions, and the roles and responsibilities of the HR function could be aligned around them.听

Leveraging Technology for a more Human Future听

For years now, CHROs have found themselves using technology as a cost-efficiency treadmill. Deploying analytics and big data to existing HR operating models was the go-to norm. Technology adoption entailed a worthy but uninspiring mandate: optimizing labour costs and reinforcing compliance using standardized measures.听听

Even in areas of HR that were loaded with cultural significance for the organization such as recruitment and learning, the emphasis with technology has been on productivity, and how to measure it. For CHROs, the question has now become whether processes have replaced the creativity and innovation they need to attract and develop talent, manage and reward performance, and optimize workforce strategy. If the future of work is to focus on the human, HR must employ technologies that are changing how consistent process execution and excellent employee experience are delivered.听听

The biggest workplace disruptor is next-generation automation technologies. Some estimates indicate that nearly half of all work could be automated with current technologies. For HR, intelligent process automation, can help deliver consistent people processes 鈥� something that has eluded many HR operations teams given the dynamic nature of the requests they receive. Cost savings also materialize through deploying such technologies as robotic process automation, and cognitive agents. Re-evaluating the level of automation of HR and providing a 鈥渉uman interface鈥� to employees where personal interaction adds value. In the past, HR has automated too many tasks. It needs to provide a real human interface at points in the employee journey where personal contact is generally expected. Elevating HR through digitalization by automating processes, especially traditional administrative tasks; by gathering, analysing, and acting on employee data to make more informed decisions; and by implementing mobile self-services to elevate the quality of delivery. CHROs must drive conversations that begin by thinking of solutions, data, and employee experience when talking about digitalization in HR.听

Unlocking Design Thinking for Human Experience

Imagine a world of work where management began with what people need rather than adhering to a process? As the future of work unfolds, CHROs are increasingly turning to Design Thinking as a tool to bring a 鈥淗uman-Centric Approach鈥� to their organizations. At every single step of the organization design process, teams are empowered and accountable to gather user insights. These insights pose a powerful question that begins with: 鈥淗ow might we…鈥� The power of this question is almost hidden at first. 鈥淗ow鈥� represents a solution-oriented approach, 鈥渕ight鈥� encourages optimism and 鈥渨e鈥� represents collaboration. Teams are encouraged to inspire new thinking by discovering what people need, and not retro-fitting need to what the organization already is.听

Stripped of the hype and jargon, design thinking in HR is simply a process that prioritizes the employee’s needs and then creates solutions around that problem. The learnings are based on empathetic observations of how human behaviour in specific environments and reactions to these happenings in that environment. Thus, the approach is a hands-on method of creating innovative solutions. The human element of thinking is at the centre of the design. Design thinking processes are created around humans, and not simply for humans. Therefore, it relies on evidence of how humans behave towards a product or service and continuously improves that experience.听

The method we all know and use to solve problems is to identify the concern, then investigate and find solutions. Design thinking doesn’t focus on creating one solution. Instead, it is a continuous process of adapting thought and approach to meet the end-user needs.听

When applied to the world of work, especially in a rapidly changing new normal, design thinking can lead us to answers that will help the HR function be in lockstep with the needs of the organization’s most precious asset – its people.听

Seeking Success鈥� Questions to be Answered while Creating a more Human Experience听

The future-focused CHRO must drive organizational transformation to create an experience that is more meaningful, simple, individualized and aligned to the business鈥� needs.听

Meaningful: How can we create meaningful experiences for employees?听

When it comes to the moments that matter, are you understanding employees鈥� emotions and perspectives at all touch points? Can you take action and focus experiences on what matters to the people who drive your business?听

Simple: How can this global complexity be replaced with guided simplicity?听

Is global compliance, local regulations, diversity, inclusion, and employee well-being getting in the way of more strategic work. Gaining full visibility into your entire workforce and automating processes is the key听

Individualized Learning: Can skills and agility be individualised for employee learning and development?听

When you move from traditional learning to create a culture of curiosity and growth you can build a strong, knowledgeable workforce. Leverage powerful technology to develop a workforce that can take on any challenge.听

Aligned: Whose responsibility is it to align HR and employees to improve experiences and drive business success?听

Alignment begins with the act of listening. Discover the importance of listening to 鈥� and acting on behalf of 鈥� employees to decrease employee turnover and negative customer experiences (CX), while minimising the risk of damaging your brand and alienating key investors.听

In Conclusion鈥�听

Transforming the role of HR is no cakewalk – but 颈迟鈥檚 efforts reap rich dividends. Driving more human centric and fluid organizations, shifting the role of business partners, and elevating the employee experience are central to evolving the HR operating model鈥攚hich benefits not only the function but also the broader organization.听

CHROs can enable business by driving this transformation in their own HR organizations: developing and reinforcing clear priorities towards the human experience. While clearly a trial by fire, the pandemic also provides an opportunity for HR to accelerate its shift from a service to a strategic function, helping to shape a more dynamic organization that is ready to meet the post-crisis future.听

The post A Future More Human appeared first on 51风流India News Center.

The Great Resignation in India

, as the trend has been hailed, resulted in more than 24 million American workers resigning from their jobs, in sectors as diverse as healthcare, transportation, retail, hospitality, education, and warehousing. Employees are not just quitting in the U.S.; closer home, the IT industry is witnessing rising attrition, as per an e-commerce major’s recent survey. A听听highlighted that the top 5 IT companies in the country hired as many as 1.7 lakh professionals in 2021 due to rising attrition and high demand for tech-skilled employees.听

What might come as a surprise is that The Great Resignation trend is not completely attributable to the pandemic; if anything, the latter merely exacerbated a movement that was already gaining momentum among employees and workers of the Global North. What’s at stake is the future of work and business performance. For one, if companies fail to hire highly motivated candidates and retain their star performers, it could lead to further disruptions in productivity and growth in a market that has already seen dramatic lows from Covid-19.听

Younger workforce driving change

In the backdrop of these cultural and organizational challenges, it is essential that hiring managers and companies bring their A-game to designing a better workplace culture. What is fueling the need for this change? In one word: GenZ! Often dubbed as the woke generation, the rising number of 18鈥�28-year-olds in the workforce is forcing recruitment managers and employers to think out of the box about incentives, workplace design, collaboration, and fostering a sense of belonging. This听听is looking for more involvement with their teams, flexibility in schedules and place of work (think, co-working spaces and hybrid or remote), and look to the organization鈥檚 mission and values to foster a sense of purpose at work.听

Disengaged employees

Besides a poor work environment, employees are quitting the workforce in large numbers for other reasons. This includes searching for better pay, hunting for job opportunities in other industries, looking for profiles that better fit their values, and most critically, to recover from burnout brought on by years of dysfunctional work environments, competition straight out of college, and long working hours. According to a听, only 36% of employees in the USA felt engaged at their current workplace. The situation in India is not likely to be better; rather, the chances are that it is far bleaker.

Here are the top 5 reasons why employees are disengaged at work:

1. Ambiguous career path

Uncertainty at work is the enemy of confidence and productivity. Include a clearly mapped growth path for an employee’s role and what kind of responsibilities they will handle in the future. The absence of a well-drawn profile map nudges many employees to quit.

2. Mismatched incentives and appraisals

We all want our talents and efforts to be appreciated and rewarded with tangible incentives (money, that’s obvious). But a younger workforce also expects benefits and perks that are non-monetary. This could be in the form of company-funded training, team outings, mental health coach, and appraisals that take place more frequently. When employees don’t get offered appropriate incentives in line with their efforts, it impacts productivity and leads to poor engagement.

3. Dysfunctional management

You know that adage, 鈥榚mployees don鈥檛 quit offices, they leave their managers鈥�? Never has it been more appropriate to describe the current trend of The Great Resignation than during the pandemic, when professionals continue to quit their jobs due to dysfunctional bosses. Unreasonable productivity demands, bosses compelling employees to stretch beyond regular work hours, use of foul or abusive language in the office, and lack of mentorship and support impact the morale of employees.

4. Negative work environment

Employees bring in their best selves to work when the environment is positive, optimistic, and supportive. HR policies and management practices need to align with industry best practices for workplace behaviors. This means discouraging negative chatter, unhealthy competition, avoiding favoritism, and being extremely mindful to avoid discrimination in hiring practices and during appraisals. The absence of such benchmarks has a direct impact on employee productivity and morale, leading to high quit rates.

5. Inappropriate cultural fit

An organization鈥檚 core values act as a signpost that guides beliefs, behaviors, communications protocol, and attitudes at work. Workplace culture needs to evolve with a predominantly younger generation sitting at the foundation of the organization. Not having a clearly defined value system can alienate employees and contribute to low engagement at work.

6. Positive impact on bottom line

If disengaged employees impact the performance of a company, then the flipside of the narrative should be true: happy employees have a positive impact on a company鈥檚 bottom line. The good news? There is a correlation! 93% of respondents in a听听agreed that organizational performance increases when employees feel a sense of belonging. That is why it is important for companies to lead with motivation, mission, and a management culture that is mindful while engaging with the younger workforce.

4 reasons why positive employee experience is critical for businesses:

1. Helps reduce attrition rates

Highly engaged employees are more likely to remain loyal to their organizations than disengaged ones. Money may be a motivating factor for employees to jump companies; however, businesses can overcome this problem by offering a positive work culture. Moreover, hiring and training new employees often come at a higher cost than retaining existing employees who are already familiar with work processes and are a cultural fit.

2. Leads to more productive employees

Happy employees will show better engagement and productivity at the workplace. Their enthusiasm will also rub onto other people who are likely to be motivated to perform better. Sparking engagement among employees is thus crucial to attain team cohesion and attain the desired business results.

3. Helps attract the best talent

The shortage of skills in the global job market is making it tough for employees to attract and retain the right talent. Businesses that offer听, offer employees learning opportunities, better incentives, and positively encourage employees to prioritize self-care are more likely to attract top talents in the job market.

4. Enables improved customer experience

Customer service can make or break the reputation and repeat value of a business. Happy employees, especially those who deal and interact with your customers directly, are responsible for setting a positive first impression. Such employees are likely to go the extra mile to offer the best experiences and solutions to their customers.

Redefining the employee experience

As businesses shift their focus from survival mode to recovery and short-term growth during the third wave of the pandemic, there is a need to redefine the employee experience. This is applicable not just for seasoned professionals, but for the millions of freshers for whom 2022 might well be their debut foray at work. According to a PWC听, 63% of CFOs want to redesign their products and services to generate revenue. However, this change will happen only when the organizational culture keeps pace with the zeitgeist of its employees.听

Here are听9 ways听to foster employee engagement:

1. Incorporate values and purpose-led work

Every company needs to craft core values that define its internal culture, purpose and larger mission. There are benchmarks that define organizations that earn the 鈥榞reat place to work鈥� title. Organizations thus need to create a work culture that is positive and friendly for the employees. Management is the best place, to begin with, as leaders can help build that desired culture.

2. Create an inclusive environment

In a听听individuals from 35 organizations, Culture Amp and Paradigm found that 鈥渁 single metric that was consistently and universally tied to a person鈥檚 workplace commitment, motivation, pride and recommendation was feeling a sense of belonging.鈥� Some of the ways that managers can foster a sense of belonging in their teams is by asking for their inputs and ideas during project planning phase, appreciating their efforts consistently, and demonstrating your faith in them by giving them the opportunity to lead a project, event, client pitch, or activity.

3. Make work-life balance a priority

Work-life harmony has become a priority not just for younger professionals, but a majority of the global workforce. A PWC survey says that 52% of听听plan to shift their employees to remote working permanently. Remote work has led to the blurring of lines between personal and professional lives;听听and burnout from being available on-call throughout the day for multiple meetings has eaten into employee morale and productivity. Managers need to design strategies and schedules that help improve work-life balance.

4. Maintain honesty and transparency

Maintain transparency while communicating with your employees in order to build trust and loyalty within your teams. This helps eliminate an environment of mistrust and shows that you genuinely care about your employees. For example, if an employee feedback survey had specific areas of concern pertaining to news about your company鈥檚 performance, ensure you address this in an open forum with facts and explanations. Your employees will appreciate your honesty and emulate the same form of communication with their teams.

5. Improve collaborative measures

Team cohesion helps improve trust, fosters a sense of shared values, creates a positive work environment, encourages productivity, and ultimately impacts a company鈥檚 bottom line. Organizations should encourage collaboration among employees, both, within the same department and amongst other teams across the company. Team building activities allow employees the opportunity to develop empathy, earn respect, and build morale as a unit. This in turn encourages employees to work as a well-oiled unit to achieve larger organizational goals.

6. Multi-faceted incentives

Understand what truly benefits your employees, which you can best do through surveys and feedback forms. This could range from on-job training and upskilling, insurance and mental health services, food coupons and weekly team outings, to gym memberships, performance-linked incentives every quarter, and opportunities to lead. Whatever option you choose, ensure it fits with the aspirations and needs of your employees. Companies also offer flexi-time work, unlimited medical leaves, and no questions asked casual holidays demonstrate to employees that they are valued.

7. Create development opportunities

Mentoring and training are critical factors that can help employees stay connected. Help your employees in their professional development by giving them the chance to advance their skills. This can take the form of regular workshops and courses related to their profile and areas of interest. Offering training and upskilling options during work hours can help employees understand their career path and opportunities better.

8. Reward your employees

The best time to reward an employee is not when they decide to leave so that you can retain them. Performance appraisals need to be timely and provide both monetary and non-monetary incentives to all employees. Keep an eye on your top performers and design reward programs that are based on their contributions, skill sets, and attitude. Grooming your top performers for future leadership roles is also an important aspect of keeping them motivated.

9. Virtual team bonding

A happy workplace is all about enthusiastic people who can help others grow along with them. Having regular office outings can help improve the bonding between the team and make them feel more connected with each other. Secondly, with remote work becoming the norm in metros and Tier 1 cities, HR needs to design virtual activities that help employees feel connected with their colleagues remotely and nudges them to be productive.

Course correction: Workplace of the future

Though the pandemic is a disruptor of things, it has also given organizations a chance to course correct. There cannot be a better opportunity to revamp the workplace and reassess what aspects of the culture works and what needs to be redefined or let go. Besides, the change in status quo also affords us the possibility to remove ambiguity from various aspects of the workplace and reinforce our values.

Most organizations may have done well till this stage of the pandemic. The key is to build on that by taking your team into confidence and building on their ideas and vision for the company鈥檚 growth. Their satisfaction is critical to helping companies achieve their organizational goals.

If you are looking for HRIS software to streamline core HR processes,听SuccessFactors Employee Central听can help.听SF employee central听also supports employee self-services for the entire organization. Get more details on听Employee Central Success Factors听.

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What is Business Resilience?

Business resilience is an organization’s ability to adapt its operations, absorb stress and ensure business continuity in the face of adverse situations or change. It is about having the foresight to recognize risk factors and causes of disruption and plan for them. Of course, many businesses currently practice risk management in some manner 鈥� mostly to better understand and mitigate exposure to specific, well-known hazards. Resilience must also encompass unidentified threats, as well as the adaptations and transformations that a corporation must do to absorb and even leverage environmental stress.

Contrary to popular perception, contingency plans for business resilience do not mean having largescale organizational resources and ample cash reserves to weather disruption. It is more about adapting than just response. And as old business ways collapse, technology has helped give a head start to organizations invested in building business resilience. Adopting lean, digital-first agile processes has helped them transform legacy business models, reinvent the way they work and reset their business strategy. One way to do so is by leveraging听, which delivers pre-built processes for everything from finance and sales to product management and purchasing on a single, unified solution.

However, while crafting business resilience plans, aspects like data recovery, securing IT systems, alternative modes of working, etc occupy a prime place in the minds of most leaders. The critical importance of employees to business continuity is often overlooked. Resilient businesses with loyal and productive employees have a higher chance of bouncing back after a crisis or unforeseen incident. Clearly, a business is only as resilient as its people 鈥� and this calls for outstanding employee experiences.

What is Employee Experience?

Employee experience can be defined as the continuing relationship between an employee and an organization. It begins right from the interview and onboarding process and continues to be shaped with every interaction that happens after that along the employee life cycle. It encompasses all that defines and influences an employee鈥檚 role in the company 鈥� such as the workspace, the role of managers, benefits offered, rewards and recognition, health and well-being and much more.听

Positive employee experiences lead to the employee delivering positive customer experiences, thus creating a virtuous cycle that feeds back into employees鈥� sense of achievement and purpose.

Businesses with robust employee engagement practices have a workforce that is invested in achieving organizational goals; one that is more likely to identify with the 鈥榦ne team鈥� vision driving business goals. This alignment between the employees鈥� identity and that of the company leads to improved productivity and profits and lower employee turnover.

Employee experience 鈥� the unseen factor in business resilience

A black swan event such as the pandemic has thrown the definition of employee experience out of the window, to be replaced with one that fits the new normal.听

As businesses shifted from survival to recovery and resilience mode, it became clear that redesigning employee experience is of paramount importance. Most businesses are either planning to or already replacing or refreshing services and product mixes to ride out the challenges of the chaotic past two years. To do that, it is essential to create conducive internal conditions, which translates to redesigning the employee experience to nurture creativity, a sense of purpose and fulfillment.听

This prioritization of the human factor at the workplace is evident in a听听conducted by Forrester Consulting on behalf of Elastic. The survey of CIOs and IT leaders in 10 countries听revealed that 60% of IT organizations are investing in improving employee experience to support remote workforce productivity and performance. To amplify the impact on employee experience, 57% of IT leaders are collaborating more closely with their HR counterparts.

How can a business create better experiences for employees?

At the end of the day, companies that don’t develop new and existing personnel at the same rate as their technology are unlikely to have the capabilities they need to advance digital transformation. This will result in their competitive advantage dwindling.听

Here’s how organizations can make the most of their talent and establish truly resilient companies.

• Provide flexible work arrangements

After an extended live experiment in working remotely, the craving for flexibility will be greater once employees return to physical office environments. Organizations that offer flexible working models 鈥� whether remote, in-person or hybrid 鈥� and the necessary support to make the transition easier have a better chance of retaining or attracting a skilled workforce. Flexible work arrangements provide access to a larger talent pool and create a more diverse and inclusive workplace that fosters creativity and increases employee loyalty. This, in turn, can add to business resilience.听

Some of the ways in which flexible work arrangements can be brought about at the workplace are job sharing, flexible working hours, compressed workweeks and flexible rostering.

• Enable work from home for those who desire it

Employers and employees have more or less perfected the work-from-home model. While employees are now reaching the pre-pandemic productivity levels and producing quality work from their home offices, remote working has cut the fatigue and sensory overload that accompanies the travel to and from the office.听

Because of the reduction in physical office space, distributed work models can save a lot of money, but establishing and maintaining a work culture and sustaining cooperation can be difficult. Successful firms have deployed efficient remote access and collaboration technologies that have made the employee experience flexible, standardized, secure, and simple to use while also allowing for increased productivity. Such a strategy can amplify employee engagement, productivity and retention, and will benefit the business in the long term.

• Practice empathetic leadership

The importance of compassionate leadership is felt keenly now, more than ever. Empathy was always considered a key trait of a good leader, who puts people at the center of business or technological decisions, from a work, personal or wellness level. When CEOs, managers, team leaders and others in decision-making roles put themselves in employees鈥� shoes, they are able to make informed decisions that have positive implications for the workforce. This enhances employee well-being, boosts their morale, increases their loyalty and sets in motion the wheels for business resilience and growth.

• Ensure communication is clear and consistent

As work models, expectations and processes churn rapidly, it is vital that communication channels between employees and the management remain open and clear. Employees should have regular updates on how the organization is moving forward. They need clarity on how the company will address issues related to workplace health, safety and well-being, flexible work models, etc. Timely and transparent communication will engender employee trust and build employee and business resilience.

• Ensure safety and well-being of employees

The COVID-19 pandemic and the resultant uncertainty and fear it created has affected the physical and mental health of employees across the world. While each individual responds to stress in unique ways, it is established that stress affects employees鈥� ability to empathize, be open-minded, engage with the organization, take up challenging tasks, and to learn and grow. Thus, the health, safety and well-being of employees should be the highest priority for all organizations as workplaces reopen. While some industries with high-risk jobs have long prioritized safety, Covid-19 mandates that all businesses, regardless of location, have safety practices in place to protect their employees and show that they care.

• Update R&R programs to reflect what employees really want

Companies need to revisit their Rewards and Recognition (R&R) programs considering the new reality. They must figure out what is more likely to motivate their employees, since monetary rewards may not hold the same sheen as before. Experiences are more important to new-age workers. Thus, personalized rewards aligned to individual preferences and lifestyle choices are more likely to appeal to them. Even acknowledging the dedication and hard work of employees through small acts of everyday appreciation can go a long way to make them feel valued.听

By using technology such as virtual working platforms and remote collaboration applications, companies can give their R&R strategies a digit redesign to deliver an employee experience that fosters pride and a sense of belonging.

• Provide training and upskilling opportunities

Building the most effective, resilient workforce necessitates not just new hiring but also the development of existing talent. As the way we do things changes because of digitalization, businesses have a big potential to make the most of their existing staff.

Many of the duties that today’s employees perform are monotonous and unfulfilling. However, if advanced machines take over most of the monotonous, repetitive work, employees can be reallocated and upskilled to more satisfying occupations that provide them with greater happiness.

Training and learning initiatives are important for the career development and growth of employees. Identifying unique skills or traits such as initiative, creativity, and problem-solving, and creating training programs to sharpen them, will benefit both the employer and the employee. Personalized learning journeys boost the self-esteem of employees and their feelings of inclusion and belonging. Future-ready organizations must invest in upskilling and reskilling initiatives in transferable skills that cut across domains, functions and businesses to remain competitive.

• Leverage technology to ensure high employee engagement

Employee engagement is better in organizations that provide effective collaboration tools and integrated digital workspaces to access apps. With a majority of the workforce staying connected to the firm for longer periods of time now, compared to before the epidemic, these measures allow improvement in employee productivity.

AI, machine learning and cloud-based tools have proven to be highly efficient for multi-regional teams to communicate, collaborate and work together. For example,听听is a single cloud ERP solution that connects every function across a company with proven best practices and in-depth analytics to build business resilience.

Companies that use digital analytics and data tools to identify and fulfill employee needs are more likely to succeed in the new normal.听听of solutions can assist leaders make informed decisions with access to real-time insights on a single, scalable platform 鈥� leading to standout employee experiences and business transformations.听

Conclusion

To summarize, resilience is required for firms to sustain global competitiveness since it equips them to recover from any organizational setback. It is tough to build a resilient workforce, but with proper planning and execution, as well as trust and open communication, one can succeed.

During the epidemic, firms that prioritized robust processes, agile decision-making, technological investments, and nimble organizational structures survived and even prospered. Those that redesigned work had lower attrition rates, improved employee experience, engagement, and productivity.

With the support of technological tools, data and people analytics, organizations can mine employee data, analyze it and come up with actionable insights and solutions to create employee experiences that are meaningful. Pivoting to an employee-centric approach when adopting technology will establish a work environment that fosters productivity and engagement.

To find out how to accelerate your journey to becoming digitally resilient and setting yourself up for success in the long run, learn how you can integrate听听into your operations. Listen, understand and respond to employee needs and experience gaps to ensure your employees, and your organization, stay resilient and productive in the long run.

The post Make Your Business Resilient With Great Employee Experience appeared first on 51风流India News Center.

In our guide, we will demystify the distinction between talent acquisition and talent management, and HR鈥檚 role in ensuring both recruitment and management of talent is always aligned to company鈥檚 growth strategy.听

What is Talent Acquisition?

Talent acquisition is essentially a systematic process that a company carries out to identify and acquire those skilled employees who meet its professional requirements.听

The stages in talent acquisition:

• Creating听Awareness听about Employee Branding value proposition听
• Building听Consideration听for the brand
• Interest听where employees start to send applications
• Selection听of the right candidate who fits the job requirement and company values/culture听
• Hire听of the right candidate after closing on compensation

This recruitment funnel combines the key steps HR uses towards talent acquisition for filling the job roles of a company to achieve short term or long-term goals. The core responsibilities of talent acquisition include future resource planning, diversifying the employment force and employer branding in the market.

There are two ways through which a talent acquisition team operates within an organization. Either it is a part of the human resources department, or it is a separate entity. At times, this important process is outsourced to a third-party agency.

What is Talent Management?

Talent management, on the other hand, is a constant process with the key objective of ensuring highly motivated employees. It focuses on management of employees that includes developing their skill sets and engaging them continuously to improve their performance. When done right, can help companies to have very productive and engaged employees.听

What is Recruitment?

Recruitment is a process carried out by a company to identify the potential candidates for a job profile and select them for the role. It is done by attracting potential candidates and screening their suitability through interviews. The span and scale of the recruitment process depends on the size of the company and the number of existing employees.听听While large companies have a team of recruiters to carry out the job, in small companies, the entire work is the responsibility of just one person, the HR manager. The recruitment is conducted through different media, like printed or digital advertisements, social media links and job boards.

Differences between Talent Acquisition and Talent Management

Talent acquisition and talent management cannot be used interchangeably but are two phases of 鈥榖efore鈥� and 鈥榓fter鈥� of a candidate joining the company. Of the two processes, talent acquisition focuses on hiring the right candidates based on their potential and skills, while talent management takes over after a candidate joins the company. keeps track of the training and development of the new employees. Programs are designed to improve performance through constant upskilling which also keeps them engaged. It is this factor which differentiates it from the process of recruitment as well. However, the talent management team requires a lot of involvement of HR, either directly or indirectly.

Differences between Talent Acquisition and Recruitment

Many people might perceive the term 鈥榯alent acquisition鈥� to be a new and fancier way of calling the conventional process of recruitment of a company. It is because the essence of both still lies in hiring new people for the organization. While the overall objective of talent acquisition is more or less the same as recruitment, there are a few crucial differences in their processes and approaches.

While recruitment is all about fulfilling the momentary purpose of filling a particular vacancy and is a short-term goal, talent acquisition is a much longer and strategic process. It鈥檚 long term and involves:

• Planning and strategy

Compared to recruitment, talent acquisition uses a comprehensive strategy that seeks to understand nature of business, current and future workplace, and workforce requirements.听

• Workforce distribution

Understanding the pulse of different departments and workforce teams within a company is important for talent acquisition teams. Parameters like skills, experiences and competencies required for a position are analyzed better when a proper plan is in place, one of the key aspects of talent acquisition.

• Employer branding

In today鈥檚 digital world, brands are using newer ways to interact and connect with consumers and even talent (think LinkedIn, Glassdoor, etc.). Talent acquisition takes a broader approach to creating a positive image of the company and its work environment and goals. The end-goal: inspire trust in potential candidates and new hires.

• Talent scoping

Quality content comes from more detailed research. This is possible through data collected from talent management software. Having a talent acquisition team enables organizations to source talent from diverse locations and map them to the right job role.

• Analytics

Using key metrics for proper tracking and analysis, the talent acquisition team can fill existing vacancies. They can also have a database of potential candidates to connect with for the future.

The Common Skills Required for Talent Acquisition and Talent Management

While talent acquisition and talent management are entirely different processes, certain skills are common for both.听

• Communication skills

Given the people-centric nature of these job roles, the ability to communicate well, both speaking and writing, is important. It鈥檚 also important that professionals in these two functions (talent management and acquisition) can negotiate and mediate between a job seeker and the company. Of course, new modes of digital modes 鈥� social media recruiting, gamified assessments, and mobile-centric processes 鈥� have redefined the communication processes too.

• Active listening skills

Unlike before, millennials and Gen Z have the advantage of having more platforms and media to express an opinion. This has made active listening an important skill, that needs to go beyond a simple telephonic or first-level interview. A talent acquisition specialist or a talent management specialist should assess the potential candidate鈥檚 diversified presence in the online world and collect information from their social media accounts using dedicated talent management software. Active listening is beneficial for generating an assumption of perspectives of a candidate, thereby easing the decision-making process.

• Planning skills

Information gathered through communication and active listening will help both talent acquisition and talent management professionals to be more effective and plan smarter. For a talent acquisition specialist, overall planning needs to be more strategic that aligns with business needs of various stakeholders. Hence, the objective would be to fill the immediate vacancies and build an active pipeline of potential candidates for future hires.

• Learning skills

Both talent acquisition and talent management professionals should be willing to learn new technologies and have a natural curiosity that will help them acquire new skills. These traits will ensure that both the professional and organization are open to new ways of working and can more easily drive transformational processes. Open cultures are generally synonymous with innovation and hence are easily able to attract millennials.听

• Relationship building skills

To ensure long-term associations, both talent acquisition and talent management specialists should prioritize candidate experience and qualities. Both these aspects can form a basis to build a relationship. It is also instrumental in the establishment and promotion of a brand as an employee-friendly company and creating a sustainable engagement between all the employees of the company. The focus should be more on networking and relationship management, which is possible using recent developments in artificial intelligence.

• Social skills

These days, organizations are looking for professionals who display both IQ and EQ in equal measure. Such individuals can drive a balanced and harmonious work environment conducive to employee wellbeing and productivity. These nuanced skills are important as they enable talent acquisition and talent management specialists to empathize and take the right steps to solve employee challenges.

• Analytical skills

Leveraging data through analysis and derived insights can help talent acquisition professionals to find gaps in the hiring process, tweak it and save time and costs, making the process itself more effective. Being able to understand granular data and correlate it to the bigger hiring picture will help streamline the hiring process.听听

• Tech skills

Digital transformation is a part of organizational strategy, and in recent times the pace of digitalization has been faster than ever before. In such circumstances, 颈迟鈥檚 critical for talent acquisition and talent management professionals to be comfortable with technology, use the right talent management software and tools such as applicant tracking systems and performance management platforms.

• Social media skills

Social media has become an important part of the hiring process considering that today鈥檚 digital native generation spend a significant amount of time online. From posting job ads on LinkedIn and other online platforms, companies are now focused on digital media to ensure they reach a wider pool of potential hires. A talent acquisition specialist and a talent management specialist need to be well-versed in using social media to connect with millennials and Gen Z while amplifying company vision, mission, and culture to build an attractive employee value proposition using social platforms.

• Multitasking skills

Unlike earlier, where human resource processes were transactional and functional, today it is strategic. Talent acquisition and talent management professionals need to be well-versed in juggling their job roles, prioritizing tasks and being part of the larger ecosystem when it comes to driving business objectives. Essentially, this means both these specialists need to be able to multitask and become achievers, instead of being doers alone. Whether 颈迟鈥檚 helping the organization to achieve business goals through hiring the right resources or ensuring these resources are productive and engaged by constantly providing new learning and development (L&D) opportunities, both talent acquisition and talent management professionals need to have strong multitasking skills.听听

Role of HR

HR has a significant role in both talent acquisition and talent management, though the processes that are followed for each vary. For talent acquisition, HR carries out several tasks, such as assessing the available talent and discussing the required talents. The other tasks in talent acquisition performed by HR are analyzing the gap between availability and requirement of talent and building strategies and measuring the success rate of the plans created to bridge the skills gap.

For talent management, 颈迟鈥檚 a different process. It includes analyzing skills gap in the existing talent pool and mapping it against the 鈥榠deal鈥� profile, creating L&D plans that nurture and manages this talent. HR also analyses the talent strategy and succession planning; creation of a talent plan for the long run; reviewing of talent available in the organization and L&D plans which also includes team-building exercises, workshops, and benchmarking activities.

Which is more productive 鈥� talent acquisition or talent management?

Though talent acquisition and talent management use different processes they are interlinked. Organizations need to invest in hiring the right professionals for the talent acquisition and management teams. Considering that there鈥檚 a talent deficit for certain job roles and in certain industries, 颈迟鈥檚 imperative to have both these teams in place. Having dedicated talent acquisition and talent management teams, especially in large enterprises, makes the hiring process (recruitment and retention) more effective and impactful.

In today鈥檚 business environment where inclusion and diversity are an integral part of organizational culture and values, having a well-knit team of talent acquisition and management professionals will ensure policies are well thought out and implemented. It also means that these teams collaborate to constantly refine processes and systems, a must in an ever-evolving world.听

As Workplace 4.0 becomes more pervasive, talent acquisition and talent management teams need to work together to keep attrition levels in check and minimize impact on the organization. What the new working models (hybrid working and work from anywhere) are also doing: making organizations question whether talent acquisition and talent management should continue to work as two different functions, or should they be combined under one. It鈥檚 an ongoing debate and one that will evolve over the next couple of years.

And what does this mean for talent acquisition and specialists?听

Perhaps, 颈迟鈥檚 the right time to develop transferable skillsets and explore new learning opportunities to be prepared when the great shift occurs!

The post Talent Acquisition vs Talent Management vs HR appeared first on 51风流India News Center.