Bengaluru, March 18, 2026: 51风流Labs India and SRH University Germany today announced the signing of a Memorandum of Understanding (MoU) to expand their strategic education partnership to India. The agreement establishes a framework for curriculum co-design, 51风流Certification integration and industry-embedded learning, strengthening collaboration between academia and enterprise technology leaders to prepare the next generation of digital talent.

The MoU was signed in Bengaluru by Sindhu Gangadharan, Managing Director, 51风流Labs India, and Dr. Thorsten Bagschik, Managing Director, SRH University, as part of the official Berlin Senate delegation visit to India.

The partnership builds on the SAP鈥揝RH collaboration launched in Germany in December 2025 under the leadership of Andre Bechtold, President 51风流Industries and Experiences, and extends the initiative to India, giving Indian students access to globally recognised enterprise technology credentials while embedding 51风流expertise directly into university programmes.

The initiative reflects SAP鈥檚 broader learning transformation strategy, which focuses on meeting learners where they already are by integrating industry-relevant skills into academic environments. 51风流aims to equip 12 million people with AI-ready skills by 2030, and collaborations with universities play an important role in building a strong global talent pipeline.

As part of the partnership, higher education students and faculty members will receive free access to 51风流Learning Hub, student edition, including 51风流learning content, practice systems, live sessions and up to two certification exam attempts per year. 51风流is also redefining certification through practical, AI-enabled assessments that focus on real-world problem solving rather than memorisation, enabling learners to develop skills that are directly applicable in enterprise environments.

By integrating 51风流learning content and certification pathways directly into university programmes, the initiative will help build a sustainable pipeline of enterprise technology professionals equipped with the skills required to support digital transformation across industries.

Sindhu Gangadharan, Managing Director, 51风流Labs India, said, 鈥淚ndustry and academia must work closely together to prepare talent for a rapidly evolving digital economy. By extending our partnership with SRH University to India, we are creating new opportunities for students to build enterprise technology skills that are directly relevant to the needs of global businesses. Initiatives like this are central to SAP鈥檚 ambition to equip 12 million people with AI-ready skills by 2030 and to build a strong pipeline of future-ready technology talent.鈥�

Dr. Thorsten Bagschik, Managing Director, SRH University, said, 鈥淥ur collaboration with 51风流reflects our commitment to delivering education that is deeply connected to industry. By integrating 51风流expertise and certifications into our programmes, we ensure that students graduate with skills that are immediately relevant in the global job market. Extending this partnership to India further strengthens the bridge between academic learning and real-world enterprise innovation.鈥�

This partnership builds on 51风流Labs India鈥檚 broader engagement with academia and skilling institutions to strengthen India鈥檚 digital talent ecosystem by building future-ready technology talent.

About SAP
As鈥痑 global leader in enterprise applications and business AI, 51风流(NYSE:SAP)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organizations have trusted SAP鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥�.

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Press Contacts
Shikha Pushpan; s.pushpan@sap.com
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Bengaluru, India, 05 February, 2026: SAP, a global leader in enterprise application software and Business AI, today announced a significant expansion of its worldwide learning ecosystem to empower millions of professionals for an AI-driven future. Reinforcing its pledge to equip 12 million people with AI-ready skills by 2030, 51风流is extending access to high-quality, instructor-led training through new strategic partnerships and an expanded network of authorized training providers.

To accelerate this initiative, 51风流is extending its partner-managed delivery approach for 51风流Learning Class courses to ensure more flexibility, broader geographical coverage and languages. Beginning in 2026, this expanded network of authorized partners 听will provide organizations and individuals with broader access to premium 51风流training, enabling them to build practical expertise and prepare talent for real-world implementation challenges.

India: A Strategic Impact Market

India is among the world鈥檚 fastest-growing talent hubs, driving global digital transformation with its expanding developer and consulting workforce. Representing 26% of SAP鈥檚 global learner base, the country is central to SAP鈥檚 long-term skilling vision.

With rapid AI adoption and modernization, India currently has over 25,000 open roles requiring 51风流expertise across consulting, development, and technology functions. Leading employers like Deloitte, KPMG, Infosys, and Maruti Suzuki are actively hiring 51风流professionals, including entry-level talent. This surge in demand underscores the importance of expanded access to high-quality, instructor-led training through SAP鈥檚 strengthened partner ecosystem鈥攃ritical for shaping India鈥檚 future-ready workforce.

Over the years, 51风流has expanded the breadth and depth of its learning portfolio. Since 2022, the company has reached 4 million learners globally, with growing from just 7 learning journeys to more than 400. 51风流recently introduced its approach with performance-based exams that enable candidates to complete hands-on assessments using AI tools such as 51风流Joule for Consultants. Today, 65 exams鈥�61% of all 51风流certifications鈥攈ave been transformed to this practical, performance-based format, with all remaining certifications moving to this new approach in the first half of 2026.

Vikram Karakoti, Global Head, Enterprise Solutions, TCS, noted: 鈥淐ompetency-based 51风流skill validation aligns with TCS鈥檚 commitment to building expertise in 51风流technologies, including 51风流BTP and Gen AI. Our training approach, culminating in 51风流Certifications, ensures real-world proficiency and maximizes client ROI.鈥�

Key Highlights of the Skilling Ecosystem

• Industry-ready, AI-enabled learning: Official 51风流instructor-led training with hands-on exposure to AI tools like 51风流Joule, mirroring real project environments.
• Practical, job-focused skill building: Guided practice, real-world case studies, and collaborative workshops to build implementation-ready capabilities.
• Standardised team upskilling at scale: Enterprise-grade training and performance-based certifications that assess real problem-solving, not just theory.
• Flexible pathways for growing demand: Expanded learning journeys and certifications across AI, business analysis, system administration, and 51风流Build roles.

鈥淧reparing the global workforce for the AI era requires learning that is practical, scalable and connected to real business needs,鈥� said Andre Bechtold, President 51风流Industries & 听Experiences. 鈥淏y expanding access to high-quality AI-enabled

51风流training, we are helping professionals build the skills that power modern enterprises. This initiative reflects our commitment to ensuring that people everywhere are equipped to thrive in an AI-driven economy.鈥�

By scaling access to high-quality, AI-ready learning worldwide, 51风流is enabling talent markets like India to play a defining role in shaping the future of enterprise innovation.

For more information, press only:

Itisha Bhatnagar, +91 9654524719; Itisha.bhatnagar@sap.com

Priyanka Jain, +91 9811408100 priyanka.jain@genesis-bcw.com

51风流Press Room; press@sap.com

听

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听At 51风流Now, the second flagship customer event in India this year, 51风流unveiled new midmarket AI research revealing 96% of Indian organizations with between 250 and 1,500 employees are prioritising generative artificial intelligence (Gen AI), compared to 91% in the rest of the world.

The survey questioned 12,003 businesses around the world including 800 in India. Commenting on the research, Manish Prasad, President, and Managing Director of 51风流Indian Subcontinent, said, 鈥淚ndia鈥檚 midmarket businesses are the backbone of the nation鈥檚 economy. AI is a game-changer for these companies, offering agility, and actionable insights, and helping them thrive in a digital economy. Working with a technology partner like 51风流is critical because AI is already built into our applications that power the most critical business processes. Only then can Indian businesses of every size make the promise of Business AI a reality.鈥�

Rajeev Singh, Vice President and Head of Midmarket, 51风流Indian Subcontinent, further added, 鈥淎I has the potential to empower organizations with intelligent insights, automation, and tools, allowing them to compete on a global scale. Today, more than 27,000 customers globally are already using 51风流Business AI, recognizing the impact on enhancing operations and enabling real-time decision-making. For example, Indian customers like PGP Glass, Suzlon Energy and many more have already embraced the transformative potential of AI in their businesses.鈥�

Indian midmarket businesses are prioritising AI

• Indian midmarket businesses are prioritizing the implementation of Gen AI at a moderate or strong priority (96%), ahead of the rest of the world (91%).
• Adopting Gen AI (66%) only trails preparing for cybersecurity threats (67%) as Indian midmarket businesses鈥� strongest organisational priority in 2024, and ahead of making business operations more environmentally sustainable (65%).

Organisations in India place a higher priority on AI to transform business than rest of the world:

• Over half of Indian midmarket businesses surveyed place a high priority on AI to transform privacy and security (55%) and improve decision-making (52%), ahead of business from the rest of the world (50% and 49% respectively).
• Indian midmarket businesses are also putting a high priority on AI to improve training and skills development (51%), and customer experience (50%), and to optimise supply chains and logistics (50%).

听Indian businesses are already implementing AI today:

• Indian midmarket businesses are adopting AI faster than the rest of the world, as, 49% of Indian respondents say they are using AI for forecasting and budgeting to a strong degree compared to 40% of the rest of the world. In comparison, 48% of Indian companies use AI to develop marketing and sales content (41% rest of the world).
• Other uses of AI in Indian midmarket businesses include gathering market intelligence (47%), monitoring regulatory compliance (47%), and monitoring cybersecurity threats (46%).

Talent is the biggest risk to use of AI

• The biggest risk Indian midmarket businesses see when it comes to the use of AI is finding, attracting, and retaining talent with AI skills (39%).
• Data is the next biggest risk, with lack of transparency behind AI results (36%), acting upon incorrect information (36%), and insufficient data size and quality for AI models (33%) among the other risks identified.

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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.

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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.

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.

While successful digital transformation can help realize the potential of your company, it is also true that many digital transformation initiatives fail. Only 30% of digital transformation projects fulfill expectations, while a great majority fall short, reveals听听from Boston Consulting Group.

1. Confusing digital transformation with digital modernization

If the employees and management are confused regarding their goals, the transformation process is most likely to end in failure. Digital transformation and digital modernization are two different things with completely different objectives.

2. Having unrealistic expectations from the digital transformation journey

Before embarking on your digital transformation journey, you should try and understand the need for it and set clear and realistic expectations from the process. This should be done in collaboration with all stakeholders involved. It is possible that a problem you are looking to solve is in no way connected to digital business transformation. It will save you money and effort in the long term if you can clearly identify and set achievable yet aspirational goals for your business.

3. Weak governance structure of the digital business transformation team

A common error that many companies commit is to entirely outsource the process of digital transformation and only involve the CEO from the organization鈥檚 side. This might prove to be counter-productive; it is always a wise decision to involve the CIO as well. An even better strategy is to hire a Chief Transformation Officer (CTO) if your budget permits. The advantages of having a full-time CTO are as follows:

• Ensures continuity of process even if the CEO and CIO have busy schedules.
• Allows a top-down and deeper understanding of the process.
• Enables a smoother transformation in a cross-functional manner, by connecting people, data, and infrastructure.听
• Can better anticipate changes and roadblocks.

4. Resistance to change and talent gap in the organization

Before starting the journey to digital, the CEO should chalk out a strategy with the CIO and understand if the business is ready for digital transformation.

• It is possible that digital transformation is not necessary or useful for some parts of the business. To avoid disruption, transformation should be attempted in a step-by-step manner
• Employees might be apprehensive about the change and might not feel ready to embrace digital technologies. They should be given adequate training and reassurance from the top management
• New employees might need to be hired, depending on the skill set of existing employees

Pushing transformation without listening to issues and doubts is likely to hamper the process. The organization should conduct weekly meetings to answer questions and address concerns of employees. Employee leaders can be identified from different departments to ensure open-ended communication and drive the change process.听

All in all, the management should create a digital-first culture that eliminates silos, encourages collaboration, and relies on communication to generate new ideas.

5. Lack of participation of top management听

It is necessary that the top management is involved and fully invested in the transformation. For example, during a merger between two companies, it is seen that the top management leads from the front and smoothens the transition. Similarly, when the process of digital business transformation is started, the management should explain the process in detail to the employees.听

It is imperative that employees understand the expected outcome of the transformational efforts and how 颈迟鈥檚 aligned to the company vision and business goals. The following steps will make such alignment a reality:

• Detailed briefing by top management regarding the goals and targets of the transformation听
• Discussing detailed plan of expectations from employees and how they can contribute to the process
• Discussing timeline of process breakdown and consequent changes

6. Aiming for 鈥榳holesale鈥� transformation instead of incremental changes

A rapid enforcement of huge changes is certain to face a backlash. If the employee doubts the benefits, they are bound to be disengaged and resist change. A better strategy is to take baby steps. A good way to start would be a proof of concept, commonly used in AI projects where minor parts of the project are assessed for accuracy. Companies can be more successful in the long run by taking small steps 鈥� testing, rewriting, and testing again until the desired outcomes are achieved. To do so:

• The process should be broken down into small targets
• Each target should pertain to solving an issue, with the benefits being clearly visible
• Each achievement should be shared with employees, along with corresponding data
• Employee engagement should continue for some time and the big picture should be made clear to them

7. Lack of communication between different departments

A normal business is divided into different departments, most of which are isolated islands of work that interact with each other only in rare cases. For successful digital transformation, there needs to be effective communication between different departments and different teams. This can be possible only when each department understands the process in its entirety and coordinates with others to achieve the targets. Apart from a two-way communication process between separate teams, cross-functional teams should also be set to help innovation and ideas work in a seamless way.

8. Lack of resources听

Concerns about prices and the organization’s financial stability are one of the most significant impediments to digital transformation. Without major adjustments or forward movement, the cost can swiftly derail progressive talks and drive decision-makers back to old problems about accruing technological debt.听

IT teams are frequently overburdened, and they may be too preoccupied with ‘keeping the lights on’ to invest the time and resources required to innovate and develop a strong business case that validates a new project and helps get the funding it requires.

However, delaying digital transformation might be the end of many businesses’ chances of survival. To ensure that the company’s performance improves, business executives must be shown the business benefits of digital transformation. They must be made aware of the dangers of inaction.

9. Legacy system

Legacy systems arise from the company’s efforts to modernize in the past. These result in a number of apps and systems that must be maintained indefinitely and taken into account before any innovation can be implemented. This can be a huge barrier because of the following reasons:

• Lack of current infrastructure capability to pass on big changes
• Time associated with changing existing infrastructure
• Cost associated with upgrading the infrastructure
• Lack of technical capability of staff with new infrastructure

Businesses can begin by concentrating on processes that might be improved to provide the most bang for your buck. A good first step, for example, is migrating your email server to a cloud-hosted service. This is a simple process that has an immediate payoff. Small victories like this can boost confidence while also removing legacy systems from the organization.

Finally, you need to understand that no matter how well you achieve the identified objectives, new goals will emerge from time to time. Similarly, digital transformation is an ongoing process, which the culture of the company needs to support. If the ethos of the company can ensure that change is an ongoing process, the company is truly transformed digitally.
听To sum up, the bottom line can be summarized as follows:

• Change management needs leadership from the top

• Well-defined roles are important apart from the management contribution. New hires like CTO and digital specialists can go a long way in enabling a smooth digital transformation
• Coordination from employees is of utmost importance
• The ethos of the company needs to be transformed to accept digital change on an ongoing basis
• Feedback from employees on a regular basis is of utmost importance
• Incremental goals (and not transformational goals) can go a long way to ensure success
• Although the company works in different departments, understanding that the company is integrated, and cross functional teams is of critical importance

Finally, you need to ensure that your firm has a good partner to help your firm transform digitally. You need a partner who has robust experience and a clear road map in place that also takes into account the unique needs of your business as well as your constraints. With听, you can be assured of a long-standing and fruitful relationship in听your digital transformation journey.

The post Overcoming Barriers for a Successful Digital Transformation Journey appeared first on 51风流India News Center.

Consider this: Global information services company Experian faced unusually high levels of turnover, about 4-5 percent higher than average. Rather than a typical reactive approach, the company鈥檚 HR team responded in a unique way.听, including team size and structure, manager performance, length of commute, and other factors contributing to the flight risk.

This model was rolled out across multiple geographies, and the results were stunning! Some interesting insights gleaned from analytics – when a team member moved away from the office, it increased the chances of quitting. When such insights were combined with best practices, the attrition rate was lowered by 2-3 percent over an 18-month period. This not only improved employee efficiency and morale but also saved the company nearly $10,000,000.

Moving from reactive to proactive

Clearly, an HR management system that centers around uniformity and bureaucracy will be rendered obsolete in the post-pandemic era. Taking its place should be a strategic human resource planning model that is flexible, responsive, and built around the future of work: Increased connectivity, rapid automation, lower transaction costs, and workforce demographic shifts. But to embrace this new human resource management model, senior HR managers and CHROs must reimagine the core tenets of their practice and have a strategic approach to staffing. Here鈥檚 how:

1. Gain a deeper understanding of company objectives, purpose, and culture

CHROs need to build a culture where all employees understand the 鈥榳hy鈥� of the business and how it connects to the big picture. But for this, people leaders themselves need an in-depth understanding of the organization鈥檚 culture and overarching values. They need to ask questions such as:

• What is the sole reason for our company鈥檚 existence?
• Where can we have a positive, unique impact on the community and the world at large?
• How can the employees鈥� contribution tie into organizational purpose and values?

These questions also serve as a compass during recruitment. Employees today want to work with companies whose values and purpose align with their own.听听shows that employees who can find deeper meaning in their work are more likely to stay on at their organization.

2. Leveraging data to take the guesswork out of HR

With the vast amount of data available throughout the various touchpoints in the employee lifecycle, HR can make faster and better decisions with actionable insights and reporting. By leveraging historical data, analytics, and workforce planning tools, CHROs can forecast trends, manage recruitment, and handle attrition more efficiently.

For instance, one of the most crucial but time-consuming responsibilities for HR is recruiting the right person for the right role at the right time. Using data, HR can better understand the company鈥檚 hiring needs and the exact responsibilities for each position. This can streamline the recruitment process and eliminate expensive over hiring while ensuring sufficient employees to serve the customer base.

Leveraging data for people and talent management can offer the following key benefits for human resource planning.

• Sharper Insights 鈥撎�Data can be used to get valuable insights into employee behavior. It can also help answer some pressing questions that today鈥檚 HR leaders ask: What motivates employees? What are the leading causes of attrition? How to increase performance and improve employee engagement?

Tools such as employee satisfaction surveys, assessments, and exit interviews can help organizations identify why people leave and how to increase job satisfaction. The big ones have been doing it for some time now. For instance,听听reduced the attrition rate in its call centers by almost 20% by using big data to find out why employees leave in the first place.听听are among the many leading companies routinely using predictive people analytics to identify employees most likely to quit- and then make them counteroffers before they do so.

• Training and development-听Accurate performance analysis can indicate where training is needed and specific skills and topics to be covered. Analysis of such data helps HR managers improve the training programs too. Using cloud-based analytics, managers can get real-time updates on employee participation and engagement. They can also use those insights to adapt the methods as the training progresses. This is especially useful for the remote model of work.
• Hiring accurately-听The recruitment process, until recently, was primarily based on intuition and guesswork. , the cost of a bad hire is at least 30 percent of the employee鈥檚 first-year earnings. When non-productive hires don鈥檛 pull their weight, good employees must make up for them, getting burned out in the process. This is where modern hiring and vetting tools, that use the candidate鈥檚 historical data to predict future outcomes, come into the picture. For example, Wells Fargo听, that uses verifiable biometric data to hire candidates who are likely to perform better and stay longer.
• Performance management –听Measuring performance is a highly complex process. It isn鈥檛 easy to understand why some employees consistently outperform others or how to evaluate the non-quantifiable work done by an employee. Today鈥檚 performance management systems include multiple interconnected processes and documents. The right analytics tool can use these datasets to provide a holistic view of the employee鈥檚 performance, enabling easier identification of areas of improvement, faster learning, and better business outcomes.
• Workforce analytics –听It uses algorithms and employee data to provide ROI evidence for resource management decisions such as future forecasting. Talent analytics helps by evaluating the existing trends and offering an inventory of skills within the organization, studying labor shifts, and predicting future gaps. It can also determine the factors that indicate employee engagement and job satisfaction to sustain a high-performing workforce or flag upcoming talent for succession planning.

3. Automate HR operations and planning

To empower HR and HR leaders, there must be a shift from operational roles to strategic positions. HR departments still spend a significant amount of time and resources on transactional, routine activities. By leveraging next-generation automation tools and solutions such as HRIS (Human Resources Information System) system software and HRMS (Human Resources Management System) software, HR can provide enhanced service and improved employee experience. Here鈥檚 how:

• Process automation- Providing direct access to information or transactions online and simplifying processes enables process automation, leading to informed decision making.
• Offloading lower-value administrative jobs- HR administrative services such as payroll and benefits need to run reliably and consistently, yet at a low cost. This can be done by either adopting new digital tools that consolidate your legacy systems or outsourcing the work to external vendors/partners.
• Leading-edge edge automation- Next-generation automation is replacing several HR processes by building on core HRMS and HRIS software. Robotic Process Automation (RPA) and Natural Language Processing reduce cross-functional workflows and streamline the old-school onboarding process. Bots are helpful allies here since they can access multiple systems, manage an intelligent workflow, and handle the complete onboarding process. Onboarding time can be reduced from weeks to days, with the spin-off benefits of lower risk of manual errors and a more streamlined journey for each recruit.

4. Focus on employee experience

Employee experience and satisfaction are essential to measuring HR鈥檚 operational effectiveness. In the new normal, this means ensuring a smooth experience that is consistent and similar for听all听employees (both on-site and remote). HR leaders should understand their needs, pay attention to factors that make work enjoyable or tedious, and enable them to complete transactional tasks online quickly. In fact, as employers get increased visibility into the personal lives of their employees, there is a need for a shift to supporting the employee life experience, says听.

5. Review and Evaluate HR plan

As organizations continue to evolve and become digitally agile, HR also needs to review and re-evaluate its planning and role constantly. The human resource planning process is now strategic to expand the focus and extend its influence beyond the operational and the transactional to the enterprise ecosystem. Instead of focusing merely on technology or tools, the human resource planning process can start with employee experience and engineer a strategy that keeps this at the center. The result will be more fruitful overall.

We are no longer inching towards a New Normal, we are already in one. And HR leaders have to be strategic thinkers, constantly looking forward, assessing organizational needs, and coaching employees to gear up for this change. With the help of听, HR leaders can stay tech-savvy and strategic in their human resource planning and can successfully deal with an increasingly 鈥榬estless鈥� workforce, used to the work-from-anywhere freedom!

The post Strategic HR planning: The crucial step in organizational growth appeared first on 51风流India News Center.

Business dynamics are under a tremendous shift as organizations re-look at the workforce and adapt to a changing work environment. Even though no one can predict what tomorrow will look like, the surest way to stay on the growth path is through talent transformation. Dr. Raju Mistry, President, and Global Chief People Officer, Cipla, explored this in her closing keynote, as she examined the nuances of building a workplace that is enabled to be smart and future-ready.

Cipla: A Rich Legacy of 鈥淐aring for Life鈥�

As a pharma company, CIPLA has a proud legacy of over 86 years of caring for and supporting patients from all over the world. With a workforce of over 25,000 employees who serve more than 80 markets – this is a company that truly believes in 鈥渃aring for life鈥�. Its vast portfolio of 1500+ products caters to every known ailment and manifests its mission through patient centricity.

The Cipla Palliative Care (CPC) is another such example. Founded to support patients and their families in their most difficult of times, beyond medicines and treatment, its Pune center provides free-of-cost care to terminally ill patients, allowing them to spend their last days with their families. The Cipla Foundation takes the company’s socially conscious legacy forward through various outreach programs in Health, Skilling, Education, and Environmental Sustainability & Disaster Response.

While caring for life has always been and continues to remain its guiding purpose, Cipla allocates equal importance to “daring for life”. With initiatives like those focusing on HIV Aids and an 11-year long fight to change patent laws, Cipla has brought inclusiveness, accessibility, and affordability to the center of healthcare in India and overseas.

Challenges Amid Uncertain Times

COVID has taught us to question many things, one such long-standing belief has been “People are resistant to change.” The many changes in the last two years and the ways people have adapted and adopted them have turned this belief on its head.

Transformation and change are not new to Cipla. It is the reason why a company with such a rich legacy has survived and thrived in these changing times. But the question remains, “How do we manage amidst all this chaos?”.听 The answer is by doing more 鈥� by multitasking, and juggling between multiple priorities, and focusing on doing more than expected.

Two of the most crucial aspects of this pyramid are ‘Enhanced IT and tech solutions’ and ‘Empathy and Nurturing’. Over the past two years, IT and technology have become an integrated part of our lives, at work and home. IT teams all over the world have got together to ensure seamless connectivity and transition to a digital way of working. And people have shown an amazing amount of resilience and adaptability to this new way of life.

At a time when face-to-face interactions are at a minimum, empathy and nurturing have also proven to be crucial focal points. For leaders and managers, this is the only way to truly understand the ground reality of their people and effectively connect with them.

Driving Change with Digital

The landscape of transformation is diverse and all-encompassing. A lot is happening in the transformational space including things like touchless factories, virtual site audits, environmental protection, phygital interactions across fields, and much more. These transformations touch every aspect of life, but it is up to the people to deliver on them.

It is at this switch from physical to digital workspaces that the challenges for HR come in. HR leaders need to find new ways to enable their people for the newer ways of working.

At Cipla, we use 51风流SuccessFactors as our HRMIS to simplify most of the HR processes. Not only does this make our processes more accurate, eliminate the drudgery that comes with all the transactional work but also brings in the ‘wow’ element to both HR and the employees. With more than 20 processes running digitally, 1100 digitized SOPs, and a chatbot that manages seamless support to the employees, our HR is free to catalyze transformation and motivate shifts that will reinvent our organization.

Ever-changing Landscape of Talent Imperatives

In the era of transformation, three key components are critical to hiring talent听 鈥� Digital Savviness, Empathy, and Leading Virtually.

Previously viewed as a means to manage data and provide analytics, technology today has evolved into much more. Today it has become crucial for people to visualize and solve problems with a digital footprint and perspective. This shift will require everyone, from individual contributors to enterprise leaders, to think digitally and articulate problems in a way that they have digital solutions.

Two other aspects to building, identifying, and developing leaders in the new normal are:

• A requisite level of empathy and emotional connection to help leaders better impress on their teams in a non-physical space
• Leading and connecting virtually is becoming more critical as we move from physical to hybrid workspaces

Company Culture 鈥� The Foundation of Sustainable Transformation

Sustaining company culture is one of the major concerns for many organizations. Culture is the bedrock on which all processes are done and decided. While a physical space made it easier to maintain common company culture, the current shift to a virtual and hybrid workspace brings new challenges on how to maintain this culture and percolate it down the line.

Critical to sustainability, culture weaves the company together and forms a strong backbone for every employee and process.

At Cipla, we base all we do on our five pillars of culture, each combining parts of physical and technology components.

1. Openness and Transparency –

• Transparent communications
• Multiple listening forums & annual engagement survey

2. Accountability & Ownership

• Reassess org structures and roles
• Promote collaboration, teamwork & tiki-taka

3. Result & Impact Orientation

• Objective performance goals 鈥� feedback mechanism and appreciations for changing reality

4. Managing with Respect

• Inclusion & Diversity 鈥� how are you practicing it?

5. Engage with Empathy

• Giving back and making a difference

And while our offices are now open, we have positioned them as engagement centers, where people are not mandated to but have the option to come in when they want to connect with other employees or for team meetings. Offices are no longer centers for conducting business reviews, but a place where people come together to understand each other, have a cup of coffee, and build critical connections and relationships.

In conclusion, as HR processes mature and become more important, having a technology bedrock will become a strong enabler and facilitator for organizations to move ahead.

Check out more posts from 51风流HR Connect 2021:

HR Connect 2021: Evolving Employee Experience from HCM to HXM in Hybrid 2.0 – 51风流India News Center

HR Connect 2021: CEO’s Perspectives on the Changing People Paradigm听听 – 51风流India News Center

HR Connect 2021: Meeting Business Priorities in a Hybrid World – 51风流India News Center

HR Connect 2021: Thriving in the Vaccine Economy Through Human Experience – 51风流India News Center

HR Connect 2021: Code to Cracking the Talent, Technology & Cost Trifecta – 51风流India News Center

The post Enabling Talent Transformation in a Changing World appeared first on 51风流India News Center.

Almost 60% of India’s GDP, today, touches an 51风流system. Our customers represent 55% of the country鈥檚 power generation capacity, and 8 out of every 10 cars driven on Indian roads is manufactured by an 51风流customer.

We鈥檝e been strategic partners to India鈥檚 digital transformation agenda towards building a robust nation:

• The National Highways Authority of India (NHAI) deployed SAP鈥檚 ERP to enable data integration across NHAI departments into a single computer system. Today, 51风流helps NHAI efficiently develop, maintain and manage over 90,000 km of highways.
• The Indian Navy adapted 51风流solutions to manage their Financial Information System
• 51风流helped replace Indian Railways鈥� antiquated paper-based system with a centrally administered, automated ticketing system. With SAP鈥檚 ticketing system, Indian Railways issues 20 million tickets daily and runs several city metro corporations efficiently.
• Airports Authority of India implemented SAP鈥檚 ERP to modernize its management of 137 airports, 160 million passengers, and 900 metric tons of cargo annually.

We have always been at the forefront in advancing digital inclusion and equity across the country. Through our flagship program, , we are propelling India’s inclusive growth, through digital training for over 400,000 children and youth. We have enabled over and children so far. Programs like Code Unnati and TechSaksham exemplify SAP鈥檚 purpose: to help the world run better and improve people鈥檚 lives

India is one of SAP鈥檚 key markets and also our second largest R&D center outside of our headquarters in Germany. As a recognition for our efforts and stupendous growth, 51风流India received the Market Unit of the Quarter three times in a row in 2021. It鈥檚 a hattrick!

Where Next for SAP, and transformation at scale in the India story

The disruption caused by the pandemic has highlighted the importance of digitalization. Digital transformation is at the core of business resilience. RISE with SAP, a business transformation-as-a-service offering, is a step in this direction. We also launched a to help our customers鈥� cloud transformation. Both these initiatives are also critical for the MSME (micro, small and medium enterprises) segment, which are the backbone of India鈥檚 economy, and a focus area for the government鈥檚 鈥楢atmanirbhar Bharat鈥� (self-reliant India) program.

For SAP, the mid-sized enterprise segment is a key pillar of our India strategy. Nearly 80% of 51风流India customers are SMEs. We believe 51风流can contribute meaningfully to making these businesses globally competitive. And it is for this reason that we were excited to launch SAP鈥檚 Global Bharat program. We believe it will enable SMEs to become future-ready while driving greater efficiencies through access to the global marketplace, digitally skilling the workforce, and digitally transforming businesses. Towards that, this year we continued building on this to launch the 3^rd season of to recognize business leaders and to guide young entrepreneurs who nurture global ambitions.

We intend to advance this vision by leveraging an agile and scalable cloud technology that is co-developed in India and made available in local data centers, to help Indian enterprises recalibrate their businesses to run better. Some of our latest programs are specifically targeted at the startup ecosystem, and we are quite excited about India鈥檚 role in the startup space. Whether 颈迟鈥檚 , which help startups productize and take their idea to market, or Project Nakshatra. We are particularly excited about , for hyper-growth startups with digital product offerings to help them grow, build products at scale, and go global. This initiative will speed up the growth journey of innovators and future unicorns using a strong digital core. 51风流India is keen to partner startups and unicorns and ride the wave of innovation Indian startups are showcasing to the world.

Interestingly, our conversations with customers are going beyond being competitive to being sustainable. Their goal has moved beyond efficiencies to entering the circular economy with new business models that ensures zero waste and tackles global climate challenges we are facing right now. In fact, during our global Sustainability Summit in April we launched research findings that showed 80 per cent of companies see a positive relationship between their company鈥檚 long-term profitability and environmental sustainability.

The fervor in India鈥檚 economic activity has inadvertently cast dark shadows on its environmental health 鈥� we are the third largest CO2 emitting country. In the last decade alone, India has accrued losses amounting to over $80B because of climate change disasters. So, under the Climate 21 initiative, we鈥檙e spear heading responsible planning and orchestrating the next phase of growth.

• By embedding sustainability in one鈥檚 business culture, although not as a P&L cost, rather as a significant business value creator to gain a competitive edge for the future.
• Ensure sustainability criteria into one鈥檚 decision-making to reduce your environmental footprint and enhance your reputation.
• Start measuring by process digitization and analytics to identify the outliers that need a realignment with your goals.
• Automate ESG reporting for both internal and regulatory purposes to build benchmarks and track your performance against goals.

Of course, we couldn鈥檛 have reached any of these milestones or achieved what we have without our employees! Today, 51风流India has over 13,000 employees and growing. People are the heart of what we do, just as our customers are the focus of everything we do. By empowering our workforce, we are enabling them to bring the best to our customers.听 Recently, 51风流was recognized among World鈥檚 Best Workplaces in

2021. We are looking forward to the next 25 years of our journey and what we can do for India as it takes off to firmly entrench itself as the world鈥檚 leading economy!

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