There has also been a dramatic increase in productivity that lets manufacturers produce more with fewer workers. Just in time manufacturing techniques link day to day manufacturing schedules more precisely to customer demand, thus squeezing waste out of the system and reducing inventory needs. As manufacturers integrate Internet based customer ordering with just in time manufacturing systems, scheduling becomes even more precise. More manufacturers are partnering with their suppliers to create integrated supply chains. For example, when a customer orders a Dell computer, the same Internet message that informs Dell’s assembly line to produce the order also signals the video screen and keyboard manufacturers to prepare for UPS to pick up their parts at a particular time. The net effect is that manufacturers have been squeezing slack and inefficiencies out of the entire production system, allowing companies to produce more products with fewer employees.
Several trends account for Work force Demographics. With global competition, more manufacturing jobs are shifting to low wage countries. For example, Levi Strauss, one of the last major clothing manufacturers in the United States, closed the last of its American plants in 2003.
In general, the jobs that remain – and especially the manufacturing jobs – require more education and more skills. For example, the five occupations projected to grow fastest in a first decade of the 2000s depend on computers—- computer engineers, computer support specialists, computer systems analysts, database administrators, and desktop publishing specialists Furthermore, automation and just-in-time manufacturing system mean that even manufacturing jobs require more reading, mathematics, and communication skills than before.
Skilled machinist Chad Toulouse illustrates the modern blue collar worker. After an 18-week training course, this former college student now works as a team leader in a plant where about 40% of the machines are automated. In older plants, machinists would manually control machines that cut chunks of metal into things like engine parts. Today, Chad and his team spend much of their time typing commands into computerized machines that create precision parts for products including water pumps. Like other modern machinists, he earns about $45,000 per year (including overtime).
Also reflecting the desires to keep costs down, there has been a shift to using nontraditional workers. Nontraditional workers include those hold multiple jobs, or who are “contingent” or part-time workers or people working in alternative work arrangements such as a mother-daughter team sharing one flight attendant job at Jet Blue airlines. Today, almost 10% of
At the same time, workforce demographics are changing. Most notably, the workforce is becoming more diverse as women, minority group members, and older workers enter the workforce. Between 1992 and 2005, workers classified as Asian and others will jump by just over 81%. Hispanics will represent 11% of the civilian labor force in 2005, up from 8% in 1992. About two-thirds of all single mothers (separated, divorced, widowed, or never married) are in the labor force today, as are almost 45% of mothers with children under three years old.
With the aging of its workers, America is facing a demographic shift as significant as the massive entry of women into the workforce that began the 1960s. From the 1970s through the 1990s, many employers improved their competitive positions by instituting policies and benefits (such as more flexible work hours) that attracted more women to the workforce. Employers will now have to take similar steps to fill the openings left by retiring employees – probably by rehiring retirees. American workers – 13 million people – fit this nontraditional workforce category. Of these, about eight million are independent contractors who work on specific projects and move on once the projects are done.
For managers, this means a growing emphasis on knowledge workers and human capital. Human capital refers to the knowledge, education, training, skills, and expertise of a firm’s workers. Today, ‘the center of gravity in employment is moving fast from manual and clerical workers to knowledge workers, who resist the command and control model that business took from the military 100 years ago. In this environment, managers need new world class HR management systems and skills to select, train, and motivate these employees and to get them to work more like committed partners. —
Monday, September 24, 2007
Work Force Demographics
BPO Policies : 5 Tips to Tackle Attrition
Most Indian BPO voice operators facing a very high level of attrition (more than 30%) are those who have relatively smaller operations (less than 1000-seaters) and handle processes requiring low knowledge levels. This article focuses on how these operators can tackle high levels of attrition.The typical Indian BPO voice operator can be characterised by the following:
Operating at low end of market and only skill required by agents is English speaking ability
Most agents have little discrimination and have to stick to prepared script
The typical agent is in the age group 18-26 and certainly below 30
The typical agent is a graduate, about 20% are high school pass and there is no one with post graduation or higher level education
Two thirds of the churn can be attributed to people moving from one call center to another implying that they are staying within the industry and not quitting it to join some other industry – that means stressful nature of the job alone is not a good explanatory factor and merely taking steps only to reduce stress will not help stem attrition.
Indian BPO companies which have been somewhat successful in tackling attrition have identified five major reasons behind the problem. These reasons and the typical response to tackle them are outlined below by way of providing what may prove to be helpful tips.
Reason 1: Demand is more than supply: there is no dearth of graduates and plus two pass but the supply of people with English speaking ability in this category is not adequate.
Strategy: Constantly identify talent, recruit and train either in-house if scale of operations permit that or through an outsourced training agency in case of smaller operations.
Reason 2: People are joining with a short-term view and as a stepping stone to something else.
Strategy: Create a culture and work environment that encourages people to think of a call center job as a long-term career option. Use counselling by HR and line management. This has to be backed up by demonstrated and perceived efforts by the management to move up the value chain so that employees can clearly see that the management is making efforts to create opportunities for upward mobility among employees.
Reason 3: A lot of young people are taking up call center jobs just to earn some money on the side – not as a serious and long-term career option.
Strategy: Create a culture and work environment that encourages people to think of a call center job as a long-term career option. Use counselling by HR and line management. Again this has to be backed up management efforts to move up the knowledge continuum in terms of the processes handled.
Reason 4: Long-term or intangible or contingency benefits such as PF or medical coverage do not have much attraction for call center employees – they want everything in cash – here and now.
Strategy: Redesign the compensation package for call center employees and try to pay as much as possible in hard cash. Work out if necessary a new pay structure highly skewed towards cash benefits. Typically the new pay structurer is along following lines: Basic (54%), HRA (26%), Medical Reimbursement (8%), Management Supplement (12%), PF Contribution (actuals), Tiffin Allowance (Rs 25-30 per day of attendance), Attendance Bonus (Rs 500-1000 per month), Loyalty Bonus (1 month’s salary after completion of each year in the company), Performance Incentives (linked to specific performance criteria), Referral Allowance (Rs 2000-3000 per candidate referred and recruited).
Reason 5: Call center employees have an average age profile of 20-24 years, so they are highly emotional, impulsive and immature when taking career decisions.
Strategy: Constant counselling.
Most managements somewhat successful in tackling attrition believe that although stressful nature of the job is not a reason for high attrition per se since much of the churn is within the industry, methods to relieve stress or to manage stress is important from the point of view of retention and productivity. Consequently, most such companies organise “fun” events such as picnics, dance parties, get-togethers, cultural evenings, quizzes and games and outdoor sports and games. Some even appoint professional agencies to organize regular stints of aerobic exercises and dancing sessions for employees as part of stress management. Do not expect these tips to bring about a dramatic reduction in attrition rates – they can only help you to better manage attrition. Call centers which do not have to tackle attrition probably do not exist – not in India, not anywhere else in the world! So, just learn to live with it!
SENSITIVITY TRAINING
The most commonly used Organizational Development intervention is sensitivity training. It is called laboratory training as it is conducted by creating an experimental laboratory situation in which employees are brought together, in groups, to interact in an unstructured environment. The members are encouraged to interact with new members and new individual behaviors.
The objectives of laboratory training are:
1.To help people understand themselves better.2.To create better understanding of others.3.To gain insight into the group process4.To develop specific behavioral skills.
Some people never understand why they feel and act as they do and how the others feel about them. Some people are insensitive to the effects of their behavior upon others and their orders upon subordinates. Laboratory training helps such people to understand the impact of their behavior on others. Most of the people concentrate on what they are going to say rather than what the others are saying. This training develops the communication skills of the employers and develops them as good listeners. It also helps the participants to form into informal groups and teams and work more effectively.
Modus Operandi of Sensitivity Training
Sensitivity training provides face to face interaction. This training is carried out by largely unstructured groups without an agenda, leader and predetermined goals. The group is given complete freedom in developing their own devices, interactions and on-going process for interaction. Sometimes, the trainer introduces certain planned activities involving one or two professional trainers set in with each “T‿ group. The emphasis in this training is not upon learning specific facts but upon gaining understanding of feelings, gestures, attitudes and emotions, i.e. sensitivity to oneself and others.
Another type of group is encounter group. These groups involve unstructured small group interaction under stress in a situation that requires people to become sensitive to one another’s feelings in order to develop group activity. These groups seek to improve understanding of self and others, group process, culture and general behavior skills.
Laboratory training may include role playing, inter group competitive exercise, self-insight questionnaire, theory sessions with lectures, background readings, panel discussions and audio-visual aids in addition to ‘T’ groups.
Team Building
Most of the laboratory training takes place among the employees of the same department. These employees work together as a team. Team building is nothing but application of various techniques of sensitivity training to the actual work groups in various departments. These work groups consists of peers and a supervisor. Laboratory techniques are also applied to short-term work teams. The technique, like laboratory training, aims at improving inter-group relations. This technique is designed to improve ability of the employees to work together as teams.
Seven P's of Indian Street Managers
Trakin’s first guest post comes from Sourav Ghosal, one of the writers at Simplifying Management.
Following post talks about the simple, yet extremely effective ways adopted by uneducated road side dhaba owners to attract and retain customers for their business. The manager in this case is a 16 year old boy. Read on..
How many times have we ever watched carefully how the vendor on the street sells his goods or the little road side dhaba sells its eatables, mouth watering and hot. Well there is something to notice. I would like to share my experience.
Last time I went to Kolkata (capital of West Bengal in India), one of my friends told me if you ever go to Saltlake, visit the road side dhaba called “ASUNDADA�. Saltlake is supposed to be the IT and ITES capital of the state. His suggestion took me by surprise. Here was a person not telling me to visit the mammoth TCS building or the huge IBM dome, but a small roadside dhaba. I got curious and decided to visit the place.
Indian street manager
What I saw was like this: Its location was just perfect, at the crossroads of the 4 IT major offices and could be seen from any window of any building (remember any P of the 7Ps!).
People of Kolkata love rice and hot fish curry and that’s exactly what he offered (catering to the tastes of the local public). But what was more important was the person cooked the fish in front of everybody in a chuli. The steam and the smoke which came out was really mouth watering which was a main cause of attraction, and it even attracted me to have lunch there. I felt it was a highly innovative way of attracting customers.
The person serving the fish brought the fish in a tray and gave each customer an individual choice to pick the fish he wanted to it and this really pleased the customer, for here they were served hot and on time, something they loved the most. But it doesn’t end there, he comes back with another tray and asks if anybody needs more, and if anybody says no, the little boy in his unique charming way says,� Sorry Sir, you are my guest . Cannot leave you with just eating one.� And you cannot ignore the little boy or his smile.
On first thought I thought it was really silly, but around 35 people eating took a second fish including me! What an innovative way of up selling.
Last but not the least, the little boy doesn’t keeps a track of who is eating what. The customer comes to the table where he has to pay and himself says what he has eaten and on basis of that the bill is made and he pays. The whole relationship is of trust and makes the customer happy and satisfied due to the trust shown on him. He feels like he is in home. Lastly while going out you meet the little boy again with his charming smile saying “ Sir, do come again.�
An amazing thing to be seen is all the strategies which were being used at the dhaba for attracting customers are being taught in Business School. But here are two smart 16 years old smart street kids who are running the dhaba. Isn’t it just amazing! And forget about B schools, they never had education. But they implemented one thing, which every one of us have, but most of us never apply: COMMON SENSE.
Lastly every body knew about the dhaba through the word of mouth publicity (unless how did I get to know).
Lets talk a bit in management terms:
P: Product: The hot fish and rice curry.
P: Place: Awesome location at the cross roads.
P: Price: IT engineers and security guards all come to eat!
P: Promotion: Word of mouth
P: Process: As simple as it takes a bit common sense
P: People: Remember the charming little boy
P: Physical Evidence: Cannot ignore the mouth watering fish cooked in front of you.
I said to the little boy �You are a genius!� He gave me a curious glare and said �Sir, is the food bad?� I gave him a smile in return and said “ I will come again….�.
Hats off to the thousands of street managers in our country.
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typical-street-managers
Managers at road side are far better than any another. they know the real technics of business and knows what are the things touches directly to their customer's heart.
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TALENT MANAGEMENT
TALENT MANAGEMENT
RETENTION OF TALENTS OCCURS WHEN THE MANAGEMENT
OF TALENTS IS EFFECTIVE.
Talent management is the process of ensuring that the organization attracts, retains, motivates and develops the talented people it needs.
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The talent management processes are:
*developing the organization as an 'employer of choice' a 'great place to work';
•using selection and recruitment procedures that ensure that good quality
people are recruited who are likely to thrive in the organization and stay with it for a reasonable length of time;
•designing jobs and developing roles which give people opportunities to apply
and grow their skills and provide them with autonomy, interest and challenge;
* providing talented staff with opportunities for career development and growth;
* creating a working environment in which work processes and facilities enable
rewarding (in the broadest sense) jobs and roles to be designed and developed;
* developing a positive psychological contract;
* developing the leadership qualities of line managers;
recognizing those with talent by rewarding excellence, enterprise and achievement;
* succession planning ensuring that the organization has suitable people to fill
vacancies arising from promotion, retirement or death;
* conducting talent audits which identify those with potential and those who might leave the organizations.
*good opportunities for development, training and career progression;
*a reasonable degree of security;
• enhanced future employability because of the reputation of the organization
as one that employs and develops high quality people,
as well as the learning opportunities it provides;
•better facilities and scope for creative employees.
• employment conditions that satisfy work life balance needs;
• a reward system that recognizes and values contribution,
and provides competitive pay and benefits.
All these reveal that the TALENT will thrive where there is
-freedom to show innovation
-facilities are made available
-creativity is appreciated
-creativity is given the opportunity, it deserves.
-creativity is given recognition
etc.
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Guidelines for Retaining TALENTED Employees
Develop a process to identify key individuals and positions needed in the
transition and in the new organization.
Focus on retaining the true "value creators" in the organization, not just top
management players.
Determine how long you need to keep various people on the basis of
business needs, and offer them stay bonuses as appropriate.
Assess employees against key competencies required for key positions. Use
these to objectively assess talents you will retain to meet important business
needs.
Remember when you dictate objectives, people show less commitment, but
when the process is collaborative, there is visibly more commitment. Involve
key talent in a "retention task force" where they can have input into
workforce planning and participate in discussions to help determine what it
will take to keep key talent in the new organization.
Determine which individuals will need to be relocated, if any, as early as
possible in the transition process.
Tell people what you know as quickly as you know it, and tell them what you
do not know.
Try to minimize the time that employees must endure a period of uncertainty
about whether they will be staying or leaving.
Consider developing a retention bonus plan for those considered absolutely
critical to the organization's success during and after the transition.
Understand up front that retention bonuses can have unintended
consequences and limited success. Those who get stay bonuses may be
seen as "the anointed ones" by those who don't receive such bonuses. Be
prepared to risk losing these people. Those who receive the bonuses will also
have a date by which they can voluntarily leave the organization and still
receive a bonus.
Approach all those you want to retain one on one and let them know they are
important to the organization's success. The simple phrase "I need your help"
has a kind of magic in it. "Re recruit" these people by letting them know what
is in it for them if they choose to stay on.
Try to retain all star performers and high performers even though their jobs
may have been eliminated in the reorganization. This is the same principle by
which professional sports teams draft "the best available athlete." However,
be mindful of the fact that if YOU cannot find a challenge that fits their talent,
you will not be able to keep them.
THE CHALLENGE OF TALENT RETENTION
The greatest challenge faced today by organisations the world over is retaining talented employees in the organisation. A debate raging since many decades has been as to whether to retain them is more important than finding a successor to the vacant position. Whilst the argument continues, let us examine the causes, consequences and control of employee turnover in an organisation. By employee turnover, we mean that employees of an organistion cease to remain in the services of that organisation and leave for reasons best known to them.
Some of the causes/consequences could be classified as:
Dissatisfaction parameter:
Employees are dissatisfied with the salaries, perks and benefits offered by the organisation they are currently in. They may also be dissatisfied with their bosses or find their jobs meaningless and unimportant as a result of which their job satisfaction levels are very low. Further they may be dissatisfied with career opportunities in the organisation or even its personnel policies in general. As a consequence of the above, Employees leave to join other organisations which satisfy their needs. As the wheel of time moves along, they find a third organisation which offers to satisfy them even more. Thus they change again i.e. they are perennially job-hopping from one organisation to another.
Alternatives parameter: Here the employee leaves the organisation in search of "greener pastures" such as starting his own business, joining the family business, joining an organisation in a foreign country or even availing of the Voluntary Retirement Scheme of the organisation and relaxing at home, living off the interest generated from fixed deposits and investment. An interesting trend in recent years in has been that many managers leave industry to become consultants or even faculty in management institutes or go abroad to complete their PhD or further studies. It is important to note here that the separation here was not because of dissatisfaction with respect to the present organisation but because of other available alternatives and inclinations in that direction by the employees. The consequence here is that the organisation loses some talented employees for no fault of theirs. In some organisations some of these employees are even used as consultants on a retainership basis from time to time. This is possible if and only if the separated employees are not always in a competitive area of work.
Personal parameter: In this case, the employee chooses to separate himself from the organisation because of personal reasons such as ill-health, desire to return to the native place for family reasons, the spouse is transferred and the current organisation has no branch in the new location and so on. In the Indian context, women may have to give up their jobs post-marriage to resettle elsewhere in the country or even post-pregnancy. As some of the above problems are more common with the women employees, many organisations have an unwritten policy, which is widely practised i.e. to minimise employment of women. This is a very unfair and biased policy and unfortunately many competent and well-qualified women have had to suffer. But companies argue that many women executives, even in today's Indian context have to quit jobs after marriage or pregnancy. It is best therefore not to generalise and treat such cases on their respective merits.
Organisation initiated parameter: Sometimes employees have to separate from an organisation as they have not completed their probation period successfully or they are being laid off for want of work or their appointment was only on a temporary basis. In fact it is this aspect of separation that is most unpleasant since the earlier ones discussed were cases of separation which were employee initiated. Care must be taken by the organisations to ensure that the above be carried out as smoothly as possible else, this could create a lot of negative impressions about the company which could be detrimental for the organisation's image in the long run. One major consequence of this type of separation is that it affects the morale of the employees at large and creates a feeling of insecurity in general.
Let us realize that today recruitment has become both a highly specialised area and a costly exercise too. Once an individual joins an organisation, costs incurred on him include Acquisition costs i.e. cost of recruitment, selection and placement &Training Costs i.e. induction, specialised training and on the job training. Besides when he separates from the organisation, the company faces the cost of his position lying vacant besides having to pay his separation pay and such dues.
Hence organisations today are focusing on minimising employee turnover with great gusto.
Some of the control measures taken are:
Having a well-designed and dynamic Compensation and Benefits system which is highly competitive.
Providing opportunities for further growth in the organisation via career planning/ succession planning.
Develop a highly conducive and pro-active work culture in the organisation where openness, creativity and commitment are valued.
In many organisations today, Exit interviews are conducted to obtain feedback from separated employees about their stint in the organisation. This Exit interview is conducted in two phases.
Phase I is conducted as soon as the employee's boss receives his resignation letter. The objective of his meeting is to ascertain reasons as to why the employee wishes to leave the organistion. If the employee is really worth retaining, attempts are made to eliminate dissatisfiers if any and retain his services for the organisation. This decision has to be taken very judiciously else the employee will use this as a tool to push his demands via a resignation letter. If an employee withdraws his resignation letter; the exit interview has achieved its objective of retaining a good employee. Despite all the attempts made, if the employee still decides to separate then we move on Phase II.
Usually the second phase of the exit interview should be conducted after the employee who has separated has been paid all his dues and his accounts with the company have been settled. This ensures that the separated employee provides candid and unbiased feedback about the organisation's procedures, policies and problem areas. All such feedback should be recorded on paper and circulated to the top management. In order to ensure that a good discussion is possible, the exit interview should be held in privacy and conducted by a senior employee of the organisation who is not the boss or departmental head of the separated employee. If the feedback duly obtained by this method is looked into seriously, this serves as a good raw data base through which various irritants and lacunae in the organisation could be eliminated.
In fact, the exit interview also has one more spin-off. If the employee parts with a good feeling, he has a tendency to keep in touch with the separated organisation. Perhaps over a period of time, he would even like to come back to his old organisation. Some management's are conservative and brand the separated employee as a traitor but many other organisations welcome him back.
Whilst critics argue that a continuous inflow and outflow of people into any organisation keeps it healthy, care should be taken to ensure that the outflow does not exceed the inflow. Further good employees should be retained and developed to assume higher levels of responsibility in the organisation. One needs to remember that employee turnover is not a malady which exists in the organistion. Hence necessary steps should be taken by an organisation to identify the causes and keep this turnover at an acceptable level. Retaining talent and creating a conducive work culture to facilitate performance would ensure the organisation's health &success.
Here is some guidelines that one can apply in the Organisation to improve the retention:-
1. Show employees that you have an interest in their success
60 to 70 per cent of workers do not feel that their companies help them to develop their career. Managers of successful companies are acutely aware that even the most brilliant business model will not work without skilled individuals motivated by a culture of management concern.
2. Allow employees the room to develop their skills
Many employees find themselves trapped in a narrow job function so mission-critical that the organisation cannot afford to move them. Frustrated employees, unable to satisfy their need for growth, resign, leaving holes that disrupt the company’s workflow in the short term. The company also loses strong performers who could have filled other, more important, roles over the long term.
3. Give employees a clear idea of the long-term goals of the company
Three quarters of unhappy employees do not believe that their company knows where it is going. Companies should endeavour to change their perceptions by communicating effectively to employees the direction it wants to take. This should be followed up with behaviour that is consistent with what they have told employees!
4. Measure soft skills
Many companies say they value people and train their management team to cope with people issues. Yet these same managers are rewarded based on their technical skills and financial results. Too often, people skills are not rewarded and no measure exists to evaluate them. Employees get the message that, “people skills don’t matter” and so neither do people.
5. Fight turnover with smart training
Two principles can help companies score big retention wins through training. Firstly, keep it relevant. Some firms act as though any training is better than none. From the employees’ perspective, that is not true. If training is not relevant to their jobs they feel it is a waste of time. Secondly, use training to broaden experience. Companies too often provide training that merely reinforces old skills instead of building new ones.
6. Develop your management team
People see good bosses as the wind beneath their wings, and employees who lack confidence in their bosses will leave the organisation sooner rather than later. A key retention strategy is to weed out marginal managers. Replace them with managers who can craft a compelling game plan, communicate it effectively to their teams and deploy initiatives that are consistent with company strategy.
7. Weed out poor performers in non-management ranks
Managers often under-estimate how strongly employees resent the presence of underperformers within their work group. The productive employee often has to take on more work to compensate for the poor performance of others, and they can feel that management is either turning a blind eye to unjust practices, or does not have sufficient interest in what goes on “below decks” to notice any disparity in working practices amongst employees. When the slackers are weeded out, both morale and retention improve.
Before you start the excercise, I think you should look at "whom to retain". You need to have a process wherein you can identify the talent and retain them. We call it talent management. How to retain talent is again a big issue because talent will always look for space to groom. I believe following options can be looked into for retaining talent:
1. Good Career Path
2. Increased Roles & Responsibilities, respect
3. Timely Training for skill development
4. Increase participation in business development & decision making
5. Time bound gifts (higher value) or paid vacation with family
6. Appreciation in public
7. Value to family concerns
Apart from that there are many options which are being used by many companies e.g. flexi timings, in house games, recreational facilities, counselling services etc..
You may work upon it based upon the kind of business you are into.
To start with, you need to have skill matrix in place. It may be made in excel file wherein you coordinate with respective heads to give you the input on present competence level of employees. Figure out who are experts, intermediate and beginners in that matrix. Certainly experts are critical resources, hence you must retain them. You may plan to move them to higher band, increase their span of work (as explained earlier). Plan training for Intermediate and beginners so that they can move in next competence level.
It is not an easy practice because we have seen that people by virtue of work does not get chance to improve upon their skills and hence they start looking for change. Hence you need to put extra efforts to prepare correct skill matrix and keep updating it.
You may work upon present levels of your employees, put them in categories or bands, finalise the timelines e.g. by what time an employee can move in next category/band. Once decided, plan for training & development requirements and act accordingly. You must have a system to check the training effectiveness e.g. timely performance checks, quiz contests, customer feedback etc..
For your help, I am attaching a ppt on finalising career path across the organisation. You may also share the same during the induction session.
Just think what would you have expected from your management to retain you and in what way. Once you get the answer, you would be able to make any process.
First of all let me tell you the various causes for high attrition rate:
No growth opportunity/lack of promotion
For higher Salary
For Higher education
Misguidance by the company
Policies and procedures are not conducive
No personal life
Physical strains
Uneasy relationship with peers or managers
For couple of these reasons employees are moving.
The below mentioned Benefits have to be followed to retain the employees Apart from PF,gratuity
Benefits like:
Group Medi-claim Insurance Scheme
Personal Accident Insurance Scheme
Company Leased Accommodation
Personal Health Care (Regular medical check-ups
Loans
Subsidized food and transportation
Company Leased Accommodation
corporate credit cards
Recreation facilities
Educational benefits
performance based inventives
Flexi timings
Wedding/Birth day gifts
Employee referral schemes
Every individual is different, his needs are different, and his emotions, his problems are different. So…sit down and concentrate on how to tackle
Communicate clearly regarding all aspects
Set Clear Expectations
Plan out Proper Rewarding schemes
Build a high degree of recognition value into every reward you offer
Reduce entitlements and link as many rewards as possible to performance
Always remember
The Law of Rewards - "What you reward is what you get" - Is extremely powerful.it is the rewards your organization gives that communicate the real expectations
Reward promptly(monitory or non monitory).
To attract best talent :
1. Build a Great Place to Work together with strong engagement and ambition
2. Give Huge Package
3.Develop your career, learn and grow in an company focusing on individual talents and strengths
4. Increase your international exposure by working in a multicultural environment, across different businesses and countries.
5. learning and development opportunities and career advancement are also critical reasons why people are being attracted.
6. Recognize & Rewards
7. Mentoring provides the employee and the company a win-win relationship. Companies can become employers of choice -- destinations instead of stepping stones -- and employees will gain valuable guidance, development and meaning in their careers.
Transform yourself
In this era of science and technology, we can be creative and productive, and at the same time not lose the humanness that we are all born with. Just material things or comfort alone do not make you comfortable. You may have a good bed to sleep on, but unable to sleep because of insomnia or worry! You need to get a broad understanding about yourself and your priorities.
Clarity in the mind makes things much easier-understanding your basic emotions like love, your interaction with people around you, knowing about your ego or what your intellect or mind is saying to you and introspection will give you a few minutes of relaxation which is very vital. So, what is most important is introspection about one's own life and how to improve the quality of life-this intention itself will open many doors for you to feel better about yourself. First of all, find out for yourself whether you are healthy.
Health is...
A disease-free body.
A quiver-free breath.
A stress-free mind.
An inhibition-free intellect.
An obsession-free memory.
An ego that includes all.
A soul that is free from sorrow.
Have you ever thought what is the purpose of your life? What is the meaning of life? What is life all about? These questions are very, very precious. When these questions dawn in your mind, only then your life begins! But, when these questions come into your mind, don't be in a hurry to get an answer. Those who know will not tell you and those who tell don't know! You can plug your ears and walk off! These questions are the tools by which you can dig deeper and the answers come from within you. Once these questions come into your life then you start "living" life rather than just existing. To know for what you are in this planet, find out what you are not here for!
You are not here to be sad.
You are not here to blame.
You are not here to be miserable.
You are not here to worry.
You are not here to show off.
You are not here to get stressed out.
You are not here to get irritated and irritate others.
The list goes on.
All our struggles in life are to know more. You are trying your level-best to understand your feelings and emotions, and you get into more and more and more confusion. This is what has Happened with psychology today. It tries to explain to you why you feel like the way you are feeling. The ''why'' arises always when you are unhappy. You ask ''Why this problem to me of all the people?'' Nobody ever asked, ''Why am I so happy?'' You want to understand, ''why am I not feeling good?'' or ''why am I angry?'', or ''why is this not happening?'' The more you try to understand and try to dig it, you seem to understand less and less. The mystery deepens, but an illusion comes as though ''I know it''. But that is for a short while. We ourselves do not know and we try to explain to others! Stop your explanations; your explanations have put you into a soup and make other people also more confused. You don't know what is happening in your mind. Mind is like a roller coaster-it's a crowd. Just be in the simple and innocent state of ''I don't know!''.
This life is a mystery-beautiful-live it. Living the mystery of life so totally is joy. Becoming the mystery is divine. You are a mystery! When you see life in this context, clarity dawns in your mind and your life improves.
1 Review the context of your life
Look at your own life in the light of time. Millions of years have passed and millions will come. What is your life? 60, 70 or 100 years? Span of life is insignificant. It is not even a drop in the ocean. In terms of space you simply don't exist! This understanding dissolves the ego. Ego is ignorance of your reality, ignorance of your existence. Now, just to know this, do we have to do something else? Just open your eyes: ''Who am I? How I am on this planet? What is my life time?'' Awareness dawns in the mind, and you will stop worrying about little things like, ''this person said this thing to me and that person broke away with me and this happened with that person and I am going to say this....'' All smallness will simply drop away, and you will be able to live every moment of your life.
Your life reels around your context. You should be happy in life. All other businesses involve ups and downs which is very natural. If there is a body, then it will get cold, cough, fever or something else and it will go away. But take care to see that happiness is always established in you. That is known as purashaartha. Our love, faith and belief should be deep-rooted, then everything else moves on its own. How many events take place in life! Are you able to maintain your equanimity always?
Not everything in the world is sweet. If you are grounded with faith, like the husk with grain, you will progress. Take this decision: "Whatever happens I will be there. I will be grounded. God's protection is there on me. Whatever happens, I will never go down. I always have God's hand with me." Keep your mind in peace in all situations. The rest will be taken care of. You have to take at least one step forward, which is to be in peace and equanimity. "Oh! Nothing happened. Nothing of my work happened." If you are able to laugh in such a situation, then understand that you have protection with you! The world isfilled with love.
Everybody has love inside them. You have to see that in your mind. Your head will be in the mud in a few years; don't put mud in your head while you are still alive! If you review the context of your life, the quality of your life will improve.
2 Know life's impermanence
See the impermanence in this life. That is the truth. Turn back and see that all that you did is like a dream. All have passed, the whole thing is finished. Tomorrow will pass. Now and then, a pinch of unpleasantness comes. It makes you aware of your pleasantness.
Suppose you never had unpleasant moments in life, you would never have pleasant ones. Your life would stagnate in utter boredom and you would become like a stone. So, in order to keep you alive, now and then, here and there, nature gives you a little pinch. It makes life more lively. Accept it.
You don't have to be afraid in life. There is always support. So, every pinch that you are having in life is for the best, to make your life more lively and enjoyable. Day and night you work so hard. The whole week is spent working, coming home tired, eating, going to bed. The same routine the next day. Weekends have become another routine. If you're awake, then you see there is so much foolishness! Just watch when four or five people get together and have a gossip session. In a gossip session, you can immediately change the topic of conversation. This is the thing with a crowd. If ten people are talking about the weather and you change the topic to stock markets, everybody will immediately talk stock markets, whether they know about them or not. It is great fun.
Being aware of this impermanent nature of our life, you find that there is something in you that has not changed. There is a reference point by which you can say things are changing. That reference point is the source of life. That is wisdom. With wisdom, your life improves.
3 Make your smile cheaper
A research done in England found that a baby smiles 400 times a day, an adolescent 17 times and an adult doesn't smile at all! The more successful one keeps a very stiff face. Is roughness a sign of success? Is being stressed a sign of prosperity, growth or dignity? You should smile more. Every day, every morning, look at the mirror and give a good smile to yourself. You know what happens when you smile? All the muscles in your face get relaxed. The nerves in your brain get relaxation, and you get the confidence, courage and energy to move on in life.
You know, your smile is so fragile! Just one telephone call is enough to take it away! But what is the big deal about your feelings? Bundle them up and throw them into the ocean! Once you are rid of your 'feelings' you can be happy. Just see why your spirits go down? Because somebody said something stupid to you. And why did they say a stupid thing? Because they had some garbage they needed to throw out and you were there, ready to catch it! And once you have caught it, you hold on to it so passionately! Come on! Wake up! Don't let your smile be snatched away by anybody!
Usually, you give your anger freely and smile rarely as though a smile is costly. In ignorance, anger is cheaper and smile costly. In knowledge, a smile is free like sun, air, and water and anger is extremely expensive, like a diamond. Make your smile cheaper and anger expensive! You are here for a greater cause. Just remember that. Take a challenge: "Come what may, I am going to smile today and be happy!" Smile more.
4 Be enthusiastic and praise others
Enthusiasm is the nature of life. We often have a tendency to put cold water on other's enthusiasm. Reverse this tendency. Take every opportunity to praise others and support their enthusiasm. If you put down other's enthusiasm, the same may happen to you. As you sow, so shall you reap. Recollect how much enthusiasm and joy you had when you went to the primary school. Someone without enthusiasm is like a corpse. But as you mature, the enthusiasm curve declines. As enthusiasm declines, we stop communicating.
How would you like to see yourself ? Happy and bubbling with enthusiasm or dull and difficult to please? Often, you like to be pleased, appeased and cajoled. So you put up a tough, upset face and act difficult to please. If a person has to appease and please ten people all the time, it will be so tiring. People who keep a long face and expect others to cajole and appease them make others run away. Lovers often do this. They expend a lot of energy in cajoling, and this brings down the joy and celebration of the moment.
If you feel down, appease and please yourself. Your need to be appeased by someone else is the sign of grossness. If you want attention, all you get is tension. It is not possible to attain Divine Love with a complaining face. Become one whose enthusiasm never dies.
5 Make meditation a part of your life
The higher goals in life can only be realised through a few minutes of meditation and introspection. What is meditation?
Mind without agitation is meditation.
Mind in the present moment is meditation.
Mind that has no hesitation, no anticipation is meditation.
Mind that has come back home, to the source, is meditation.
Mind that becomes "no mind" is meditation.
Deeper you are able to rest, dynamic you will be in activity. Even though deep rest and dynamic activity are opposite values, they are complementary. Before the body leaves you, you learn to leave everything. That is freedom. What are you looking for? Are you looking for some great joy? YOU ARE JOY!
I will give you an example. Have you seen dogs biting bones? You know why they bite bones? Biting wounds their mouth. Its own blood comes out and the dog feels that the bone is very tasty! Poor dog spends the whole time chewing the bone but getting nothing out of it! Any joy you experience in life is from the depth of your self, when you let go all that you hold on to and settle down being centered in that space. That is called meditation. Actually, meditation is not an act; it is the art of doing nothing! The rest in meditation is deeper than the deepest sleep that you can ever have because in meditation youtranscend all desires.
Meditation is letting go of anger from the past and all the planning for the future. Meditation is accepting this moment and living every moment totally with depth. Just this understanding, and a few days of continuous practice of meditation can change the quality of our life. The best comparison of the three states of consciousness-waking, sleeping and dreaming-is with the nature. Nature sleeps, awakes and dreams! It happens in a magnificent scale in existence, and it is happening in a different scale in the human body. Wakefulness and sleep are like sunrise and darkness. Dream is like the twilight in between.
And meditation is like the flight to the outer space, where there is no sunset, no sunrise, nothing! I am sure that deep within, every one of you feel that you have not grown, meaning you have not changed, not grown old. This indicates the soul in you, the depth in you, the spirit in you doesn't change, doesn't grow old, it's not aging. The body is aging but something in you is not aging. Getting in touch with that something that doesn't age brings beauty in life. That is meditation.
