Geeta Rana

Talent management: a paradigm shift in Indian public sector

Purpose – The functioning of an organization largely depends upon several remarkable components, with the talented employee occupying the central role for the accomplishment of organizational goals. In this context, organizations are making more investment into talent development initiatives, which currently is a challenge. The purpose of this paper is to examine the talent retention practices in Bharat Heavy Electricals Limited (BHEL), a Navratna PSE of the Government of India.Design/methodology/approach – The investigation is carried out through a case study that discusses BHELs well‐designed talent management strategy.Findings – Effective talent management practices help the Indian public sectors in general to retain their best talent. At BHEL, talent management practices are focused on competencies, knowledge, learning and increased broad group engineering and technology transference.Research limitations/implications – The case study could be enriched further by empirically measuring different factor...

Ethan learns to be a learning organization

Purpose – This paper aims to describe the main human resource management policies at Ethan Power Private Ltd, an Indian design, sales and manufacturing company, and the specific circumstances that led it to become a learning organization. Design/methodology/approach – This paper outlines the company’s origins and growth and its policies in such areas as recruitment, induction, training, remuneration, performance management and industrial relations. Findings – This paper reveals that learning organization concepts have stimulated debate in the business, and there is growing acceptance of self-managed development, empowerment and creativity. Practical implications – This paper explains that there is much more evidence in the company of effective teamwork and the principles of total quality management, while HR specialists are encouraging the processes of reflection and self-improvement that lie at the heart of organizational improvement. Social implications – This paper reveals that, in general, and while f...

Knowledge management process at BHEL: a case study

Effective knowledge management (KM) helps an organisation control and institutionalise its knowledge-based processes and create an organisational culture that fosters and encourages continuous learning resulting in a skilled and knowledgeable workforce. This paper seeks to observe the KM practices prevalent in Bharat Heavy Electricals Ltd, a Maharatna PSE of the Government of India, and includes a case study on the organisation. The KM practices followed by the company have been assessed with the help of a KM performance scorecard (e-map scorecard). The study further examines the in-house knowledge sharing processes and the extent to which information and technology is used to facilitate the exchange of knowledge. Findings reveal that linking KM practices with organisational goals increased the likelihood of the achievement of those goals.

Work Values and Its Impact on Managerial Effectiveness: A Relationship Study in Indian Context

Competent managers are very important assets to any organization as they drive it to success through the challenges of global competition. Managerial effectiveness has gained much research attention in recent years due to its importance to the organization as a whole. The purpose of this study is to test the impact of work values on managerial effectiveness in Indian organizations. To this end, a survey was conducted on a sample of 300 managers working in different organizations in India. The article employs factor analysis, Pearson’s r and step-wise multiple regression analysis to determine the effect of work values on managerial effectiveness. Findings indicate that work values have a positive and significant relationship with managerial effectiveness. The study provides valuable implications for practitioners and researchers by providing a deep understanding of the relationship between work values and managerial effectiveness, and between the dimensions and aspects of the two constructs. Practitioners could use the findings of the study to identify which work values influence managerial effectiveness most and work towards incorporating those values in the organizational culture.

Birla milks its employees for the creamiest leaders of the future

Purpose – This paper aims to describe how Birla creates a strong pipeline of people who are ready to lead the organization in the future. Design/methodology/approach – It explains the origins of the group’s global-manufacturing leadership program (GMLP), the form it takes and the results it has achieved. Findings – It reveals that the program aims to shape the manufacturing leaders of tomorrow through exposing them to world-class technologies and processes, state-of-the-art research and continuous learning and development opportunities. Practical implications – It reveals that of the five GMLP candidates recruited in 2011, three have become independent unit heads, one in China and two in India. Social implications – It outlines the company belief that retaining and developing the skills of its existing workforce is at least as important as importing new talent when faced with increasing competition and growing pressure to cut costs in its main markets. Originality/value – It demonstrates that the program ...

Stars of the future give Bhushan Power and Steel the edge: Systematic program for identifying and developing the talent of tomorrow

Purpose – Consider the various employee-development initiatives at Bhushan Power and Steel Ltd (BPSL), India. Design/methodology/approach – Underlines the key role of employee development at the firm, and explains in particular how it develops its future managers. Findings – Reveals how employee competencies are mapped and how training is designed around these and the skill needs of the company. Practical implications – Details the benefits of this approach for both individual employees and the company. Social implications – Advances the view that BPSL’s managers are more rounded and knowledgeable than those in comparable Indian companies. Originality/value – Highlights the importance of taking into account the skill needs of the individual as well as the organization as a whole.

Knowledge transfer in Hero Motor Corp Ltd.

Purpose – This paper aims to examine the issues of knowledge transfer in international strategic alliance within Hero Moto Corp. Ltd., an Indian multinational company. International Strategic alliances have been increasing in numbers in the past decades and transfer of knowledge and its transfer in multinational companies is wider debate. The case explores the complex issues involved in cross-organization and cross-country transfer of knowledge. The company has forged a strategic alliance with the US-based Erik Buell Racing for accessing technology and design inputs. Design/methodology/approach – It presents a structured case study that examines a wide range of knowledge transfer issues of international strategic alliance. Findings – It reveals that a major influencing factor is the national culture of the parents and that of the host country which provides the context with in which alliances are operate. It is also explored the ways in which the multi-parentage of strategic alliances influences their Human Resource Management (HRM) policies and practices. Originality/value – It provides plenty of useful information on an issue that affects virtually every employee and organization.

Human Capital Creation: Innovative Practices by an Indian Bank

Employee retention was a big challenge at YES Bank, an emerging Indian bank. The main objective of the study is to identify innovative steps taken by the management in their human resource (HR) practices to enhance employee retention and to create a conducive environment for human capital creation in the YES Bank. The case explores and provides useful insights as to how YES Bank has successfully transformed its working environment for human capital creation through innovative HR practices. The case concludes with questions to provoke discussion to understand the importance of various HR management initiatives. This case is recommended for study and analytical discussion for practicing managers, researchers and management students in HR management, organizational behaviour and industrial relations.

The bank that likes to say yes to expansion

Purpose – The purpose of this paper is to identify the steps taken by human resource (HR) managers at India’s Yes Bank to enhance employee retention and to create an environment conducive to growth. Design/methodology/approach – Information gathered from semi-structured interviews has been presented. Findings – This paper reveals how Yes Bank has transformed its working environment through innovative HR practices. Practical implications – The approach adopted by an emerging Indian bank to address various HR issues has been detailed, and it is shown how the bank responded to changes and challenges in the internal and external environments. Social implications – This paper explains that Indian banks are about to come under increasing competitive pressure, as limits on foreign direct investment are relaxed. Originality/value – This paper provides plenty to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

Performance appraisal powers growth at Havell’s India : Company identifies and invests in talented people early

Purpose – This paper aims to explores the development of a new performance-appraisal system that has enabled Havell’s, one of India’s largest and fastest-growing electrical and power-distribution-equipment manufacturers, to identify and invest in talented people early to build their skills. Design/methodology/approach – A wide range of performance-appraisal issues has been examined. Findings – This paper reveals that appraisals are plotted on a performance matrix tool that not only evaluates the “what” of performance but also the “how”. The system provides feedback from superior, peer group and subordinates. Assessment on potential is communicated transparently to all employees for building the competencies linked to successful performance. Practical implications – It is suggested that organizations should develop a transparent performance-management system to bring out the best in people. Social implications – This paper argues that, if performance-appraisal practices are effectively managed and successfully deployed, they could increase the long-term satisfaction of employees. Originality/value – This paper provides plenty of useful information about an important issue.