HR Function Management Support for SME's (Your HR Department is Here)

Indicators of HR Need for Start-ups and SME Organisations

2012-02-15T17:10:00.000+05:30

Indicators of "Your HR Department" Need.... Here are some of the Indicators that help you to understand the necessity of HR Department for your Organization. We discuss below, some of the areas of focus, from HR point of view

HR Challenges of Start-ups, Small & Medium Organisations ( Click the image to expand )

Start-ups:

Starting with Difference : You started your Organization and would like to invite best of the breed of the professionals or when you wanted to tell the potential employees about your seriousness on People you hire. This works as a very clear focus on People and their contribution to build your organization. Do not hesitate, take that first step and setup HR Function.. At this stage you do not need a full fledged HR department, just dial “HUSYS" for solution.

Getting the First Few & People Complexities beyond Founders : The most critical is your first few. If you are able to retain one among the first few batches of 5 and keep growing, you are in a right direction. You would have somebody who can bring your cultural and business values with you... The change can be brought with a focus on HR.

Double Digit Dhamaka & If You hit 10+ people team: Each person is different and applies different set of views and experiences. Their understanding about organization would change the entire dynamics internally. Hence it’s the toughest state where you consistently instill the core value of your organization with multiplying team members. The more experienced you bring in, the more dynamics in managing change.

Growing "Small Enterprises" :

You would be forced to setup a Kind of HR Function, if you missed the first stage of building HR Systems during less than 20 people size.

I-When you don't have one : Your focus on people’s challenges would increase with the number of people increasing. The complexities related to the Statutory compliance starts when you hit the double digit numbers. If there is a growth in your time handling people issues would be an indication for Sign HR.

II-When You invested in HR but you have become the HR Coordinator/Manager/Head-HR : Your first baby steps in HR is generally trying to hire a junior/fresh resource or having your own "known" confidant taking care of HR related issues. Incidentally if you think you are playing the role of HR Head and monitoring that team would be an indication for you to look for a proper HR solutions. However, you end up working for the team you built - HR Coordinator/Manager/Head !!!.

III. Any time at this stage you are spending more than 20% of your time in People Issues: Finally, one indication, if your day starts and ends with People related issues. If you have built an HR department and more than 20% of your productive business time is invested in people issues, you need to wake up and standby for your HR health.

Your HR Department is Here for SME : Powered by Husys

Medium Enterprises :

The Growth to the next level always is focused on business expansion and hiring of resources on need based. The moment you touch the 100+ people team you would not know the last person in the system.

Changes in HR Department: If you have noticed that the HR Team is shuffling and every new entrant coming up with new ideas every time. You have a challenge in consistent implementation of the policies and also maturity of your processes. Watch out for "I have everything in HR Department" may require a quick look at this stage.

No Clear 2nd Line of HR after the CEO : The indication of somebody not being there with you in your strategic thinking is obvious that you need to have a clear plan for People related challenges.

To know more about ‘how to setup HR Function for your startup’ visit : www.husys.net/grow.pdf

If you are with 20+ employees and would list to setup your HR Department Call : 91-9948078937 : reach@husys.net (www.husys.net/reachus.htm)

About Husys:

Husys - HR Function Management Company( www.husys.net ) is striving to build HR Department for Start-up, Small and Medium businesses since 2002. Husys strive to help in managing to stream line the change that organizations go through during their growth phase. Husys addresses the key Human related issues to support organizational Growth. We integrate the Hiring, Inducting, Performance Measurement, Policies, Employee Bonding and Development. We truly live our vision : "Synergizing Human Potential for Business & Society".

Start-up HR Solutions by Husys (Grow your Startup)

2012-01-08T15:06:00.004+05:30

We at Husys has been a Start-up 10 years ago and we have been working with start-ups in building that HR side of confidence over the years. Many a times the founders are alone in attracting and retaining the best employees who can reflect their values.

Husys has been a support to most of such start-ups and build a long-term partnership in making them grow big. As the Entrepreneur Eco-system is getting stronger in India and many young professionals are taking a risk in starting-up their own. We would like to be part of the growth story for future of India the emerging Small and Medium Enterprises.

The Solution : Please click Grow My Startup

We would like to share some of the key features through various questions here below:

Q. Why Start-up HR Solution?

Ans: Many Start-ups struggle to hire the right set of people and retain with a right set of programs within the organisation. It also helps the prospective employees to choose them as an interesting way to grow their career (How do they mitigate the lure of a large organisation). Further this HR Solution is to help the start-ups to project a better confidence to the prospective clients/customers in delivery.

Q. What are the Areas a Start-up should look at HR Issues?

Ans: HR systems always have to be implemented based on the stage of business cycle. Start-ups require support primarily in the areas of building the first set of employees who are going to define their existence for future. Hiring the best people and giving them the right set of salary structure and benefits to keep them engaged. Also they need to focus on the culture building from the day-one. HR programs helps in building that initial clarity on Vision, Mission and culture with fundamental values that the initial teams want to establish.

Basic HR Processes, Hiring, Training for better output and preparing for multi-tasking would be the job of HR at start-ups.

Q. What is the Uniqueness in this model?

Ans: The experience of 10 years by Husys is a big plus. Today every start-up need not to re-invent any wheel for quick growth and multiply business. Husys experience is a fundamental force in building and managing people based practices for better business deliver and faster way to reach to market.

Q.How is this Value for my Money?

Ans. Hiring an experienced HR Head or HR Consultant would be very costly and also hiring full-time HR resource to support also may not bring the value to the business. Husys unique combination of the HR Advisory coupled with Hands to deliver on ground with support IT makes it invaluable for startups.

Q. Where are these services delivered?

Ans: All the services are delivered from Husys BackOffice. There would be some onsite visit to help to translate and implement some of the documentation and employee interaction for expectation management.

Most of the works delivered through the email/phone/skype communication.

Q. Whom are this services targeted?

Ans: a. Startup entrepreneur with an Idea b.Team of Founders c. When beginning to Hire a single Team member d. Start-up looking to grow from 2 employees to 20 employees.

Q. Is this service specific to any Industry?

Ans. First things first : A start-up is a start-up in any Industry. Husys has the capability of building HR for more than 10 different industries. Who knows there are better start-up practices that you can draw with Husys experiences.

Q. How is it useful to Husys with this Model?

Ans. We want to catch you young. We are here to share your difficulties and enjoy the benefit of growing. We grow if we help you to grow. After all we are in business, it works when we make you successful. Building profitability to Husys thorough a long-term partnership.

Q. Why 6 months lock-in?

Ans: To understand and appreciate mutual benefit would take time initially. The shorter the terms it becomes costly in allocating resources from our side which means high cost to you. Hence we would like to pass on the cost benefit over period with a certainty of support.

We look forward to build the Human Synergies at Stat-ups to live our Vision : "Synergizing Human Potential for Business & Society"

New Year Message by CEO

2012-01-02T12:34:00.001+05:30

Greetings from Husyst (Team Husys) and best wishes for a great year 2012 ahead…

New Year Message Tip for CEO's :

Since 2002

New Year brings new hope and New energy. Capturing this spirit of New would be a good Idea for the CEO's. With the current market conditions the year 2012 is going to be a very exciting journey for every organisation. The best challenge for CEO would be preparing each one of them to think a like and direct them towards the common Goal in times of turbulence and opportunity. This may help Employees/Associates to plan well in an environment of Conscious Future as they may have various influences within themselves and also from their social surroundings.

You as a head of the organization can send a note to all the employees/Associates about the business in the last year and expectations for the coming year. This would also set a tone for the Year Ahead.

- Business Scenario in your industry/competitors

- Impact of the Business during 2011 and path for progression for future

- Some of the key Highlights of the year

- Some of the challenges faced by the organisations and how you have overcome

- also mention key contributions by individual employees (IF you are sure of 100% measurable)

Also write a note on the expectations for future in 2012 and hint any possible changes/challenges you may foresee. These are very few thought to generate an Idea. You can be as creative to ensure you want to speak your mind.

This note would help you in the following ways:

- Work as an appreciation for the efforts and focus of Associates/Employees

- Set the business realities update with employees/associates,

- Set an expectation at large from a corporate perspective

- It would help the employees/associates to set their own expectations in order and which are close to realities of your own business

- This would also set stage for any change that you may bring during the next year.

Wish you all a great year ahead. May all your plans come true for year 2012 and beyond.

What is the first priority for Start-Ups Once on the Ground with an Idea?

2011-12-18T15:54:00.000+05:30

Wish you all a very Happy New Year 2012

It was heartening to see the responses to the same question on LinkedIn. I thought I would summarize the leanings of many who commented with PASSION. If I do not make it available to people who do need it, I am not doing justice to the Ecosystem of Entrepreneurship. Here is the snapshot of the Overall Results.

The Result

First -351 Responses :

(Source: Poll Results from Linkedin )

The Formula for Startups to make it to be in existence based on 351 Responses seems to be: Focus on the Customer Acquisition while building the Team and support the entire venture with Right Investments at each stage. Building a good advisory to support in matured thinking and building a BRAND to remain in future.

I would encourage you to write your comments to improve learning from this post.

Start Looking for Customers 101 (29%)

I was told when I started that you need to see the First Rupee / Dollar as quickly as possible to make it multiple. Because the first rupee/dollar entered would teach you the value for money and the value that your customer want. It is essential that you must have your paying customer/client for the services/products that you felt a need. It’s also mentioned in some of the comment that your product IDEA is proven when a customer/client wants to pay for it. While there is a need for good people to be around to support you along with a financial system to kick start your operation not every business is interlinked so much quickly before approaching to Clients. Building the awareness of clients, areas of focus to reach them and your approach in making them to pay for your product/service makes all the difference. Identify the potential ways to reach them through Industry Associations, Business Directories, Networking’s, Social Media, Search Optimization, Attending an Exhibition/Seminar/B-School Programs…If you can’t pickup a phone and ask for business with a prospective customer you have a challenge. Remember “The only way in Building Business is getting your way to customer”

Comments on Customer Acquisition:

Jo Policastro • As an senior entrepreneur at the gates of finalizing a three part perspectus for generating seed money to help launch a website for my Kamaleon Shooz product (www.mamarazi.com/kshooz2/) I am most torn between the two answers of raising $$ and/or looking for customers. However, what comes first the chicken or the egg? In this economy proving to investors (other than those who invest purely for their love of you, your product idea, courage, energy and endless enthusiasm) their many concerns can be seriously lightened if you are able to show them some traction in the market, customers and even small amount of revenue is better then none.

Kenneth Christine, MBA, Founder/Consultant • Any business that sell goods and/or services must look at what customers need and value, and provide it accordingly, or risk losing those customers to a competitor. Start-up companies in particular should base all their activities, especially their marketing efforts, on the basis that customers are the most important assets the company possesses and that it is absolutely a necessity to assess the prospective value of those assets when developing business strategies. Therefore, businesses must realign the focus of advertising and marketing from the product to the consumer, and allow the consumer to pull the information that they desire about the business's offerings.

Gagandeep Dhondi • It all depends on the planning and strategies building and your know how about yourself and the market you are catering to. Along with above a good/right mix of resources in place to make them happen in the market.

Dan Epstein • No matter how good the idea -- it's worthless without paying customers. It can take months just to get your first customer. Sometimes it's just a matter of them not wanting to be the first. In the early stages. good people can really help -- if they're fantastic sales people. If they can get the orders.

Ramesh Babu • I believe that there is a whole bunch of things to do apart from the above list. However, this list could be a good starting point. Worth mentioning is a good blog post by James Altucheron on 'The 100 Rules for Being an Entrepreneur'.http://www.jamesaltucher.com/2011/04/the-100-rules-for-being-an-entrepreneur/ Do pay special attention to the interesting comments posted on this thread.

Bill Roberts • If you don't have customers for your product, you don't need any of the following.

Robert Campbell • Unless you are extremely wealthy or your business involves a kool-aid stand, without customers to generate revenue you will starve before you ever build your brand, find investors, or accumulate worthwhile advisors/employees. Not even a close second on this one.

Jenny Okonkwo, MBA • Hi GR, it may be challenging to make a tangible success of your idea without an available market.

Liew Wei Da Andrew • Depending on the nature of your product, if your product focuses on building extensive users and getting users to use the product intensively, then you need investment first to get the right people and get the product working. If your product targets a small and selected base of customers, then you need to get cash flow from your customers. There are no hard and fast rule but it depends on the resources and network that you have. VCs will be very interested if these entrepreneurs have already got some users and cash flow or a huge number of active users.

Ann Binsted • If you can't sell it you are doomed. I have had many friends "start their own business", but they can't pick up the phone and ask for business. You can have a great website and brochures, and even capital (which will run out eventually), but if you can't reach out to connections and potential customers and ask them for their business you will not succeed. Important: be ready for NO. This is part of running a business. Not everyone initially wants what you have to offer...YET. Sometimes NO, means...just not right now. Be persistent and don't get defeated too easily. Running a business is not as easy as it seems. You will learn ALOT along the way!

Hire and Retain Good People Who Contribute 78 (22%)

People make the difference to your business & customer/client. You would be known by people you associate with. Your teams always represent your outlook and vision even though they are diverse in their background. Having that startup team who would like to take your vision to next level and be part of the Critical Mission. It is required that your vision is imbibed into their future plans and you must help them to see it clearly. That makes the team to be with you and stick around. It’s also mentioned that if you have started business is not to do it by yourself all the time… You need hands to translate your way of looking at business and execute to survive. You would have the initial churn in the teams and it is for your good. Allow it to happen, if they have not spent enough time with you and gone through the tough times, they are not for your organization. Give them the space to explore, experiment and fail (but not repeat).. that creates the ownership in developing the business.

GR Response to few comments on People “The first few are very very critical to make sure that the whole direction is in a positive direction.. However, the first team should be able to see the same vision and translate in work output (Delivery) in terms of revenue/Product... Being customer centric to deliver would always help in achieving the initial progress...”

The success of the enterprise is the success of “TEAM” – The Enterprising And Missionaries

Comments on Building Team:

Imran Anis • I believe it’s about team work....so should arrange a best team from the surroundings which will grow the organization/business/and the idea as well....!

syed shakeel • Its truly depend on the market still you need people to market & make visible the product to customers that will happen only when you recruit good staffs who can contribute beyond the expectations. Individual performance is important in any pre-opening stage If your service match with your quality then you can create the brand

Tataverty Prasad • If you are working on an idea you would have already planned for few basics like investment, customers, branding with good advisory. All this will materialise as per plans only if you have good talent to convert. Most of the companies have a conservative approach on hiring best talent when they start and hence value addition from each accountable area is minimal resulting in damage control. May be as a initial set to success, right talent and customers both are key drivers.

Sateesh Deshpande • None of the above if the questions says it is still at the idea stage. You need to have your ducks in order with a business plan that looks like an action plan (with WBS). Every business has different priorities. No two businesses are alike. This is not taught in classrooms and books. Talk to a current and retired businessman and he will tell you what to do. A bookish approach does not produce successful businesses. A book can include a good business case model for citation but can never produce one.

Khurram Khan • As per my point of view regarding to initiate any start-up. We have to make a niche market [in other words, make a brand which will help consumers to get facilitate with it].

Kamlesh Thakkar • I would say set up your short term and long term objectives, accordingly plan how many people you will need to achieve those objectives. Start building up team and customer base. Having task oriented team will help you focus on other business needs like funding, advising and key customer management.

Paul Brinkman • whether you bring on a partner, a lead or a start-up, ideas are fueled by people. I've never seen an idea take off without a team on the ground.

Mariianne Crary • 1: Build small initial team/founders, 2: go talk to your market. Don't have to "look for customers", but you do have to get customers/users involved in making your idea go from good to outstanding (if at all possible from a patent point of view). 3. Get statements from them, if you can, in support of your idea after they have been involved. Use statement to support you in search of investors.

Ravi Kikan • Hi GR, I think a great team is the backbone to push the startup culture in a company and create the backbone...Acquired customers will drain out if there is no good team in place to service and cater....Though customers are critical but getting the backbone is must ! My 2 cents.... Best Ravi Kikan Startup Specialistshttp://linkd.in/uUs0Mo

Ivan John • People and their Ideas and management of the same is the Foundation of all success.

Kanchan Sharma • Acc. to me unless and until you are not equipped with potential workforce, you would not be able to achieve heights.....

Wanda Doerner • An idea needs to be tested - researched - developed - with the right core of employees including a visionary with a business plan - you can then take a prototype to potential venture capitalists and investors. If they add their support and funding (I'm assuming you are creating something that has demand) ---- then you have a commodity that can be grown into a valued brand. Great question --- I'm sure there will be variances according to industry as far as how you proceed.

Alan Labianca-Campbell • While all of these are good answers, I'd say that the first priority is making sure you have the right people; key amongst which is a good CFO equivalent. The best products and best brands get to be developed by firms that have their cash flow in order but neither will get out of development otherwise.

Look for Investment 70 (20%)

It may not be the third priority if in this result is third. But it is essential to run the engine(fuel) or body(Oxygen). Just thinking about Investment to bring may lead to a different focus of Business.

Cash is the king before your King Customer/client pays for your product/service.. While at a startup level it may not be seen as critical unless it’s related to R&D, There is time to go to market… It is very essential in other cases during the growth phase. It is essential for the business owner to make the availability of Cash required for fueling the growth of the enterprise. It may be the first year or the 10^th year based on how you plan to build your organization. As someone said the working capital for material, people is necessary and a great discipline is necessary for dealing with Investment. I wanted to repeat the statement by Sushil Kumar here which makes lot of sense and creates direction: the simple Philosophy I learnt in Navy very much relevant in today's business environment....First FLOAT...Second MOVE.....Third FIGHT. Bottomline first start Floating (need working capital & customers), second start Moving (need good brand and people)...and third Fight (need Advisory board for competition & revenue)

Comments on Looking for Investments:

Sushil Kumar Kamble, PMP • Start up (I assume that you have validated your business plan with your advisory board)mostly fails due to lack of working capital which invariably consumes the major chunk of your steam to move forward and believe me customers will continually show you carrot till you exhaust your last punch of steam and orders will never flow or may flow but not in your expected time. Better start looking for Investment to sustain, survive and grow. Don't commit the mistake of building an army of people, it will kill your pocket and starve you with working capital. Remember the simple Philosophy I learnt in Navy very much relevant in today's business environment....First FLOAT...Second MOVE.....Third FIGHT. Bottomline first start Floating (need working capital & customers), second start Moving (need good brand and people)...and third Fight (need Advisory board for competition & revenue)

Stephen Russell • R&D, then the customers in a test Market basis, then Go Mass production IF possible on idea X.

Aditya Satsangi • Investment is absolutely essential

Eric Edwards • Time to money is the critical determinate. If you can put a product together and get customers in only a few months then maybe you don't need investors at least not right away. On the other hand if you are in something like semiconductors where it will take years and million$ to bring substance to your idea then your first priority has to be funding. You can't really expand beyond the founders without money for salaries. Customer traction will be difficult until you can show that you are for real.

Len Inkster CHI, I.S.P., ITCP, CITP • Cash-flow should be an answer. Cash is king. A startup is a business doomed to failure even if it has the best brand in the world, the best advisers, the best marketing and the best people working for it. If you don't have the working capital to operate then you are dead-in-the-water.

Build Good Advisory/Sounding Board 55 (16%)

The “egolessness” of an entrepreneur is seen in the Good Advisory he/she builds. It is essential to know the unknown and plan better. Advisory/Sounding Board may be able to give you that exact direction and tell you when you could go wrong. The advisory board also helps in building that credibility required to make your organization a great one… A good advisory can take you places. Good advisory can add value to your organization without being on the ground that’s the power of people. Bring the diverse backgrounds of people to advise you on the competencies that you would like to have complementing support. That would help you to build a great client base, retain good people, bring required finances and building a brand. The sooner the startups look at this as advantage the better for them to achieve their vision. The advisory brings the Viability to the business and builds capability to deliver what you intend to achieve.

Comments on Building Advisory/Sounding Board:

Jerry Durant • Most make the mistake of pursuing customers without soundly establishing viability. So you end up pitching what you might be capable of doing but expecting the sales stream to fund your shortcoming. One little bump in the road... game over. So build viability first along with advisory support, then go after the business... you won't regret doing it and the company will grow fast & healthy.

Anand Radhakrishnan • I would say get a sound team or advisory board to build on that.

Anton Vincent • Great answers all. I'd suggest the very first thing to consider is stress testing your idea. Roadmaps are great beginnings, but you are sure to run off the road in your early stage. Depending on the offering, it will have to evolve. If it is a really good idea, competition will come quickly. Very new ball game at the point. Clarify,evolve and get to the next level quicker than competition (especially the ones you cannot see today).

Start Building the Brand 47 (13%)

The Quickest way to get to conquer market is building Brand. Brand would be a combination of what you have (All the above business ingredients) and how it is perceived & experienced in the eyes of customer/client. There are so many ways that you can build your brand cost effectively. People recognition can be through the buzz that you make in the market place and supported with extremely good quality delivery. Be sure, the easier and quicker ways of branding has its downside, take a good advice and build your plan for Brand. Your brand is reflected in your Organizational Processes and execution methods including your cultural context.

Comments on Building the Brand:

Michelle Green • I say Build the Brand!! It's a quick, relatively cost effective and ensures you retain the customers you gain....God speed!

Kevin Rodgers • I think if you have a business that needs investment the likelihood is that you will find it easier to gain investment if you already have a set of customers or prospective customers in place. If you are self funding, the quicker you can generate funds to replace those you have spent, the better. Good advisory/sounding board has changed over the years because good advice is easier to find thanks to the internet. In the long term having someone who is not too close to the business to help you to make objective decisions is a useful foil to have. My reasoning for having good people and building the brand lower is because you can buy these services in from some excellent small consultants out there.

Keli Robinson • I'm going to say build your brand,get the word out,a buzz. Then from the response decide the next step or if you have not gotten the response you desire go back,make adjustments until you get the response you hoped for. You may find you need to move in a different directions to get the result you want.

Hillol Sarkar • Start building brand from day 1. Next step look for customers. Ask for more money from VC. Keep it in the bank. Give them 1% interest per year. Take control

Ziada Mall • I think building your brand is important. The bible even says a good name is far above rubies. People have to trust you and distinguish you from all the other gadzillion people selling the exact same thing as you.

Other Valuable Comments:

GR Reddy • Dear Kamlesh, Thank you for your inputs... The first few are very very critical to make sure that the whole direction is in a positive direction.. However, the first team should be able to see the same vision and translate in work output (Delivery) in terms of revenue/Product... Being customer centric to deliver would always help in achieving the initial progress...

Hillol Sarkar • To create value you must have a passion. Passion will be your success. Need to create BRAND. Everything will come to you. You will see the success. You will feel the success. Build Image Build Brand Build confidence build leadership. www.ago-inc.com

LaTonya Shaw

i truly believe knowing your market is critical. this can drive product creation, promotion and sales.

Charles Maury • Since we are talking pre-start-up company, according to the posed question, I would suggest that those with the idea surround themselves with experienced talent in your locale who can advise you on the best formula for a concrete business plan which describes who, what, when, where and how it will all come to pass. Without a clear business plan to guide you through the mysteries of business start-up, it could take many starts and stops before you find a clear direction / methodology. With a business plan as foundation, you then know when and where to start the process of design / marketing / production / etc. Then when you have all that done it might be time to hire someone else to assist. (But only after you have the revenue (or funds) to pay for new talent).

Jerry Durant • All of the elements are need but there is a logical order in which they must occur. Otherwise you end up with frail companies that are prone to operational & structural failure. You can see those that don't follow a proper sequence, on a strong foundation, as a testimony to this premise. What is particularly disturbing is when entrepreneurship is carried out but without a sound understanding of these principals which jeopardizes employment, investor trust and market interest.

James Watson • GR, I think the most important answer is missing: #6: Build the product (or, deliver the service), and put it in the hands of a customer to understand what works, and what needs to be improved. In other words, Implement!!! There are a lot of great ideas that never made it to market, because the idea could not be implemented effectively. It makes no sense looking for customers until you have a developed product to put in their hands. Investment will be difficult to garner until you have a prototype. A Brand without a product is an empty promise. In lieu of #6, I'll vote for #2 - looking for cash to fund the building of the product. Jim Watson

Ramaswami Mohandoss • I think a clear roadmap would be the next step. The inventor/entrepreneur should be able to visualize the future at some level.

Managing Gen "Y" for SME Business Results

2011-11-15T22:58:00.000+05:30

Today's Business is all about managing Generation Y. In this post we focused in understanding the GenY to help manage them for better business results. It is inevitable that you have to manage the Gen Y who are going to be part of the working population. For many startups this is even more critical as the Business Owner would be the GenY while expecting the maturity and retention in organisation like GenX from GenY employee. Find out in this post what makes the Gen Y the best and how best you can build your organisational boundaries to help tap their talent.

Geeta Goti - Sr.HR Professional

I would like to sincerely thank Ms.Geeta Goti my good friend for contributing this article for the benefit of readers at HRSME.

How does one define Generation Y?

While there are a lot of myths and stereotypes, we can conclude the definition as someone who is born after 1982 to 1990 and in their early or late twenties.

What drives the Gen Yers to work?

While the Maslow’s theory of hierarchy of needs has not much differed for any generation, the approach has definitely taken a shift. Since most of the Yers have seen educated and earning parents the relevance of first need of hierarchy is taken care.

· The need to do meaningful work, quality of work is most important for them.
· Movement to next levels early in career life
· Averse to power distance
· Informal mentorship
· Regular feedback
· Higher societal conscientiousness

GenY to GenY Conversation at work

Their desire for a broader and deeper definition of success will necessitate a shift from the transactional and simpler motivational drives for economic success and security to social and lifestyle rewards, including inner intrinsic motivational drives.

Why are Gen Yers different?

The fact that they have grown in the world of speed and convenience drives them to seek solutions and processes in work place that make the tasks less drudgery. Either they chose a place that is highly automated with less of repetitive tasks or will create systems that will make tasks easier to do. They want to move onto the next challenging task.

Esteem needs hover around reward and recognitions mostly “here and now” than long term plans, in the previous decade the statement of “one has to earn” or “wait for your turn” were tolerated and been motivational conversations these were time or period bound whereas for Yers it has to be more clear on “tell me how to get there” or “when I do this what is in it for me” it is not time bound but task accomplishment.

There is a challenge to understand the Yers as there is a perceptual contrast and prejudiced view of them.

Perception of fairness, trust, loyalty and equity is different in Yers, for example Yers score high on sense of striving to achieve than high on duty. Working 12 hours shown as diligent and hardworking earlier is replaced by the same 12 hours to crack a problem and give a solution so that the same 12 hours is not spent again.

A New Way of Looking at Work & Life

Why is everyone talking about Gen Yers now? How do we bridge the gap if there is any?

India is on the brink of having almost 50% of its population who fall under Gen Y category that is almost total of 25% of the rest of the world. Sheer demography is an opportunity for shift in societal demands thereby business demands. If we do not understand or acknowledge this change to unlearn we are in a greater danger of missing the opportunity and face a societal threat.

In a recent discussion panel of Gen Yers speaking of their ideal work place, the needs were more towards societal changes which are like “right thing to do” by any organization for example:

Ø A young mother of two wanted to come back to work and she was looking for an organization that will give flexibility to work from home and be counted as contributor to the success of the organization. She has groomed herself with a professional qualification and has global practice of company law.
Ø A management graduate was looking for a work place where his opinion is counted; he wanted to take CXO position in next five years and wanted to know what it will take to be there.
Ø A student of communication from Russia has to say that she has to be given a space to be understood and also understand cross cultural diversity to make the work place better. Her need to be socially connected and networked should be given a fair chance by the organization as it will definitely benefit.
Ø A student of pharmacy moved to work in a non-profit organization to save the planet. He is working on collecting organic waste to build fuel alternatives.

Change has to be first and foremost in the way we perceive work and create an eco-system that will make a positive impact on the business. There is definitely a need to use discretions, discernment in negotiations and decision making.

This is multifold and would need every function of the organization to be involved because ultimately any business enterprise will have Yer as a customer or as an employee and of course as a stakeholder.

Remember needs are same but the approach to satiate the needs are different. Employee stock options and variable salary components are of lesser meaning to the Yers.

In a recent employment status conversion of contract to permanent hires it was estimated that only 40% will opt for permanent employments as the take home will reduce. To make this effective we have tweaked the benefit plan to suit the need to secure parents health insurance and surprisingly 100% subscribed to the plan with cost sharing.

Another example that the management had to take into cognizance is allowing employees to work from home, though it is early to subscribe this as a trend in India, given the right amount of work and clear and time bound deliverables will actually push the profitability of the company. This is a challenge to the line manager and HR to come up with talent management, more focus on career goals and competency frameworks.

Gone are the days when only a jobsite used in connecting to candidates who are looking for jobs. We have used social media and also encourage employees to use the same to bring in talent into the company. Line manager and HR have a huge challenge to organize, channelize and reward the time spent on social media versus negative impact on time spent on work.

We have the history of getting prospective candidates in professional networks, airports, pubs, malls, temples, restaurants etc. Lesson that social media is not just internet driven but of course has a wider reach to channelize the networking of individuals.

Companies that want to attract talented executives are resorting to creative recruiting initiatives, many of which are aimed less at attractive compensation packages than lifestyle and quality of life benefits, which include opportunities for more creative and independent work.

How should a business leader react to this change?

Firstly, the myths around Yers have to be dispelled. They are what the society has made them to be.

· The parental displacement of generation X at work place should be understood and corrected.
· One has to minimize hierarchical power distance
· Senior management should discern before judge the grape wine or upward communication on Yers and should put in place a formal communication channel to avoid interpretations.
· Navigate careers to create a sense of growth and contributions
· Allow their identity and do not stereotype them or generalize their behaviors, after all they are smart, intelligent, have learnt to manipulate Xers weakness to unlimited flattery , seeking common ground to negotiate etc.
· Translate vision , mission and quality as success factors rather than vague statements
· Instead of long term rewards and recognitions create a series of short term aspirations goals with recognition and awards that are non-monetary that are identifiable with their peers
· Focus on need based benefits that are immediate and meaningful
· Inspire through informal mentoring as most of the Yers will have to take higher responsibility with little preparation, wisdom of Xers should be shared in a non-threating and non- directional mode.
· Principle of self help “help them to help themselves” need to be explored in all life situations
· Mix wisdom with subtle coaching on financial discipline, conflict resolutions, understanding diversity etc.
· Do not mix issues with people, keep issues simple and fragment to solve, grouping issues to negotiate might be powerful than solving one at a time that will only increase the management time in “small issues” . Remember Yers are good at negotiating and feel powerful that senior management will attend to their smallest of problems.
· Every dimension of negotiation will need to be different in decision making, communication and Influence as the issues are as varied as economic, ethical, psychological , sociological etc. that are brought to the work place.

As someone rightly said one has to be “Half Monk and Half Warrior” to manage Generation Yers.

Servicing HR @
SME Organizations

I am sure that the inputs shared by Geeta in this post would be of great help to the SME's. These insights would definitely benefit the Small and Growing organizations to build better future with the Genext Employees.

Please do comment to help this blog posting to be more meaningful with multiple perspectives.

Team Husyst : http://www.husys.net/reachus.htm

Shared HR for SME's - Part-III

2011-10-15T17:01:00.000+05:30

This part of the Shared Model of business support would focus on How the People/HR practices and Activities can be Shared for competitive advantage of SME Businesses.

Husys -The only company in HR working for and with SME's over 9 years

Shared Hiring:

Hiring: Hiring is a big business in India. Every company has to hire people to grow. A lot of Small and Medium Businesses focus on hiring more personal reference to start but eventually goes by the typical Book Based approach of "Advertisement - NewsPaper / Classifieds". Those who are technologically savvy are the one's who rely on the Online Posting.

Experience Sharing: We had one of our HR Department customer who reached us actually after burning his hands in a model of going by the Book. They wanted to a hire fresh IT graduates and hence decided the best medium is to advertise on News Paper and given a mail id of their internal ID. The Advertisement has appeared on Wednesday and the entire servers went crashing the next day. The reason being, they received more than 2500 emails with attachments of resumes (Of-course, Virus was free) where he was trying to open and access. They had to shut down the email immediately and also clear all the mails from the server. When we took over the assignment of HR in support of building the fresh talent. We approach the colleges to send the database of students passed-out in that year who have more than certain percentage and criterion. The Short-list was done in xls (one sheet would have shortlists of 50-100) and from various institutes and called for one day to do the screening. Hiring was done within 7 days and with much more cost effective way. Husys defined the procedure for hiring, induction and implemented the entire module.

The following method is suggested to make it more effective usage of Recruitment system for benefit. Speak to any Hiring agency and ask them if they can create a Recruitment Unit ( In their office or in one of the company who are pooling together). Provide the necessary infrastructure like space, computer, telephone etc., Pay a fixed amount of money to the Agency and ask them to Run the Recruitment Desk for the companies who are pooling. Let the agency collate all the requirements and build a plan of action for execution of requirements and make a budget for various sources or Share their sources if required (In such cases let them cost for the same). They would need to be provided budget for Advertisement, Posting on Job Portals, Job Portal Database access, Building Database from Institutes, Building through the social/professional networks etc., They can post and search based on the requirements in the available sources and build a model to shortlist and submit the required profiles for Interviews and co-ordinate.

Shared Employee Involvement & Engagement:

A similar desk can also be created ( or if a company can create all of these as one desk - nothing like it). This desk can focus on creating a pool of talent which can deliver the following;

Identify the various Vendors required for building Employee Involvement - Employer Branding items (Merchandise), Insurance Policies, Accident & Medical Insurance, Id Cards, Attendance Machinery, HRIS, Event Management, Canteen, Employee Services etc., The Desk can negotiate based on the number of companies on the model and also create best possible prices from time to time. The Desk can always make it available for people to access and help them co-ordinate with the various teams in execution of the same.

This can bring at-least 10-50% of better pricing because of the numbers that you promise as a large pool than as a small company.

Shared Training:

The other most important area that SME's can't afford is the Training and Development area. The SME's can get together and build a pool of their training needs and the same can be designed, built, executed through the same DESK with expertise in Training provided by the Agency/company. The cost of the Trainer(s), Facilities can be shared for better advantage.

This will help them to pool the common programs and also monitor progress over long period of time. Some of the few most common programs which may be required as below from SME point of view:

- Interpersonal Communication Improvement Workshop
- Supervisory Development workshops
- Managerial Development in SME's
- Leadership & Business Excellence for building next level

What Next: The areas discussed herein this blog are very very few that we can list as on today. We see that there could be many many areas where a common pool of HR Business can be done for the competitive advantage of SME Businesses. Wish the SME's a great future ahead.

Team Husys - Campus Selection @ Hyderabad 2011

If you wish Husys to help you in setting-up such advantage desks.... Please do reach our Associates who always believe in Sharing for Winning. reach@husys.net, www.husys.net

SME's SHARE to WIN - Improve your Bottom-line & Profits : Part II

2011-08-16T02:43:00.000+05:30

An Enterprise existence is to Win and Sustain for achievement of their long-term Vision and benefit the Shareholders/Stakeholders. This post focuses to help in creating the mind-set and the underlying advantages. We see that there is no competition in the future. Only Collaboration and reaching-out to serve the unearthed potential of Business in market place. Keeping this in mind this Blog covers the Potential of Shared Opportunities and Steps in Realizing the Potential Benefits.

SME's SHARE to WIN Process

SHARED OPPORTUNITIES:

We at Husys believe in Synergizing Human Potential for better business environment. Sharing is basically collaborating to create a common pool for assessing, acquiring, executing to build competitive business.

The key influence is the Market Place for a business. Based on the Market complexities and need a support system need to be in place to help. Shared Models would help in achieving the goal of competitive advantage in many ways. By creating and executing the Share Model builds an ability to generate Profit and help in growth. A business cycle for changing environment constantly invest back in market place for New Markets, Products and Services from time to time. Hence the cycle helps in a sustained Shared Model for Business Advantage.

The following are some of the areas that the SME's can share a common platform by creating with support of other SME's.

The following need to not be clustered by Industry or Same location. The Sharing can be distributed and collaborated - Can use various Business to Internet to Product to Services approach for advantage.

- Shared Partnership : Create a common platform to partner with the various SME's to build a synergy. Invest your time and effort as business owner in partnering such opportunities. You may use some intermediaries/Institutes to support (like the foundation for MSME cluster at Delhi ) to bring productivity for your Time.

- Shared Negotiation : As a single business owner you have a limited power to negotiate with any vendor. You can negotiate the common pool of requirements - Raw material, Services, Products and many more which are common to a pool of SME's. Eg. Medical Insurance, Marketing services, Office Supplies etc.,

- Shared Cost : Create a common pool of purchase of products and services so that the distributed Cost would help you to keep your costs lower. Sharing the cost of development of resources within the region would help employability and where by decreasing the cost of training etc.,

- Shared Savings : You have the best advantage of negotiating at bulk/pool. A Partner for sharing of Cost, Negotiation and costs would help you improve your sharing otherwise. These savings directly add to your bottom line.

- Shared Profits : More savings helps to you create a profitable business. This profitability of each individual SME would help increase the profits across the region/Industry.

- Shared Economic Growth for country : A healthy SME growth means the better products and services for the society and hence increase in the economic activity across. With 16 million registered SME's in India it can change the way the economy responds to the world crisis and make India self sustainable country. India's future is very bright and it is the shared responsibility of every Indian. Every SME owner helps in writing this Future growth story 2020 and beyond. The youngest and brightest nation in the world.

- Shared Community Development : The shared environment at SME's would help improving the employment and employability of India. The employability improves the chances to work for the SME's around. This would help in overall community development in and around every Industrial/Urban/Rural areas.

STEPS for EXECUTION:

Some of the Steps that you can Initiate to get this advantage is about creating a pooled environment for the SME companies who may be interested.

Step - I : Invite like minded business owners and Business Accountable People (At least two-three people to take this initiative) who are willing to create this for a long-term benefit to their organisations.

Step - II: List the common things that are essential for better productivity and cost savings between the companies. These could be in terms of the normal purchases, Stationary, Health Related - Consulting Services, Recruiting, Technology etc., (For Example : if all of them wanted to buy an ERP for improvising their efficiency, they could review and identify the vendor and negotiate at bulk - I am sure the companies could benefit from cost of software, implementation & customer service ).

Step - III : Identify a Resource who could be a commonly hired and create a space for such a Lab/Place for support (You could look at Business Institute to help you on this too - who would have capabilities of Internet, research and communication tools). Share the cost of the resources as a group.

Step-IV : Constantly list the areas of support and build the vendor list for consumption. Constantly negotiate for best of the facilities/products/services.

Step V: Review at regular frequency as a team and the benefits each of them enjoying and create a vision for future.

* Word of Caution : Don't make yourself like any Associations/Institutes to avoid any Power Business.

The above activity may involve some amount of time in the initial stages. It would be very little time once you build a model and running successfully.

This could be a business model for aspiring Entrepreneurs so why waiting.....

Take this Poll on Shared Model : http://linkd.in/pSdtYJ

Watch out for Part - III to cover the HR Shared Model for SME's

Employees are our internal customers

2011-07-29T10:58:00.001+05:30

A big YES from HR Outsourcing Service Providers on

“Employees are our internal customers”

Read through to know more..

I was just wondering if we have heard this statement 'Employees are our internal customers' at-least 100 times from Business owners when they talk about their assets, the employees. Is this statement really true? I cannot advocate for Business Owners but I will share my experience with the readers as a HR Function Outsourcing service provider.

This situation is from last month with an Employee:

When I was interacting with an employee who was annoyed with one of the HR processes, I noticed that he was completely out of his mind, was in no mood to be calm and polite. He wants to listen to only ‘what he wants to listen’, no logic, no second thought before making a statement. (Here we are not trying to find mistake with employee but looking for a similarity between an internal and an external customer).

As the conversation went on for about 30 minutes, he was expressing his resentment towards a very minor HR process formality that he and his team have to follow. I was listening to him patiently while attempting to provide a solution with alternatives to his perceived issue. Because he is my internal customer, I would not react but only respond positively.

At the end, he thanked me for listening to him.

Let us compare this with a customer (always dominant, always finding errors, always the king, no yesterday- only present and tomorrow, no mercy, no excuses, can say goodbye anytime). As a HR professional, you are never expected to show your emotion and especially if you are a service provider. We would not react but only respond positively trying to provide solutions for any situation. So, I did the same with my internal customer, i.e. the employee.

Some of the non-tangible yet important advantages if HR works as an internal partner in managing Organization’s HR Department.

1. Long lasting relationship building with your employees

2. Employee can be more open and straight forward to the HR than to any other person which helps in knowing the trends/information at the core

3. Professional Relationship Building

4. Improved Interpersonal Skills within Employees

5. HR works with a long term objective, hence has broader perspective and carries that to employees in all types of communication

6. Decreased employee conflicts and increased productivity

7. The employees treated as a customer will help in having engaged and committed employees.

An employee serves the Company and in-turn expects his/her views to be heard apart from recognition and acknowledgements for his/her efforts. Treating them as an internal customer HR/Business Owners should give a patient hearing to all types of employees which will make an employee feel that he/she is important for the Organization.

Please share your comments for improving this blog.

Something about me: I am Vikram, an integral part of Husys (HR Function Management for SMEs). My role is to manage HR Departments for our customers with a team deployed at each customer location (Ex: HR Executives are deployed at customer location, we would have a Senior Associate HR for these customers to monitor, advise and partner in customer business focused HR interventions. We are responsible as an Organization, Husys).

Future of HR @ SME's for Business Advantage - Part-I

2011-07-15T16:47:00.000+05:30

"Businesses in Future are Differentiated by its People"

We started to write this Blog based on our experience since 2002 in working with SME's and also our recent experiences in interacting with professionals/academicians/business owners world over through Personal meetings, Linked in network, Polls and also during conference experience at SHRM Annual Conference - Las Vegas. We at Husys wanted to bring that synergy in business through people @ SME's and this series would help in achieving in setting the platform for thinking and acting.

To start with "Think Big - Act Smart" : This post is the first of its Three Part Series on Shared model for growth of SME's. While there are various effort by NGO's, Government, Institutes efforts to bring the shared models (Cluster based approach by Industry), the beginning is always with each individual business owner for effective utilisation and benefit. This attempt is to make them aware of the opportunities by SHARE concept for future proof business irrespective of Industry the SME belongs to.

The following are the topics covered in this Post - SME's referred as Small and Medium Enterprises (Businesses):

World Business - Opportunity for SME's

The world Business in turmoil due to the economic crisis for over 3 years now, moving forward there would be a time to recover. The ability of businesses to be doing small savings and business actions to sustain would be the way forward for any economy.

The lesser the overheads the better opportunities for companies to survive and sustain in future. So "The Small is Beautiful" for better future. Even large Organisations have to start thinking like the Small businesses to sustain in the future.

In this kind of backdrop the Small and Medium Business across the globe has better opportunity to grow and outsmart the biggies. Next 10 years is going to produce some of the largest corporations from SME's of today who would use this time as an advantage. The Advantage is more for Asian countries especially India and China. India is slow but fundamentally strong hence the sustenance is more. The world's LARGE Corporations have to focus on working with the Smalls in India to gain the substantial advantage in every field of business. Thus the SME Growth Story is ahead...

Type of Business Owners:

We are looking at this to distinguish the different business owners at SME's. Based on the type of business approach, each of them have different challenges in their ventures and also different people challenges.

Few who wants to procure something and Trade/Distribute/Retail etc.,
Invest in Manufacturing of known products and go to market
Create Service Models, deliver and improve constantly as per market needs
Invest in Development of Product & Services for future
2nd & 3rd Generation who take on the reins of their 1st/2nd Generation
Yet to start business owners - Paper/Brain cell Based businesses - full of ideas yet to hit the ground

Typical Characteristics of Business Owners @ SME's today

These are highlighted to understand the complexity for building a better case in creating environment for sustenance @ SME's. These characteristics are both positive and negative.. Positive if you use this for better advantage otherwise prove negative if not handled effectively at right time always.

Central Decision Making: The owner becomes the decision making machine for the organisation. Everything and anything should flow through the holy brain for instructions & execution. Like in Indian Vedic Scriptures : Water when poured through the conch become sacred and become the god gift.
Should I Delegate: Fear of unknown by delegation is a current SME peril. You start delegating the least risks to start with, you would find more time for your business growth.
Me and My Business: I started or running this business hence I know the best for this business. No company in the world can grow big unless the others know how to run it to make it BIG.
Me and my Dears: The ownership of this business is mine or my next generation/my dear one's. The future of organisations are going to be complex with multiple owners(Not just the Public Limited')
Should I believe! : How can I believe my employees/partners/associates. Business relationships are of belief and partnering for success of each Individual/Associate /Employee involved. You can't do it yourself unless believe the other party.
What if my employee starts business : Business is not every body's gift. If they have the gift they do it anyway. You could partner with such anyway.
I can Do it Attitude : I am too smart that I can do everything myself. You have only so much time and energy to Deliver. Help your self complement skills. You doing may not be a worth value that you give it to your business. Your time is costly than somebody with same skill to deliver.
"I" have a big vision: What if you have a big vision - you can't achieve it on your own. It need to move from "I" to "T" of TEAM - a Human Synergy approach.

Many SME's think within their circle of reference and define the rules of the game for running business. Thinking the things around are very unique to their own business is a big myth. Move around and collaborate you would find better ways to manage from other's learning. The broader view to interact and welcoming new opportunities to learn would always help. We have many associations and government bodies working towards up-liftment of SME's in India. One need to reach out than waiting for them to reach you, since "Its Your Business".

Standby for :

Part-II would focus on How the SHARE model can help in building Partnerships, Cost Advantages and Societal impact.

Part-III would focus on How the People/HR practices and Activities can be Shared for competitive advantage of SME Businesses.

Please do post your comments and expectations from the next parts and also to improve this Blog Post.

HR Function Management Support for SME's (Your HR Department is Here): People Plan & Deployment for Better Business Results

2011-07-15T04:52:00.000+05:30

HR Function Management Support for SME's (Your HR Department is Here): People Plan & Deployment for Better Business Results

My Experience @ 63rd SHRM Annual Conference, Las Vegas - 26-29th June 2011

2011-07-09T00:49:00.000+05:30

This was my first experience at the SHRM Annual Conference in the US. I thought its important to share my experiences to help my HR Community Online. I would like to share the experience in three parts : 1. SHRM Conference 2. Networking & 3. City of Las Vegas. At the end of the 3 parts I would share some of the inputs from the conference & what could be next at the end.

SHRM Conference: Probably the largest gathering of HR professionals in the world. There are 18000 professionals under one roof. More than 1000+ International Delegates. India pumped in 53 to the International attendees. 200 speakers and sessions parallely without even delay in seconds and best in managing the time. The Mega Daily sessions with 14000 seating capacity and managing the entire show has been marvelous... The Conference Daily published by the next day monring is an amazing way to keep you informed about what transpired the previous day. The video/Picture coverage of the previous day used effectively at all the locations the next day. The exhibitors have done their best job in attracting people to their desk. Ofcouse, Monetising a conference can be best learned from this experience.

Networking: It was an opportunity to network with everyone. The tone of the conference itself is based on the networking. The value for conference comes from the networking and the friends you make in every session, discussion that you involve. Ofcourse, not to forget the interaction with speakers gives an other level of networking opportunity.
The Global Lounge created for interaction of International Attendees and the interested HR professinals given a great way to connect to people from more than 50 countries. I met and made friends from China, Korea, Japan, Indonesia, Australia, Germany, Dubai, Canada, Brazil,Kenya,WI and the list goes on... I hope to be in touch with them on mails, Linkedin & Facebook to continue the networking opportunity...

Las Vegas City : Wow! what a city to visit... I think one must visit the city of Lights, Excitement, Gambling and monuments (creation of cities like NewYork, Paris etc.,). The original Las Vegas at Fremont street experience was out of this world. Travelling through the RTA bus around the city, Helicopter Ride in the night,Limousene ride through the streets...ofcourse many attractions help you spend as much as you have in your valet.

Some Quick Learnings: Sounds the Indian Way! Yes!

- Treating Employees like family members
- Employee average age in an organisation decreasing (The typical challenge of Growing India Business)
- Understanding employees beyond your professional boundaries
- Business focus on Values, Culture of organisation
- Business Excellence with Leadership
- Communicate, Communicate & Communicate Vision to derive results
- Business Results with Facilitated Motivation
- Building Teams based on their best past performance
- Focus on Customer Performance not just Customer Satisfaction

What would make it even more interesting: While the acknowledgement was there for the future Business Destinations as India, China & Rest of the World, the coverage of sessions related to them are alomost nil. The contents, coverage, speakers are mostly from US based.

Few contents on the following would help the next Atlanta Conference a success with a real mega global HR conference:

- The India & china story of HR Management
- HR Challenges in Doing Business in India & China
- Best companies from India & China to be showcased with HR Practices
- The SME's(The Small & Medium Businesses) and their HR stories from India & China.

Startups & HR Differentiator

2011-05-22T11:52:00.000+05:30

In Continuation of the earlier posts - HR Differentiator Year & People Plan based on your Business Stage, this time we would discuss about how the Startup Stage business can leverage on HR Differentiator.

Start-up : Is a Beginning for a business life cycle and many times its a new birth to the first time entrepreneur. One mantra which would help the Startup Owners/promoters/facilitators is that there are people to support you on Finance, Marketing but any of them would leave the People Management to you. Eg. I was in a TIE meeting y/day at Mumbai, one of the question I raised "How would an Investor help in People Management?" the answer was very very clear that "We do help in Finance and market reach, we want always the owner to take the responsibility of Managing People related issues". That shows that the ultimate test is for the business owner to utilize the opportunity created by Finance, Marketing through People.

What Can you do to help yourself to build that HR Differentiation at this Stage:

- Spend Time in building your first bunch of team : Its Your first priority not to ignore this point. You may be the greatest in delivering your business as of now, but you can delivery only so much at a time. Your time in identifying the right set of mindset is more important at this stage. Someone who can dream big and who have a passion to build that support system and achieve the mission.

- Educate the First bunch of Team : Your next step to success in keeping the stakeholders happy is through the Education and translation of Business goals into simple Activities, Actions & Attitudes for Delivery. If you make the business delivery logics simple and crisp, you would be able to build competent people around you. The first bunch of people training is an investment which would give you a result of 1:5 ( If you help 5 people 1 may be turning out to be a TEAM MEMBER - who can think like you) or may be more in some cases. The lesser the ratio the better you performed to help your business to grow in future. Use external expertise where required "You can save a rupee today, but you are at the same time loosing Rs.10 opportunity of future".

- Help them Deliver @ the way you Deliver : Create the work structure, assign the role and responsibilities to perform at their best. At this stage it is imperative that the work performance can be the way you would deliver or even the best. Do not hesitate to allow them to "Make Mistakes" which is the best way you can build the capability. Ofcourse, build the shock absorbents for the Business Risk. People who make the mistakes learn the best ( by not repeating the same mistake). You need to allow & encourage them to take the liberty to deliver beyond your expectations.

- Help them Replicate the same down the line : Create simple work Identification, performance, evaluation and Improvements in making your business to grow to next level. These simple approaches and support system that you created in building your first line would help replicate to their Second Line. Lets accept "We are not GOD, to be everywhere".

The above steps would help the start-up in building a long-term sustainable business model in keeping its stake holders happy all the times.

People Plan & Deployment for Better Business Results

2011-03-21T08:48:00.019+05:30

In this Post I would like to focus on the most crucial ingredient of People Planning and Deployment for better Business Results. Every Human Resource would have an under laying strength to build your organisation. However, If that specific strength is not used for effectiveness in Business the Asset becomes Liability. All the HR Professionals and the Business owners must be aware of this consciously and top of mind.

Business Vision and ability to foresee at least the near future is the key for better people planning in organisations. Along with a great Vision one must also should know what are the usable controllable in business to enhance the time productivity. The challenges differ at each stage of organisational Life cycle. Assessing constantly on the business plans, changing needs of customers and external business/social/economic conditions helps to handle effectively.

We shall discuss the Various challenges and how to plan for sTartup, Growth & Maturity stage Organisations:

Start-UP: The challenge at the start-up is always "Less is Good for More"... one resource working on multiple tasks. That means the identification and deployment on jobs which are like a huge function in a large organisation. Of course, the intensity of work would be less comparative to a large organisation. Designing work plans and schedules in such a way to make sure single resource handle multiple tasks. However, clear definition of task and expectations are always important at this stage. At this stage Home grown talent while the external induction of people would help for longterm benefit and cost advantage. There must be a good mix of Experienced Talent at Middle level and a large pool of Junior level talent to grow for future. The strategic and the top level focus would always comes from the promoters at initial stages. The Budgeting on any manpower would be based purely on a Zero Based and on Business expected to do. However a very very frequent and short-term goals for planning and readjustment would help sustain the focus.

Growth Stage : The entire plan for People and Deployment becomes critical at this level for manging the growth. There would be lot of investment in the new teams and also maintaning quality of service/product. That makes it challenging in planning the right set of people strength and managing the customer expectations. The early stage planning and deployments would be of great help in managing this transition into growing big. The key challenges here are the relooking at the job roles and responsibilities and creating that right set of expectations for delivery. At this stage Integrating the Performance Management with Business Results helps in identifying and measuring the key yeild factors in Revenue, Quality, Customer Retention etc., The Budget could be incremental based on the previous estimates and taking into consideration of the Strenth of Organisation and the stretched targets in varous Revenue Zones.

Maturity: At this stage its always a right sizing to make sure that the resources are delivering at their best and in the right roles. The plan to include re-training on specific skills or cross skilling for better utilization of Resources. At this Stage the Performance Management to focus on widening the scope of work and building the competencies required for business competitiveness. There would be enough data available at this stage to estimate the various cost benefit ratios of People and Revenue. Using the Broad based budget in focus and the external market conditions and the ability attract the new talent to keep in mind for People planning.

Some of the matrices of Organisational Performance useful for Planning :

I - This may include various ratios related to Revenue Vs. People (Month wise, Division Wise and Yearly)
i. Revenue per person/employee
ii. Operational activities/logistics per Person/Employee
iii. Ratio of support function vs. the number of people in organisation

II - Based on the ratio’s create base assumptions for Manpower Planning ( Need to plan to stretch while assigning for better organizational performance). Assign the Basic Assumptions for Manpower Planning
a. Make division-wise revenue & operational flow expectations
b. Assign the ratios to the future year
c. Create a statement showing manpower requirements division wise/ month wise / year.
d. Critical of this stage is to finalise the numbers & Various Cost implications based on the plan (Financial budget to be interlinked).
i. Map with each of the unit and finalise the realistic people requirements.
ii. Finalize the number of positions and the profiles to be tracked and hired during the next year.
iii. Monitor constantly for building efficiency in the cost advantage.

I am sure the above are are only guidelines to help plan better. Please do add your inputs with your comments and suggestions.

Featuring : Husys Vision, Vikram Presentation at IIMB, Husys 9 year Logo...

Nina E Woodard Programs : Hyderabad, India Feb 2011

2011-01-22T20:07:00.003+05:30

We HUSYS, your HR, aims and believes at enhancing your Organizational values by providing and creating opportunities and delivering Value-added services. We are organizing Workshops in Association with FAPCCI, ITsAP & TIE facilitated by a renowned international speaker Ms. Nina E Woodard at FAPCCI, Hyderabad, in Feb 2011.

All the programs are focused for Business leaders, CEOs, Senior Executives, HR professionals, Teams and Managers dealing with East & West clients to enable them with the challenges and opportunities that market has open to capture for global expansion

The following are the details of the Workshops:

CEO Focus 2011 And Beyond 16th Feb 2011 : www.husys.net/ceo.pdf

Advanced Human Resources Management 17th Feb 2011 : www.husys.net/hr.pdf

Cultural Dynamics 19th Feb 2011 : www.husys.net/cd.pdf

We would request you to utilize this opportunity rendering the participants with a discounted fee. We would also request you to support in promoting this event to your known companies, friends and partners who might be interested and benefited in these workshops.

Looking forward for you and your associates’ presence and participation in the Workshops.

Listen to Speakers Speak Out: http://www.youtube.com/watch?v=zc5yWgcosLk
More Information:

Call on : 040-65195632/9948078936/9985410340

HR Differentiator Year 2011 Series : People @ SME's

2011-01-01T09:47:00.015+05:30

WISH YOU ALL A GREAT YEAR 2011.

We want to make this year "HR Differentiator" primarily the first decade of this century has seen the importance for Human Resources than ever before. Moving forward the next Decade would play crucial for every organisation to play on the "HR Differentiator" which is probably the only Business Differentiator the competitor can never produce/make/create.

The first of the posting in 2011 would focus on How the HR Focus for Startups & SME's help to make great progress.

Differentiator I - You (10%) : One of the key ingredient of success of any Start-uP & SME is the Human Resources who build, Manage and progress it to a large entity. Starting with the Promoter(s)/Founder(s) who form part of the first HR Differentiator... Their vision for future, opportunity creation by way of sacrificing otherwise a "khushi job"(I personally feel the JOB however demanding is much strainful than building that job and paying for it to get results). The focus should be to build various competencies and people practices which would help one to reap the desired results in achieving the Vision Set to start an enterprise. One strong self discipline required is that don't expect to build clowns of you but people who can build and action the competencies required Business Vision that you have. You should build the capability of predictability of your team behaviour. Spending time in improving yourself would make a lot of difference in creating Human Differentiator.

Differentiator II - Second Line Leadership (35%) :
The Second Most Important aspect of building an Organisation. The second Line Leadership is as important as the promoter for Business Start. While this being said easily putting into practice is like taking Birth Again. We don't have to re-born to create anything but build the strong second line leadership for organisation. This could be your first priority to do better business. A constant identification of your next level and making them to build competencies better than you and make you redundant from time to time. This would be a success mantra if you have to constantly think next level and create a better vision for organisation into future.

Differentiator III - Your Teams(20%) : Every individual works in your organisation can make a difference starting from the Office Assistant / Managed Services of Vendors to Senior Management. The moment you appreciate the value and worth of building an organsiation is in the hands of everyone, you are creating the first step for "HR Differentiator" when you believe this from bottom of your heart.

Differentiator IV - Partners(15%) : In this age of Collaboration without boundaries the key differentiators would be your partners who build strength and support system for synergy. Working with People who have their own path layed but there are complementing skills/competencies for your Teams.

(GR's Presentation @ ITsAP on HRIS for DEC 2010)

Differentiator V - Competing People (10%) : Knowing and building on strengths of your own and also build strneth on the weakness of the other competing Teams is critical. Constant engagement with the competitors and understand the key Human Resource differentiation makes it lot more proactive in building a robust organisation. This would also help you to understand the relook at the newer challenges in creating difference in your people.

Differentiator VI - Society(10%) : Your product and services are always consumed or used by the Society at large. By Starting your enterprise itself the beginning for HR Differentiator in creating employment, career & supporting multiple number of families in Society. This can be extended by using each of your team member to contribute back beyond their families. This is not just a brand building exercise but a differentiator in employer Branding building and contribution to society.

The %ages mentioned against each of the Differentiator is the estimated time spent for developing HR Resouces in your organisation. This may vary based on the stage of organisation. Viz., Initial stages of company may require to spend more time in grooming the Second Level Leadeship..where as established and stable organisation may focus on People at Team Level for Growth and Sustainability.

Please do add your inputs to make this post more interesting. Your inputs would help in building a knowledge pool for growth of SME's in India.

Designing Organisational Role and Responsibilities ( R&R )

2010-11-19T15:32:00.008+05:30

Husys Team supporting TIE-ISB Connect 2010 @ Hyderabad

In continuation with the earlier posting on the Organisational Design, this posting focus on further building the synergy for organisational excellence. The key point here discussed would be on how to design Role and Responsibilities based on the Organisational Design.

Current Realities: In many cases when we start looking at the Organisational Design from the point of view of Role and the current duties performed by the people in the system moves 2 levels below. In my recent Three of the assignments the Top Level Management were actually performing the Middle Management Role & Duties. This is evident from the fact of our style of management is :

- If the person reporting to you doesn't perform we perform
- If we perform once, everytime your subordinate learn to get work done from you...
- Over a period that job becomes your accountability
- One more important reason is that we do not spend time in making sure the person performs better where he can do..
- Or alternatively we design responsibilities based on the capabilities of the individual at that point and give any role that he/she is comfortable.

What is a way forward?

Designing the Role & Responsibilities and assign the same to each position in the organisation ( Not to people who are available). The effectiveness of Role & Responsibilities lies in building person independent documentation and expectations.

Step-I : Create an Organisational Structure and Hierarchy Levels in the Organisation based on the Design.
Step-II: List all the Functions and the typical roles important for effective functioning based on the Organisational Stage.
Step-III: List the Role impact on the organisation and the value expected. Also summarize how the same can be derived based on the level.
Step-IV: Summarise the key tasks/functions important at that level/Function... Include the relevant Functional / Personal skills important for that role and to deliver the effective responsibilities.
Step-V: Summarise in a format which helps to Identify the position / role / department-function / reporting levels / Job Expectation / Training Required or/and acquired / Key Skills and any other important details which makes the position effective when assigned.

How does R&R Documentation Helps:

- Foundation for Your organisation
- Helps in Planning & Hiring
- Helps in Inducting the Resources
- Helps in Setting performance expectations
- Helps in Improving the resources based on the expectations Vs. Reality
- Helps in Integrating to Business Output & contribution
- Training and many more...

Please do ask/write to learn more from this posting... Looking forward for your participation in making SME's Strong in India...

Update & Inputs of SME CEO's Program at FAPCCI

2010-10-22T08:57:00.006+05:30

HOW TO USE PEOPLE TO BUILD BUSINESS @ SME’S
11th October 2010

The program was designed for the benefit of SME CEO’s who have challenges in managing their HR Functioning in their organizations. Husys designed the program with the help of FAPCCI based on the need for their members. The program was facilitated by GR Reddy – MD & Chief Facilitator of Husys Consulting. The Dignitaries present on the Dias who shared their thoughts for HR Importance in SME’s includes Mr. Sekhar Agarwal – President – FAPCCI, Mr.Rajeshwar Rao – Secy. General, Mr. Subba Rao – Chair HR Committee, Mr. V.Kumar, Co-Chair, HRD & IR Committee at FAPCCI.

The program covered the basic understanding of the Growth in SME’s coupled with sharing some business HR Cases of Husys. The program also highlighted the need for the HR for business growth and how a profitability can be a central focus while building the HR Practices for Growth. The various HR function explained includes the Hiring the Talent for organisation, Retaining and bonding with organisation for best performance with maximum productivity. The importance of training in building the future capabilities of business growth also was discussed during the program.

The program also discussed the typical challenges at SME’s and the dilemma between the people focus and the Business Focus. A detailed questionnaire designed by Husys was administered to give a flavor of the balance in managing their Business during the program. The Questionnaire focused on the assessment of the balance between the People Focus and Business Focus while building the growth. The model developed by Husys includes the four types of organizations. First one is the Passive organisation, which does business as it comes with least of people focus and business focus. The Second category of organisation focused more on people and less emphasis on the Business, which is called Peopulsive Organizations. The Third Category of Organisation is an Aggressive Organisation whose focus is on business and least concern for people in managing the business. The Fourth and the important segment for a business Growth is Progressive organisation that has a right balance of high people focus in building and growth aggressive business plans.

Husys also in association with FAPCCI created HR Helpdesk and a senior consultant to help would be available on every 1st and 2nd Friday at FAPCCI house from 3:30Pm to 5 PM. The Model is shared in the picture, which is self-explanatory.

Some of the Tips Shared with the CEO’s during the Session as below:

•Identify Sources of Cost Effective Recruitment
–College Networks & Use their Infrastructure to Research/Back office
–Govt. Funded/NGO networks focus on livelihood/employment generation schemes
–Pool the Jobsite Cost with other SME’s
•Interact with Various Colleges, Networking Groups to Create a Brand
•Spend few minutes with Staff joining organisation. Explain the expectations and also organizational outlook.
•Create Simple Job Responsibilities
•Create Reporting Relationships in Organisation
•Create simple Job Responsibilities as people join and map to Reporting Structure
•Set the Deliverables for each person
•Monitor and Review at Regular Intervals
•Reward the best performance (Based on Expected Vs. Actual)
•Identify the key resources who has expertise
•Create orientation sessions with other members with Experts
•Identify Networking opportunities for Sr.Management related to business
–Various external Trainings
–External Seminars
–Industry Association Events
–Let the Sr.Management Share their experiences in Groups
•Create a task force (Give them right Tools & Empowerment) for on the job improvements

Free HR Program for SME Owners on 11th Oct 2010 @ Hyderabad/India

2010-10-05T12:50:00.002+05:30

For More information & Registration write to : naresh@husys.net or call on 0-99480-78936
Venue : FAPCII, RedHills, Hyderabad.
Date : 11th Oct 2010 - 2 PM to 6 PM

This program is aimed at building HR practices for SME organisations. During the program the CEO's of SME organisations would understand the power of HR and how to use it for Business Growth.

Program Overview
Countrywide economic growth and globalization of the world economy provide an excellent backdrop for businesses in India to develop and prosper on an international scale. However, company growth and sustainability can be threatened greatly by the people practices of the organization and CEO’s view on the people practices. The task of scaling the business and effectively integrating them into is a difficult, complex undertaking for top corporate executives.

To distinguish their companies from the competition, chief executive officers (CEOs) in India must maximize their potential for coping with the changing environment, managing across business disciplines and people practices and providing organization-wide leadership.

The program is a highly specialized initiative as part of a CEO Learning presented by Husys with the support of FAPCII.

The Program
In this interactive workshop session participants will address the issues that are key to building sustainable business by understanding the current organization focus and ways to improvise the people practices for current status.
Session would be an interactive with live case studies, business focus understanding templates, participants will end the day with a clear picture of the way ahead for their business.

Objective of the Program
• People Strength to grow a SME Business
• The people engagement in their respective organization
• The areas they are able to plug-in the people practicing models to sustain the business growth
• Alignment of People with Business Growth

Course Coverage
• Importance of HR in Today’s Competitive Business environment
• Identify the SME you are on People & Business Practices (Model developed by Husys to understand the segment they fall in to build a great business)
• The Characteristics of Your People Organisation
• Understand Key HR Practices for SME’s
• Build an outline of HR System for your Organisation

Methodology

Complete day would be mix of topic explanation with relevant case study, Dynamic Interactions and some hands on Business Planning exercises aimed at helping CEO to carry away the information and implement.

Please Send your nominations to naresh@husys.net

Topics to be covered @ HRME

2010-09-30T16:23:00.002+05:30

The following are the Postings to be done on HRSME Blogsite.. The first 3 are completed and can be reviewed in the archieves... Please do standby for the other postings.....

1. Employee Data Management & Agreements
2. Employee Related Statutory Compliances based on the Growth
3. Organizational Design for an SME
4. Design Role and Responsibilities
5. Manpower Planning
6. Attracting the Talent
7. Selecting the Best
8. Setting the Expectations Right First Time
7. Internal Policies for Engagement of Teams
8. Performance Reviews
9. Career Progression @ SME's
10. Building Cost Effective Training & Development Programs
11. Managing Exits
12. Building & managing Quality through People

Organizational Design for Business Excellence & Growth

2010-08-23T16:50:00.006+05:30

As organisations grow the one thread which keeps it together is the central Organisational design and the structure defined around it. Based on the core design all the functions, verticals, positions are tagged. The entire organisational structure would follow the basic design in which the organisation has been defined.

The organisation design can define few levels in the organisation and can be ensured to create the value to the organisation as it moves higher. Every organisation must have the doers, managers and the directors or/and visionaries..

I - The bottom most level* could be : Team Member Level : Focus on the execution of the task as assigned and report back to immediate level. At this level Identify the Skill required based on the business, function, verticals etc., The Critical skills required (Not exhaustive and may differ to situations) : Data Management, Communication, Interpersonal skills, Team Skills, Presentation Skills, Functional Skills, Innovation, Creativity, Report Generation, MS Office, Internal Customer Orientation etc.,

II- The Next Level : Supervisory/Managerial Level : Who understand the tasks and assign to the Team Member Level and monitor the completion and report progress. In this case the (This may be two levels in many organisations - may be required as organisations grow). At this level the skills required would differ and demand for higher order of skills along with the previous skills. A brief List for information and understanding : Team Building, Negotiation, People Management, Counseling, Mentoring, Business Orientation, Presentation Skills, Training , Appraising, Interviewing etc.,

III- The Top Level Management : Who are responsible for multiple business units and also for the overall organisation. This level may involve working towards Vision, Mission (clarity) and involve in the strategy for the business and creating future. This level demands a very high level of decision making which would impact the organisation. This level requires a high level of Futuristic ability to perform at this Stage. The additional Skills helps in performing better may include (not exhaustive) : Strategic Management,Business Negotiation, Networking, Strategic Thinking, Leadership, Counseling, Mentoring Skills, Leadership, Visionary, Technology Adaptation etc.,

Each level can have further grades for the purpose of movement of one stage to other in terms of performing the tasks perfectly and the last grade in the level may signify the next levels performance (that may show the readiness for next Promotion and up gradation)

Based on the above clarity can write the Job Role & Responsibilities for smooth functioning of organisation. Further one can interlink these with the Objective Setting Exercise, we would discuss in the next posts....

* Organisations uses different nomenclature for each of the description hereon.. Understand the meaning and apply in understanding the concept.
* Each of the skills are expected to be performed at a degree commensurate with levels.

Statutory Compliances : Must for every Progressive Employer

2010-07-20T17:12:00.020+05:30

Watch out for CEO Program @ Hyderabad... 6th September 2010 from Husys powered by Nina E Woodard & Associates,USA ( www.husys.net/ceo.pdf )

Statutory Compliances : Must for every Progressive Employer

It is important that we comply with laws of land to make sure that the organisation plays a good citizenship role and governance with compliance's. I am aware that this is a huge subject... however, I would try to cover briefly in this segment for details refer to the respective laws for changes/modifications from time to time... Usually if not taken care at the start or beginning of the organisational growth it may become a very unproductive effort and impacting your business growth.

The applicable basic statutory compliance includes : Provident Fund, Employer State Insurance Corporation(ESIC), Professional Tax (PT - as per state), Income Tax, Gratuity. There are many other specific Acts applicable based on the Industry.

Employers have to comply with the Statutory requirements based on the number of employees they have on their rolls.The Benefits like PF & ESIC are applicable from 20 number of employees in the organisation. In such cases there are two types of Start up/SME employers:

1. Employer who wants to make sure the facilities are available from the day one of employee joining irrespective of their size.
2. Who would like to take care of statutory issues as they are applicable.

The following Inputs would help take decision and budget provisions based on your organisational stage.

Employer 1 above Option 1: If the employer wanted to give the benefits from the day one can opt to outsource the People related issues and the employment with any outsourcing agency who may comply and Provide all the statutory benefits. This way all the statutory related issues are taken care till the time the employer would like to register under the various acts and provide the benefits in such cases the transfer can be done at that point of time.

Option 2: Initially take care of the TDS(Tax Deduction at Source) under Income Tax Act and the Professional Tax Act as per the state government regulations. Register under the PF and ESIC at a point where the required employee strength is available. Also there could be decisions where one would like to outsource the people statutory compliance and Administration as an option which helps in reducing the payroll administration and head count issues if any.

Some of the provisions are mentioned here below for understanding.

Provident Fund ( Central Administration ) :
Applicable: Organisations 20 people onwards
Limit: Applicable to employees with 6500 as basic salary (voluntary Option for employee after the limit of 6.5K)
Contribution: Employee : 12% Employer : 13.61% ( In cases of beyond 6.5 K salaries the employer can define whether to contribute equal or not)
Interest on the contributions : 8.5% p.a (The best possible interest rate for investment with high security in the country)
Pension after Retirement based on the Contributions made for a minimum of 10 years.

Employee State Insurance Corporation(ESIC - Central Administration): Applicable for employers with 20 employees.
Salary Limit: Covered for employees with Gross salary up to Rs.15000/-
Contributions: Employee contributes : 1.75% of Salary and Employer contributes 4.75% of salary
Benefits : very useful and please visit www.hrhelpline.blogspot.com for detailed inputs

Professional Tax : State Tax as implemented by various states.
To Register with the professional tax authorities. The Tax is deducted as per the slabs of employee salary. The same is deducted and paid to the Tax authorities. The employer need to pay certain fee for each of the director every year.

Income Tax Act (Central Tax): Tax Deduction at Source is the responsibility of the employer based on the Income Tax Slabs and applicability's. Employer to obtain a registration with the income tax for deducting and depositing the Tax from employee account. At the end of the year / as and when the employee leave the organisation to issue a Form 16 showing the deductions made and deposits done into their account. This would help the employee to file for their personal tax assessment forms.

Gratuity : Gratuity is applicable for all the employees who completed 5 years of service. Gratuity is calculated based on the Basic + DA paid to an employee at the time of leaving and 15 days for every month for number of years of service. If employee worked for 6 years and 10000 (basic+DA).. The Amount to be paid is : 15/26*6*10000=34615 Rs. The limit for the maximum Gratuity has been revised to 10 lacs.

* This article is to make employer aware of the provisions... and please refer to the latest amendments from time to time to make sure statutory adherence.

Employee Data Management & Agreements

2010-06-24T11:23:00.006+05:30

GR's Caricature in Gene Form...Created for his 1st Job book.

We shall review some of the key attributes of support that Employee Data can provide us in this posting.

For any business success Data becomes the key for any decisions and review. Similarly the data related to employees is like the heart of the organisation. The data availability related to employees would help in initiating many HR plans in organisation. The data can collected in as many head as possible... This can be termed as " Employee Data Sheet" "Employment Data Form" etc.,..... some of the data points are mentioned here below:

- Employee Personal Data : Related to Name, Contact/emergency/permanent Address, date of birth, family details with their occupation and date of birth (this may be helpful for insurance for family)
- Employee Educational Details
- Employee Past work experience & career progression details- including the reporting managers and contacts for reference based on need.
- Employee Licenses, Visas and permits etc.,
- Employee Hobbies, Interests, Achievements etc.,
- Employee Statutory details like previous PF, Insurance etc., details
- Need based Information which may be of importance in long-run

It may be very difficult task to compile all the data but with a simple discipline in managing the data from day-one of joining would help.. You could develop a document with all the above details and print and capture the details at the time of induction/joining.

Its also advised to collect every possible copy of the data for proof which would be of great help in future. Example: A passport would help for any international assignment when in need. We had experiences some time the employee came to us for a copy of his Driving license to apply for a duplicate when they lost...

Key is to identify the data points which would be of great help. For Example; While collecting the emergency data you may take the name, telephone number of the person.... but if you have not collected the data of mother tongue or the language the person would be comfortable to understand makes a lot of difference. Many of the Indian languages are important when you communicate with them... or HINDI if its understood by the other person... possibly adding preferred language when contacting that person would help in seeking support from an employee who is comfortable in that language.

Employee Agreements:

The most difficult task for SME's is to retain the employees after initial effort of grooming fresh resources (for cost advantage many SME's spend time in fresh talent). Many of the organisations based on the criticality and the obligations of the customers may have to enter into many agreements as part of the employment. These may include Service Agreement (for support a certain duration of service with the organisation), Confidentiality Agreement (areas where the work and the information confidentiality is utmost), Non-Disclosure Agreements ( For any critical information which the employee may possess during and after employment), International Assignment Agreements ( Sending on deputation, work execution to International locations) and many more based on the need of the organisation.

All these agreements are essential for conduct of business, however it is important to make sure that the employee read every bit of it and understand. Many a times these are filled like formalities and when a situation arises it may lead to heart burns... It is always advised to spend more time in understanding these agreements and interpret to make sure that what the you meant is understood by the other party equally.

One word of caution: There are many documents are available ont he Internet for above agreements. however, please do read thoroughly and understand and interpret with a legal expert before applying. This would help a lot of time in the future.

Please do write to us at husys for any questions at hrhelp@husys.net

GR Reddy
Chief Facilitator
www.husys.net
www.hrhelpline.blogspot.com
http://www.youtube.com/watch?v=eLz_68fWREQ

Step-by-Step in Setting up Your HR Department : Input Series from May - Dec 2010

2010-05-20T10:15:00.005+05:30

TEAM HUSYS ( HUSYST )

We at Husys are committed for the Development of HR @ SME organisations. As part of our efforts we continue to give you what is required for you and how best you can use this site to help yourself.

Starting from May 2010 we would take a different step in helping you to setup your own HR Department. Please do follow the blog and help yourself. We may repeat some of the older postings at the places where repetition is required as part of the sequence. If you feel you need any more information you can always write to us without any hesitation (We would help as much as offsite and email support based on our time availability. We can also clarify through the comments section).

1. Employee Data Management & Agreements
2. Employee Related Statutory Compliances based on the Growth
3. Organizational Design for an SME
4. Design Role and Responsibilities
5. Manpower Planning
6. Attracting the Talent
7. Selecting the Best
8. Setting the Expectations Right First Time
7. Internal Policies for Engagement of Teams
8. Performance Reviews
9. Career Progression @ SME's
10. Building Cost Effective Training & Development Programs
11. Managing Exits
12. Building & managing Quality through People

Any other suggestions as we go on can be incorporated to help... Please do send your suggestions to hrhelpline@husys.net

For more case related question please do visit : www.hrhelpline.blogspot.com

Warm Regards,
Reddy GR

April - An Action Packed Month for HR (Explore WHY)

2010-04-15T14:25:00.004+05:30

April is generally the Start of Business Year ( Financial Year Start) for Indian Firms. Our Financial year starts on April 1st and ends at 31st March. This month is very significant for all the HR folks because the following activities are expected to be done/co-ordinated for a better future.

- Organisatioinal Objective Setting : HR to involve in building the organisational objectives for the year based on the mission and vision of the organisation. HR interacts and builds the clarity along with the CEO and the Heads of various Units/Function/Verticals...

- Review of Performance: Its time for review of performance of the previous year interms of organisation as well as the Individual employees. This task needs the review of current performance system, expectations from the last year, setting the course of action for review from april last year to current year march... The greater challenge is if you have KRA's set for employees you need to make sure they are reviewed effectively. If the KRA's (or expectations of performance) are not set you have a greater challange to collate, create a meaningful performance review... have fun...

- Challenges of Transition from last year to this year : After the review of individuals and organisation.. the greater challenge is to understand the future objectives and integrate into each employee/associate. Also the challenge of reviewing in rationalising the compensation, designations, roles etc.,

- The Future : Actually this is What you can't predict.. But, can you stop! No!!!! So lets plan to have the details of organisational performance, future objectives, Understanding of each of the individual strengths, performance review data, Plan of action for the function for next year....

Post your questions or inputs... Thanks....

GR Reddy - Husys - HR Function Management Company
www.husys.net

Husys Announces Free HR Help-Line for SME's in India

2010-03-26T10:46:00.003+05:30

SME's are the key for Indian Economy.... People are key for SME's Business Growth... Husys brings a new support system for Indian Economic Growth with Human Synergy..... Here is the new opportunity to conquer Indian/Global Competition.... A Free HR Helpline ! by Husys the pioneer in HR Function Management Solutions.

Who else knows the typical issues of SME's... some body who spent 8 years and worked with more than 100 SME organisations in helping them to grow... HUSYS - Pioneer and a word synonymous with the HR Function Management Solutions for SME's in India. Here we present the first ever HR HelpLine for your support...

Whether you need help in understanding HR Related issues based on your business growth, validating an HR decision, understanding changes in employment regulations, or managing employee relations, the Husys HRHelpLine is here for you.

Pickup the Phone and Call for support : 0-9948078222 (24x7) or write : reach@husys.net

Wish you a Great Business Year ahead 2010.

HR Audit - Tool for HR Effectiveness

2010-03-09T13:27:00.002+05:30

HR Audit is a tool to examine the HR Function through to its processes, policies, systems and the way of functioning in an organisation. This would be a diagnostic tool to help identify the way in which the current status of Hr Function and how it can be integrated to the Business for effective functioning. This tool best works when an organisation is ready to learn and implement for betterment. This would require the “TOP MANAGEMENT COMMITMENT” to evaluate and improve from current levels to future.

The HR Audit can focus on the following Business HR Functions

-Corporate HR – Vision, Mission, Org. Objectives, manpower Planning & forecasting, Organizational Design, Role Organizational Quality processes and Track & Review of HR Matrices

-Recruitment & Selection: Review of Process Documentation, Stages of Recruitment, Sources, Selection Mechanism (Interview, Group Discussions etc.,), Offer and tracking of Candidates for joining with Induction Plan & execution.

-Employee Policies: This Section should focus on the basic work environment norms, policies related to employee employment agreements, salaries, loans, communication, internet usage, time office, statutory compliance etc.,

-Performance management: This section should focus on reviewing Setting right expectations through Key Result Areas defined for resources, Probation process, Performance period and review mechanism, Data management, Training Needs Identification, Career progression processes etc.,

-Training & Development: Process of Training & Development, Training Needs, Training Design, Delivery plans, Feedback mechanism, Integration to other functions etc.,

-Technology : Identify the areas of automation and check if that works as productive tool for the organisation and HR Function. All the administrative tasks and the work flow to be reviewed for effectiveness.

To identify the current status of all the above activities in the following forms for corrective action:
-General Practice Areas (Not Documented or not aware by employees)
-Process Defined (Documented) but not Practiced
-Adhoc Decisions on Functions with respect to the employee requests.

Action Orientation: Based on the review of the various function interms of the current status, define priority. Based on the priority define a future course of action along with specific outcomes that the organisation would like to achieve with Timelines.

Husys turns 8

2010-03-01T08:26:00.001+05:30

We @ Husys turn 8 years today 1st March 2010. I would like to thank each one of your being part of our success... Have a great year ahead...

Please read today's Eenadu News Paper for Career Q&A by our Team ( http://www.eenadu.net/chaduvu/chaduvuinner.asp?qry=topstory4 )

Communicate your employees - The year (2009) that was - The Year ahead 2010

2009-12-30T11:53:00.006+05:30

GR as part of the LeadIndia2020 movement... with Dr.APJ Abdul Kalam on 14th November 2009 at Hyderabad

The year 2009 has been a challenging for all the businesses across the globe... With the current market conditions and also the way the businesses are running currently, this year is going to be special to every Business/employee/Associate.....

You as a head of the organization can send a note to all the employees/Associates about the business in the last year and expectations for the coming year. Your style of communication can be in a manner which represents your organisational culture.

You may want to cover some of the points as below and more based on your experience......

- Business Scenario in your industry/competitors
- Impact of the Business during 2009 and path for progression & recover for future
- Some of the key Highlights of the year
- Some of the challenges faced by the organisations and how you have overcome
- also mention key contributions by individual employees (IF you are sure of 100% measurable)

Also write a note on the expectations for future in 2010 and hint any possible changes/challenges you may foresee... These are very few thought to generate an Idea... you can be as creative to ensure you want to speak your mind........

This note would help the employer the following ways:
- Work as an appreciation for the efforts and focus of Associates/Employees
- Set the business realities update with employees/associates,
- Set an expectation at large from a corporate perspective
- It would help the employees/associates to set their own expectations in order and which are close to realities of your own business
- This would also set stage for any change that you may bring during the next year.

Wish you all a great year ahead... May all your plans come true for year 2010......

HRFunction Outsourcing Model Shared at IIMA

2009-12-14T18:00:00.003+05:30

I am happy to share that Husys shared HRFO experience with AHRD MDP program at IIMA on 11th December 2009. Here is a photograph of GR's Session at IIMA on 11th December 2009.

Mission - HR Talent in the Last Leg

2009-12-04T16:51:00.002+05:30

I am very excited to see the competition heatingup with last four teams making their best to prove their competency. This is a competition which has generated focus among the MBA students the need for practice. The teams from VJIM(Ramakrishna, Ashutosh), Pydah College(Lakshmi, Arun), ITM-Warangal(Sweta, Nisha) and CMR College(Krupali,Swathi) are working hard in a real life environment... Their selection is based on the actual work output by them in the last 48 hours... We wish them all the best in their Future Career....

Career Clinic @ Original City

2009-11-28T11:12:00.002+05:30

We are launching a Career Clinic for the benefit of Young People... Here is a note the first of the clinic started at Hyderabad.
Please inform anyone who would like to avail this facility for their career development.

Note for Career Clinic to Students:

As part of our support to the young and budding professionals we are initiating this Career Clinic @ Original City, Huppuguda, Hyderabad (Near Huppuguda Railway station, 100 meters from station... and road leading to Arundhathi Colony). Some of the Details are as below, please use this opportunity to be a winner. Please note this is our social service effort and in support of young India.

Time: Every Sunday Experts are Available for conselling - 8 am to 10 am
Location : Original City
Cost : No Cost - Its Free
Email : job@husys.net
Phone: 9603016222
How do we help :
Areas of Support: Helping in 1st Job, Enterprenurship, Career Enhancement, Education

We help you in the following steps in Your Job Search (1st Job)
1 - You Register with our Team
2 - We shall invite you for a Test/GD/Personal Interview
3 - We rate each of the applicant
4 - We connect to the Industry who require a specific requirement
5 - Send the Data relevant for Companies
6 - Companies based on the requirement call for Selection based on the data submitted by us
7 - Offered by Companies if selected
8 - If you get an opportunity, you should be helping the others in our database.
9 - If you are not successful in the above process we continue to send the data to many companies...also we continue to guide based on your interest

Wish you a great time....

Warm Regards,
Reddy GR - Husys

Mission - HR Talent 2009 Competition for Business Students in Andhra Pradesh

2009-11-07T13:48:00.001+05:30

We are conducting a unique 4 level HR Competition including Practical assignments in judging the "Mission - HR Talent 2009". Please review the link for more information : www.husys.net /missionhr.html

Please pass it on to students who are pursuing the Business Program as part of MBA/MHRM/PGDM etc.,

Last Date for Entries : 19th November 2009

Thanks,

Warm Regards,
Reddy GR

TRAINING IMPORTANCE IN ORGANISATIONS

2009-09-15T16:31:00.005+05:30

GR is on Yourstory.in please vote for him on : http://www.yourstory.in/news/1063-frontpage/2487-gundlapally-ramalinga-reddy-founder-husys-consulting-pvt-ltd

Photo: GR Presenting @ Hysea
-------------------
Training Importance in Organisations

Today's ever changing world pose a great challenge for Organisations. Here are some of the Reasons for Training & Development as a prominent function in Organisational Development and Growth.

External Competitiveness: As the organisations are moving from a Product based focus to Customer centric Focus… The people aspect of Business becomes the critical factor. The more the competitive Resources the better competitive edge of the organisation in the market place.

Competition : The Competition is the most critical factor for creating the above competitive edge. As the Competition increases in the market the focus on skill enhancement and multi-utility of Resources to face the challenges would increase. The ability to understand the need of the market competition and build and execute market centric training modules would help the organisation to continue growth.

Changing Business Needs : The External and Internal focus for growth on business would build the gap between the current and expected training needs. This changing business need based on the new product launch, customer expectations would always bring focus on Training.

Processes: The processes defines the success rate of the organisation in the market. The better the process and are understood by the employees/associates the better output. This needs a lot of orientation and training on the different processes for business effectiveness. Organisational Processes adherence would focus on continuous training and orientation.

Technical/Functional Demand: When there is a change in the technology and/or functional enhancement in the organisation due to the new inputs and advancements creates a demand for Training within the organisation.

All the programs which have an immediate impact for the enhancement of the Skill and usability on the Job are considered as Trainings. All the initiatives which are long-term in nature and built as part of the Career Development in the organisation are terms as Developmental programs.

REgards,
Reddy GR
www.husys.net

TRAINING PROMINENCE

2009-09-15T16:10:00.003+05:30

GR is on Yourstory.in please vote for him on this link: http://www.yourstory.in/news/1063-frontpage/2487-gundlapally-ramalinga-reddy-founder-husys-consulting-pvt-ltd

----------------------------------------------------

In this writeup we discuss about the importance of training in an Organisation. Here are some of the Reasons for Training & Development as a prominent function in Organisational Development and Growth.

External Competitiveness: As the organisations are moving from a Product based focus to Customer centric Focus… The people aspect of Business becomes the critical factor. The more the competitive Resources the better competitive edge of the organisation in the market place.

Competition : The Competition is the most critical factor for creating the above competitive edge. As the Competition increases in the market the focus on skill enhancement and multi-utility of Resources to face the challenges would increase. The ability to understand the need of the market competition and build and execute market centric training modules would help the organisation to continue growth.

Changing Business Needs : The External and Internal focus for growth on business would build the gap between the current and expected training needs. This changing business need based on the new product launch, customer expectations would always bring focus on Training.

Processes: The processes defines the success rate of the organisation in the market. The better the process and are understood by the employees/associates the better output. This needs a lot of orientation and training on the different processes for business effectiveness. Organisational Processes adherence would focus on continuous training and orientation.

Technical/Functional Demand: When there is a change in the technology and/or functional enhancement in the organisation due to the new inputs and advancements creates a demand for Training within the organisation.

All the programs which have an immediate impact for the enhancement of the Skill and usability on the Job are considered as Trainings. All the initiatives which are long-term in nature and built as part of the Career Development in the organisation are terms as Developmental programs.

Rate GR Reddy - Husys on Yourstory.in : http://www.yourstory.in/news/1063-frontpage/2487-gundlapally-ramalinga-reddy-founder-husys-consulting-pvt-ltd

2009-09-07T12:21:00.001+05:30

Please vote GR during 1st sept to 30th sept 2009 on this link

http://www.yourstory.in/news/1063-frontpage/2487-gundlapally-ramalinga-reddy-founder-husys-consulting-pvt-ltd

Please visit the above link and vote for me as part of a new contest
on yourstory.in.

We at Husys are the pioneers in creating a concept for support of
SME's in India, this contest would support in making sure that what we
believe helps the SME world.

Thanks,

Warm Regards,

GR Reddy
Chief Facilitator
Husys - HR Function Management Company

Employee Feedback Survey - A Serious Tool for Development of Organisation

2009-08-18T11:52:00.003+05:30

GR Works with Husys Consulting as Chief Facilitator... The information shared is out of his own experience to help the SME's to grow to next level.

Every organisation strives to build and manage the trust with employees (associates) by continuous communication and feedback mechanism. Employee feedback survey is a serious tool and it sets the expectations and increase the perception levels higher (positive/negative)… hence its important to build a system, which would communicate the importance and action orientation to the employees. This is termed as Employee Feedback Survey (not Satisfaction Survey) to make sure that you are collecting feedback for improvement….

Preparedness : Any Employee Feedback survey require the primary stack holders & management approval not just by words for with a commitment to improve on the negative feedback and build on the positive feedback.

Action Oriented : Any employee feedback system should have a strong action orientation in implementing the feedback for better organizational results.

Communication: Continuous feedback on the action results a way to give confidence for the coming years.

Areas of Focus : Please do not focus on just one part of the system eg: Only on Managerial or leadership issues, Work environment or Customer Orientation. An Employee Feedback system should have an integration of all the Dimensions of the organisation which are inter-related and can build synergy.

Various Dimensions of the Organizations: A suggestive list as follow:
 Work Environment – conducive environment for work
 Leadership, Vision, Mission and Organizational Direction
 Communication – Organizational, departmental and employee level
 Employee Relations & Team based practices– Relations with peers, sub-ordinates, and Superiors
 Career progression – Reviews, Career Ladders, Support system
 Training – the overall organizational, Process/Quality, functional/technical & behavioral
 Others as per the organizational needs

Create a Survey Questionnaire: Create simple questions (statements) related to each of the dimension above. List at least 4-5 questions in each of the dimensions of the organisation. Test the understanding and the related focus. There are in-depth level surveys conducted scientifically, however in the absence this is used as a tool to create some benchmark internally.
Make sure that the questionnaire has statements on each of the dimension between Strongly Agree (+ve), Agree, Sometimes Agree/Sometimes Disagree, Disagree to Strongly Disagree(SD) and ascertain the weight age to each category.
Build in the Demographic Details for the analysis purposes – Age, tenure, sex, qualification, maritial status, department, division etc.,

Communicate:
Communicate and do preparatory activities to the employees at large… convert the questionnaire into various languages if required based on the employee orientation and capacity.

Execute / Administer:
Online – if you have a capability and also the employees are able to give the exact feedback online. Of course this is the most easiest to build and execute the system.
Offline / Pen & Paper : Print the questionnaire, orient the staff… Create neutral administrators at each of the employee location(s).

Feedback & Action Plan :
Collate the information and create the feedback and suggestions. Communicate the results at large (big picture)… Share the information department/function wise… Set action Items based on the intensity and the location/division/department to execute… Eg: Anything related to training – Training Department to work on the action items as per the feedback.
Create an organisation wide action item list and share (email/notice/intranet)…
Make sure that You involve all the employees as partners for any improvements on the suggestions and feedback received so that its perceived as an organizational initiative.

Track & Update from time to time:
Continuously update the action items and communicate to the teams during your weekly/monthly/quarterly meetings / magazines or any other medium.

*** THIS IS JUST AN OUTLINE…FOR MORE INFORMATION reach US AT HUSYS (www.husys.net)

THE MORE YOU INVOLVE PEOPLE… THE BETTER RESULTS FOR ORGANISATIONAL BENEFIT

Information About Swine Flu - Keep employees/associates informed

2009-08-11T10:18:00.002+05:30

Please inform the employees/associates about this and take enough care to make sure that the virus doesn't spread. As Always "Prevention is Better than CURE"

Brief Information
About Swine Flu

Swine Flu or Swine Influenza, also called H1N1 Flu is an acute disease of respiratory system affecting pigs, caused by influenza virus (H1NI subtype). Now-a-days it is affecting humans too. World Health Organization (WHO) has declared Swine flu as pandemic, since it has already traveled more than 70 countries all over the world.
• First case in humans was reported in Mexico and the United States in March and April, 2009.
• In India, it was diagnosed for the first time in Hyderabad on May 16, 2009.
• On June 11 2009, WHO raised a pandemic alert level to Phase 6 globally (Phase 6 - indicates that a global pandemic is underway)
This illness is referred as "swine flu" because the genes of this virus strain were found to be similar to influenza virus occurring in pigs in North America. But, further studies have indicated that the virus is very different from the virus affecting North American pigs. It consists of two genes similar to that found in flu viruses affecting pigs in Europe and Asia, avian and human genes. Hence, scientists call it as "Quadruple Reassortant" virus.

Usually H1N1 does not infect but human infections can happen. It is communicable and can spread from person to person. Since, it is new to humans, there is little or no immunity against it and can cause severe and widespread impact.

Currently, there is no vaccine for protecting against this H1N1 virus. Therefore, it becomes important to follow "Prevention is better than cure". Most of the infected humans have recovered without any medication. According to Centers for Disease Control and Prevention (CDC), further more cases, more hospitalizations and more deaths are anticipated in the near future.

Mortality and Morbidity

Till date, the maximum number of confirmed and probable cases of H1N1 flu was in the age group between 5 and 24-years-old. For now, there are few cases and no deaths reported in the age of more than 64 years old, unlike seasonal flu.

Pathogenesis

Pigs carry the virus and spread it to young animals. However, there is no evidence that they remain in true long term carrier state. After inhalation, the virus gets deposited on the surface of the lower respiratory tract.

Incubation Period: The estimated incubation period in humans is unknown and could range from 1-7 days, and more likely 1-4 days. Patient may be contagious from one day before they develop symptoms to up to 7 days after they get sick. Younger children might potentially be contagious for longer periods.

Pathology
Uncomplicated infections might cause changes in the cranial ventral lung lobes. Bronchial and mediastinal lymph nodes get enlarged. The pathological changes that can be seen are:
• Sharp line of demarcation between normal and affected lung tissue can be identified with the affected tissue being purple and firm.
• Interlobular edema can be found in few cases.
• Airways get filled up with blood-tinged fibrinous exudates with peribronchial and perivascular cellular infiltration.
• Fibrinous pleuritis is seen in severe cases.
• Microscopically lesions show airways filled with exudate, with extensive alveolar atelectasis, interstitial pneumonia and emphysema.
• Research revealed that widespread interstitial pneumonia prevails up to 21 days after infection and causes hemorrhagic lymph nodes.

Transmission

Transmission of H1N1 is believed to be in a similar way to other influenza viruses.
• Large-particle respiratory droplet transmission: When an infected person coughs or sneezes near a susceptible person, airborne transmission occurs. It requires close contact between the infected and recipient persons because droplets do not remain suspended in the air and travel short distances not more than 6 feet.

Respiratory secretions and bodily fluids (diarrheal stool) of infected cases are potentially infectious. However, susceptibility of ocular, conjunctival, or gastrointestinal infection is not yet known.

• Contact with contaminated surface: Sometimes people may become infected by touching something with flu viruses on it and then touching their mouth or nose. Studies have shown that virus can survive on environmental surfaces for nearly 2-8 hours after being deposited on the surface and have the potential for infecting a person.

What works against the transmission?
• H1N1 virus can be destroyed by heat at 167-212°F [75-100°C].
• Detergents (Soap), chemical germicides including chlorine, hydrogen peroxide, iodophors (iodine-based antiseptics), and alcohols are also effective against human influenza viruses, if used in proper concentration for a sufficient length of time.

For example, wipes or gels with alcohol in them can be used to clean hands. The gels should be rubbed into hands until they are dry.

Myths and Facts

• People get infected from eating or preparing pork.

Fact- This virus does not spread by food or from eating pork or pork products, if properly handled and cooked.

• There is a risk of virus transmission from drinking water.

Fact - Research on susceptibility of this virus to conventional drinking water treatment processes is not yet completed. However, recent studies have demonstrated that highly pathogenic H5N1 avian influenza gets inactivated by free chlorine levels normally used in drinking water treatment. So, it is believed that other influenza viruses like novel H1N1 can also be inactivated by chlorination. No human case was documented as caused by exposure to influenza-contaminated drinking water, till date.

• It can spread through water in swimming pools, water parks, spas, interactive fountains, and other recreational water venues.

Fact – Till now, no case of influenza virus infection has been documented as caused by water exposure. Recreational water treated with disinfectant at CDC recommended levels (1–3 parts per million [ppm or mg/L] for pools and 2–5 ppm for spas) does not cause transmission of influenza viruses like avian influenza A (H5N1) virus. No research is completed on the susceptibility of novel H1N1 virus to chlorine and other disinfectants used in swimming pools, water parks, spas, interactive fountains etc. So, it is believed that novel H1N1 might be disinfected similarly.

• There is a risk of spread at recreational water venues outside of the water!
Fact - Recreational water venues are not different from other common group setting.

Sign and Symptoms

Symptoms occuring in infected human by H1N1 are like any other flu symptoms.
• Fever
• Chills
• Headache
• Upper respiratory tract symptoms - cough, sore throat, rhinorrhea, shortness of breath
• Myalgia
• Arthralgia
• Fatigue
• Vomiting
• Diarrhea
Certain groups including infants, elderly and persons with compromised immune systems may have a typical presentations.

Prevention of Spread of Swine Flu
The following points must be taken care of by the ill person to prevent its spread in the community.
• Keep distance from people when sneezing or coughing. Cover your nose and mouth with a single use tissue while coughing or sneezing, and dispose the tissue in trash after use.
• Wash your hands with soap and water or alcohol-based hand cleaners frequently after coughing or sneezing and when you take off face cover.
• Avoid touching your eyes, nose or mouth to prevent spreading of germs.
• Avoid close contact/touching/hand shake/kissing/hugging sick people.
• Avoid traveling when you are sick, for minimum 7 days after you fall sick. Stay home from work or school if you are sick.
• Separate airy space should be provided for sick people in home. Try to be away from the patient at least by 1 meter distance. Caretakers should be assigned for the sick person.

Emergency Warning Signs

Signs and symptoms that indicate the need for urgent medical attention include:
In children-
• Fast breathing or trouble breathing
• Bluish skin color
• Not drinking enough fluids
• Not waking up or not interacting
• Being so irritable that the child does not want to be held
• Flu-like symptoms improve but then return with fever and worse cough
• Fever with a rash
In adults-
• Difficulty breathing or shortness of breath
• Pain or pressure in the chest or abdomen
• Sudden dizziness
• Confusion
• Severe or persistent vomiting

Diagnosing H1N1

Clinicians should suspect novel influenza (H1N1) virus if an acute febrile respiratory illness or sepsis-like syndrome is presented. But, not all people with suspected novel influenza (H1N1) infection need to have the diagnosis confirmed, especially, if the person resides in an affected area even if the illness is mild.

Indications for investigation are- if the persons
• Require hospitalization or
• Are at high-risk for severe disease.
Tests: Upper respiratory specimens should be collected for testing H1N1 which includes nasopharyngeal swab or aspirate, nasal swab plus a throat swab or nasal wash, or tracheal aspirate.
A trained physician / microbiologist preferably should collect the sample before anti-viral treatment. The specimens should be kept in a refrigerator (not a freezer) at 4°C in viral transport media until testing. The samples should be transported within 24 hours for testing. If transportation cannot be done within time, it should be stored at -70°C. Paired blood samples should also be collected at an interval of 14 days for serological testing. Confirmation of influenza A (H1N1) swine origin infection is done by:
• Real time RT PCR or
• Isolation of the virus in culture or
• Four-fold rise in virus specific neutralizing antibodies.
The samples are to be tested in BSL-3 laboratory. At present, the following laboratories are the identified laboratories for this purpose:
1 National Institute of Communicable Diseases, 22, Sham Nath Marg, Delhi [Tel. Nos. Influenza Monitoring Cell: 011-23921401; Director: 011-23913148]
2 National Institute of Virology, 20-A, Dr. Ambedkar Road, Pune-411001 [Tel.No. 020-26124386]
A confirmed case of novel influenza A (H1N1) virus infection is defined as a person with an influenza-like illness with laboratory confirmed novel influenza A (H1N1) virus infection by real-time RT-PCR or viral culture.

A probable case of novel influenza A (H1N1) virus infection is defined as a person with influenza-like-illness who is positive for influenza A, but negative for human H1 and H3 by influenza RT_PCR.

A suspected case of novel influenza A (H1N1) virus infection is defined as a person who does not meet the confirmed or probable case definition, and is not novel H1N1 test negative, and is/has:
• a previously healthy person < 65 years hospitalized for influenza like illness OR
• influenza like illness and resides in a state without confirmed cases, but has traveled to a state or country where there are one or more confirmed or probable cases OR
• influenza like illness and has an epidemiologic link in the past 7 days to a confirmed case or probable case

Complications

Spectrum of illness is not yet known completely for this novel influenza H1N1A infection. Complications are expected to be similar to seasonal influenza such as:
• Exacerbation of underlying chronic medical conditions
• Upper respiratory tract disease - sinusitis, otitis media, croup
• Lower respiratory tract disease - pneumonia, bronchiolitis, status asthmaticus
• Cardiac - myocarditis, pericarditis
• Musculoskeletal - myositis, rhabdomyolysis
• Neurologic - acute and post-infectious encephalopathy, encephalitis, febrile seizures, status epilepticus
• Toxic shock syndrome
• Secondary bacterial pneumonia with or without sepsis.

High Risk Groups for Developing Complications

The age and risk groups who are at higher risk for seasonal influenza complications are believed to be at higher risk for swine- influenza complications due to the insufficient data available.

Groups at higher risk for seasonal influenza complications include:
• Children less than 5 years old;
• Persons aged 65 years or older; (Uncertain)
• Children and adolescents (less than 18 years) who are receiving long-term aspirin therapy and who might be at risk for experiencing Reye syndrome after influenza virus infection;
• Pregnant women;
• Adults and children with chronic pulmonary, cardiovascular, hepatic, hematological, neurologic, neuromuscular, or metabolic disorders;
• Adults and children with immunosuppression (including immunosuppression caused by medications or by HIV);
• Residents of nursing homes and other chronic-care facilities.

Vaccine for H1N1 Influenza A virus

There are no vaccines to contain the current swine influenza virus, causing swine flu in humans. It is not known whether human seasonal influenza vaccines can provide any protection. Influenza viruses transform very quickly. Hence, WHO needs access to maximum viruses to select the most appropriate candidate vaccine virus. Developing a vaccine against the currently circulating virus strain is important to provide maximum protection to people.

How is HR Important for Small Businesses

2009-07-17T10:39:00.003+05:30

Please do share your inputs on how Small Businesses can benefit with the HR Function in Place.
warm regards,
reddy GR
www.husys.net

Responses I received from LinkedIn:

Responses For “ How is HR Important for Small Businesses?"

Rishi Asthana
If you are a startup, you don't have the need to hire an HR because it will create an additional overhead. According to me, a small or startup business owner himself can manage all the operations if needed can outsource an offshore team which will be working for him from a remote place.

Janaki Gopikrishna
Small business have an advantage of having a direct interaction with the employees in the company. There are no hierarchies. So it also helps the HR design their programs for all employees in a more focussed manner. The culture formation process of a company can be easy since the size is small. All employees can be made aware of the vision, mission and core values of the company unlike it gets diluted in large organisations. People just come and go... There can be a situation vice versa also. But in most cases it depends upon how the founders want the company to shape up

Martin Thomas
HR function has no place in small businesses. Or start ups.

This kind of business is personal and the line management should incorporate the subject of HR in ther daily work.

Naresh [LION] Deevi
No matter the size HR Function is an integral part of the business..
next come whether it need a separate department( 1 or more people managing & running )....

Vidhya Charan
I feel HR could be as a shared responsibility with some other role such as Admin or Finance.

While many argue that small business will have overheads etc, its essential that very basic setup signifying that the business is set to grow and people will be the strength!

Many small issues on compensation, grievances, promotion etc can be well managed without the owner getting bogged with it.

Remember for a small business its essential to work ways for surviving and growing rather think of issues that could as well be handled with a shared responsibility.

Yes this responsibility could be vested with some one trust worthy!

Shankar Barua
Small Businesses are often more critically dependent upon particular individuals serving unique functions within the organization.
For example, a single lathe operater is worth a lot more to an organization that has just the one, as opposed to an organization that has 30.

And so, it will help to have some robust framework by which to recruit, reward, retain, and so on.

Robert Scalia
HR is important for small businesses in many different areas. There are a multitude of rules and regulations that must be adhered to on both federal and state levels. Compliance, especially for small businesses, may be a determining factor in a businesses success or demise. A sound attention to HR will also help small business owners’ transition as they continue to grow. HR will help you stay compliant, setup the foundation for your company’s policies, and ultimately provide structure for managing one of your most important assets, your employees.

imtiaz ahmed
HR as a separate functional department really depends on the size of the startup. I've done startups with as little as 5 people or as large as 250 people. Starting a large statup business without a fully authorized HR function, is a risk which which can and should be mitigated.

Max Sobol
this depends on the size of your business or more specifically, the number of resources that you currently have on staff. my experience has been that with under 20 people, the management team can comfortably get by using researched information and/or limited consulting help. more than that, and you should consider more professional/experienced help.

Bharath Daripally
HR is important for any type of organisation, what i feel is small company needs to be grow to a big company ,so in order to make success the key point is HR, for any company to be grow the strength lies in the HR department,HR is the human resource means it is resource,which is very important for each & every organisation,specially(SME's) because they deserve it!!

Janet Eisenhour
All businesses with employees need HR expertise and compliance. Yet, consultant services would satisfy the needs of very small businesses.

Daniel Bloom SPHR,SSBB,SCRP
The HR function has evolved over the last couple of years. The HR professional is or should be involved in more then the administration of the services to the human capital. Every day we turn around and it seems more and more new requirements are being thrown at companies no matter what your size. I.e. If you provide products or services to a client who services the government you become a federal contractor and subject to a whole wrath of requirements.Having either an on staff HR professional or a HR professional on retainer to be available as you need them it can be critical for the success of your organization.

Technology Support for SME HR Operations

2009-07-02T18:08:00.002+05:30

GR Reddy works for Husys Consulting who are the pioneers in the HR Function Management/Outsourcing in the world. The views expressed are purely based on our experiences.

In Today's scenario each and every company in the Information Technology focus on the SME's across the Globe. The reason being SME's have never gone overboard during the peak and don't get distracted somuch during the Recession. That may be due to the conservativism, carefulness and focus on the deliverables constantly than projection to the external world. The resources work with SME's are generally enjoy the challenges and learning experiences. One of the effective way to help them to achieve what they want to achieve is by creating more time per day. That possible by way of creating a support system of IT which would enable them to earn more time per day.

I would focus on the HR Information systems to make sure that while making your decision on the IT for HR is focused.

- Never Buy a product as a BOX : There are many vendors who have a great box but doesn't have the capabilities to understand the depth of your organisation and customize (Ofcourse, each one use the word customization, true meaning is understanding the business and creating tailor made product)

- Make sure that You are Ready : Internal usage of computers and the extent to which the employees are friendly would define your Return on Investment on IT. You must ensure that the understanding and usage of basics of computers are known or trained across the organisation to make use of the systems effectively.

- Seek for Customization as a product : Many organisations struggle to implement and reap benefits of the IT support effectively. The Key is may be the CEO/Owner decided to bring it... The product may not have been customized... however continuous support in customisation would always the key for effective use of the IT systems.

- Knowledge of Vendors: One of the key element is any such products is all about the Domain/Knowledge of function. Many Implementation staff from the vendors lack the knowledge of business and the functional module implemented. Make sure that the implementation team would have a function consultant/associate from the Vendor to make it more suitable to your organisation.

Also invest in the Technology support for effective people management as a tool for organisational improvement. This would help in improving and monitoring the people related issues of organisation.

The best process with people and supported by technology is the mantra of modern business success.

Happy Tech-timing!!!!

For any questions please do write to gr@husys.net also visit www.husys.net for more information about Husys.

Good Organizational Structure, Clear Role and Responsibilities

2009-04-28T14:30:00.002+05:30

The Organisational Structure Design would be the most important thing that one should work on. The Structure design should be able to take care of defining the basic levels based on the criticality of the work performed.

The levels in the organisation can be ensured to create the value to the organisation as it moves higher. For Example: Team Member Level in organisation should have a focus execution of the task as assigned and report back. Whereas the Top Management role would include identification of the futuristic and create a focus for achieving the organisational Targets.

Please do ensure that the organisation is not more than 3 major segments ( Team Member, Manager & Top Management). Make sure the each of the function identifies a support as per the team organisation.

Ensure that the Role & Responsibilities - the expected execution details are provided as part of Responsibility documentation.

Step I - Identify all the positions in the above Role Structure
Step II - Identify the key responsibilities not more than 8 items in each of the position
StepIII - Improve the baselevel expectations on each R&R from time to time as they master themselves
StepIV - Assign the same to each of the Associate

Further one can interlink these with the Objective Setting Exercise, we would discuss in the next post....

Please write your inputs and opinions on this blog through comments.

Thanks,

Warm Regards,
Reddy GR
www.husys.net

Lets VOTE : Employer Commitment to Elections

2009-04-03T11:01:00.003+05:30

We have the General Elections 2009 and its a decision time for every individual and also for each one of us in the Business. The course of today's elections are going to define the way we see our businesses in future.

Each Employer/business owner/Business Professional has multiple responsibility towards the Future of India. You can plan to send in a note covering the importance of voting to employees, that pave way to contribute to the future of India. You play different roles:

- Role as a Voter ( I am sure each one of you would take your time to vote for a good cause and for our future)
- Role of Victim/Beneficiary
- Role of Encouraging our people to VOTE

As part of helping the employees to vote it is required to give a time off for casting their vote before turning up to office. Few methods to adapt are as below :

- As an organisation one can decide to start the work with a 1 hour delay ( by encouraging the employees to cast their vote in first hour and report to office)
- Provide for a 1-2 hours of break during the election day based on the date.
- For any others who have to cast their votes in other parts of the country - support them by allowing to use their respective leave balances.

This time the awareness is definitely very much in every part of the country/states/grassroot level... We hope for a better output with the involvement of all educated voter casting their right.

Happy Elections... Happy Future......

Time to Plan for year 2009 & Budget Realistically

2009-02-18T12:00:00.000+05:30

As you are coming closure to the close of the year 2008-9 financial year, its important that you focus on planning for the next year. Here are the few steps suggest to ensure that you plan the most critical year ahead to beat the Recession Blues……

1- Define Organisational Objectives for year 2009-10
2- Identify the various matrices of organizational performance
3- Assign the basic assumptions based on Historical data for last year to future year and Make a tentative Manpower Plan (To be reviewed along the year)
4- Plan control mechanism every month for actuals Vs. Planned

Please refer to the previous posting on 29.1.09 for better utilization of the following inputs.

1. Define Organisational Objectives for year 2009-10
a. If you have not done the Clear objective setting till date or did not bother because of the good market condition earlier.
b. Its time that you tighten the basics of Objective setting & Communication to employees this year which would put you into the driver seat or else You are planning TO EXIT the BUSINESS.
c. Some of the Inputs for Creating Objectives
i. Identify the most critical measurements for organizational performance.
ii. Define the objectives clearly using the SMART rule – Simple/Specific, Measurable, Attainable, Realistic/Realtime & Timelines for completion.
iii. Do not take more than 6-8 objectives may include Revenue, New Investment, Business expansion geographies/verticals, Quality, People Development, Technology & specific organizational developmental objectives.

2. Identify the various matrices of Organisational Performance
a. This may include various ratios related to Revenue Vs. People (Month wise, Division Wise and Yearly)
i. Revenue per person/employee
ii. Operational activities/logistics per Person/Employee
iii. Ratio of support function vs. the number of people in organisation
b. Based on the ratio’s create base assumptions for Manpower Planning ( Need to plan to stretch while assigning for better organizational performance).

3. Assign the Basic Assumptions for Manpower Planning
a. Make division-wise revenue & operational flow expectations
b. Assign the ratios to the future year
c. Create a statement showing manpower requirements division wise/ month wise / year.
d. Critical of this stage is to finalise the numbers & Various Cost implications based on the plan (Financial budget to be interlinked).
i. Map with each of the unit and finalise the realistic people requirements.
ii. Finalise the number of positions and the profiles to be tracked and hired during the next year.
iii. MOST IMPORTANT FOR THIS YEAR : You can list the acitivites which can be done at a backoffice create in any of the Institutes/colleges would help to reduce the budget. The Institutes can help you in Research for Business Development, Cold Calling, Creating Database, Identifying potential buyers/suppliers, create presentations and documentations etc., This is the most critical part in the times of recession… You would save atleast 60% of the cost using this model. Create a option for your to try as part of the plan.

4. Control the Plan
a. Identify the the time lines to review the actual vs. projected every month
b. Identify the areas where you can tweak the plans to ensure that it goes with your business value

PLEASE DO ADD YOUR INPUTS AND QUESTION IF ANY, WHICH CAN BE ANSWERED AS PART OF IMPROVEMENT OF YOUR BUSINESS…..

Best Wishes for 2009-10,
Reddy GR
www.husys.net
Watchout for NEW BUSINESS SCHOOL for Industry Support from Husys 2009 - InHusys Business School

HR Solutions @ Current Scenario

2009-02-01T11:23:00.000+05:30

The following presentation by GR was presented @ HYSEA (Hyderabad Software Exporters Association) on 29.1.09 & modified for generic HR solution.

Current Role of HR in Global Recession:

The Role of HR to be utilised more from Strategy perspective for business Support in current situation.

Organization Wide Role & Responsibilities
Effective Time & Performance Management
Involve in Business Planning
Create Innovative Solutions for Resource Pool
Organizational Communication
Improve People Processes
Build Alternative Resource Management
Build Models for Re-Training / Re-Skill / Multi-Skill

Some of the Strategies Discussed to be adopted in current senario:

A 10 commandments for survival :

-Multiple Utility of Resources with enhanced Role & Responsibility Definition(Job Enlargement)
-Enhanced Focus on Performance Mangement System
-Build Ideal People/HR Processes
-Move to Zero Bench/Unproductive resources (Work Just In Time with Institutes)
-Just in time hiring ( Only in dire emergencies)
-Organisationwide Productivity Reviews
-Reduce the lowest 30% of performers & Evaluate and Retain Top 20% who contribute 80% value
-Continue to Build value for Top Performers
-Partner with Educational Institutes who would have Infrastructure & people
-Partnering Synergy with companies who can offer extended Business Development services

Please do write back for any clarifications.

Warm Regards,
Reddy GR

Key Communication from CEO before the end of 2008(Any year-end)...

2008-12-30T15:16:00.000+05:30

There is generally an excitement of a New Year everytime. With the current market conditions and also the way the businesses are running currently, this year is going to be special to every employee/Associate..... The Employees/Associates who work with each of the organisation have various influences within themselves and also from their social influence.

You as a head of the organization can send a note to all the employees/Associates about the business in the last year and expectations for the coming year.

You may want to cover some of the below and more......

- Business Scenario in your industry/competitors
- Some of the key Highlights of the year
- Some of the challenges faced by the organisations and how you have overcome
- also mention key contributions (IF you are sure of 100% measurable) of few associates/employees

Also write a note on the expectations for future in 2009 and hint any possible changes/challenges you may foresee... These are very few thought to generate an Idea... you can be as creative to ensure you want to speak your mind........

This note would help the employer the following ways:
- Work as an appreciation for the efforts and focus of Associates/Employees
- Set the business realities update with employees/associates,
- Set an expectation at large from a corporate perspective
- It would help the employees/associates to set their own expectations in order and which are close to realities of your own business
- This would also set stage for any change that you may bring during the next year.

All the best for year 2009......

Six-pack HR mantra for healthy SME

2008-12-02T13:08:00.000+05:30

A Quick bite for CEO's

In Good times it may not have mattered, but in the turbulent times its essential that you look at each of the activity of your organisation well. All that you can do is use your People to be the key differentiator for future.

1. Good Organizational Structure, Clear Role and Responsibilities
2. Strict Performance Norms all around for business Growth
3. Invest in Time with Associates/employees
4. Strong Organizational Communication of Future & Expectations
5. Make the Associates/Employees Partners for Growth
6. Make the Cost optimization everybody’s business

If you are able to review the above and able to put things in place, your business bound to sustain the current economic scenario. For More information and support reach : www.husys.net or write comments on the blog for responses.

SME CEO Forum Highlights: Husys was the HR Mentor for CEOs

2008-11-24T13:12:00.001+05:30

Hi All,

We are happy to share that Husys had a great time at ICICI bank SME CEO Forum on 21st November, 2008 at Hyderabad.

Sharing few of the concerns shared by CEOs at the meet
1. Challenges of CEOs at time of growth, especially while hiring people from outside how to protect the internal culture.
2. Retention of people at critical times
3. Getting funds for expansion plans from banks
4. Branding challenges, how to market them selves and compete with big players
5. Transition management etcHusys helped 20 CEOs to clear their doubts in HR.

Overall the program was good, but I feel the clarity and objective of the program was missed to the most of the CEOs who attended.

Regards,
Naresh

SME Get Best Out of Fresh Talent & Beat the Biggies

2008-08-23T12:28:00.000+05:30

SME Get Best Out of Fresh Talent Beat the Biggies - OR be a Big one quickly....

Its always a tough challenge to build a great team with your value systems in them. SME's needs that simple and small effort with least investment to help them to reap the benefits interms of Revenue value.

To achieve the Revenue and Profit margin, It may be relatively easy and the best way is to look at the fresh talent who
- Can be moulded
- Trained the way we do business
- Can contribute by bringing the fresh pespective & creative talent
- Can be a very long-term pillar for organisation if retained well with a growth mantra.

One of the best way is to build a Management Trainee / Graduate Trainee Scheme. Lets examine some of the inputs to get maximum out of the effort.

Generally The efforts in grooming vs the value is 1:10 times the revenue and even more when compared to the other traditional methods of hiring.
Create a Scheme by which the initial training process, salary and the growth as per the organisational structure for next 5-6 years.
Create a definite assessment Tools to evaluate on a common platform
Identify the team to execute the entire recruitment process as a project
Design a base Induction program and also specific based on the specialisation
Evaluate every month the progress and the 6 months evaluation interms of the value.
Evaluate each by Revenue terms at the end of the year with proper performance mechanism.
Record all the positive and negative experiences for future and not to repeat the mistakes(for prevention).
Evaluate the process every year and modify as per the business needs.

Please do write your queries and suggestions to improve/acquire knowledge.

Thanks,

Warm Regards,

Reddy GR

Husys - World's Only HR Function Outsourcing / Management Company

Reach Husys for any support in this regard ( www.husys.net ).

Congratulations From Husys to Abhinav Bindra for Olympic Gold

2008-08-11T10:50:00.000+05:30

A heartfelt congratulations to Abhinav Bindra a little boy who inspired every Indian today... That talks about the potential that India to explore. Congratulations Again...
Team Husys

Get Best Out of Fresh Talent

2008-08-01T17:29:00.000+05:30

Do you know that you can maximise your investment returns by using the Fresh Telent!
Use and Assessment Center Method to select your Fresh Talent and Groom them to be your Heads.... More next time! Keep tuning to HRSME blog of GR.

Also Do you know this blog already have the following articles:

-HR Function Management / Outsourcing Support for S...
-Outsource your HR with specific Measurabilities
-Keeping Lean Resources and focus on Cost advantage...
-Banks and SME's
-Challenges of Hiring Senior Level Positions @ SME'...
-Want to Start your Own SME
-Few Quick Decisions & Cost Implications
-The Challenges of Managing Growth
-SME's Challenges of Managing HR On their Own
-My Recent Experience of Hiring HR Freshers for Hus...
-Steps in Human Resource Support for Small and Medi...
-HR Support for SME's

Thanks and keep reading and commenting...

Warm Regards,
Reddy GR
Husys - HR Function Management Company
www.husys.net

Husys Becomes the First HR Management Company rated by Crisil under SME Category

2008-07-29T12:31:00.001+05:30

Husys Becomes the First HR Management Company rated by Crisil under SME Category.

HR Function Management / Outsourcing Support for SME segment: Outsource your HR with specific Measurabilities

2008-07-28T22:49:00.000+05:30

HR Function Management / Outsourcing Support for SME segment: Outsource your HR with specific Measurabilities

Outsource your HR with specific Measurabilities

2008-07-28T22:38:00.000+05:30

If you are considering to outsource your HR Function and want to gain best out of process... First! Mindset for People processes which would take time and you need to give your organisation based on your maturity of resources and organisational stage.

Look for these fundamental improvements as part of the Phase 1.

- Place clear organisational goals and ensure your team undestands exactly the same way.
- Ensure the job description/responsibilities are clearly defined and explained at the time of Induction or change in role.
- Team Understanding of growth through the organisational stages of positions/roles
- Set the Basic Policies like Work Norms, Leave, Travel & Compensation Policies clear.
- Consolidate the Employee Data and manage the Files effectively.
- Have a simple measurement mechanism and reward system for Employees to contribute better.

Based on practicing the above basics and continuously communicating the importance each of these would help you to achieve your Outsourcing Goals for HR Processes.

* Please note the above are very few notes to help your thinking process on...

Please write your comments to improve the above note.

Regards.....Reddy GR - Husys - Worlds #1 HR Function Outsourcing Company

Keeping Lean Resources and focus on Cost advantage per person

2008-06-24T14:10:00.000+05:30

Our experiences of managing HR Function Outsorcing at Husys - Worlds true HR Function Outsourcing/Management Company.

One of the most important thing that has an advantage for the SME's is Resources who are flexible and used for multiplicity of tasks. This is possible by the sheer need to run the organisation with the existing resources.

As we grow the ability to continuously track the importance of each resources and ensure a maximum output from each of the resources becomes important. Generally due to the pressure situations to execute tasks the addition of resources become mandatory. However it needs a critical evaluation to ensure that the long term liability is reduced.

A continuous audit of the Resrouces and the viz. output would always help to control and manage the cost related to People.

Have some fundamental ratios to help you analyse the yeilds:

1. Per Person Yeild : The total revenue of the function / No.of avg. people during the time period
2. The similar function can be looked at the each division measured verses the ration of contribution : The total revenue of the organisation / number of divisions

The above can be interlinked to a day-to-day operations to ensure that we strive and design our objectives to achieve a higher scale of operations.

One common issue with SME's is that they resort to initiate some practices keeping in few intial set of people. Soon they become the unwritten policy and may turn to be a burden in long-term. Important to review and look at the long term implication of every cost would help to manage the organisation to Grow,Grow and Grow.

Please do comment with your inputs.....

-Reddy GR

Banks and SME's

2008-04-29T16:26:00.000+05:30

The title would definitely raise a question in anybody's mind.. and I am sure with the SME owners would have sleepless nights in thinking and relating these two. All that banks advertise on the media reverses when and SME owner approaches the Bank for support.

If we look at who starts the SME :

- A professional with a great exposure and wanting to do something different in life
- An individual who may be most of the times Middle Class/Business Family(small) with great idea
- An Individual who would have takenover from their parents/family.

An SME owner would think of a bank and the usefulness when they are on the path for growth and needs that helping hand. What one faces is the requisites to support financially. There are good intentions of the Government to set some money for the development of SME's but with the stringent pre-requisites make one feel frustrated. The usual issues faced by SME owners is:

- Project presentation that way its required by the bank
- The Mortgage of equivalent (this is one of the biggest thing would have killed excellent potential business in India atleast)
- Business standing and returns for last three years(Ofcourse, a good idea won't wait that long)
- Guarantees and so on...

If you are SME business owner and starting the company or running it successfully. The following are the investments to be done when you approach any bank...

- Invest some of the money you would have got in business during initial stages into property
- Invest improving your productivity to ensure your profitability is reflected well in the balance sheet (even if you are doing a little business turnover)
- Ensure a good CA who understands the implications of every number you mention in your Balance Sheet.
- Set the expectations and the facts with the bank accurately in the beginning and record.
- Ofcourse any other locational issues you may want to be aware of....

The above are based on my experiences, I am sure there would be many... please do write if you think some more are important while reading this note....

Thanks,
Warm Regards,
Reddy GR
www.husys.net
HR Function Management Company

Challenges of Hiring Senior Level Positions @ SME's

2008-04-12T17:45:00.000+05:30

The following are the real-life support exposure by Husys - HR Function Management company.

This is one of the greatest challenge for any SME. It takes lot of time in taking decisions due to the cost,perceptions implications attached to the decision.
The Following are the challenges faced:
- Identification and encouraging the candidate for a company who are making the first decision.
- Translation of the Vision during the discussion and ensure there is a big picture for some one to take decision.
- Cost implications associated at each stage of brining such senior level
- What is the longitivity.. ensuring a long-term approach
- How does the hirining impact on the existing system interms of acceptance and effectiveness of business returns.
- How do we represent at each stage of identification, negotiation and encouraging to see joining.

Few of the things that are very essential in such cases.
- A clear cut Vision, Mission and short-term(1year) and long-term(2-3 years) plan for organisation.
- Translation of objectives into measurable components and specific time-lines
- Clear Job description and more importantly the clarity of the Role in the value addition to the organisation.
- Sustenance of the cost for the resource and impact on the overall functioning and profiability of the organsiation.
- Clear parameters interms of the compensation, role, expectations and measurable output.

The above would help any SMALL AND MEDIUM ENTERPRISE to manage their Induction of such Senior level would be of smooth transaction.

Please do write your comments and suggestions for improvising this note.

Warm Regards,
Reddy GR
Chief Facilitator
Husys - HR Function Management Company

Want to Start your Own SME

2008-03-18T10:02:00.000+05:30

In India we have people with great ideas and wanting to do independently. They join the gang of SME's of India... However there are people who think for years and few in days to take a plunge in to the business world. Here are the few thoughts for those who wants to branchout and do something different than before:

Being independent has few of the things to be in place for sustenance:

- Ability to manage the personal fund requirements (atleast I would say 6 months) knowing the current Debt Society
- Support from Family Members to encourage & appreciate the effort
- Ability to take the Humiliation of client questioning your credibility alloever again (If you approach for a job your experience would be great...but when it comes to delivery as a company/consultant they would have 101 questions to check your stability and ability to deliver as independent/organisation.)
- Most critical is to hire / manage a support team ( identifying the people who feel small is beautiful and learning platform than ... people goes with brand)
- Ability to think big than any other biggest brands in

In my opinion all the above are important to start... there is not right or wrong timing for starting on own.... these are my personal thoughts based on self and also helping lot of SME's.

What are you waiting...the checklist is there to start....

Please do write your comments on this :

G R Reddy - Husys - HR Function Management Company
www.husys.net

Few Quick Decisions & Cost Implications

2008-02-28T09:29:00.000+05:30

A very Recent recruitment experience as HR support one of the SME.

There are typically challenges across the Industry in recruiting people. The average of finalising people have rose from 1:10 to 1:20 with large organisations. It is more even in case of SME's. After you make a offer there are almost 30-40% drop rate at Top International Companies. That also has a major impact on SME's in hiring.

The CEO know that there is an opportunity and becomes agitated due to the delay in bringing in people and hence resorts to a quick decision. In one of the recent case where such decision has costed 2lacs and not able to get even a single person on board. The Advertisement decision was decided by the CEO and executed without consulting the HR Resources as he/she felt that the things are delaying. However, the result was that everybody spent time and not able to get the result along with the Monetory Loss.

At recruitment SME's can't go with the same advertisement like any other MNC's. The MNC's spend on Job Advertisement only for branding than recruitment. Which may not be advisable to an SME. SME's have to look at a cost effective method of recruiting List Job Posting(advantage is interested people only respond), internet groups etc.,

Its important every penny spent ought to have a Return and only then the growth is possible. No shortcuts to get success and hence the same for brining in right people to build your vision into reality.

Please do comment on the note.....

Thanks,

GR Reddy
Husys Consulting
HR Function Management Company ( HR Function Outsourcing Company)
www.husys.net
Husys House, Hyderabad.

The Challenges of Managing Growth

2008-02-14T15:19:00.000+05:30

The critical challenges of managing People & finance for organisational growth.

It is important to build the organisation on great fundamental human values. SME's should to build a good credibility on the Financial Transactions and also consistency in managing the Statutory Records. Also filing all the returns on time to ensure when in need they become handy.

Building a long-term vision and support the team in realising the same. People with lot of freedom can build an organisation than run by its proprietor/MD/Partner. The partnership of employees in growing the organisation is the mantra.

It may sound very difficult for any CEO/Owner in the initial time, but clearly helps in build an organisation run by its people.

These are the key fundamentals that have helped me to build Husys who helps in Management the HR Function for Organisations.

Thanks,

- GR Reddy

SME's Challenges of Managing HR On their Own

2008-02-07T15:11:00.000+05:30

HUSYS - HR FUNCTION MANAGEMENT COMPANY
Husys Serves the Small and Medium Size Enterprises in Managing their HR Function.

This is in continuation with the earlier writeup's, I am making an effort this time to list some of the key challenges of managing HR function by SME's/Owners. It may cost a little lower than HR outsourcing...

Some of the related challenges are as below:

1. But the Expertise would be the key factor miss a lot when you hire an individual for HR position. SME's needs the support interms of ability to visualise the challenges when you grow big, a perspective from the top and from future always would help. That expertise can be drawn from the HR Function Outsoucing.

2. The new person hgired may not be able to gel with the existing system so easily.
3. The challenges of interacting with the Business and its sub systems would be a tough challenge.
4. Also one of the key important point in case of a new resource or the old person left the ability to continue the practices in the same spirit would affect.

Specially its important that the small and medium size organisations should focus on the simple and realistic HR practices which would help to sustain.

Finally, The cost benefit interms of the Time saves by the Topmanagement and opportunity to other business leads would be the return of the investment when one want to manage on their own.

Use the HR Firms to support where you get maximum value for your money and a consistency which helps.

I would be happy to answer to any questions posted on this... Thanks,

Warm Regards,
Reddy GR

Husys Started its Hunt Allover India for HR Associate Trainees

2008-01-31T22:43:00.000+05:30

HR TRAINEES FOR HUSYS
...2008 Husys would like to have more than 30 HR Associate Trainees Joining our company. This is to bring our dream come true to be the top Consulting Company in India by Serving HR Function Outsourcing for SME's.

Husys would hire the HR Trainees with below Qualities:

- Business Orientation
- Technology Adaptation
- Human Sensitivity
- Communiction - written / vocal
- HR Subject Knowledge
- Facilitation

The above skills are essential for any HR Trainee / Professional to grow in their Career and making a big name in HR area.

We would be soon visiting Campuses across India including Pune, Bombay, Delhi, Bhopal, Nagpur....and any other places if the colleges are interested. Any of the interested colleges in the above location or any other location may review www.husys.net and contact our associates.

Wish all the MBA-HR passouts a great success....

Reddy GR....

My Recent Experience of Hiring HR Freshers for Husys - 25.1.2008

2008-01-31T22:22:00.000+05:30

My Experience at CBIT Campus, Hyderabad on 25.1.2008

It was the recruitment for Husys and we wanted to create the support SME's and hence carriedout a campus drive. There were more than 750 from all over Andhra Pradesh and some included from Bangalore. We have conducted this with a Pre-Placement Orientation followed by GD & Interviews... We have conducted 750 people GD's in one day and shortlisted 38 candidates for the Interviews. It was really an experience.
We could shortlist with great difficulty 7 people in all hoping that they have the attitude atleast.

If you see the number 750 by any means is a the largest and it was the 2nd such time Husys has created history for conducting HR Campus ever in India.

I do sincerely hope that this effort would be to create the professionals for the future of SME's to grow big.

I wish all the SME's across India a great time in Managing HR Function. Husys would be the first and be the best to support their efforts in building and making great companies.

Thanks,

Warm Regards,
Reddy GR
www.husys.net

Steps in Human Resource Support for Small and Medium Size Enterprises

2007-12-11T11:24:00.000+05:30

These are Typical Steps in creating a HR Support for SME's:

* Review your goals and objectives for next few years
* If you have planned for growth - pendown the critical areas and growth of revenue that you are looking at
* Define the kind of culture & people values you want to build
* Let an HR Firm like Husys(www.husys.net) review your HR Function outsourcing capability through an Audit
* Create an action plan for HR interventions for your organisation
* Plan for the initiatives and followup for effectiveness

You would want to hire such a specialist like Husys may be in these three scenarios:

1 - You have been managing HR function by yourself (CEO) or your Top Manager
2 - You have your Finance and Account & Admn department handling the HR function
3 - You don't have a specific functional approach for HR support for your organisation

You may need the kind of support from Husys - an HR Function Management Company when

- You are growing multiple
- You are growing but the people related issued takes most of the time
- You are on talks with large corporations for JV / venture capital funding
- You are a start-up but would like to have best of the HR practices
- Any othe reason you have a focus to create the HR systems for better organisational brand value

Please do not hesitate to write to us or post your questions for better way of management of Human Resource.

Thanks

Regards,
Reddy GR
Chief Facilitator
Husys Consulting
www.husys.net

HR Support for SME's

2007-12-11T11:20:00.000+05:30

Article Published in ET - Emerging India - 10th December 2007
Refer Gundlapally Ramalinga Reddy (Commonly known as GR)

A VERY PERSONNEL
TOUCH

If you can't afford an HR department for your small
business, help is at hand. A new breed of HR firms
will set up one and run it for you

Vikas Kumar

THESE days, 37-year-old Gundlapally Ramalinga Reddy
is a man on a mission. He has developed a HR services
model, which he hopes will unleash a revolution of
sorts in the world of small businesses. He's got a
fancy name for it—Human Resources Function Outsourcing
(HRFO), and yes, he's even patented it. If you are a
small business owner who can't afford an HR
department, Reddy's firm, Husys, will build it and run
it for you—end-to-end.
Here's how it works. Husys assigns an HR manager
who will always be on location at the client's office,
and works closely with the promoter/CEO on creating
basic HR systems, and then gradually building a
complete HR department offering services such as
organisational objectives design, role definition,
setting internal policies and employee frameworks,
performance management systems, training, and employee
counselling.
Reddy's company is joined by many other Indian HR
services firms that have taken the conventional HR
outsourcing model forward, and applied it to companies
that seem to need it the most—small businesses.
Padma Kiran Rao, 41, who founded Tvarita Consulting
in 2004, sensed this opportunity after a long career
working with large corporates like Deloitte, ilabs and
Cognizant. According to Rao, small companies face a
classic chicken-or-egg situation when it comes to HR.
Since they cannot attract senior HR talent, they have
to settle for less-experienced professionals who are
at best able to provide administrative support. "They
don't have the objectivity and stature to tell a CEO
the right thing," she says. And because of weak HR
practices, these companies in turn find it tough to
attract talent. Ergo, small HR firms, which guide them
on such people management issues, are just what the
doctor ordered.
What makes this new breed of HR services firms
successful is that they understand the needs of small
businesses—from the economics to the approach taken,
the game here is very different. First, keeping costs
down is key. So if the thumb rule is one HR resource
for every 150-180 employees in a large company, Husys
for instance, works on a 1:300 ratio. "With what we
charge for one module from a large organisation, we
manage for a year in a small business," says Reddy.
Billing rates could range from Rs 25-30,000 a month to
50-60,000 a month depending on the size and
requirements of the company.
The operational models also vary in their approach.
Some like Tvarita deploy their senior team to do most
of the strategic work, and less experienced colleagues
to assist them in operations. Arjun Shekhar, 42, who
founded Vyaktitva, a Delhi-based HR consulting firm,
works on a similar philosophy. "We come from a
perspective of not just HR but business," he says.
Agrees Pranav Kapuria, one of Shekhar's clients, who's
also the deputy MD of Delhi-based auto components
manufacturer and exporter Hitech Gears: "Very few
consultants get their hands dirty and try to
understand the cultural issues of an organisation.
Arjun is one of them." Hitech Gears, founded by
Pranav's father Deep Kapuria began as a Hero Honda
ancillary in 1986 and now has 1,200 employees.
Meanwhile, others like Husys hire freshers from
tier-II business schools and train them for 3-4 months
on the sensitivities of dealing with promoter CEOs.
"Our managers sometimes need to educate the CEO too.
So we train them to do not HR but business support
first."
Nonetheless, working with small business owners can
often be frustrating and challenging. Many are
uncomfortable with grading systems being brought and
roles being defined. So it boils down to coaching and
counselling the CEO most of the time. "You are like an
agony aunt for the CEO," says Shekhar. "That's why we
have senior people like myself doing the work, and not
just marketing our services to clients. 70% of our
team comes with more than 17 years of experience
across functions in industry."
At Tvarita, the senior team brings in a pan
industry experience in HR and Finance, and is involved
with most of the key strategic HR work. Gautam Ghosh,
35, an HR professional with career spanning
organisations such as ITC Hotels, Dell and Satyam, had
been running his independent management consulting
business and a popular blog before joining Tvarita
recently as a senior consultant. Ghosh says this role
is unlike any other he's done in the past: "I hadn't
made policy for an organisation until now," he says.
"And that's what makes it more rewarding and
challenging."
But the success or otherwise of an HR change
initiative ultimately depends on the owner/promoter's
readiness for change. And the problems start at the
top, says Rao: "Their organisations have a strong
influence of their personalities, which takes time to
overcome." For Kapuria, who entered the family
business in 2001 after an MBA from Cardiff University
in the UK and a Masters degree in lean manufacturing
from the University of Michigan in the US, installing
best HR practices came naturally. "People disregard
legacy but we understood which parts of our legacy
were positive. That has helped us in preparing for our
next phase of growth," says Kapuria
Finally it's all about delivering measurable
results, as any client will tell you. Pydah
Venkateswara Rao, 66, runs Vasavi Prosoft, a medical
transcription company, out of Hyderabad, Vizag and
Guntur in Andhra Pradesh, and is one of Husys'
clients. Launched in 2000, the company services
clients in the US healthcare industry—chiefly doctors
and clinics—and has 175 people on its rolls. "When we
touched the 70 employees mark, we realised we need
sound HR to go forward," says Rao, adding that the
exercise with Husys has paid off, "Our attrition rate
is 17% against the industry average of 25%, and
accuracy, which is a crucial parameter for our
business, is much better now."
Says Tvarita's Rao, "You can't act as consultants;
you have to operationalise your recommendations—that's
part of the deal. Small business owners are cynical
about consultants who walk away after giving advice."
She adds that a significant part of Tvarita's fees is
structured as a bonus component based on successful
implementation. "We have to connect to the business
ROI in some sense. For these companies, every moment
and every penny counts."
That makes servicing a small business, a less
attractive proposition for small HR firms. Take Husys,
where a bulk of the revenues comes from outsourcing of
HR services by large corporates. A good balance is
therefore necessary, says Reddy: "80% of our time goes
into managing operations for small clients, but only
20% of our revenues come from them. So we have to do a
mix of both large and small companies." This year
Reddy aims to do Rs 70 lakh in turnover, and 1.5 crore
the next. With two new accounts coming up in the UAE
and expansion into other cities like Pune, Mumbai and
Delhi on the cards, he plans to hire another 50 people
next year.
So while small companies are a hot learning ground,
Vyaktitva's Shekhar says it's the assignments for blue
chip companies like Pepsico, Genpact, Daksh and Hero
Honda, Bharti that rake in the big bucks. It's,
however, the fit with small businesses that makes
small HR firms a perfect partner in progress, says
Ghosh, "As small organisations ourselves, we
completely understand their pains and issues."

PEOPLE FIRST

Small businesses often can't afford a full-fledged HR
department. That makes it difficult for them to
attract talent A host of small HR firms are now
addressing this opportunity From keeping costs down to
managing cultural sensitivities, they understand small
businesses well