HR Practices in It Sector - An Overview: Dr. (MRS) K. Malar Mathi Mrs. G. Malathi
HR Practices in It Sector - An Overview: Dr. (MRS) K. Malar Mathi Mrs. G. Malathi
HR Practices in It Sector - An Overview: Dr. (MRS) K. Malar Mathi Mrs. G. Malathi
INTRODUCTION
Human Resource Management (HRM) is a planned approach to managing people effectively
for performance. It aims to establish a more open, flexible and caring management style so
that staff will be motivated, developed and managed in a way that they can give of their
best to support departments missions. Good HRM practices are instrumental in helping
achieve departmental objectives and enhance productivity.
HR PRACTICES
The success of any business depends as much on appropriate effective, well communicated,
HR and business practices as it's depends upon meeting the requirement of mandated
laws and regulations. In fact good planning and the development of effective
practices make regulatory compliance much easier.
HR practices helps in increasing in productivity and quality and to gain the competitive
advantage of a workforce strategically aligned with the organization goals and objective.
Over the years, some of the traditional HR practices have been revisited and analyzed
to evaluate their suitability in today's world. One such major practice is the concept of
Human Resource accounting (HRA). Initially, one might hesitate to accept a concept which
tries to put a monetary value to human beings. How does one attach a number to a
person's capabilities? However, HRA represents a way to gauge how strong and profitable
an organization’s workforce is. Organizations have been claiming that their employees are
their most valuable assets. The spate of downsizings and increasing job insecurity
notwithstanding, the resurgence of interest in the area of HRA is perhaps testimony to this
approach, where investments in human resources are now included as assets in a
company's balance sheet, rather than expense heads in their profit and loss statements. The
signals are clear — the employee is an asset who can be groomed to bring in future
profitability — an asset which can define the company's image in the market today. HRA
also involves accounting for investment in people and their replacement costs, as also the
economic value of people in an organisation. A trend yet to catch up in the Indian industry,
with a few exceptions such as BHEL, Infosys, SBI and Reliance industries, it has been
extensively embraced in the West.
PATNI a leading global IT and BPO services provider, today announced that it has received
the award for “Innovative Retention Strategies” at the World HRD Congress 2010. The
prestigious global HRD event, which honors organizational transformation and
development, saw a congregation of 189 companies from over 25 countries.
The present day economy has been titled as “Knowledge economy”. In such an economy, it
is people who make all the difference. In political economy capital or market was
important. Talent occupies centre stage in the Indian workplace. In view of this, managing
and retaining manpower is becoming crucial to an organization’s success. To achieve this,
companies across sectors are focusing on some of the more critical HR practices. Some of
the trends that have been noticed are:
1. Cash Bonuses – According to a recent Accountemps survey, 46 percent of (1,400) CFOs
cite cash bonuses as the most effective way to acknowledge a job well done by the
accounting team after a major project. Be it an IT firm, or a non-IT firm, cash bonuses based
on performance has always been a favourite among employees and employers alike. The
satisfaction that comes from being recognized as an important and valued associate is an
extremely powerful motivator for employees.
2. Employee Stock Option Plans (Esops) – ESOPs enable workers to earn a retirement nest
egg, which will grow as the company’s business prospers. This also allowed employees to
help the company succeed. An ESOP can also be a great deal for the owner of a business.
The owner can sell some of his stock in the company to the ESOP, reinvest the proceeds in
publicly-held securities, and not pay any tax on the gain until the stock is sold. Hence, it is a
win-win situation.
3. Project completion lunch – This is another popular incentive that employees look forward
to. Today project completion lunches have become the norm in most mid tier and top IT
firms. According to Prashant Honnavar, HR Manager at Next Bit Computing, “These days
project teams, work hard to meet the deadlines to release a particular product without any
delays. During this phase, the team members put all their efforts for which they need some
kind of relaxation. Having a lunch together with the team will enhance the team rapport,
refresh them, and will get the team to be more cohesive and will reduce the personal
clashes within them.”
4. Joining bonus – This is a great incentive that works well in employing the right candidate
in a short amount of time. It allows an employer in attracting and retaining a talent that is
critical for niche areas of technology, and hence not losing out to rival firms. Many
candidates are lured by this incentive in a bid to make some extra bucks. The bonus
depends on the size of the firm, and can range from Rs.30, 000 to Rs.50, 000 in India.
However, a lot of big IT firms also practice awarding bonuses on special occasions. For
instance, on the occasion of the silver jubilee of Infosys, the IT giant offered a princely sum
of Rs. 126 crore to be distributed among its 58,000 employees.
5. Tax Saving Incentives – Tax saving incentives that include food coupons, HRA (Health
Reimbursement Account), transportation allowance, are some of the most popular and
sought after incentives. Additionally, companies allow employees to reimburse their
children’s education bill and telephone bills, which are non taxable and hence allows
maximum savings. This becomes a big boost for an employee to join a company.
motivational weapon used by employers around the world. According to most experts,
incentives can push performance and productivity far beyond what you expect. Do let us
know, what are the most popular incentives that your firm offers, or you would like your
firm to offer?
12. Leadership development – Creating a pipeline of leadership talent is key to a business’
future growth. It is imperative for the top level of an organization to make leadership talent
management a priority, and put its money into long-term plans, as opposed to short-term
ones. If companies are worried about their talent pipeline, they have to develop their
people.
13. Work-life balance – No company or employee has found the Holy Grail of balancing
work and life, but that is a work in progress. However, multinationals, information
technology (IT) and IT enabled services (ITeS) companies have been able to promote the
balance between career, family and leisure-time better. Other sectors have also been
increasingly promoting a work-life balance. Interestingly, most companies in India use
benefits such as flexible timings, telecommuting, crèche facilities and concierge services as
an attraction and retention strategy. Experts say companies should see the work-life
balance as a business proposition since progressive companies carry business forward with
employees and families.
14. Inclusion and diversity – With higher numbers of Gen Yers joining the workforce in India
at a time when companies across the world have an ageing workforce on their rolls, conflicts
are to be expected. Therefore, companies are investing both time and resources in ensuring
that all age groups are comfortable working together. Organizations in India have also been
focusing on making workplaces more representative. For companies such as ICICI Bank Ltd,
Hindustan Unilever Ltd, Vedanta Resources, PepsiCo India, Shell Companies in India and
Bharti Airtel Ltd, gender diversity has become a critical area of focus.
15. Health and wellness – The work culture at globalized workplaces involves long working
hours, frequent travel, multitasking and tight deadlines - and all this often leaves employees
mentally and physically stressed. Companies have begun to realize that healthy employees
contribute to higher efficiency and productivity. Apart from medical benefits, companies are
also offering yoga classes and health camps and have doctors on campus.HCL Technologies
Ltd, for instance, like many other IT companies, has 24/7 medical facilities in all its centres.
REFERENCES
1. Armstrong, M. A. 2005. Handbook of human resource management practice. New
Delhi: Kogan Page India.
2. Andrew, D. P. S., Pedersen, P. M., & McEvoy, C. D. (2011). Research methods and
design in sport management. USA: Human Kinetics.
3. Buick, J. & Muthu, G. (1997). An investigation of current practices of in-house
employee training anddevelopment within hotel in Scotland. Service Industry
Journal, 17(4), 652-668.
4. Cho, S., Woods, R. H., Jang, S. & Erdem, M. (2006). Measuring the impact of human
resource management practices on hospitality firms’ performances. Hospitality
Management , 25, 262-277.
5. Gill, A., Flaschner, A., Shah, C., & Bhutani, I. (2010). The relations of transformational
leadership and empowerment with employee job satisfaction: A study among Indian
restaurant employees. Business and Economics Journal.
6. Hayes, D. K. & Ninemeier, J. D. (2009). Human resource management in the
hospitality industry. New Jersey:
7. John Wiley and Son Inc.Hughes, J. M. C. (2002). Recruitment and selection issues
and strategies within international resort communities. UK: Thomson Learning.
8. J., Mok, C., & Sparks, B. (2001). Sevice quality management in hospitality, tourism
and leisure. New York: The Haworth Press,
9. Kusluvan, S. (2003). Managing employee attitudes and behaviors in the tourism and
hospitality industry. New York: Nova Science Publishers, Inc.
10. Madsen, S. R. & Musto, A. L. (2004). Important knowledge and competence for
successful human resource leadership. Journal of Behavioral and Applied
Management.
11. Moutinho, L. & Hutcheson, G. (2011). The SAGE dictionary of quantitative
management research. Carlifornia: SAGE Publications, Inc.
12. Nedd, N. (2006).Perceptions of empowerment and intent to stay. Nursing
Economics, 24(1), 13-18.
13. Ongori, H. (2009), Managing behind the scenes: A review point on employee
empowerment. African Journal of Business Management, 3(1), 9-15.
14. Randhawa, G. (2007). Human resource management. New Delhi: Atlantic Publishers
& Distributors (P) Ltd.
15. Sekaran, U. & Bougie, R. (2009). Research method for business: A skill building
approach. UK: A John Wiley and Sons, Ltd.
16. Sudin, S. (2011). Fairness of and satisfaction with performance appraisal process.2nd
International Conference on Business and Economic Research.
17. Vencatachellum, I. (2010). Investigating HRM practices role towards customerservice
excellence in the Mauritian hotel industry. International Research Symposium in
Service Management.