Maximizing ROI- The Return on Individuals


As many of you know, my mission is to teach companies how to predict the performance (#PredictPerformance) of their employees using the most scientifically validated management solution available that integrates workforce analytics and human capital development; The Predictive Index.

I help companies hire better and faster and reduce their cost per hire. I help them reduce turnover and increase retention. I help them use the data to develop their teams, identify high-potential leaders, and increase engagement and productivity.

I also provide them with the data they need for succession planning and exit strategies so they can maximize their bottom line leading up to and during the transaction, helping them get more for their business.

Overall, I help companies get the best out of their employees so they can get more done and maximize their ROI. My goal really is to change the conversation about employee behavior in the workplace by helping leaders get discretionary effort from their human capital. Then those employees can be moved from the liability side of the balance sheet into the asset column because they are truly an investment and not an expense.

Which brings me to a kindred spirit, my other brother from another mother, sometimes one (or both of us) is referred to as The Other Dave… Dave Bookbinder, the Director of Valuation Services at EisnerAmper. We share a vision and passion when it comes to the value of human capital.

Dave Bookbinder is a valuation expert who has been valuing businesses and intellectual property for more than 25 years. He started a movement with one article, which became a series, which became a vibrant online community on LinkedIn, which is now a #1 best-selling book (available on Amazon here), called: The NEW ROI: Return on Individuals.

I recently had the honor of being on a panel at EisnerAmper‘s 7th Annual Business Summit in Philadelphia around this topic. As one of his collaborators that contributed to the online series and the book (and as a friend) I sat down with The Other Dave for an interview to chat about this project, and gain more insight on where this is all going as we enter a New Age in Human Capital Management and Valuation.

Nast: Why is this book important?

Bookbinder: The concept that “people are a company’s most valuable asset” is intuitive for most folks, but “people” don’t appear on a company’s balance sheet as an asset. The human capital is usually only captured on the income statement as an expense. Companies tend to try to reduce expenses, so the perspective on human capital spend can often be misguided. This book was never intended to be a book – it started out as a single article that grew organically into a series where various thought leaders contributed their experiences and perspectives. This led to an online community, the birth of the hashtag #NEWROI, and ultimately the book. By having a community of like-minded individuals who believe that “people are a company’s most valuable asset” we are creating an environment where ideas are being exchanged and dots are being connected. Whether you’re the boss, or work for a boss, there’s something in this book for everyone.

Nast: How will the data shared in the book change how CEOs & CFO’s think about their employees?

Bookbinder: There’s a lot of talk about improving corporate culture and employee engagement, but “corporate culture” is much more than having a ping-pong table and free snacks in the break room. We talk about these subjects, but our emphasis is on making the case that there is a real ROI (return on investment) to “doing corporate culture right.” It’s not enough that having a good culture helps in attracting and retaining talent – we demonstrate the economics of these things and the overall impact on a company’s value. As we say in the book, “the value of a business is a function of how well the financial capital and intellectual capital are managed by the human capital – so you’d better get the human capital part right.”

Nast: What can readers expect from the book that is not available online?

Bookbinder: The book contains a lot of great material that hasn’t been introduced yet. Things like understanding what the alignment of brand and culture is and why it matters; the ROI of mergers and acquisitions; and case studies of companies who were intentional about driving corporate culture and how that’s changed their bottom line (for the positive) – just to name a few. Plus, we’ve also updated some data and added additional content to the things that were previously introduced online. Lastly, there’s some “bonus content” that’s been included as well.

Nast: Is the book a collection of the finished project, or is there more to come on this subject?

Bookbinder: This book is only a collection of the work-to-date. The journey has only just begun and there are some interesting things on the horizon that could be game-changing. So stay turned – there’s more to come.

Nast: What new regulations do you see coming regarding how companies will have to value human capital?

Bookbinder: I believe that there is a convergence of circumstances underway that is really going to bring this issue into the spotlight. First, there are demands being made of the SEC to require more disclosures about human capital matters for public filers. At the same time, the FASB is in the process of changing certain aspects of how business combinations are accounted for. Either one of these coming to pass would be influential in shifting the treatment of human capital valuation. BOTH of these occurring would create a seismic shift. I think we are on the verge of the seismic shift.

Check out the book that critics are hailing as, “A must-read for any business owner or C-level executive,” with reviews like, “Valuation expert, Dave Bookbinder crystallizes a vision that we all share about the value of people in business. And he backs it up with actionable data and research. He has engaged leading experts for a deeper dive, allowing them to articulate specific data points gained through their individual efforts and decades of experience, all through one focused lens.”

(The articles above have been curated from various sources but not been edited by ICube staff)

Companies cut hiring costs with in-house cells

Mumbai: In a tough market environment where search firms are operating on thin margins, this may further add to their woes. Some organisations have set up in-house talent acquisition cells that operate on the same lines as external search firms. Sun Pharmaceutical Industries (Sun Pharma), Philips India and Johnson & Johnson (J&J) have already built in-house capabilities to hire executives.

It is learnt from HR industry sources that other companies could be considering similar models. Such a move would mean lower costs on hiring for companies.

Sun Pharma EVP & HR chief Yash Mahadik said, “We have built a small team of people who have come with significant amount of search firm experience and they form our in-house executive hiring cell. The model we operate on is exactly that of an executive search firm with sharp focus on attracting and hiring best-in-class professionals. We recently concluded the process of a very senior person joining our company’s apex core management team and the end-to-end attraction and selection process of this was carried out by our internal cell.”

Another big advantage of having an in-house executive search firm is the ability of the team to find talent with the right culture fit. Last year, Philips India set up an internal talent sourcing function for priority roles that require extra attention. In functions like R&D, software engineering and quality & regulatory (Q&R), the talent sourcing function largely meets the senior talent requirement on its own, without seeking help from any external agency.

Philips head of India talent sourcing, Sameer Karayi, said, “We are attempting to reduce our dependence on external search firms in a phased manner, wherever possible. In addition to the priority talent in R&D, software engineering and Q&R, our internal talent sourcing function works on talent outreach for certain leadership roles as well.”

At J&J, the move stems from a global decision to build talent acquisition capabilities around the world about three years ago. J&J India’s talent acquisition strategies are linked to the global talent strategy. J&J HR head Indrajeet Sengupta said, “We have now started helping the global talent acquisition team in building some of the talent mapping capabilities in the executive hiring space from India for the world, which is a first.”

J&J India has focused its talent sourcing efforts through employee referral and digital channels while also building in-house capability in talent acquisition. “This has reduced dependency on external agencies to less than 20% today from over 45% three years back. Today, our talent acquisition team has ramped up capabilities to source and recruit mid-management talent pools. Locally, we still prioritise and use external agencies where appropriate,” said Sengupta.

One disadvantage about an in-house search cell, however, is that talent that is dormant or passive with regard to the job market often tends not to respond to companies versus their openness to having a conversation with a third-party executive search firm. But, talent that is active in the job market is equally open to conversations with companies or executive search firms.

Sun Pharma’s Mahadik said, “With the success that we have tasted so far, we are now scaling up the team. Our objective is to backfill 90% of vacancies arising out of our top 300 leaders of the company worldwide by growing our own internal talent and, if necessary, utilising our in-house hiring expertise to support this. Given the way we are progressing with our talent management and acquisition, we feel confident of achieving this objective within the next two-three years.”

Search firms, on the other hand, are already looking at offering value-added services to retain clients. Executive search firm GlobalHunt’s MD Sunil Goel said getting the right people at the right time is becoming essential for business growth for any organisation. “The industry is moving towards either building its own in-house centre of excellence in recruitment or outsourcing to a recruitment process outsourcing company. It not only helps in recruiting professionals for the local market but also global sourcing,” said Goel.

This does not mean that these companies will not consider utilising services of external search firms. Mahadik said, “There could still be a highly specialised and a new capability laden position for which we may require expert and niche services. In my prediction over the next five years, more firms will successfully move towards this talent-acquisition model.”

As for entry- and mid-level positions, companies like Sun Pharma have reduced its dependency on job-placement firms and have moved towards social and digital hiring by building in-house capabilities and forging strong partnerships with new-age technology firms and in-house digital channels.

(The articles above have been curated from various sources but not been edited by ICube staff)

Microsoft HR exec says to stop following this popular interview advice if you want to get hired


When it comes to interviews, there’s a difference between practicing your responses and rehearsing them. That’s according to Chuck Edward, Microsoft’s head of global talent acquisition.

Though conventional wisdom says to practice your interview responses, Edward says “some people become overly practiced and rote.”

“People become flustered and think it’s all about the perfect answer,” he tells CNBC Make It, “and it’s not.”

As the head of talent at a major tech company, Edward says all he really wants to see is that “you’re curious, you’re read up and you have an affinity for the company.”

“Come in with knowledge about the company,” the HR exec emphasizes.

The second issue with rehearsed answers, says Edward, is that they don’t engage the interviewer.

A disengaged hiring manager is more likely to forget about you as an applicant, which may affect whether you get the job.

To connect with your potential employer and make your interview memorable, says Edward, rehearse your questions, not your answers.

“People should really be prepared with questions that have depth and rigor,” says the exec. “Really show that curiosity.”

Asking challenging and thoughtful questions helps you stand out from the pack because they make the interview more fun and engaging. The Microsoft HR exec doesn’t deny that interview preparation is key. However, he says there’s a balance between under-preparing and over-preparing.

Edward says that he’s often “pleasantly surprised” with the questions people ask him. Tough questions, he explains, force the interviewer to really think about the company in new ways.

“It becomes a dialogue, and you become challenged, and you can feel it that they’re making you better [as an interviewer],” he says.

(The articles above have been curated from various sources but not been edited by ICube staff)

A Well-Oiled Machine: What’s Next In Human Resources Technology?


According to a study that we at PwC conducted, almost 40% of companies have already moved their core human resources (HR) applications to the cloud in 2017, and even more plan to migrate over the next few years. HR transformation is racing ahead. Robotic process automation, predictive analytics and artificial intelligence are hot. So are mobile and social enhancements using artificial intelligence. Yet digital solutions don’t deliver value unless you understand the experiences you need to create and you bring your people and culture with you.

Consider what’s changing. HR leaders are rethinking the definition of an employee. Some are looking at alternative part-time or contract opportunities in a cross-border environment and re-envisioning work to be more dynamic and collaborative. In turn, these changes could lead to a decrease in labor and office space costs for organizations. While good for the bottom line, these changes also present new challenges for the HR organization that must be addressed quickly, such as how to handle such a fluid workforce when it comes to tax compliance, onboarding or retention. Additionally, some companies are opting to use these changes as a competitive advantage. For example, by using analytics, companies can determine which employees are likely to leave so they can focus resources on retaining high-potential and high-performing individuals.

Given these wide-ranging developments, HR needs a seat at the table as a partner to the rest of the C-Suite. In addition to the basic blocking and tackling, these leaders need to collaborate with marketing due to brand impact, operations due to operation model enhancements, sales due to consumer demand for socially responsible companies, legal due to new contractual considerations, IT due to new and rapidly changing requirements, and strategy related to new innovations. In fact, according to a Harvard Business Review report, 68% of executives have found that data and predictive analytics are important for planning, evaluating and informing decisions about the workforce. Cloud platforms are the best opportunity for these companies to keep up with the innovation and to enable new ways of teams working together.

PwC’s recent Global HR Technology Survey found that migrating HR processes to the cloud continues to happen at a record pace and that nearly one-third of those still using on-premise applications are planning their migration to the cloud. There’s no question that this better serves the workforce due to a variety of factors, including increases in usage of self-service tools and decreases in personnel costs.

So if your company is looking to strengthen collaboration and make sure all departments are on the same page, it is important to remember several things when moving HR processes to the cloud:

• Use a “land and expand” and “mobile from the start” strategy to focus both energy and resources. Mobile drives positive user experiences and anywhere/anytime access.

• Identify the variables that matter to your company. While it is good to gather experiences from others, focus on what you need, timelines that are realistic for your company and the internal/external resources you’ll require. Concurrently, set appropriate expectations for cost savings.

• Consider holistic savings, and do not be too aggressive on initial headcount savings. Each organization has unique considerations, and headcount may even increase in the short term to execute the change.

• Utilize new releases from cloud vendors since they help solve user experience issues and errors/defects/bugs. Although it’s a bit of a hassle learning how to keep up with the pace of change, the benefits of updated versions can far outweigh the effort.

• Create a change management and communications plan prior to starting and ensure that all key stakeholders and leaders are on board to champion the change.

The key to implementing all these emerging technologies and the shift to the cloud is to use advanced HR analytics. By using data from multiple data sources, focusing on key performance indicator visualization, applying predictive tools and increasing usage by other key stakeholders, companies can set themselves up for smooth integration, cost reduction and strategic differentiation.

(The articles above have been curated from various sources but not been edited by ICube staff)

SEEK Chooses Video Interviewing for Efficient Hiring Cycles

Australian workforce major SEEK has announced its partnership with Spark Hire, this week. Spark Hire is the global leader in video interviewing platforms, with the collaboration aimed at launching SEEK Video Screen – an evaluation and assessment tool created to simplify hiring systems and reach out to the right talent, at a rapid clip.

The tool optimizes recruitment at every level or type of role, ranging from volume-driven hires to skill-centric, front-facing developer positions. Recruiters can review video submissions from candidates, reducing timelines and improving decision-making.

Josh Tolan, Spark Hire’s CEO commented on the collaboration. “We’re incredibly excited to partner with SEEK to bring our video screening solution to Australian and New Zealand recruitment agencies and businesses. Through SEEK we’re able to help more recruiters and employers make informed short-listing decisions in a reduced timeframe”. SEEK believes this will push conversion numbers, placement scenarios, with a significant cost and time advantage.

Michael Ilczynski, SEEK’s MD for ANZ considers the move to be emblematic of tech-innovation: “By partnering with leading technology companies like Spark Hire we continue to demonstrate our commitment to providing competitive advantages for recruiters and companies driving more hires and increased revenues.”
In fact, video interviews impact hiring quality with the opportunity to acutely assess personality traits and communication skills. The tool offers collaboration and sharing features, to allow multi-level consultations on a candidate’s final selection.

“Video interviews can lessen unconscious bias and make compliance easier because hiring managers and recruiters can compare candidates side-by-side as they answer identical questions,” says Tolan, amplifying the possibilities of Video Interviewing. SEEK Video Screen helps eliminate geographical constraints, allowing organizations and recruiters to tap into the best talent, regardless of location.

Ilczynski was also strongly in favor of the approach: “Video interviewing is growing in popularity with recruiters and employers because it provides a better picture of job applicants than other early stage recruitment techniques such as phone screening or online surveys.

The internal team at Spark Hire has been experimenting with SEEK Video Screen for talent acquisition, replacing the traditional phone screen when recruiting for customer-facing roles. The tool has successfully reduced initial screen times by a significant margin of 10 hours, Ilczynski reports. This has led to a set of positive outcomes: increasing in-house recruiters’ confidence in the capabilities of candidates shortlisted via SEEK Video Screen, and downstream efficiencies such as fewer interview rounds, a shorter time-to-placement period and an overall increase in hire quality.


Indian Firms Are Now Using AI-Based Bots To Recruit Candidates

Man With Steel Artificial Arm Sitting in Front of White Table

Recruitment is one of the most important tasks at any firm. It’s not only time consuming but also a resource hogging process. In order to ease this process some Indian firms have started to use artificial intelligence based bots to streamline processes. Previously, firms used to digitally sort resumes based on keywords on the resumes but today this process has gone as far as doing a preliminary assessment of the candidate. A report in Quartz has stated that companies like Ola and Accenture are now using these bots in the recruitment process.


Bengaluru based recruitment firms such as CIEL HR have already started using AI bots to select candidates who will face the HR for further process. CIEL HR has employed a bot called Tony that can go through a pile of resumes and report to the HR about the shortlisted candidates. Tony can also conduct the preliminary screening process by sending a programmed questionnaire to the candidates. It can examine the responses and eliminate undeserving candidates. Tony has been proven to reduce the workload of HR managers by up to 20%. CIEL HR CEO Aditya Narayan Mishra says that Tony is much more effective than keyword based bots which may fail to sort candidates as they require keywords which may not be enough to describe a job profile.

These bots not only sift through resumes they can even monitor candidates who are not actively looking for a job. These bots have been programmed to search potential candidates from various social media platforms. If you are professional who uses resources from GitHub or Stack Overflow chances are these bots have picked up your activity and pieced together a professional profile that can be used to identify your compatibility for a job opening.

These AI-based bots are currently used to recruit entry-level employees which hire in a large scale. They are being used in sectors like banking and IT and it is possible that they might be also be used in mid-sized firms to cut recruitment costs. Industry insiders say that companies like Ola and Accenture have already started using these bots.


(The articles above have been curated from various sources but not been edited by ICube staff)

HR should already have embraced artificial intelligence

Free stock photo of technology, astronaut, future, robot

Artificial intelligence in recruitment and performance management giving employees their key deliverables the day they join; measuring real-time performance through identified key performance indexes; and mapping employees’ development needs and creating succession plans for critical positions is now a workplace reality.


Chatbots helping candidates to pick the right jobs and enhancing their application experience, predicting employee trends using data analytics to help manage staffing, using instant sensing tools to gauge employee engagement, gamification of learning programmes with immediate feedback, using virtual reality for a virtual walk-through of critical company processes and even offices – these all sound like a set of a sci-fi movie, does it not?

Only the beginning

The only difference is that this is as real as it gets, and is just the tip of the iceberg of what is to come in the next five years for the HR profession.

Five years ago, anyone saying any of the above would have been labelled as futuristic or a dreamer. But welcome to the age of complete disruption, where the future has caught up with HR. Technology has completely disrupted the one function that has always struggled to show tangible results. These inventions are enabling the function to demonstrate how it can impact businesses and their bottom lines.

With Gen Y-ers becoming the dominant work group, digital environments are the base operating standard for all organisations now. Gone are the days when HR professionals need to be interpersonally savvy. Today, they need to be tech-savvy.

They are expected to leverage technology at every level of the employee life-cycle to ensure that the mundane and routine tasks are eliminated not just from the employee’s life, but also from the list of tasks of the HR person so that they can focus on value-adding activities.

The role of HR technology has become not just critical, but an integral part of the talent management function. Today, an HR professional is expected to be on top of this technological wave as CEOs demand more accountability from HR and rush to make their talent the differentiator in the marketplace.

Shifting from output to outcomes

The whole focus of HR has shifted from output to outcomes as talent challenges take centre stage. With the global economic uncertainty, most organisations are experimenting with lean management strategies so as to try and maximise their financial outcomes.

With the intense war for talent and the changing demographics, CEOs today are looking to get the best people to focus on business priorities. Today, CEOs look towards HR to lead people transformation projects and on how their people can be leveraged to their full potential.

This includes the HR function itself too, where CEOs want HR to start focusing on adding value to the business and not spend time in administrative activities, which are being replaced by technological solutions.

As compared to five years ago, the amount of technology solutions available in the HR space has more than doubled. Employee self-help solutions, online performance management, digital learning, employee succession planning, digitised engagement and reward tools for employees are just some of the present basic requirements. Exposure to and knowledge of technological tools is an added advantage for HR professionals.

Adapt or perish

Today the conversations that happen are mostly in the areas of artificial intelligence and how HR can leverage it in its critical processes, how robotics can be introduced into employee’s day-to-day life, and how people analytics can help HR to help the business leaders anticipate and deliver more value to clients by being able to manage people challenges proactively.

So if you thought you could stay away from the dynamic and ever-changing technological world as you work in HR, think again. It is inevitable that if you do not embrace this technology world you would very likely struggle in your career.

In this age of smartphones and mobile apps, broadband and laptops, social media and instant communication, access to timely people and business data is becoming critical to the success of the HR function. So there is really only one inevitability for all HR folks out there: Either adapt or perish! The future of HR is here and it is happening now!


(The articles above have been curated from various sources but not been edited by ICube staff)

Why HR can’t achieve equality without men

Free stock photo of hands, people, group, team

A global HR head has called on other industry professionals to engage men in their workplace diversity initiatives, saying they won’t be successful without company-wide support.

“Engaging men is vital in driving equality forward and it is a topic that needs everyone involved in the conversation,” says Karina Govindji, group head of diversity and inclusion for Vodafone.


The communications giant is a vocal supporter of the HeForShe campaign which advocates for an inclusive approach to diversity which engages people of every gender and acknowledges the ways that everyone benefits from this equality.

“HeForShe has been a fantastic platform for Vodafone and we’ve really engaged our men internally to support gender equality,” says Govindji.

“We’ve also used that to engage our customers and our suppliers because we believe that we’ve got a responsibility through our supply chain and those that we work with to get this on the agenda.”

Govindji says one of the greatest challenges in engaging men in the push for diversity is that there are limited channels by which to communicate the message.

“My experience has been that there hasn’t been a platform to engage men but once you do engage them, they really want to be involved in the conversation,” she tells HRD.

“I think the challenge is not having the language or the platform to extend to them rather than them not being interested or not wanting to be engaged.”

For organisations that aren’t eager to get men involved in workplace diversity, Govindji has one important message.

“I would say any initiative to reach goals of a diverse and inclusive workforce need everyone involved in the conversation and the progress will be limited if not everyone is engaged in that conversation,” she says.

“I would be actively looking for ways to engage and have men champion this and my experience shows they are ready and waiting, they just need the hand extended.”


(The articles above have been curated from various sources but not been edited by ICube staff)

Help wanted, but only if you’re data savvy

Free stock photo of restaurant, people, cup, laptop

“Digital intelligence director.” “Senior analyst, predictive analytics.” These might sound like job titles at a market research firm, but they are actually recently created positions at major U.S. PR shops.

The new positions reflect the effort by firms to beef up capabilities in measurement and analytics. It’s the next step for PR agencies that had been focusing on building out their content creation chops with roles like creative director, copywriter, and planner, which were long much more common at creative agencies.


“We’ve now been seeing a lot more focus on data and analytics for our clients, and so we are bringing people on board who have that knowledge and memory muscle, if you will,” explains Edelman global COO Matthew Harrington.

That includes within Edelman Intelligence, the firm’s research arm. One job post on Edelman’s website is for a “digital intelligence director.” One key responsibility: design of client measurement frameworks. He or she will also oversee “analytic functions for projects and programs of all complexity levels, including those with high senior management visibility.”

The firm is also investing in other types of digital roles, such as UX designers. “We have a variety of digital roles around design experience capabilities. It has been an expanding universe for us,” says Harrington.

Ketchum, meanwhile, is seeing the rise of the specialist, due to the transformation of clients’ businesses. Michele Lanza, partner and head of global talent acquisition at the Omnicom Group agency, says it is looking for experts in “predictive analytics, creative planning, media buying, medical writing, influencer relations, crisis management, and client experience.”

This past summer, for instance, Ketchum hired a “senior analyst, predictive analytics.”

However, Lanza points out that Ketchum doesn’t just need hard skills. “The soft skills needed to be successful are also shifting,” she says. “The ability to be flexible, adaptable, curious, and comfortable taking risks is more critical than ever.”

As a result, Ketchum is seeking candidates not only from the PR industry, but from ad agencies, startups, newsrooms, consulting firms, and on the client side, including at nonprofits.

However, she notes that as employers, PR firms “ironically have a reputation issue.”

“Many of the candidates we want to attract and hire from outside the industry still see us as a PR shop,” says Lanza. “We have to continue to educate prospective candidates on how our business has evolved and the type of work we are doing for clients.”

Karen Bloom, principal at recruitment firm Bloom, Gross & Associates, says her staff is not seeing as many shiny new titles in the content creation space, but instead a shift by boutique and mid-sized firms “to use more traditional ad agency titles.”

For example, some firms are moving towards titles such as project manager, director, senior director, and executive director, instead of the more common assistant account executive, account executive, vice president, and so on, whether to reduce complexity for clients or suggest broader capabilities.

Peppercomm has added several director roles over the past 18 months, including directors of analytics, marketing services, technology, and customer experience.

“It is time to meet client demand for more integrated marketing and communications solutions,” says agency partner and president Ted Birkhahn. He adds that the firm decided years ago to follow the director route with its titles, but notes that PR agencies usually use the account-executive-to-VP model.

“But ‘director’ has actually worked quite well for us, because candidates [outside PR agencies] are more familiar with that naming convention,” says Birkhahn, adding that the new titles are helping his agency attract entrepreneurial candidates. “They like that they get to be involved in the actual creation and development of these new roles and these departments.”


(The articles above have been curated from various sources but not been edited by ICube staff)

HR professionals key to driving productivity in firms

The role of HR professionals in driving the growth of enterprises and the need for them to reorient strategies to make most of the opportunities while learning to tackle the challenges emerging with more millennials in the workforce was highlighted at a conclave in the city on Friday.


Noting that the HR community can create a positive impact on topline as well as bottomline of the company, V. Rajanna, chairman of CII Telangana and TCS vice-president, said success of any organisation depended on process, technology and people. Real customer satisfaction comes from employee satisfaction, he told the 13th annual edition of CII’s ‘The HR Conclave’.

The key challenge is to ensure that the employees were equipped with the changing skill mix and meet their aspirations, he told the conclave on the theme ‘When whY has the answers: The New Age HR Challenges and Insights’.

Underscoring the importance of necessary skills, chairman and managing director of Granules India C. Krishna Prasad said HR professionals need to train the workforce in doing the right things in a right way.

Senior V-P and business leader– India of Synchrony Financial Mir Faisal Uddin said the organisations have to create a strong purpose, interesting structures and systems at workplace to attract and retain the millennials.

CEO of Call Health Hari Thalapalli said the workspaces need to be more stress-free and need to have pressure management techniques. A press release said Special Chief Secretary, Telangana Department of Planning, B.P. Acharya presented the CII HR Rising Stars Awards, instituted to recognise young HR professionals who have adopted innovative methods to find solutions to the new-age HR challenges.


(The articles above have been curated from various sources but not been edited by ICube staff)