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Monthly Archives: November 2017

#HR Word :#Outplacement

Outplacement is a process of facilitating a terminated employee’s search for a new job by providing professional services, counselling, paid for by the former employer. 

It is done generally done by a downsizing company which pays for the services of a third-party company to assist their laid-off employee to seek new employment.

The assistance provided maybe in the form of resume writing, salary negotiation advice, resume distribution to employment agencies and head hunters, cover letter writing and career counselling.

As per Wikipedia , Outplacement is explained as

Outplacement is the support service provided by responsible organizations, keen to support individuals who are exiting the business (voluntarily or involuntarily) – to help former employees transition to new jobs and help them re-orient themselves in the job market.A consultancy firm usually provides the outplacement services which are paid for by the former employer and are achieved usually through practical advice, training materials and workshops. Some companies may offer psychological support.

  1. Outplacement is either delivered through individual one-on-one sessions or in a group format. Topics include career guidance, career evaluation, job search skills, targeting the job market, resume writing, interview preparation, developing networks, and negotiation.

    Consultants support individuals seeking a new job, and also those looking to start a new business, retire, or structure a portfolio of activities. Programs have time limits, ranging from a few months to more extended periods, such as 12 months and are offered at all levels of the organization, from workers to corporate employees.

    Outplacement provides former employees structure and guidance towards their new career option, and preserves the morale of those who remain in the Company who see that colleagues are given the necessary support when they leave the company.

    History of Outplacement

    The term outplacement was coined more than 30 years ago by the founder of Challenger, Gray & Christmas, a Chicago-based career consultancy.

    With the increased rates of downsizing, rightsizing, redundancies and layoffs, particularly during the 1980s and 1990s,businesses increasingly found a need for some form of assistance in reducing the trauma of redundancy for both departing employees and those who remain. Indeed, research shows that losing one’s job is one of the most stressful experiences a person can face other than death and divorce.


 
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Posted by on November 20, 2017 in Uncategorized

 

#HR Word:#Organizational #Configuration (#Mintzberg #Model)

Henry Mintzberg created five organizational configurations that act a framework to understand and design organizational structures. First of all, he stated that each configuration has 6 components: 

  • 1.Operating Core:The people directly involved in the production activities of products and/or services constitute the operating core.
  • 2.The Strategic Apex:This caters to the needs of the people involved in controlling the organization.
  • 3.Techno-structure: This essentially refers to the analysts who are involved in planning, designing and making amendments to the operating core.
  • 5.Support Staff:The experts who support the organization outside the realms of the operating core activities.
  • 6.Ideology:The unique traditions practiced by the organization and the existent beliefs constitute the Ideology.

Based on the importance of the components, coordinating mechanisms and design decisions (design of decision making, lateral linkages, superstructure and positions), five structural configurations were established:

  1. Simple Structure: The major coordinating mechanism used here is direct supervision. The key component of the organization in this case would be the strategic apex, and vertical and horizontal centralization is incorporated in this configuration.
  2. Machine bureaucracy: The coordinating mechanism here is standardization of work processes. The key component of the organization here would be the technostructure and limited horizontal decentralization is used.
  3. Professional bureaucracy:  Standardization of skills is the coordinating mechanism in this configuration. The operating core forms the key component and both vertical and horizontal decentralization is used.
  4. Divisionalized form: Standardization of outputs is the coordinating mechanism and the key component is the middle line. It is characterized by limited vertical decentralization.
  5. Adhocracy: Mutual adjustment is the coordinating mechanism in this configuration. The support staff (in an administrative adhocracy) or the operating core (in an operating adhocracy) forms the key component. Selective decentralization is used in this case.
 
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Posted by on November 16, 2017 in Uncategorized

 

#HR #Word:#Guerilla #Recruiting

Guerilla recruiting is a style of recruiting that makes use of the tactics and strategies used for centuries in guerilla warfare.

It is a highly focused form of recruiting that is fully integrated and driven by the fundamental motives of the organization

Source Google

It is typically deployed by an organization that is inferior both in numbers and tools against a larger, more mechanized competitor, but that is not always the case.

 Unlike traditional recruiting, which merely supports the business; guerilla recruiting takes responsibility for contributing to and driving the organization’s performance. 

It is a no-holds-barred style of recruiting where every weakness in the competitor is identified and exploited using minimal yet highly focused efforts.

 The battle that guerilla recruiters are fighting is not for talent, but rather for market share, revenues and survival

 In guerilla recruiting you attack competitors where they are vulnerable, even if you have no direct need for that talent  because while your competitors counter to repair the damage inflicted, they leave other more desirable talent unguarded. Every weakness must be attacked until the competitor is weakened and can be annihilated, enabling your organization to pick up market share and revenues without the costly expense of a merger or acquisition.

What Are the Characteristics of a Guerilla Recruiting Force?

1.A guerilla recruiting force is a small, very elite group of professional recruiters that often augments a traditional recruiting function. 

2.Their actions are not subject to requisitions and budgetary constraints, although they are held accountable for producing a hefty return on investment. 

3.Their strengths are in competitive intelligence, tactical planning, and flawless execution. 

4.They use the competitor’s strengths and weaknesses against them, customizing their plan of attack to each competitor’s current circumstances.

 In particular, they leverage the gaps in employee expectations and employer deliverables. 

The guerilla recruiting force:
A.Is viewed as a weapon.

B.Utilizes the cover of society to mask its presence.

C.Plays on the aspirations of talent using sympathy, cooperation, and assistance.

D.Does battle on enemy grounds.

E.Is laser focused.
What Are the Major Steps in Building A Guerilla Recruiting Force?
Establishing a charter for the force that exists outside that of the traditional recruiting function, and possibly outside the human resource department.

Selecting a leader and key players who have a proven ability to work in unison on projects requiring extreme mastery of details.

Identification of primary business goals and prioritization of external forces capable of blocking achievement of those goals.

Development of a defined process and arsenal of tools to power competitive intelligence.

Establishment of a discretionary spending fund used to finance covert recruiting activities.
Critical Success Factors in Guerilla Recruiting

 As with any highly specialized activity, success in running a guerilla recruiting force is largely dependent on flawless execution of a short list of success factors. These factors include:
An unrelenting focus on execution based on the perceptions of the target talent versus that of the internal manager or employer.
The identification and internal senior-level support of a guerilla recruiting leader who is resolute, loyal, self confident, capable of handling retaliation, honest, well-informed, and respected.
Dedication by senior leadership to adjust corporate culture, management styles, and corporate infrastructure to meet the changing demands of the talent population.
Dedication by senior leadership to fully support and continue guerilla recruiting activities until victory is achieved with resources needed.
*Critical Failure Factors in Building a Guerilla Recruiting Force*
Just as success in building a guerilla recruiting force is dependent upon flawless execution of a short list of success factors, it is also dependent upon avoiding certain failure factors, including:
Lack of organization and prioritization of guerilla recruiting strikes.
Existence of hidden agendas or actions outside those sanctioned by the primary business goals.
Use of deceit and trickery as means to secure recruits (this may cause the organization more harm than that inflicted on competitors).
Failure to understand and manage to gaps in what talent expects and what employers are capable of delivering.

The above article is Edited you can search on Google for the full version.

Sources- Guerilla Recruiting: It’s Time for a Revolution!

By Dr. John Sullivan 

 
 
 
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