Tag: HR Word

#HR #Word: #Picketing

Picketing is a form of protest in which people (called picketers) congregate outside a place of work or location where an event is taking place. Often, this is done in an attempt to dissuade others from going in (“crossing the picket line”), but it can also be done to draw public attention to a cause.

Source: atlaintownpaper

The unionized workers who are involved in picketing are called pickets.

They involve in picketing mainly because they have some disagreements with the employer.

Picketing is lawful only if it approved by a majority vote in the union. Also workers in a picket line need to be peaceful and it is unlawful for them to force people to not enter the premises of the employer. The main purpose of picketing is to pressurize the employer to agree to the demands of the union workers or to bring to the notice of the employer the grievances of the union workers.

Picketing is allowed only to those employees who work at the workplace outside which they picket. For example a business may operate from various locations however workers can picket only outside the location where they work or where their unions are certified. They cannot picket outside other locations of business of the employer.

There are three types of picketing:

1) Informational Picketing: When pickets inform people about the concern of their union to the public.

2) Mass Picketing: When pickets try to gather as many people as possible in the picket line in order to show the employer that their cause is supported by a large majority of people.

3) Secondary Picketing: When pickets try to stop suppliers of the employer like lorry drivers etc from delivering supplies to the employer.

4) Flying Picketing: When workers involved in an industrial action move from one workplace of the employer to another to picket them. This type of picketing is unlawful.

Source wikipedia

#HR #Word:#Intellectual #Capital

The term “Intellectual Capital” collectively refers to all resources that determine the value of an organization, and the competitiveness of an enterprise. 

Understandably, the term “intellectual capital” from a human resources perspective is not easily translatable into financial terms.  For all other assets of a company, there exist standard criteria for expressing their value. 

Perhapss, this term could more appropriately be called a “non-financial asset.”

  In an article written by Paolo Magrassi titled “Taxonomy of Intellectual Capital”, 2002, Mr. Magrassi defines human capital as “the knowledge and competencies residing with the company’s employees” and defines organizational intellectual capital as “the collective know-how, even beyond the capabilities of individual employees, that contributes to an organization.”

Although there has been an increasing interest in intellectual capital and an increasing interest in how it might be managed, there has been little written to succinctly describe and define the concept.  

Intellectual capital can include the skills and knowledge that a company has developed about how to make its goods and services.  It also includes insight about information pertaining to the company’s history; customers; vendors; processes; stakeholders; and all other information that might have value for a competitor that, perhaps, is not common knowledge.  

Intellectual capital is therefore, not only organizational knowledge, it is also industry knowledge.  It is the combination of both cognitive knowledge and intuitive/experience-related knowledge.


Elements of Intellectual Capital

In all definitions of Intellectual Capital, the following taxonomy can be recognized:

  • Relationship Capital: All business relationships a company entertains with external parties, such as suppliers, partners, clients, vendors, etc.
  • Human Capital: Knowledge and competencies residing with the company’s employees.
  • Organizational Capital: The collective know how, beyond the capabilities of individual employees.  E.g.  Information systems; policies and procedures; intellectual property. (Sullivan, 2000)

Preserving Intellectual Capital?

The problem today in many organizations is employee attrition through layoffs, resignations, retirements, and other forms of employee separation from the company.  We would like to ask employers the following question… Are you sure that when the economy sufficiently turns around, you are able to predict if your most valuable employees are about to walk out the door? Think and Act.

Refer below link on few tips on how to preserve intellectual capital


#HR Word:#Firefighting🔺

Firefighting is a concept of finding a solution or quick remedy to a critical business problem which has occurred suddenly, without too much preparation by the organization. 

Firefighting, as name suggest, is derived from practice of extinguishing the unpredicted fire in the emergency situation. 

With time, the term has been used in the corporate world, in which extra resources are being employed in case of an emergency/critical situation.

 These resources could be anything, right from increasing manpower to employing more machine/systems on it.

Some of the plausible situations are as follows:

• Project closing its dead line and some accident takes place which leads to delay as an consequence

• Real emergency occurs that could hamper and do immense danger if not countered upon immediately

In Today’s evolved corporate culture, Firefighting is considered to be a technique to be used as a last resort at disposal. Proper processes and necessary securities need to be taken and adhered to, for avoiding such emergency situations. 

Having said that, most mature organizations are always on be their toes to deal with the uncertain and unforeseen situations in their regular processes.

Following example describe the Firefighting concept:

Suppose an IT organization is working on a project with a definite deadline. Things were moving as per the self-adopted time line but suddenly two days before the deadline, there is a major code crash .That code crash impact was so severe that the whole schedule got delay by additional 5 days.

Here the Managers would adopt a Firefighting strategy. They would use all the resources at their disposal to try and meet the deadline. Coders and other support team may be pulled from other projects for short basis and additional machines could be utilized. Experts would be called upon and if feasible some of the work could be outsourced

Hence all necessary steps would be taken up to do deal up with the emergency and counter the situation at hand. This would summarize the Firefighting technique.

Hiring Huge Volume in Sudden Rise of Business also Calls for Implementing Firefighting Hiring Strategy. 

#HR Word:#Factor #Comparison Method (For #Job #Evaluation)

Factor Comparison is a method used to carry out Job evaluation. Job evaluation refers to the measurement of the value of a job relative to other jobs.

Factor comparison is a complex quantitative method.

In this method, each job is given a rank on the basis of a number of factors. 

These factors are enumerated below:

1) Skill

2) Mental effort,

3) Physical effort,

4) Responsibility, and

5) Working conditions

A composite score is obtained by assigning different weights to each factor and the value of the particular job is hence obtained. The jobs are then compared on the basis of their composite score.

The steps to be followed in this particular method are as under:

Step1: Key Jobs across the organisation are selected. About 20-25 jobs across various departments of the organisation can serve the purpose well

Step2:  For each job selected, corresponding evaluation parameters are selected

Step3: Each job is given a rank under each formulated factor in an independent fashion (without any consideration from other parameters)

Step4:  An equivalent monetary value is assigned to each job parameter

Step5: The money value of the job is then apportioned amongst the formulated factors.

The advantage of this job evaluation method is its broad application. 

It can be used in wide range of job roles, it can also be applied to the new roles in different organizations to compare them with similar positions. 

Converting the value of jobs in monetary terms can enable the organizations to make sure their recruitment and selection method provides a reasonable return on investment

 Monetary values are assigned in very fair way according to the agreed ranks fixed by the job evaluating authority. This method is flexible as there is no upper limit on the rating of the factors.

The major disadvantage attached with factor comparison method is that someone will have to make a decision on evaluating the relative worth of each factor. For example, some employee might believe that knowledge is worth more than skills and might allot this factor more salary. It is difficult to operate, explain and understand. It is also costly as well as time consuming

Refer the below link for more detailed Practical examples.


#HR #Word:#Facilitation

Facilitation is the process by which, managers, leaders, and communicators add content, process and structure to discussions, meetings, thinking groups and ideas

Facilitation is generally done by an individual who is called the facilitator, who leads the groups to obtain information and knowledge, and to work collaboratively and accomplish a given set of objectives or the goals that are sought after.

There are different types of facilitation, to name a few – Group facilitation, Individual facilitation

Group facilitation is generally done by internal or external individuals seeking to improve presented content and knowledge, formulating process, providing structure to meetings, promoting shared responsibility, and drawing participation.

Individual facilitation also has similar objectives but is targeted at an individual rather than a group, in improving the desired qualities in the individual and bringing for the desired goals and objectives of facilitation.

A facilitator should have good leadership skills, deep knowledge about processes and structures of discussion, understanding of interpersonal dynamics, strong listening and communication skills etc.

#HR #Word:#External #Fit

External fit is the alignment between the organization and its environment. When the strategies of the organization are aligned to the HR systems of the organization to be in sync the external environment it is called external fit.

When the performance of the organization is positively affected by the alignment between the organizational contingencies and the environmental contingencies it is said that fit exists. Fit can be of two types internal fit and external fit.

Here HR systems refer to the HR practices and policies of the organization.

External fit is essential to improve the performance of the firm. 

It has been found that firms which have better external fit between strategy and HR systems have better performance than firms which have a less external fit

Thus HR systems facilitating the execution of the strategy of the firm results in higher performance. So having external fit is a competitive advantage for the firm.

#HR Word:#Extension #Organization 🏩

Extension organizations are considered to be organizations which do not work in isolation but are dependent on a number of other subsidiaries or extended organizations that it has.

Example, an insurance company is an extended organization. It is dependent on the sales tied agencies (extensions), sales managers operating from regional offices (extensions).

The basic idea is to integrate all the extensions to ensure that there is a common link, and every organization can work on itself.

Problems in Extensions

1. Lack of motivation

2. Professional incompetence

3. Lack of rewards

Thus the extension procedures aims at removing these discrepancies, and ensure everything is in place.

Plans/procedures in place

1. Job Analysis: Understanding the nature of the job in extensions are crucial for this. It may give the expectations needed, but we also need to determine the objectives & where does the job fit in.

Critical aspects for the plans include values, commitment, concern for the community, & understanding the necessary training required from the job.

2. Recruitment/Training of the people: There is a great need for hiring the right people & proper training mechanism, to make them ready for future challenges, scenario planning. It should be based on the needs analysis.

3. Potential Appraisal: Counsel/guide employees towards greater job effectiveness.

4. Work Group: Introduction of job enlargement/enrichment & job rotation to keep the motivation among the working members high.



1. Extension procedures lays down the guidelines/skill sets which can be followed for an effective organization.

2. It also takes in to account the critical factors for an organization, which ensure that the plans are realistic enough.

3. Extension planning has enough material to keep the motivation of the employees high, and ensure that they work to their full potential.


1. Focus cannot be given to all the factors at the same time, which may result in implementation problems

2. Not all industries are well acquainted with the methods and schemas suggested.

3. There is always a chance of attrition & man power planning, so extensions developed without these in premise often fails.