A Swachh Bharat Supporting Labour Laws & Workforce Integration
Indian manufacturing has got a dynamic boost and tremendous recognition with its Make-In-India initiative. One of the landmark reforms being talked about is labour reform, where measures to change labour laws of India for the better are being introduced. After all, Flexibility, Employment and Labour Reforms have always been vehemently contested as the gateway to growth for Indian Manufacturing Industry.
To apprise people of these measures, about 20 million text messages were sent out to organizations, labourers and youth. The initiative has been welcomed by the Chambers of Business. The scheme has proposed Shram Suvidha Portal which is a single window for compliance with labour laws. This scheme attempts to simplify procedures of the labour industry rooting for complete transparency and accountability. Primarily, the scheme is proposing easy portability for provident fund users, a worry-free labour law compliance web portal and a scheme for training apprentices. These measures will minimize unnecessary harassment by the inspectors.
Features of the new Labour Reforms:
New inspection scheme: This scheme is primarily aimed at taking the discretionary powers from the inspectors. Under the new inspection scheme, the inspectors will have to file a report within 72 hours. Further, the Inspection is proposed to be divided into three parts, namely – mandatory, optional and compliance-based. An auto generated list will be provided to inspectors to intimate them about their inspection location. As per the current statistics, every year about 8,000 inspectors undertake 175,000 inspections.
Unified Labour Portal (named Shram Suvidha): The government for four Central government organizations – Employees Provident Fund Organisation (EPFO), Employees State Insurance Corporation (ESIC), Directorate General of Mines Safety (DGMS) and Chief Labour Commissioner has introduced this unified labour portal. This will aid to reducing the compliance sheet from 80 pages to a single sheet by channeling a common window for:
Registering of units
Reporting of inspections
Submission of annual returns and
Redressal of grievances
Unique Labour Identification Number (LIN) – It is proposed that a unique Labour Identification Number or LIN be allotted to each employer after registration.
Universal Account Number (UAN) – Universal Account Number is a facility for 2 million EPFO subscribers for portability of PF funds on switching jobs.
Apprentice Protsahan Yojana – Under this scheme, the Union Labour ministry would contribute 50% of stipend cost to train youths during the first two years of training program. Currently over two lakh apprentices are getting trained under the on-going government scheme. It is proposed to raise this number to whopping 23 million in the coming years.
Automated Inspection Process
From now on a computer will decide where the inspector has to go for inspection and he will have to file his report within 72 hours, helping both labour and industry. The area of inspection will be divided into three parts: mandatory (extreme situation), optional (system-generated) and compliance-based. The inspector will get an auto-generated list.
If implemented, the reforms will provide a spurt in the number of skilled personnel and stimulate growth of the manufacturing sector.
These measures were announced by the Prime Minister on the occasion of the Deendayal Upadhyay Shrameva Jayate. Few industry experts feel that, though the reforms are positive, the power will still lie with few bureaucratic hands. India has 47 central laws and over 200 state laws that regulate the relationship between workers and their employers. The near future should hopefully bring about an impactful revision in such workforce relationship, fostering uninterrupted growth for our country.
For workforce of small and mid-sized industry segments, PeopleWorks lends support towards hygienic infrastructures for Employee Data Management. PeopleWorks takes the onus of ensuring optimal workflow and regular updating of policy changes. A unique cloud based Employee Lifecycle Management solution; PeopleWorks blends technology with unmatched features that make HR data management practically effortless. PeopleWorks is an offering that can be used to extract data in relevance and with compliance. To request a demo of our unmatched solution, click here.
When we speak of innovation, we speak of generation, development and implementation of ideas. These are ideas that produce fresh strategies, products, services or processes which uplift economic or social value. Innovation is the creation and application of better solutions that meet new requirements, evolutionary needs, or existing market requisites. Innovation also connotes originality and radical and incremental change of existing products, processes and services. It can be a solution that makes an uncommon breakthrough for the market or society.
One of the first people to define innovation was Schumpeter in 1947 when he stated that innovations are a new way of doing things and that they change the values of the existing system. Innovation became a systematic evolution of a concept that was never experienced before.
It is critical for innovation that it has:
An innovation strategy that is developed over a period of time
An innovation process that is systematically integrated within the business
Comprehensible goals to incorporate strategy within the company culture over a period of time along with merging market dynamics and customer needs
A resultant change that should be sustainable
A value derivative that impacts market and business growth incrementally
Today, technological sprints are appearing at dizzying speed. Now more than ever, companies have decided to align themselves with innovation as a mandatory component of their business strategy. According to Gartner, top strategic innovation trends for 2014 include The Rise of the Smart Machines, Personal Cloud, Hybrid IT and The Internet of Everything, all of which have a dynamic scope of revolutionizing employee work function.
Creating a better future requires creativity in the present
An innovation succeeds because it solves a large enough problem for the user and a business. Continual improvement is imperative for any business as it creates differentiators from competition in product manufacturing and services delivery. For SMBs to survive the cutting edge of competition, they need to keep upgrading USPs as an integral part of their business strategy. It is important for companies to be better equipped with hygienic data management systems which are scalable to market innovation.The companies that are more likely to be received better by their market and partners are those with the speed of decision making and an innovative mindset. Practicing innovation also helps set an example for those who work with a business, like vendors and employees.
Ideas come from everything
Innovation has become the DNA of many successful companies. Innovation led companies adopt these four practices, by and large:
Pegging the next S Curve: Saturation point can reach fast enough for a growth company. It’s important to be proactive as the best products, markets, and business models go through a predictable cycle of growth and maturity. An innovation window is created when the first growth curve hits an inflection point. The best companies realize this and hence make innovation a continuous process. Steve Jobs applied this practice with Apple products. He evolved his product design and value as competition against Sony rather than Microsoft, and created breakthrough products such as iPod, iPhone and iPad [1]
Think Laterally: Innovation involves creating new options and this is where designers excel. In 2003, the reign of erstwhile innovation of compact disc ended when Apple moved into the digital music space as a provider and distributor of content. Apple created iTunes as an online service allowing users to download legal, high quality songs for a very reasonable price. This was an example of searching for uncontested market space and Value Innovation, which are key concepts of The Blue Ocean Strategy which reaches beyond existent demand and recreates market boundaries.
Go Lean: Lean development means creating a successful offer before running out of resources. In the new lexicon of lean, customer development should happen in parallel with product development. Lean manufacturing is based on optimizing flow, increasing efficiency, decreasing waste, and using empirical methods to decide what matters, rather than uncritically accepting pre-existing ideas. Toyota was a leader in implementing lean practices in the 80s. [2]
Toyota brought focus upon collecting all employees associated with a given project; designers, suppliers, even sales and marketing people, into a single workspace. They delivered the final product as close as possible to the point of sale. This is known as the “just in time” concept. The technique also places heavy emphasis on keeping the inventories low [3]
Create a Culture of Innovation: CEOs of ingeniously successful enterprises have set a firm foot forward and ensured management provides air cover for innovation risks. Howard Schultz got in every Starbucks store manager from across the world to help redesign its café experience. Google encourages employees to spend 20% of their time on new ideas. Chanda Kochhar, MD & CEO, ICICI Bank Ltd. believes innovation in any company has to work both ways, top-down as well as bottom-up. Anand Mahindra, Chairman, Mahindra Group has brought in a 5S framework in his organization’s mindset comprising space, self indulgent creativity, simplicity, sans and sustained experimenting.
But is bringing innovation within a corporation really that easy?
Enterprises today know that innovation is employee driven. Employees are the best source of ideas as they do the actual work, engage with the real users, and adhere to real time processes. In spite of all care taken, things can go wrong at points where,
Initiatives are launched with great excitement and expertise, but the market and users react on a tepid note.
Ideas come forth with such drastic buzz that companies invest in innovation without testing customer behaviour and response
Intrapreneurial gusto can be lost between approvals and budget go-aheads in mammoth establishments
Employees may not readily connect their functional goals with the organization’s business goal. In this scenario, employees may feel uninspired to come up with out-of-the-box ideas as their purview of work experience is performing their role and the buck ends there.
There is no formal inventory of ideas and verbally discussed ideas may be purloined.
Aligning with innovation
Considering these challenges, a framework is essential to leverage ideas and motivate employees simultaneously. Recognizing innovation also has to be a collaborative effort. In this regard,
Innovation should be included as a part of the organization’s DNA and emerge as a new culture
Managers should create strategies to ensure that the product or individual is not the sole focus of innovation, but also market and customer needs, which fluctuate rapidly.
Employee involvement should be foremost as employees birth ideas that are intrinsic to their respective business and can harness the economic potential of their product market, provided time and space is given, and the course is well monitored
In other words, breakthrough potential within any organization needs to be fuelled, guided and aligned with customer need. It must be ensured that the product or individual is not the sole focus of innovation. These new ideas require acceptance, iterations, directional changes, course corrections and support from business excellence groups within the enterprise.
Innovation Is Not the Result of Chance, It’s the Result of Action
PeopleWorks believes that ideas can be sown and germinated within the capacity of any business, and workforce can be effective contributors to innovation. This dispels the expense of hiring external consultancy, and nurtures employees to take onus of innovation.
PeopleWorks is aware of demanding business needs and hence we collaborate with our customers’ uninterrupted growth. For this reason, amongst a host of Human Capital Management solutions, we have introduced IdeaWorks. IdeaWorks is a unique tool that your organization can employ to encourage and facilitate ideas and innovation within your flagship.
The IdeaWorks Engine – How Ideas Can Be Funneled Towards Innovation
IdeaWorks is distinctive in its advantage as it benefits both the organization and the employees together, by automating the process of idea submission, approval/rejection and implementation. IdeaWorks can assess ideas and provide a predictive indicator of the impact on your ROI before the project even begins. The IdeaWorks engine drives your business growth in constructive ways benefiting both the organization and employee
IdeaWorks encourages employees to be excited about their ideas, and follows a flow from logging through to implementation, and beyond. IdeaWorks is a platform from PeopleWorks that collects, corroborates and collaborates new thinking, alongside lending credibility and recognition to the employees who suggest better processes or planning. IdeaWorks helps management recognize talent with autonomy and fosters employee engagement and hence greater innovation. PeopleWorks supports enterprises with the finest employee data management solution. To harness the best from your workforce, bring in compliance, streamline workflows, and invest within the cultural paradigm of your company, and not externally, click here for a free demo.
The Indian economy relies substantially on the contribution of SMEs. They employ close to 40% of the country’s workforce, and are responsible for generating millions of jobs; thereby contributing to 45% of India’s manufacturing output. But Indian SMEs have been slipping on productivity, primarily due to their hesitancy in adopting new technology. Upgrading employee skills and realizing the incentive to invest in technology and automation are just a few concerns of these organizations. PeopleWorks conducted a CXO event to explore the lacunae within the Indian SME tapestry of HR processes.
It was a unique opportunity to engage with business owners and HR management from across various verticals during the PeopleWorks event “Business Transformation through HR Innovation”, in Pune on June 18th, 2014. It was our endeavour to also understand the vast number of challenges Indian SMEs are facing in the dynamics of changing market behaviour.
We had a sound amalgamation of C-Suite and HR management from various sectors of Real Estate, Automotive, Advertising & Print Media, Management Consulting, Oil & Gas, E-Learning, IT and more, at the event. Ms. Chitra Duvedi, CEO of Enhance & Excel moderated the event and led the discussion incorporating her inputs from her vast experience in the field. PeopleWorks was represented mainly by Mr. Pavan Chandra, COO, Mr. Sanjay Kamath, Head, Sales-All India and Mr. Ajay Ananda Murthy, Head, Marketing. The conversation was engrossing from the time it began, and the following observations were made within the purview of business transformation:
The participants expressed their understanding of business transformation and its relevance to their respective business.
Technology, functions and roles of employees are in the fast lane in today’s world. Everyone agreed change is vital to cope with market pressures.
Pain areas were identified primarily in the scope of attrition and retention. Attracting the right talent is a big stress point.
Attrition rates are growing as hired candidates are found to be misaligned with companies’ goals.
Some guests shared innovative solutions they had evolved to bridge the gap between education and hiring, so attrition could be reduced. From “Retaining to Retraining” of talent, to measuring “Learnability – Trainability” quotient of new hires, some sharp ideas came forth.
Employee engagement and succession planning is the need of the hour for higher retention.
Growth drivers were identified to be automation and a people-centric approach with workforce.
Millennials and Gen Y are much more in synch with the advent of mobility and apps. SMEs must be geared to accommodate aspirations of a workforce that is highly interactional on web and social channels to stay ahead of the curve.
It was well observed that there is a compelling need for streamlining processes via automation for SMEs geared towards their business goals. It was highly agreed upon that it is vital to fulfill the expectations of the workforce, as well as providing the creative freedom for HR and employees to become idea oriented, rather than task oriented. Some speakers felt that there is also a pressing requirement of aligning company goals with employees’ individual career goals, so retention becomes less stressful and business and workforce enjoy the benefits of an exemplary growth.
PeopleWorks stands for growth uninterrupted. And we support our customers in their journey of transformation and change by innovating HR to an extent that they veer away from administrative chores, and become a strategic arm for their business. We have designed a unique solution for your organization’s Human Capital Management needs. Our product takes care of end to end employee lifecycle management. And just with a single click. What’s more is that you can calculate your ROI savings before making a decision or access our website www.peopleworks.in for a demo and further details.
“The mind is not a vessel to be filled, but a fire to be kindled.” ~ Plutarch
These great words by Plutarch (Greek biographer, essayist, priest, ambassador, magistrate, and Middle Platonist) stand extremely true in a mentor and mentee relationship. A mentor and mentee association can be best described akin to that of a teacher and student. A mentor plays the pivotal role of stimulating the positive side of an individual to kindle the best in the mentee. It’s important to keep that space flexible, as it provides opportunities for both mentor and the mentee to grow, explore opportunities and advance in professional as well as personal space.
Traces in History
Taking a quick dip into our ancient Indian history, we observe that the importance of mentoring was well received even million years back with our ancestors accepting the Gurukul system of learning. This system of learning had a guru (teacher) and shishya (disciple) living together to share knowledge. This learning was based on accompaniment.
Cutting to the present, we will be able to relate to Montessori education which emphasizes on independence, freedom, and overall natural development of a child. It allows children to learn from practical experiences. The Montessori system of education strives on less of instruction and more of gaining awareness by practical experiences. This model advocates self construction through a steady interaction with the surrounding environment.
Reflecting on the lives of some of the eminent people throughout history, we find that a majority of them had a mentor to look up to. For instance, one of the world’s richest men in the world, Bill Gates had Dr. Ed Roberts as a mentor. Steve Jobs was mentored by Robert Friedland. Mahatma Gandhi had found his mentor in Gopal Krishna Gokhle. As we see it, these people were just outstanding in their contributions on a global scale. These mentees were provided the requisite trigger by their mentors. It helped them achieve the impetus which goes beyond the mere vision of goal attainment by a mentee.
Who Can Mentor?
Essentially, the right mentor depends upon what kind of knowledge exactly the mentee is looking out for. A mentor necessarily need not be a person who holds some senior position. It can be anyone whom a mentee has met. A mentor by all means helps in plucking the mentee out of his/her shell. By understanding innate potential innate in the mentee, mentors can help them to pursue their dreams and aspirations with the requisite positive zeal.
The Process of Mentorship
A mentor is an experienced guide who is empathetic and knows how it is to be in your shoes. A mentor provides feedbacks, suggestions and the imperative encouragement to move forward and helps you put your best foot forward to step up to the next level. Mentors exercise several techniques for taking learning to the next level. They accompany, by committing to the process. They sow, by preparing and adding value to their guidance, so it is understood across all stages. At a critical stage of learning, when the mentee’s perception needs to transcend to a higher zone, mentors can even catalyze and provoke gainfully under pressure. They demonstrate, by setting an example of their behaviour as a leadership skill. They teach the mentee how to harvest the benefits of their training by connecting their increased awareness to application in work and life.
Mentoring Success – in Terms of an Organization
In the last decade companies have begun to realize the need to reignite the mentor and mentee relationship, and are going great lengths to formalize this through supportive policies. It is now understood that if organizations invest in smarter nurturing of their talent, it will foster healthy work relationships and business will consequently thrive. Building a sturdy company culture from the roots means birthing innovation which is a profitable function of today’s agile business dynamics.
In the corporate world, mentoring programs have been found critical for developing, retaining and also for attracting employees. A survey by the American Society for Training and Development entails 75% of private sector executives found “mentoring” to be the essential helping hand to reach out to the current position they were in. Mentor-protégé programs are important for change or transition, and also facilitate coaching, knowledge transfer, and the creation of contacts, among other things for fresh recruits. A coach or mentor will help a new employee adjust to the culture in an organization. New and young professionals take time to get accustomed to an organization’s practices and acceptable behaviors. The coach apprises the new worker of the corporate culture, organizational structure and procedures that will help the younger professional to integrate comfortably with the business. It is very useful to assign a mentor or coach for new employees during onboarding and adjustment, to help them get closer to company procedures, policies and business goals. With a mentor, the new employee has a one point source of confidence and information in a new environment.
What is the role of Performance Management in Mentoring?
Performance Management tracks an individual’s overall performance, as an employee, team member and co worker. It is a method to help an employee identify and recognize weaknesses, strengths and potential by evaluation, so they can set goals to realize their personal career growth. As a general opinion, if mentoring and performance management are linked together it will encourage the person to develop in his/ her career immensely. Following points will throw in more clarity about the same:
Proper mentoring helps an employee to gain an objective experience of their actions and efforts. The “actual” hurdles that are affecting his/her performance come to light and a solution can be derived to proceed further.
The discussions that the mentor and the mentee have will be honest to the core and will provide ample opportunity for positive transformation. Hence performance gets a positive boost.
Employees who are mentored tend to stay longer with the organization, as they feel nurtured and valued, and this builds a desire for them to give back, thereby contributing to the overall success and growth of the company.
Get the PeopleWorks Advantage
PeopleWorks’ Performance Management System has four simple and interconnected modules to smoothly track, manage and automate every aspect of an employee’s life. PeopleWorks’ automated tools evaluate the performance of your employees in a transparent, unbiased and measurable way. PeopleWorks’ PMS module also helps the employees to keep track of their performance at just one go.
Rely on mentoring to kindle the pious fire in your workforce and let PeopleWorks help you keep track of highs and lows of your employees’ work path, to overcome the hurdles in your passage to success. Experience growth uninterrupted with PeopleWorks!
Delegating responsibility has multiple benefits. For a leader who has a vision of carrying his/her team forward collectively, suitable work delegation is an important aspect of goal setting for a manager and for the team. As easy as it may sound, passing work forward is not easy and has to be handled with ample delicacy. A continuous commitment to delegate tasks with your team raises the competence level within the team. There are many reasons why work should be essentially shared within a team.
It is vital for effective leadership: In a business that thrives, the team leader needs to be able to develop skills of employees in his team so that progression takes place with the people within the organization. A stalwart manager will take it upon himself to train suitable team members for rightful succession eventually. This supports employee retention and reduces dependency on hiring a new lot which can eventually affect bottom line in the long run.
Saved time is melody to the ears: A manager or leader cannot spend all his time handling the nitty gritty of every task to be conducted. Goals are created for collaborative progression in a business. Taking control of each job to be completed with utmost quality by the manager is time consuming and allows for a skewed growth and fast burnout as well. By delegating, the manager can conserve his resources for other valuable growth and profit aspects.
It amps up team morale: Yup! To know one is recognized and trusted to execute allotted work boosts up individual confidence. It gives the team member an impetus to feel aligned with the task, take ownership of delivery, and the pride and joy of responsibility which is “entrusted”. This confidence from superiors takes the employees‘ faith in themselves; team and the business vision a notch higher each time. There is no better nurtured employee than the one who feels comfortable and motivated in a collaborative environment. The company can safely envisage innovation by allowing independence and placing trust in their workers by giving them the freedom to own their work, with guidance reassured on the side.
As clear as the bell: Tasks need to be planned and discussed and delegated effectively, with a detailed brief and deadline in place. Clear communication is the fertile earth wherein the seeds of collaboration actually sprout. For this to happen, the manager or leader needs to have a pruned outline of tasks at hand, deliverable dates, along with requirements, inputs and guidelines wherever necessary. A written brief is the precursor to beneficial outputs. Lack of clarity entails a back and forth of dialogues, which can set the wrong tone after sometime. Physical data in lieu of verbal commitment becomes a point of reference, support and guidance which can cut down on time and chatter regarding the work assigned. This way, results arrive faster and well within the hour.
Innovation is born: When a manager assigns work with nested confidence in his team, he gives a green signal for ideas to be born. The employee who has earned his manager’s trust is loaded with self confidence. If you combine this flexibility with space and scope, then it’s easy to incite a positive and loyal emotion in your team or a certain member. An attitude of sharing and alliance will certainly create a birthing ground for concepts and innovation which are out-of-the box and can spring new segments for a business.
Leading The Harmony
It is however, very important to delegate smartly and cogently. A successful business manager needs to keep essential facts under his own control. By judicious selection and mapping, he can place members of his team strategically into his projected work plan. He must know his team and their strengths and weaknesses well. He must allow a certain time period to assess the independent performance of his team members and have the ability to derive the best out of each one, alongside nurturing their skills and abilities. A person’s efficiency is best developed by allowing them to feel responsibility with a clear understanding of goals. A good manager must equip team members with necessary information, pertinent to their work, and encourage them to discuss any obstacles fearlessly. The workload must be gradually built up into the system, so the worker too has time to gauge and anticipate his drawbacks and work upon them. Ultimately, for a human being, it’s all about feeling validated and valued. And since employees spend a chunk of their time in their workplace, this endorsement reaps very high benefits. New opportunities act as stimulants towards better accomplishments. The employee feels nurtured, creates a happy atmosphere around him and inspires others with his work ethic and productivity. In essence, for uninterrupted growth and innovation to flow efficaciously for a business, the foundation is laid with appropriate work delegation and keeping the team spirit together because of it.
A quote by Blaine Lee emphasizes the role of a thriving and triumphant business manager,
“The great leaders are like the best conductors – they reach beyond the notes to reach the magic in the players.”
While setting goals for this year, business owners have been highly inclined towards innovation. Even as technology advances with manic speed, there has been a pause and reflect attitude towards employee welfare and organization culture. Enterprises passionate about innovation are willing to explore new mechanisms of collaboration of both strategy and culture. In reality, culture and strategy interact, and in ideal scenarios, they mutually reinforce each other. Each company differs in their approach to harness the best from each, or put one before another. While Ford’s bounce back story soundly exemplified Peter Drucker’s famous remark, “Culture Eats Strategy for Breakfast”, IBM’s Louis V. Gerstner Jr. had a different tale to tell with his book “Who Says Elephants Can’t Dance?.” “People don’t do what you expect but what you inspect,” was what Gerstner believed and hence devised a new methodology to measure results. The realization he brought in within a crumbling enterprise, was that employees were not competing internally (because of the diversity of IBM products), but with competitors outside. He leveraged on IBM’s unique competitive advantage of integrating its various computing technologies rather than allowing them to branch out as separate identities or brands. Furthermore, Gerstner tied employee compensation to the performance of the whole company rather than to the employee’s particular division. Every employee was liable to make personal business commitments to uphold the IBM umbrella of a larger business commitment. Performance was measured and tied in with their salary. This strategy streamlined the workforce towards a responsible pace and established the parameters of job security within IBM. Gerstner proved to be a fearless leader and visionary, who strove to change culture and strategy both.
Seizing Innovation
Currently outgoing Ford CEO Alan Mulally has been widely hailed as one of the best CEOs of his generation. He took over Ford in 2006 and converted reported multibillion dollar losses into five successive years of annual profits. According to Mulally, the turnaround was not about top management or their brilliant strategy. It was about collaborating with every employee on the vision of the company and making them feel their job is supported and safe as they bought into the plan. Nurturing employees and clear respect for the brand gave birth to “Ford One”, which has been one of the two credos for seizing innovation, the other being “Enrich Lives” by Apple. Permeating Business Excellence These were just two examples of culture vs. strategy, where changed leadership evoked the biggest turnarounds of the past decade. Businesses are human and economic edifices and it is difficult to conclude one aspect is better over another. Even greater elements to rely on for a business to succeed would be performance and quality of human capital. Measuring performance to the highest degree of quality possible for a given task is what business excellence aspires to achieve. Business Excellence is applied across functional areas in an enterprise including strategy, business practices and stakeholder related performance results. Business Excellence models guide organizations towards sustainable world class results.
Collect, Corroborate and Collaborate Innovation
Business Excellence teams are set up to improve existing processes, increase turnaround time, so innovation and ideas are born to take the profit trajectory upwards. Business owners and their management need to be open to the scope of internal ideas that can support an overall business growth. All that is required is a platform that collects, corroborates and collaborates this new thinking, alongside lending credibility and recognition to the employees who suggest better processes or planning. PeopleWorks is introducing one such platform as part of their Human Capital Management solution. Idea Works is a novel concept designed to motivate employees and channelize their appropriate inputs towards continued improvement. Idea Works integrates into business excellence support for SMEs. The following features are offered in this module:
Mechanism to input, upload and track ideas by individual employees
Idea flow from employee >> mentor >> coordinator >> team
Validation, approval and rating data availability of the idea
Tracking flow by stakeholders concerned
Replacement of tedious chain emails with a one point online flow of application, tracking and interaction
Ensuring all communication is in a loop and there is a repository of ideas that can be reviewed by both management and HR
Out-of-the-box ideas are needed to wake up business strategies altogether from a complacent slumber. By adopting a platform that promotes ideas for larger shifts to happen, a company invites, recognizes and stimulates its employees. Employees like to feel as if they are part of a trusting culture where they are safe to share their ideas and valued for their perspective. As a result, engagement and retention rates are higher, which in turn is a cost saving reflex. With a strategy of encouraging and nurturing innovation from within the organization, CXOs can avoid external consultancy costs as well. A well defined culture and a business strategy pliant with human understanding can merge and lead a company along an uninterrupted growth curve for their business. In the words of Lisa Jackson, a corporate culture expert and co-author , “Culture, like a good strategy, must clearly define how success will be measured, include a process to engage many people early and often, and rely on data and facts, versus intuition or vaguely defined actions”.
PeopleWorks 