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HR Practices in India

In this global marketplace, understanding of other cultures and their HR practices is invaluable. This learning module provides students with information about HR practices in India. It includes background information about India’s culture, HR practices and applicable federal HR laws. It is divided into three 50-minute classes and includes activities and quizzes for each class session. Click below link to access the PowerPoint files with teaching notes

Rao India HR Practices To Post

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The Role of Social Media in Recruitment

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It’s been said for some time now that a key component of any job hunt is getting the social media side of things done well. This includes making

sure your LinkedIn profile is up to date, writing a blog and generally getting your name out there online.

I still have my doubts about how potent this approach is, especially for positions that job hunters actively apply for. I suspect that when agents and recruiting managers have a CV to consume they lack the time or inclination to do much research on their interviewees via social media.

New research from North Carolina State University reveals that social networking is incredibly valuable at finding new jobs for people who aren’t necessarily looking for one, which is referred to in the study as ‘informal recruitment’.

This study found that over 1 in 4 of all jobs filled in the US were done so via this form of informal recruitment. Perhaps the most interesting finding is that this ratio increases significantly as the salary of the position rises. In other words, the higher the salary is at stake, the

more likely the position is to be filled informally.

The researchers have broken this down into a ratio. They found that the odds of a job being filled by social networks increased by 2% for every dollar paid per hour for the position being filled.

To put that into perspective, a job paying $100,000 a year is 86% more likely to be filled informally than a minimum wage job paying $14,500 a year.

Of course you will be rightly saying that personal networks have always been valuable. After all, the saying “it’s not what you know, but who you know” wasn’t coined at the dawn of the social media age.

It does serve to reinforce the importance of making sure that plenty of people are well aware of your skills and experience, and networking online is a fantastic way of doing that. So if you’re not currently building up your personal brand, be it offline or online, there’s never been a better time to start than now.

Adi Gaskell is a social media professional and management blogger for Professional Manager.

5 Best Practices for a Successful Payroll System

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35% percent of the average HR department’s time is spent on payroll alone (Sage). In order to maximize the efficiency of your payroll system and prevent errors, you need to follow these best practices for managing your payroll system.

1.      Make Your System Transparent

One of the easiest ways to prevent accidental time theft, mis-classification of employees, underpaid taxes, and other common payroll issues is to produce a pay policy and put it in writing. Post it prominently and provide a copy to every employee.

The policy should lay out:

  • How employees are classified. Wrongly classifying employees as exempt, nonexempt, or contract can put you in violation of the Fair Labor Standards Act and place you at risk of a lawsuit or audit.
  • How wages, salaries, promotions, and raises are calculated; how the pay process works; when changes to payroll go into effect;  nd how the company deals with payroll mistakes.

2.      Avoid Manual Processes

Are you still calculating payroll by hand or in an Excel spreadsheet? The American Payroll Association estimates that error rates from manual payroll processes can cost you 1% – 8% of your total payroll. The more youautomate your payroll system with a payroll services provider or payroll software program, the fewer errors you will have to pay for out of pocket.

  • Simple ledger mistakes are frequent in manual systems due to its reliance on humans to transcribe hours and calculate wages. These systems are also easy for employees to manipulate.

3.      Regularly Audit Your Processes

Whether you utilize a manual timecard system or one that is computerized, you should audit your processes at least once a year. Even automated systems can produce errors. If these are not caught in time, they can wind up costing you. You may overpay an employee due to a math error, incorrectly classify a new employee’s tax status, or fail to increase the pay rate of an employee who was promised a raise.

4.      Prevent Time Theft

Time theft occurs when employees intentionally mis-record their hours, take overly long breaks, spend work hours on non-work-related activities, or use “buddy punching” to check in when they aren’t present.

  • Implement a check-in system that automatically records an employee’s hours when they sign in or swipe their card. You can further decrease fraud by utilizing biometric sign-in hardware such as a fingerprint scanner.

5.      Stay Up-to-Date

IRS tax tables and Federal and state labor regulations change from year to year. It is important that your knowledge of these regulations is current. You can download the latest tax tables from the IRS website. If you use payroll software, make sure that it automatically updates each year so as to keep you in compliance.

  • Pay particular attention to changes in regulations governing: income tax withholding, state unemployment taxes, child support withholding, and fringe benefit calculation and taxation.

The best practices for business payroll center around preventing errors and fraud that are commonly found in manual payroll processes. Transferring your payroll to a specialized software system or third-party administrator can keep your payroll in better shape. Whether or not you choose to go this route with your payroll, make sure that your process is transparent, that you audit it regularly, and that you keep it current with state and federal labor laws.

Bio: An avid business blogger, Megan Webb-Morgan writes for online lead generation provider Resource Nation. You can follow Resource Nation on Facebook and Twitter to get the latest business news and expert advice.

Ten Best Practice HR Tips – Human Rescource Best Practise

Top 10 HR Best Practices

Top 10 HR Best Practices

What I found most compelling in the survey was the list of the Top 10 HR Best Practices that produced the highest impact ratings out of all of the 140 HR practices and features that Bersin evaluated. See if you agree that this is a list that makes a lot of sense:

  1. Structured governance and business case development (HR impact opportunity — 39%). From Bersin: “Building a business case requires a clear understanding of the business or businesses that HR serves, as well as working relationships with all business leaders. HR can achieve both by involving business leaders in the planning processes and governance. This involvement also helps to ensure business alignment and, as a result of that alignment, business buy-in and support.”
  2. Developing advanced workforce planning capabilities (HR impact opportunity — 28%). From Bersin: “High-impact HR organizations incorporate sophisticated forecasting and workforce analytics into their processes. This enables them to translate company-wide talent, business data and external workforce segment data into workable insights that they can use and share with business leaders.”
  3. Implementing the “right” HR philosophies (HR impact opportunity — 27%). From Bersin: “High-impact HR organizations tend to commit themselves to creating work environments that enable employees to thrive both as individuals and as contributors to business success. They strive to create positive employee environments, and clearly communicate these expectations in the HR philosophy and mission. The most effective philosophies focus on fostering innovation and collaboration, or creating the best place to work, while the least effective philosophies focus narrowly on efficiency or cost-cutting efforts.”
  4. Reducing administrative work for HR business partners (HR impact opportunity — 25%). From Bersin: “Many HR functions have a role that is a liaison between the HR function and business leaders. The specifics of this role vary widely. High-impact HR organizations use it to advise senior business leaders, focusing on decision support, workforce planning, leadership development and executive coaching. By enlisting the right person, HR can improve its credibility across the enterprise, improve working relationships with business leaders, cultivate mutual understanding and gain influence. When this role is implemented poorly, with more focus on administrative duties and taking orders, our research found that it can actually reduce an HR function’s ability to work effectively and efficiently.”
  5. Implementing flexible HR organization design (HR impact opportunity — 20%). From Bersin: “High-impact HR organizations are flexible and agile. Like earthquake- proof buildings, they are structured to allow adaptive movement if the ground shifts. No overall HR structural model (centralized, decentralized or a combination of the two) in itself emerged as a predictor of HR success. But certain structural features do lend themselves to areas of excellence. One feature that we found to be universally valuable was flexibility. Fancy organization charts and designs are fine – provided that you also have a culture which recognizes the need to adapt structurally when business needs and challenges change, as well as an HR staff that is capable of making those changes.”
  6. Improving employee-facing HR systems (HR impact opportunity — 19%). From Bersin: “The most significant contributions to the overall effectiveness of an HR function come from community-building and self-service elements. Knowledge-sharing portals, web-based recruitment tools and management dashboards let various HR stakeholders and clients find what they need when they need it. HR functions with user-friendly client systems are regarded as twice as effective and efficient as functions that do not invest in this advantage.”
  7. Measuring both HR operational and business metrics (HR impact opportunity — 19%). From Bersin: “Measurement strategies in high-impact HR organizations have evolved to ensure efficiency, effectiveness and business alignment. Such strategies incorporate both operational measures by which to manage the HR function and strategic people measures to support crucial business decisions.”
  8. Developing internal HR skills (HR impact opportunity — 13%). From Bersin: “As they focus on programs to develop employees company-wide, HR organizations often neglect the development of their own team members. This is a mistake. The world of HR solutions is constantly changing. High-impact HR organizations must invest the time and money needed to ensure team members’ competence grows in such disciplines as change management and relationship management. Efforts must also focus on developing team members’ business acumen, industry knowledge and command of current best practices in all areas of talent management, as well as the use of social networking tools and other HR technology.”
  9. Improving line manager capabilities (HR impact opportunity — 10%). From Bersin: “A common pitfall for many HR functions is the attempt to meet the needs of every stakeholder directly, thereby spreading limited HR resources very thinly. High-impact HR functions have prioritized the focus of their HR resources on building the capabilities of their line managers. This decision allows them to work in partnership with their line managers, versus trying to work around line managers who may be incompetent or ill-prepared.
  10. Outsourcing HR services strategically (HR impact opportunity — 10%). From Bersin: “High-impact HR organizations use outsourcing to enable their internal teams to focus on things that cannot be outsourced, such as building business relationships and developing custom solutions for business managers. These organizations outsource areas that can be improved through economies of scale, or which require global coordination and expertise. What an organization outsources often depends on its level of maturity.”

Source: http://www.tlnt.com/2011/01/27/new-study-the-top-10-best-practices-of-high-impact-hr-organizations/

 

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