Index
A
Ability to use information technology, 16
Absence rate, 225
Absenteeism, 60
Abstention, 257
Accenture human capital development framework, 273
Accenture, 258
Accenture’s intervention, 273
Accounting budget analysts, 99
Administrative excellence, 14
Administrative expert, 7
Adoption assistance, 33
Adoption of investment, 46
Advanced manufacturing technology (AMT), 195
Advertisements, 307
Age, 57
Agility, 6
Aircel, 30
Alembic distributors, 281
Aligning the formulation, 9
Aligning, 10
Alignment with business needs, 125
Allegations of firing workers sympathetic, 189
Amid market volatility, 176
Amortizable, 35
A new mandate for HR, 27
Analyzers, 73
Analyzing needs across periods, 118
Anticipate workforce, 96
Appropriately timed, 285
A role-based, 204
Arbitrary numerical goals, 5
Arctic shores, 2
Argument projects, 12
Articulated vision, 95
Articulating brand attributes, 306
ASPs, 259
A strategy map, 231
Assessing & sustaining organisational competence, 101
Attracting candidates, 152
Attrition fears, 294
Attrition rate, 212
Attrition rate, 26
Automobile market, 94
Autonomous strategy, 160
Autonomy, 42
B
Background to siemens, 213
Background, 57
Backward-looking form, 175
Balanced scorecard, 109
Balanced scorecard, 226
Balanced scorecards, 225
Bank of Baroda, 56
Baseline scores, 222
Behavioral interviews, 154
Behavioural event interviews (BEIs), 204
Behavioural science, 5
Being a great manager (BGM), 134
Benchmarked total compensation practices, 181
Benchmarking, 22
Benefits of talent management, 216
Best fitness, 189
Best place to work for, 68
Best practices, 10
Book value, 31
BoR employees, 294
Bottom line orientation, 209
Box-ticking exercise, 177
Brand, 222
Broader range of responsibility, 216
Brochure award, 307
Brooke bond, 280
Budgetary resources, 95
Buffer/pipeline, 127
Bureaucracy and culture change, 264
Business and financial knowledge, 16
Business environment, 30
Business level strategy, 71–73
Business strategy, 11
Business today-indicus analytics, 47
C
Calculate gaps, 116
Campus connect, 204
Capacity for change, 21
Career advancement and personal development, 181
Career ladders, 99
Career plateau, 45
Caregiver, 47
Cash-carry business, 308
Centers of excellence (COEs), 274
Centralized, 13
Change in interest rates, 54
Change in taxation, 54
Change management skills, 17
Change management, 12
Changes in politics, 53
Changing role of HR, 7
Clarity in process, 62
Clear definitions, 166
Closing loops, 51
Coaching and mentoring, 167
Coaching, 177
Cognitive style, 57
Cognizance of the vacancy, 151
Collaborative effort, 305
Committed workforce, 45
Committee assignments, 142
Communicative discipline, 308
Compensation contingent, 198
Competences, 167
Competencies, 168
Competency approach, 156
Competency certification program, 204
Competency interviews, 154
Competency-based hiring, 41
Competitive positioning, 202
Completion of hiring plans, 114
Computer modeling, 121
Computer-based training, 142
Configurational view, 11
Considerable realism, 9
Considerations for L&D design, 138
Consultancy services (TCS), 47
Contact points, 304
Content validity, 153
Contingency view, 11
Contractual obligations, 36
Coordination flexibility, 13
Core efficiency measures, 234
Corporate alignment, 163
Corporate attitude, 284
Corporate India’s HR strategy, 223
Corporate level strategy, 71–73
Corporate social responsibility (CSR), 55
Cost allocation, 75
Cost containment, 73
Cost leadership strategy, 72
Cost leadership, 11
Cost reduction strategy, 75
Cost–benefit analytical approaches, 36
Cost-benefit and ROI, 169
Countercyclical hiring, 44
Create and measure the degree of alignment, 229
Credibility and integrity, 17
Critical thinking, 16
Cross-border deals, 286
Crucial issues, 286
C-Suite execs, 236
Cultural compatibility, 283
Culture and relationships, 181
Culture potpourri, 316
Current phase, 180
Customer orientation, 17
Customer satisfaction, 169
Customised feedback report, 2
D
Dashboards, 226
Data analytics, 63
De-bottlenecking production, 25
Decentralization, 197
Decision making, 6
Decision-making aspects, 52
Deemphasized, 45
Defenders, 73
Defining an organisational architecture, 6
Degree of confusion, 178
Degree of two-way, 258
Delegation of tasks, 257
Delhi-based singh brothers, 281
Delivery of HR services, 232
Delphi method, 122
Demand forecast, 109
Demand then, 114
Demonstrating commitment, 99
Deployment, 71
Developing the capacity to perform, 171
Developing the skills, behaviours, and mindsets, 140
Development objective, 164
Development-linked career plan (DLCP), 25
Digitaligence work, 52
Disabled employees, 43
Distinctive indicators, 150
Diversity handling skill, 16
Doables and deliverables, 235
Downstream function, 9
Due diligence, 289
Dupont guidelines, 37
During merger, 286
Dynamic demographics, 53
E
Earning before interest, tax, depreciation and amortization (EBIDTA), 30
Ecological imbalance, 55
Economic downturn times, 44
Economic factors, 54
Economic rationale for investment in training, 35–36
Education, 57
Effective communication, 17
Efficiency and effectiveness, 169
Electronic posting, 157
Eliminating interruptions, 266
Elimination of world poverty, 18
Em young you must train them right, 204
E-mail, 159
Emami and zandu, 280
Emerging issues, 256
Emphasis, 163
Employee advocacy, 209
Employee advocate, 15
Employee assistance programs, 15
Employee behavior, 189
Employee commitment, 303
Employee helpdesk, 210
Employee oriented, 41
Employee perception toward merger, 293
Employee referrals, 158
Employee relations expert, 7
Employee value proposition (EVP), 181
Employee welfare activities, 4
Employer brand, 305
Employer of choice, 68
Employer–employee relationship, 21
Employment security, 10
Employment security, 197
Empowerment, 194
Encompasses race, 57
Engagement, 213
Enhancing administrative efficiency, 13
Enhancing quality, 174
Equitable compensation, 41
ERP platform, 258
E-services, 260
ESOPs, 198
Essential elements of SHRM, 12
Establishing L&D needs, 140
Ethnic group, 57
Evaluation and feedback of the activity, 140
Evaluation models, 142
Evaluation objective, 164
Ever-advancing technologies, 257
Ever-changing business environment, 176
Ever-increasing product–market competition, 53
Ever-scarce resources, 256
Example of failure, 288
Excellence theory, 5
Execution deficiencies, 141
Exit interview, 210
Expense type, 251
Experience personal transformation, 136
Experience vs. exuberance, 24
Extensive sharing of financial, 211
External alignment, 201
External fit, 13
F
Face validity, 153
Facilitate strategic business, 96
FBA navigator, 87
Fearlessness, 30
Fears of outsourcing, 267
Federal express, 196
Feed-forward process, 207
Financial assets, 31
Firing line, 178
First world war, 4
Fixing-improving, 63
Flexibility, 235
Flexible recruitment strategies, 160
Flexible, learn to adopt changes, 306
Focus of performance reviews, 163
Follow up, 173
Ford motors, 311
Forecasting potential vacancies, 99
Forecasting techniques, 93
Foremanship and supervision, 38
Formulate the strategy for, 96
Fortis healthcare, 281
Four quadrants, 168
Four-quadrant approach, 168
Free of ambiguities, 231
Freezing hiring, 127
Frequency, 163
Functional level strategy, 71–73
G
Games and simulations, 142
Games people play, 207
Gemini power hydraulics, 269
Generic method, 140
Global EAP programs, 43
Global education center (GEC), 204
Global expansion, 59
Global family identity, 316
Global HR excellence award-2016, 68
Global medical, 43
Global women’s theme, 183
Globally-minded CEO, 236
Goal alignment, 201
Good human capital, 16
Google, 305
Great places to work for, 194
Greener pastures, 182
Growth-oriented entrepreneurs, 266
GTL infrastructure, 280
H
Handling career plateau, 39
Handsomely, 47
Harmonization, 104
Hawking, 87
Hay group research, 176
Head hunting, 157
Headcount-specific, 97
Healthcare costs, 15
Heritage of innovation, 214
High fliers survey, 311
High performance culture, 213
High performance work systems (HPWSs), 194
High-quality performance discussions, 176
Hinduja group’s flagship company, 24
History and evolution of human resources, 27
Holistic approach, 72
Horizontal fit, 13
HR architecture, 229
HR branding, 303
HR data warehousing, 260
HR functions, 149
HR investment considerations, 34
HR scorecard is a management tool, 228
HR staff and structure, 12
HR’s impact on bottom line, 22
HR’s tryst with challenges, 59–60
HRM value chain, 149
Human capital, 35
Human equation, 197
Human lives, 68
Human resource champions, 7
Human resource management (HRM), 31
Human resource outsourcing (HRO), 259
Human resources, 31
Human touch, 60
I
ICICI–BoR merger proposal, 293
Ideas of innovation, 70
Identification of developmental needs, 163
iGate acquired patni computers, 281
Impact analysis, 147
Impact-effectiveness efficiency, 207
Implementation, 285
Implementing PMS, 173
Improved competitiveness, 59
In depth HR knowledge, 16
Inception of the SHRM concept, 5–7
Increase in attrition levels, 24
Increased flexibility, 148
Increased job satisfaction, 304
Increased litigation, 61
Increased motivation leads to, 147
Increasing competition, 256
Indian cement manufacturer ABC Ltd., 272
Indian commercial vehicle market, 24
Indian experiences, 260
Individual assessment, 173
Individual-effect at departmental and organisational levels, 174
Individualism, 53
Industrial dispute act, 55
Inflation, 54
Information communication technology (ICT), 16
Information dissemination, 56
Infosys, 307
In-house management learning center, 38
Innovation strategy, 75
Innovation, 53
Innovative recruitment strategy, 160
Inside-out, 206
Institutional capacity, 159
Intangible assets, 31
Intangible rewards, 41
Intangibles, 31
Integration planning, 285
Intelligent company, 51
Interdepartmental, 39
Internal alignment, 201
Internal branding efforts, 301
Internal branding, 206
Internal newsletter, 309
Internship recruitment, 159
Intervening processes, 203
Investments in HRs, 38
Investor demands, 53
Involuntary separation, 226
ITC Infotech, 52
J
Job enrichment, 33
Job fair/campus recruitment, 157
Job posting, 157
Job rotation, 142
Job-related educational expense, 183
Job-related interviews, 154
Job-secure workforces, 42
K
Keep up with everything, 69
Key business stakeholders, 139
Key markets, 222
Key performance measures (KPIs), 164
Key pillar of the siemens’ strategy, 214
Key source of uncertainty, 150
Key takeaways, 311
Kirkpatrick model, 142
Kiss of death for HR, 70
Knowledge development, 199
Knowledge management, 59
Knowledge of the business, 232
Knowledge-based economy, 301
KPMG, 257
L
Labour patterns-hiring patterns, 118
Labour pool, 95
Labour relations management, 189
Lagging indicator, 232
Laid-off, 283
Leadership and high quality people management practices, 181
Leadership approach, 195
Leadership bench to leadership brand, 208
Leading indicator, 231
Lead-time for actual delivery, 180
Learning and development strategy, 106
Learning and development (L&D), 52
Learning and development, 136
Learning and development, 167
Learning channels, 52
Learning management systems (LMS), 261
Leave voluntarily, 113
Legal environment, 55
Leverage bigger asset, 290
Leverage borrowing, 282
Leverage diversity, 57
Leverage Internet, 251
Line management, 13
Line managers, 4
Line or department managers, 99
Lipton India, 281
Lock-in policies, 189
Lower cost-to-hire, 303
Lower time-to-hire, 312
Lupin pharmaceuticals, 222
M
M&A life cycle, 281
Macro perspective, 21
Made by you, 311
Magnum management, 129
Magnum Opus International (MOI), 250
Maitree, 47
Make or buy, 265
Manage HR as a strategic asset, 228
Management of change, 232
Management of culture, 232
Management, 16
Managerial decision making, 224
Managerial judgment, 124
Managing intellectual capital and knowledge, 6
Manpower, 82
Market value, 31
Marketing-led strategy, 10
Markov analysis, 120
Matrix of recruitment strategies, 159
Maximize organisational effectiveness, 96
Melting pot of diverse talents, 58
Mentoring, 142
Mentoring, 175
Mentors, 52
Merger, 284
Metrics, 224
Minor disciplinary procedures, 4
Mission statement of TCS, 316
Mission Yes organisation, 25
Mission Yes, 25
Mission, 307
Mistakes, 295
Mobilizing resources, 83
Monetary value of HR programs, 22
Monitoring and designing, 163
Monitoring performance, 171
Most directly influence, 230
Moulding attitudes and generating enthusiasm, 136
MPB team, 25
Mpower, 47
Muddling-through recruiters, 160
Multifaceted approach, 37
N
Natural passion, 307
Needed role behaviors, 79
Negotiation and conflict resolution skills, 17
Newspaper, 158
NIGYSOB, 207
Nominal group technique, 122
Nonpermaneny employees, 243
Nonsubstitutable organisational practice, 149
Nonsubstitutable, 74
Nontraditional investment approaches, 43
No-poach agreements, 181
Normal retirements, 113
Not imitable, 74
O
Oasis executive search, 126
Offensive people strategy, 9
Offshoring, 195
Old economy, 6
Online employee surveys, 264
On-the-job learning, 320
On-the-job training, 142
Open door policy, 320
Operational effectiveness, 228
Opportunity cost, 180
Oracle, 265
Organisation development interventions, 15
Organisation’s recruiting activities, 148
Organisational culture, 311
Organisational function, 57
Organisational goal, 13
Organisational mission, 34
Outside-in, 206
Outsourcing decisions, 266
Outsourcing firms, 259
Outsourcing vendor, 274
Overlapping sales accountabilities, 104
Ownership, 163
P
P&G vibrant living, 43
Paradigm shift, 3
Paradoxically, 179
Parliamentary panel, 284
Part of becoming a social workplace, 179
Past developments, 232
Patent formulas, 31
Paucity of talent, 182
Pay freezes, 53
Pay-for-performance plans, 15
Payroll processing, 265
Peanut butter approach, 207
People as competitive asset, 196
People capability maturity model (PCMM), 204
People developer, 273
People management, 181
People requirements, 19
People soft, 263
Perceived investment, 39
Perception–aspiration–reality (PAR), 209
Perennially loss, 280
Performance analysis, 141
Performance and development reviews, 167
Performance appraisal vs. performance management, 163
Performance appraisal, 73
Performance management framework (PMF), 177
Performance management systems (PMSs), 161
Performance parameters, 166
Performance-based compensation, 42
Performance-related pay (PRP), 168
Personal credibility, 233
Personality, 57
Personnel administration, 19
Personnel functions, 4
Personnel management to SHRM, 3
Personnel management, 5
Perspective, 46
PESTLE–political, 53
PESTLE-political, 60
Philips and Philips model, 142
Physical assets, 31
Pin code recruiting, 268
Pivotal jobs, 227
Planning work and setting expectations, 171
Plateaus, 39
PMS process has three critical stages, 172
PMS process, 164
Policy-making, 9
Poor relation, 236
Positive spin-off effect, 303
Post-merger, 290
Postwar in a developing economy, 4
Potential new hire, 40
Potential surplus staff, 104
Power struggles, 287
Pre-deal, 288
Predictive validity, 153
Pre-merger, 286
Preparation, 172
Prepare for contingencies, 96
Pretty basic view, 69
Principles of management, 5
Proactively managing the attraction, 178
Problem-solving groups, 202
Problem-solving skills, 16
Process fraught with difficulty, 18
Process-reviews, 174
Product market logic, 79
Profitable venture, 280
Profit-sharing strategies, 15
Prolific growth, 280
Prospective allies, 81
Prospectors, 73
Psychological interviews, 154
Psychological trauma, 283
Psychomotor abilities tests, 155
PwC and grow talent, 268
Q
Quality enhancement strategy, 75
Quantitatively demonstrate HR’s contribution, 228–229
Questions asked, 163
R
RAND corporation, 122
Rare in the labour market, 149
Rating system, 163
Ratio analysis, 121
Rationale for outsourcing, 270
Reactors, 73
Ready-mix concrete manufacturers, 272
Real time, 199
Realistic job previews, 41
Reason-culture shock, 24
Recession, 54
Recruitment costs, 56
Recruitment ideology at Infosys, 135
Recruitment might add value, 149
Recruitment must be aligned, 149
Recruitment officers, 4
Recruitment process outsourcing (RPO), 210
Recruitment strategies, 156
Recruitment tool, 304
Recruitment, 148
Recruitment, 181
Redeployment, 100
Reduced employee turnover, 147
Reduced headcount, 81
Reduction of liability or risk, 264
Registrar general, 58
Regression analysis, 121
Related to market losses, 180
Reliance communication, 280
Relocation package, 262
Replacement charts, 119
Resource flexibility, 13
Resource-based view (RBV), 149
Resource-based view, 10
Resourcing cycle model, 152
Resourcing cycle, 151
Restless generation, 24
Retention bonus, 42
Return on investment (ROI), 224
Returns or losses resulting, 114
Revenue raiser, 87
Reverse-engineered, 32
Reward linkage, 163
Rewarding means recognizing employees, 172
Rhythms, 97
Right high-calibre staff, 178
Risk and ROI, 35
Robust performance, talent, and succession management, 181
ROEs, 146
ROI model, 141
ROI process model, 144
Role play, 142
Ross perot, 270
S
Sample retirement projection, 115
Schuler’s employee behaviour model, 11
Schuler’s strategy, 11
Seeking feedback, 51
Selection tool, 303
Selective hiring, 10
Self-access, 260
Self-instruction, 142
Self-managed teams, 10
Self-monitoring, 174
Self-paced video, 196
Selling the company, 206
Semi-structured interviews, 154
Seniority-or tenure-based promotions, 114
Servant leaders, 188
Seven-step model-HR, 230
Shavak Nanavati Technical Institute (SNTI), 37
Shortage of talented employees, 302
Short-term tactical plans, 94
Shrinkage, 188
Siemens’ leadership excellence programme, 215
Sinking waters, 30
Situational interviews, 154–155
Six next practices in HR, 206
Sixth pay commission of India, 54
Skill deficiencies, 141
Skill deployment, 56
Skill obsolescence, 39
Skills/competency models, 118
SLA adherence, 183
Small and medium firms (SMEs), 269
SMART targets, 177
Social media, 158
Sociological factors, 54
Solicited or unsolicited comments, 180
Sources of employee value, 33, 34
Stability of the workforce, 32
Stable staffing levels, 95
Staff training institute, 38
Staff-driven process, 102
Staffing gaps and surpluses for the first period, 116
Staffing tables, 119
Stakeholder approach, 22
Stakeholder satisfaction, 70
State-owned Indian Airlines, 280
Status-quo strategy, 160
Stock options, 33
Stragtegic intent, 173
Strategic alignment and impact, 21
Strategic alignment, 201
Strategic branding process, 305
Strategic capability network (SCNetwork), 69
Strategic choice, 77
Strategic efficiency measures, 234
Strategic fit, 98
Strategic HR means to different organisations, 18–20
Strategic intent, 103
Strategic partner, 7
Strategic planning process, 13
Strategic priorities, 139
Strategic training is “smart” training, 137
Strategic visioning, 16
Strategic WFP model, 101
Strategize for the organisation’s, 96
Strategy formulation, 77
Strategy-making, 10
Strength-based movement, 207
Strident call, 3
Strident view, 9
Strike threat, 294
Structure follows strategy, 78
Structured interviews, 154
Subcontracting, 258
Substitution, 257
Succession planning initiatives, 84
Succession planning, 119
Supply now, 117
Supply projection, 111
Supply then, 114
Sustain competitive advantage, 74
Swedish manufacturing firms, 198
SWOT—Strengths, Weaknesses, Opportunities, and Threats, 77
Synergy, 200
System, 195
Systemic solution, 181
Systems perspective, 17
T
Talent acquisition, 73
Talent custodians, 223
Talent identification, 194
Talent planning, 73
Target applicant pool, 152
Tata Business Support System (TBSS), 200
Tata motors, 94
Tata Research Development and Design Center (TRDDC), 315
Tata Steel, 37
Tata, 201
TCS value proposition, 317
Team building, 141
Technological advances, 56
Technological factors, 54
Tech-savvy generation, 52
Telecommuting, 56
Temporal or “re-test” stability, 153
Tentative basis, 107
Tenure, 57
Tesco Hindustan Service Center (HSC), 134
Tetley Tea, 281
The advent of SHRM, 7
The best fit approach, 11
The big picture, 273
The classic trio, 153
The financial express, 261
The global economy, 53
The magnum, 129
The new HRM for the 21st century, 20, 21
The review discussion, 172–173
The Tata Steel Management Development Center (TMDC), 37–38
The time and motion study, 4
The wealth of knowledge, 32
The work, 57
The workforce, 57
Think tank, 122
Thompson’s categorisation, 258
Three-pronged approach, 135
Time pressures, 265
Timespan of workforce planning, 126
To achieve these goals, 74
To define the behaviours, 74
To encourage people to engage wholeheartedly, 74
To ensure that the organisation, 74
To gain the commitment of people, 74
To invest in people through, 74
To leverage people, 77
To meet its goals and satisfy, 74
Total Quality Management (TQM), 200
Trade journals, 158
Traditional HR, 12
Traditional metrics and measures, 181
Training managers in organisational planning and goal setting, 139
Transactional treadmill, 270
Transaction-level data, 225
Transparency, 40
Tuitions reimbursement plans, 33
Twitter handle, 310
Two-way process, 151
Type of metrics, 227
Types of objectives, 163
Types of performance measures, 163
U
Udaipur-based Bank of Rajasthan (BoR), 292
Umbrella programme, 302
Uncontrollable’ actions, 114
Undercapitalized, 259
Unilever, 256
Unionized supermarket workers, 189
Universalistic view, 11
Unstructured interviews, 153
US-based Columbian chemicals, 281
Utility theory, 34
Utility theory, 36
V
Value additive, 74
Value chain analysis, 15
Values and beliefs, 197
Vedanta group’s, 291
Vertical fit, 13
Vertical mergers, 281
Virtually inimitable, 149
Vision, 307
Vision, mission, and goals, 76
Volatile market, 71
Voluntary turnover, 113
W
Walk in the shoes, 84
Walks the talk, 195
Walmart company, 187
Wal-Mart, 308
War for talent, 301
Welfare and administration, 4
Well-leveraged way, 83
Well-matched strategies, 82
Whirlpool, 194
Window-on-the-world program, 38
Wipro, 93
Word of mouth, 303
Work life balance, 42
Workforce diversity, 51
Workforce planning and role and job alignment, 181
Workforce planning enables organisation to, 96
Workforce planning, 94
Work-from-home policy, 54
Working together, 200
Work-life balance, 181
Work-life balance, 181
World labour markets, 5
World-class organisation, 68
World-factory, 188
Worldwide XYZ Group, 272
Y
YES BANK, 2
YES Professional Entrepreneurship Programme (YPEP), 2
Yield pyramid, 152
360 degree feedback, 168
360 degree feedback, 262
5-P model, 79