Chartered ins of per & dev (london) promotes the following major competencies for hr practitioners.

Those who wish to pursue international certification may want to develop these competencies in the coming years. 1. Personal drive and effectiveness: the existence of a positive, 'can-do' mentality, anxious to find ways round obstacles and willing to exploit all of the available resources in order to accomplish objectives. 2. People management and leadership: the motivation of others (whether subordinates, colleagues, seniors or project team members) towards the achievement of shared goals not only through the application of formal authority but also by personal role-modelling a collaborative approach, the establishment of professional credibility, and the creation of reciprocal trust. 3. Business understanding: adoption of a corporate (not merely functional) perspective, including awareness of financial issues and accountabilities of business processes and operations, of 'customer' priorities, and of the necessity for cost/benefit calculations when contemplating continuous improvement or transformational change. 4. Professional and ethical behaviour: possession of the professional skills and technical capabilities, specialist subject (especially legal) knowledge, and the integrity in decision-making and operational activity that are required for effective achievement in the personnel and development arena. 5. Added-value result achievement: a desire not to concentrate solely on tasks, but rather to select meaningful accountabilities - to achieve goals that deliver added-value outcomes for the organisation, but simultaneously to comply with relevant legal and ethical obligations. 6. Continuing learning: commitment to continuing improvement and change by the application of selfmanaged learning techniques, supplemented where appropriate by deliberate, planned exposure to external learning sources (mentoring, coaching, etc). 7. Analytical and intuitive/creative thinking: application of a systematic approach to situational analysis, development of convincing, businessfocused action plans, and (where appropriate) the deployment of intuitive/creative thinking in order to generate innovative solutions and proactively seize opportunities. 8. 'Customer' focus: concern for the perceptions of personnel and development's customers, including (principally) the central directorate of the organisation; a willingness to solicit and act upon 'customer' feedback as one of the foundations for performance improvement. 9. Strategic thinking: the capacity to create an achievable vision for the future, to foresee longer-term developments, to envisage options (and their probable consequences), to select sound courses of action, to rise above the day-today detail, to challenge the status quo. 10. Communication, persuasion and interpersonal skills: the ability to transmit information to others, especially in written (report) form, both persuasively and cogently, display listening, comprehension and understanding skills, plus sensitivity to the emotional, attitudinal and political aspects of corporate life. Prof.lakshman madurasinghe phd, consultantpsychologist/attorney ; website:http://lmadurasinghe.googlepages.com

The good you find in others, is in you too. The faults you find in others, are your faults as well. After all, to recognize something you must know it. The possibilities you see in others, are possible for you as well. The beauty you see around you, is your beauty. The world around you is a reflection, a mirror showing you the person you are. To change your world, you must change yourself. To blame and complain will only make matters worse. Whatever you care about, is your responsibility. What you see in others, shows you yourself. See the best in others, and you will be your best. Give to others, and you give to yourself. Appreciate beauty, and you will be beautiful. Admire creativity, and you will be creative. Love, and you will be loved. Seek to understand, and you will be understood. Listen, and your voice will be heard. Show your best face to the mirror, and you'll be happy With the face looking back at you.

Motivation is a very complex issue that cannot be answered with a single prescriptive formula. There are several well know theories of motivation which must be dealt with elsewhere in detail. However a short note on job enrichment based on the key ideas of two leading motivational theorists douglas mcgregor and frederick herzberg are listed below for your information. Frederick herzberg described working conditions as hygiene factors and other factors as motivators. Another theorist, douglas mcgregor described contrasting management approaches to their staff as theory x and theory y. Control (or stick and carrot) approach, which mcgregor identified as the theory x approach to management. His theory y approach will help you identify how the benefits of this style can work in modern learning organisations. You then link theory y with herzbergs motivators, establishing the relationship of this theory to job rotation, job enlargement and job enrichment. Ask some of your staff how many of their clerical and administrative staff are now educated to degree level compared with five or ten years ago. For many organisations, a decade ago raduates were mainly confined to professional or specialist roles, or found in a companys fast-track management scheme. Alongside improved education levels, expectations continue to rise, making employees less willing to accept work that allows them little opportunity for self-development and personal growth in their jobs. All of these factors have contributed to organisations developing new approaches to attracting, keeping and motivating their workforce. Whats your organisations culture? In his seminal work, mcgregor clearly identified the difference between the command and control organisation (theory x) and those organisations that have a learning culture with an emphasis on including and developing staff (theory y). Theory x: control culture . Emphasis on rules and procedures . Precedent provides guidelines . Emphasis on the letter of the law and compliance . Centralised power and decision making . Top-down controls . A culture of blame and inferiority . One-best-way philosophy . Managers know everything and cant be challenged . People cause problems and need to be suppressed . Hr issues are secondary to strategic business decisions . Lack of diversity in the management team . Closed system, stressing stability . High resistance to change . Internally orientated

. Boundary problems and turf wars . Political conflict and demarcation . if it aint broke dont fix it! theory y: learning culture . Emphasis on commitment via shared values . Mission statement provides guidance . Devolved power and decision making . Mutual participative influence systems . A culture of pride and excellence . People are viewed (and treated) as the companys greatest asset . Individuals are trusted and can question the system . Focus on developing new ways . Hr central to strategic business decisions . Open, flexible systems of management . Emphasis on flexibility and adaptability . External orientation, market led . Close to the customer and the environment . can we think of a better way of doing this? herzbergs two factor theory herzbergs two factor theory covers two techniques that have been widely used in an attempt to overcome lack of motivation in the workforce: job rotation and job enlargement.job rotation involves moving between jobs and that, with job enlargement, tasks are redistributed to (hopefully) give the employee more variety and interest in their work. Job rotation and job enlargement are an attempt by management to tap into such areas as increased responsibility, the work itself and personal growth, as described in herzbergs theory. However please note that both of these approaches can, have problems. Workers can become resistant if job rotation is introduced by management, and results in their social and other ties being broken with their team.the actual content of the job can remain the same people report being rotated from one boring routine job to another.to be truly successful, the employee needs to see a gain of some sort. Job enlargement comes about through introducing new technology, and through diversification and company growth. For example, supermarket and other retail chains now offer a much wider range of services, including personal finance, insurance and online ordering. Current employees therefore have the opportunity to get involved in undertaking a wider variety of tasks compared with their predecessors. The problems with rotation and enlargement are not insurmountable and may go some way towards maintaining motivation, if introduced sensitively. Managers need to approach the situation cautiously and involve the job owners. As with other forms of motivation, managers will need to emphasise intrinsic motivation (which arises from within the job and individual) rather than extrinsic motivation (such as increased money or other material rewards). Job enrichment job enrichment sets out to provide an opportunity for the development of employees all-round motivation and growth. It is based firmly on the work of herzberg and revolves around the idea that, if the manager

can identify employees higher needs at work, they will become motivated by the work itself, and this will result in high-performance individuals and teams. Herzberg identified seven principles of job enrichment, which he linked to his motivators rather than his hygiene factors. Job enrichment appears to provide more interesting jobs and improvements in performance when combined with setting collaborative, challenging and specific goals. It aims to establish that a job is meaningful, and to provide an opportunity to develop and use skills that the employee values highly and that they can see links in to the overall objectives of the company. Based on my experience i prefer to take the job enrichment route rather than focus merely on monetory rewards. Hope this helps you in some way !!

Objectives of fringe benefits The view point of employers is that fringe benefits form an important part of employee incentives to obtain their loyalty and retaining them. The important objectives of fringe benefits are: 1. To create and improve sound industrial relations 2. To boost up employee morale. 3. To motivate the employees by identifying and satisfying their unsatisfied needs. 4. To provide qualitative work environment and work life. 5. To provide security to the employees against social risks like old age benefits and maternity benefits. 6. To protect the health of the employees and to provide safety to the employees against accidents. 7. To promote employees welfare by providing welfare measures like recreation facilities. 8. To create a sense of belongingness among employees and to retain them. Hence, fringe benefits are called golden hand-cuffs. 9. To meet requirements of various legislations relating to fringe benefits. Need for extending benefits to employees (i) rising prices and cost of living has brought about incessant demand for provision of extra benefit to the employees.

(ii) employers too have found that fringe benefits present attractive areas of negotiation when large wage and salary increases are not feasible. (iii) as organizations have developed ore elaborate fringe benefits programs for their employees, greater pressure has been placed upon competing organizations to match these benefits in order to attract and keep employees. (iv) recognition that fringe benefits are non-taxable rewards has been major stimulus to their expansion. (v) rapid industrialization, increasingly heavy urbanization and the growth of a capitalistic economy have made it difficult for most employees to protect themselves against the adverse impact of these developments. Since it was workers who are responsible for production, it was held that employers should accept responsibility for meeting some of the needs of their employees. As a result, some benefits-andservices programs were adopted by employers (vi) the growing volume of labor legislation, particularly social security legislation, made it imperative for employers to share equally with their employees the cost of old age, survivor and disability benefits. (vii) the growth and strength of trade unions has substantially influenced the growth of company benefits and services. (viii) labor scarcity and competition for qualified personnel has led to the initiation, evolution and implementation of a number of compensation plans. (ix) the management has increasingly realized its responsibility towards its employees and has come to the conclusion that the benefits of increase in productivity resulting from increasing industrialization should go, at least partly, to the employees who are responsible for it, so that they may be protected against the insecurity arising from unemployment, sickness, injury and old age. Company benefits-andservices programs are among some of the mechanisms which managers use to supply this security. We want to make you relax and refresh from reading articles on our website. So we are giving below some corporate company jokes for your reading,

fringe benefits By admin on may 24, 2006 Fringe benefits The term fringe benefits refer to various extra benefits provided to the employees, in addition to the compensation paid in the form of wage or salary. These benefits can be defined as any wage cost not directly connected with the employees productive effort, performance, service or sacrifice. It is also defined as those benefits which are provided by an employer to or for the benefit of an employee and which are not in the form of wages, salaries and time-related payments. Different terms are used to denote fringe benefits. They are welfare measures, social charges, social security measures, supplements, sub-wages, employee benefits etc. The ilo described fringe benefits as wages are often augmented by special cash benefits, by the provision of medical and other services or by payments in kind, that forms part of the wage for expenditure on the goods and services? . In addition workers commonly receive such benefits as holiday with pay, low cost meals, low-rent housing etc. Such additions to the wage proper are sometimes referred to as fringe benefits. Benefits that have no relation to employment or wages should not be regarded as fringe benefits even though they may constitute a significant part of the workers total income. Thus, fringe benefits are those monetary and non-monetary benefits given to the employees during and postemployment period which are connected with employment but not to the employees contributions to the organization. Coverage: The term fringe benefits covers bonus, social security measures, retirement benefits like provident fund, gratuity, pension, workmens compensation, housing, medical, canteen, co-operative credit,

consumer stores, educational facilities, recreational facilities, financial advice and so on. Thus, fringe benefits cover a umber of employee services and facilities provided by an employer to his employees and in some cases to their family members also. Welfare of employee and his family members is an effective advertising and also a method of buying the gratitude and loyalty of employees. But, while some employers provide these services over ad above the legal requirements to make effective use of their work force, some restrict themselves to those benefits which are legally required. Need for extending fringe benefits: During the world war ii certain non-monetary benefits were extended to employees as means of neutralizing the effect of inflationary conditions. These benefits which include housing, health, education, recreation, credit, canteen etc. Have been increased from time to time as a result of the demands and pressures from trade unions. It has been recognized that these benefits help employees in meeting some of their lifes contingencies and to meet the social obligation of employers. Most of the organizations have been extending the fringe benefits to their employees, year after year, for the following reasons, Employee demands: employees demand a more and varied types of fringe benefits rather than pay hike because of reduction in tax burden on the part of employees and in view of the galloping price index and cost of living. Trade union demands: trade unions compete with each other for getting more and a new variety of fringe benefits to their members such as life insurance, beauty clinics. If one union succeeds in getting one benefit, the other union persuades management to provide a new model fringe. Thus, the competition among trade unions within an organization results in more and varied benefits. Employers preference: employers prefer fringe benefits to pay-hike, as fringe benefits motivate the employees for better contribution to the organization. It improves morale and works as an effective advertisement. As a social security: social security is a security that society furnishes through appropriate organization against certain risks to which its members are exposed. These risks are contingencies of life accidents and occupational diseases. Employer has to provide various benefits like safety measures, compensation in case of involvement of workers in accidents, medical facilities etc with a view to provide security to his employees against various contingencies. To improve human relations: human relations are maintained when the employees are satisfied economically, social and psychologically. Fringe benefits satisfy the workers economic, social and psychological needs. Consumer stores, credit facilities, canteen, recreational facilities etc satisfy workers social needs, whereas retirement benefits satisfy some of the psychological problems about the post-retirement life. However, most of the benefits minimize economic problems of the employee. Thus, fringe benefits improve human relations.

Compensation Compensation is the process of providing adequate, equitable and fair remuneration to the employees. It includes job evaluation, wage and salary administration, incentives, bonus, fringe benefits, social security measures etc. Job evaluation: it is the process of determining relative worth of jobs: 1. Select suitable job evaluation techniques. 2. Classify jobs into various categories. 3. Determining relative value of jobs in various categories. Wages and salary administration: this is the process of developing and operating a suitable wage and salary programs. It covers; 1. Conducting wage and salary survey. 2. Determining wage and salary rates based on various factors. 3. Administering wage and salary programs. 4. Evaluating its effectiveness. Incentives: it is the process of formulating, administering and reviewing the schemes of financial incentives in addition to regular payment of wages and salary. It includes: 1. Formulating incentive payment schemes. 2. Helping functional managers on the operation. 3. Review them periodically to evaluate effectiveness. Bonus: it includes payment of statutory bonus according to the payment of bonus act, 1965, and its latest amendments. In india the employees drawing above certain compensation are not covered under the bonus act. However, the employer pays them suitable lump sum variable amount depending upon their level in the organization which is called ex-gratia. This is not compulsory on the part of the employer but acts as an incentive to the employee. Fringe benefits: these are the various benefits at the fringe of the wage. Management provides these benefits to motivate the employees and to meet their lifes contingencies. These benefits include: 1. Disablement benefit 2. Housing facilities 3. Educational facilities to employee and children. 4. Canteen facilities. 5. Recreational facilities. 6. Conveyance facilities. 7. Credit facilities. 8. Legal clinic. 9. Medical, maternity and welfare facilities. 10. Company stores. Social security measures: Management provides social security to their employees in addition to the fringe benefits. These measures include: 1. Workmens compensation to those workers (or their dependents) who involve in accidents. 2. Maternity benefits to women employees. 3. Sickness benefits and medical benefits. 4. Disablement benefits / allowance. 5. Dependent benefits. 6. Retirement benefits like provident fund, pension, gratuity etc. Practicing various human resources policies and programs like employment, development and compensation and interaction among employees create a sense of relationship between the individual worker and management, among workers and trade unions and management.

It is the process of interaction among human beings. Human relations is an area of management in integrating people into work situation in a way that motivates them to work together productively, cooperatively and with economic, psychological and social satisfaction. It includes: 1. Understanding and applying the models of perception, personality, learning, intra and inter personal relations, intra and inter group relations. 2. Motivating the employees. 3. Boosting employee morale. 4. Developing the communication skills. 5. Developing the leadership skills. 6. Redressing employee grievances properly and in time by means of a well formulated grievance procedure. 7. Handling disciplinary cases by means of an established disciplinary procedure. 8. Counseling the employees in solving their personal, family and work problems and releasing their stress, strain and tensions. 9. Improving quality of work life of employees through participation and other means. Lot of thinking and comparison with competitive organizations goes into fixing the compensation of employees particularly for middle management and above levels by the management. Some organization pays certain amount annually to key executives which are not a part of the regular pay and allowances. By doing this the incentive acts to deliver enhanced performance but also ensure the loyalty of the key executive to remain with the company.

Types of fringe benefits By admin on january 12, 2007 Types of fringe benefits Organizations provide a variety of fringe benefits. The fringe benefits are classified under four heads as given here under: 1. For employment security : benefits under this head include unemployment, insurance, technological adjustment pay, leave travel pay, overtime pay, level for negotiation, leave for maternity, leave for grievances, holidays, cost of living bonus, call-back pay, lay-off, retiring rooms, jobs to the sons/daughters of the employees and the like. 2. For health protection: benefits under this head include accident insurance, disability insurance, health insurance, hospitalization, life insurance, medical care, sick benefits, sick leave, etc. 3. For old age and retirement: benefits under this category include: deferred income plans, pension, gratuity, provident fund, old age assistance, old age counseling , medical benefits for retired employees, traveling concession to retired employees, jobs to sons/daughters of the deceased employee and the like. 4. For personnel identification, participation and stimulation: this category covers the following benefits: anniversary awards, attendance bonus, canteen, cooperative credit societies, educational facilities, beauty parlor services, housing, income tax aid, counseling, quality bonus, recreational programs, stress counseling, safety measures etc. The fringe benefits are categorized as follows: A) payment for time not worked: benefits under this category include: sick leave with pay, vacation pay, paid rest and relief time, paid lunch periods, grievance time, bargaining time, travel time etc.

B) extra pay for time worked: this category covers the benefits such as: premium pay, incentive bonus, shift premium, old age insurance, profit sharing, unemployment compensation, christmas bonus, deewali or pooja bonus, food cost subsidy, housing subsidy, recreation. Employee security Physical and job security to the employee should also be provided with a view to promoting security to the employee and his family members. The benefit of confirmation of the employee on the job creates a sense of job security. Further a minimum and continuous wage or salary gives a sense of security to the life. Retrenchment compensation: The industrial disputes act, 1947 provides for the payment of compensation in case of lay-off and retrenchment. The non-seasonal industrial establishments employing 50 or more workers have to give one months notice or one months wages to all the workers who are retrenched after one years continuous service. The compensation is paid at the rate of 15 days wage for every completed year of service with a maximum of 45 days wage in a year. Workers are eligible for compensation as stated above even in case of closing down of undertakings. Lay-off compensation: In case of lay-off, employees are entitled to lay-off compensation at the rate to 50% of the total of the basic wage and dearness allowance for the period of their lay-off except for weekly holidays. Lay-off compensation can normally be paid up to 45 days in a year. Safety and health Employees safety and health should be taken care of in order to protect the employee against accidents, unhealthy working conditions and to protect workers capacity. In india, the factories act, 1948, stipulated certain requirements regarding working conditions with a view to provide safe working environment. These provisions relate to cleanliness, disposal of waste and effluents, ventilation and temperature, dust and fume, artificial humidification, over-crowding, lighting, drinking water, latrine urinals, and spittoons. Provisions relating to safety measures include fencing of machinery, work on or near machinery in motion, employment of young persons on dangerous machines, striking gear and devices for cutting off power, self-acting machines, easing of new machinery, probation of employment of women and children near cotton openers, hoists and lifts, lifting machines, chains ropes and lifting tackles, revolving machinery, pressure plant, floors, excessive weights, protection of eyes, precautions against dangerous fumes, explosive or inflammable dust, gas etc. Precautions in case of fire, power to require specifications of defective parts of test of stability, safety of buildings and machinery etc.