There was just one more day to submit the proposal to the client in Mumbai. Sitting in Chennai, handling the remote task of identifying a resource who can consult for us in this assignment was indeed a farfetched possibility in more ways than one! Late into night, we were still working away on our machines while interacting on phone with the Mumbai team. One colleague piped up suddenly `I have found her!’. Presuming it was his dramatic moment to announce his marriage, we retorted on the speaker phone – hey, this can wait till tomorrow. `She has the right skills, is in Mumbai and is ready to work with us; what more do you want? Wait till tomorrow?’ There was a chorus `Oh!’ from the rest of us. The consultant met with the team, worked out the details and then was interviewed by the client. We signed the contract the next day evening. So, how did our colleague `find’ the consultant? Simple  – on Linkedin.

Social networking sites profess objectives beyond merely that of connecting people on the web page. Professional information is shared across organizations and geographies; information of individuals, which ironically respective employer organizations may not have paid attention to. Long gone are the days when we need to look around to obtain information about a business prospect before the first meeting. With the emerging options of Information Technology (such an apt term in this context) one needs to hit a networking site, type the name and read about the profile of the person to be met.  In the world of hiring, recommendation does matter, as what is important is not what you know but who you know. With multi level networking, it is possible to not only check an individual’s profile but also check his/ her references.

Networking is two-fold: online and the real world. Online networking throws up a wide range of options through blog, chat, websites – professional & social. Regular updation of the posted profile is necessary for one to be alive and visible in the cyber world. Networking does not confine to the individual alone. There has to be the two way process of seeking as well as providing information. On the one hand, there is the need to explore career changes, and on the other hand, the readiness to communicate opportunity leads, which may be of interest to other people.  When information is posted, several readers put up responses and this interaction leads to forming of new professional relationships which can add value to one’s career growth in the long run. Several online communities have been launched by people with common interests.

Such platforms provide scope for knowledge and experience sharing and at times, even exchange of personal information; the age old pen pal concept has now been enhanced to the cyber friend variety. These online friendships cannot be treated lightly as people spend more time on the internet than with real people. Online interaction is done at your own pace and convenience and one can be selective about communication even within an online community. The conviction that a technically savvy person is not socially affable does not hold water anymore. Technical competencies and social skills are now on two sides of the coin.

While online social participation does go a long way in elevating professional status, socializing in the real world has its own charm. If one is too busy to socialize it would only have a negative impact on his professional standing. Attending seminars and meets is not an after work activity; it is an integral part of the profession. Memberships in associations, clubs and forums help in meeting people on a regular basis. Many a business deal or a job offer has been the result of social networking where one has been in the right place at the right time. I recall one organization becoming richer by an excellent project manager rather unexpectedly; one of their sales managers, happened to wait at the lobby of a hotel for a cousin who he was to have dinner with.

While waiting, he struck conversation with someone sitting there. The interaction, as is expected, started with talking about the increasing city traffic (both were waiting for their respective guests) and the hospitality industry’s service standards. When the sales manager discovered, in course of the conversation that the other person had concluded an assignment in the US and was now exploring options in India, he invited him to his office the next day. Meetings were fixed and the organization which was desperately hunting for a project manager for a new assignment, made the offer right away. Well, even for coincidences to occur, one not only needs to be there but also engage in meaningful and constructive conversation.

The power of social networking is increasing by the day and various levels of social interactions are emerging. The word of mouth or letter of recommendation has now gracefully given way to website credentials.

If one has to keep abreast of what is happening in the corporate world with regard to job as well as business opportunities, then social networking is the only way of life. However, we need to keep in mind the extent to which we can divulge or even share information, specially, in the cyber networking platform. Sensitive and critical information needs to be well thought out before communicating the same in person or on the net. The employer organization’s confidential information is not to be shared even if it means getting a foot into the proverbial door. Awareness of social ethics and professional values is the underlying guideline while networking. Knowledge and information sharing, leads posting, relationship building and so on will be highly beneficial so long as the process and the content is aligned with the buzz word: Netiquette.

Balaji E
MD & CEO

Training online, simply put, is – Training provided anytime, anywhere in the world and just when it is needed.

Computer Based Training (CBT) became popular with the emergence of software as an industry. IT training needed computers, as a learning aid, to help learners acquire expertise through application. The computer was a supplement to learning and did not, however, replace the traditional classroom instruction.

For a long time, learning on the machines was purely for technical areas related only to computer technology. As the CBT gained focus, more advantages were discovered in learning on the computers. Use of software packages to facilitate learning helped self directed skills development. The term `self paced learning’ was evolved as learning electronically does not require a batch of participants, like in a class room, who will need to go through the same concepts and exercises at the same time. The modules, the jargon for chapters in e-learning, are accessed and learnt at a time that is convenient to the participant. A full time instructor was not required; machines freed, though not necessarily replaced the instructor. Subject Matter Experts (SME) did not have to become itinerant trainers to deliver sessions in different locations. Training material gets standardized thereby minimizing the variants of training styles. Help screens are included in the program to provide guidelines and additional information for learners who are not very tech savvy. CBT also uses multi media to make the learning enriched with audio clips, animation and graphics and interactive videos.

The need for training, and for training across levels, services and functions, is gaining focus in the realm of HR intent. Skill development is pivotal to retention. The recent down trend resulting in several organizations flattening and downsizing, has in a way coerced companies to plan proactively and build competencies if they are to hold on to their best and brightest.

With the world of industry entering global markets, virtual teams in organizations constantly form and function across countries. Content based training, with the objective of imparting knowledge are relatively more `e-friendly’. The coursematerial is hosted on the intranet, or even the internet in some instances. Assignments aimed to assess recall and register abilities are administered where measurement is simple and straight. Companies anchor most process and product training in the online method. A one time effort of creating material, evolving assignments and structuring measurement of learning effectiveness, goes a long way in terms of the reach it has within the organization. One standard module with measured learning objectives addresses the organization’s knowledge gap in a swift, simple and stable environment which is not constrained by the human limitations of one trainer, one location, one group, one date and time. In the traditional class room methodology, on the other hand, it is one program replicated several times over thereby giving in to the variations of training style in addition to learning happening in a staggered manner, and the likelihood of the tempo of training slowing down. By the time the last of the sessions happens in a location, training would have become a mere perfunctory exercise, done for the sake of MIS reports.

Stephen Covey’s 7^th habit, `sharpen the saw’, promotes learning from previous experience. Sharing experiences helps other employees cope with the corporate challenges as well as changes and visibly move to higher levels of competencies. Covey recommends organizations to create a culture where every learner becomes a trainer and every trainer also experiences learning. This way, the organization not only provides individual knowledge but also creates institutional knowledge; this ensures that the organization, irrespective of people exiting, establishes knowledge and has the ownership of the collective expertise and intellectual property. This effort can be captured comprehensively with online training programs.

Online training aids meeting of specific learning objectives. Hitherto, developmental initiatives comprised rolling out a number of courses which were generic and in a broad manner addressed random learning needs. As a group, the learners went through a skill building experience. However, in this method, individual and specific needs were not given importance. The evolving virtual training methods create scope for asking more pointed questions to find out what job knowledge and skills the learner needs to acquire and perform at the workplace. Stand alone modules are developed to address each learning need and only the learners who lack these competencies go through the training session.

Having established the advantages of online training, we now need to explore the different methodologies that can be adopted in the virtual space.

Learning online is distance learning. For a long time, several western countries have used video conferencing; VC not only aids remote training, but also helps in bringing the learning environment to as close to the flexibility and spontaniety as that of a traditional classroom. This method is highly interactive, very economical and can address a number of trainees at the same time. Global companies having far flung operations, benefit largely from this technology. And, as discussed before, this method ensures consistency of content and instruction apart from cutting down travel bills.

Satellite broadcasts are also used to deliver product training. Satellite training rooms promote an interactive learning method and can teach to a class of several thousand of learners, something a brick and mortar classroom can never achieve. Companies which find use for this method, but cannot afford the infrastructure hire third party satellite communications agencies to anchor their training modules.

Simulation is a training approach that is simple but yet effective. This calls for programs that replicate tasks away from the job site. The range is wide – from fundamental mock exercise to computerized simulation of a complete work environment. This is relevant for functional training where retail counters, automobiles, operating rooms and so on are created online to help learners use the place without causing damage to any of the aspects. Simulations are even used for management skills development. As a high tech training platform for leaders and managers, this method assesses the problem-solving and decision making skills of the participants. Business games are also conducted as part of a simulation exercise.

An extension of simulation is the virtual reality training. Again a computer based approach, this method permits learners to gain perspectives that are not possible in a real time training program. For instance, a heavy machine tool can be turned over and viewed to help learn the tool thoroughly. This kind of manipulation is otherwise impractical and impossible.

The most popular methodology elearning, which is in effect, an umbrella term that comprises all computer based methods, is widely used in the new economy. Enough and more has been said about the versatality of online instructional training and yet this can never be over stressed. Online training with its features of simultaneous delivery in different languages anytime and in any part of the world is vivid and appealing due to the care that is taken while creating the modules. Keeping in mind the universal need of addressing large groups anywhere, the content is comprehensive and professionally created by a team of instructional designers and graphic artists. Instructional Designers or ID experts as they are better known can visualize the content format as it appears online and can put together the appropriate session structure, flow and even pitch the level of training to cater to the existing knowledge and skills of the trainees.

Although industries and markets differ in the corporate world, it has been proved that almost 74% of training needs are the same. Sales and customer service, marketing skills, induction programs, cross cultural training, workplace etiquette, communication and presentation skills are indicative common denominator online training modules used by corporates functioning across the globe.

A spin off from online training gaining importance is the emergence of several elearning companies. These companies create training content using domain experts and ID specialists which are sold as off the shelf modules. Elearning companies also develop customized and exclusive training material for a higher fee for their clients. However, the immense use for these modules and the huge target group that they are delivered for, off set the cost incurred as payment to the elearning vendor.

The features, advantages and benefits of online training are tangible. However, the adage `taking the horse to the water’ is never more applicable in any other aspect than here. Classroom training offers a controlled environment where trainees are mentally prepared to sit through a learning experience. The trainer, for his/her part ensures that the learners have some pertinent takeaways from training. Recall, recap and review methods after every session help reinforce the learning aspects. On the other hand, online training calls for personal commitment from the learner. The organization or the boss can provide support for development but cannot in anyway develop the employee. The onus of enhancing competencies is with the learner alone.

Taking complete responsibility for one’s own development is the most important aspect of online training. The success and return on investment in training lies purely in the hands and mind of the learner. A positive approach to learning coupled with a passion for performance has to be inculcated and evolved as an organizational culture before an employee is launched on the path to learning and developing in the cyber space.

Aditya Narayan Mishra
President – Staffing

Peter Maxwell Davies, English composer and conductor says, ‘if you don’t get feedback from your performers and your audience, you’re going to be working in a vacuum’. This statement is pretty much applicable to the corporate world as well.

The term `feedback’ is borrowed from rocket engineering jargon. A rocket sent into space contains a mechanism that sends signals back to Earth. On Earth, a steering apparatus receives these signals, checks if the rocket is off target, and corrects its course. In the world of work, message is given based on observations to the individual if he/she is off target in terms of the goals set by self and by the organization. This message can then be used to correct his or her course.

Feedback is most effective when given in `here-and-now’. This is the traditional method course correction is done, and a method we are all very familiar with. During our growing years, behaviors were noted by the elders in the family (mostly the mother) and correction was done in a very direct and hard hitting manner. We were reminded of what we did/did not do, the result of that, and the impression we have created. If we ever repeated this then a mild threat along with what would happen to our future if we continued with this behavior was communicated to us in such a manner that to this day we would remember the reprimand, and of course, refrain from that behavior.

Professional behavior and work performance does not warrant such a fundamental correction; however, there is a perpetual need for improvement and the only way to enhance performance is to receive critical feedback by people working with, under, above and around us. Personal development, which is essential in the workplace, requires good, honest, well expressed and specific feedback.

Feedback is generally termed as either positive or negative. It actually translates to supportive or corrective behavior which calls for reinforcement or improvement as the case may be. Actually, all feedback is positive as it assists the individual in maintaining or enhancing the present level of performance.

Handling feedback is an art. The ability and the willingness to communicate effectively comprise the crux of a feedback exercise. Here, communication is both ways – that of giving and receiving information.  The processes of providing and seeking feedback are most important in making us `see ourselves as others see us.’ Giving and receiving feedback effectively are not easy tasks; they imply certain key ingredients: caring, trust, acceptance, and openness.

360 Feedback:

One of the techniques that became popular and has since been used in organizations across the world is the 360 degree feedback method. According to consulting firms, 40 percent of companies started using the 360 feedback tool in the early 90s. By year 2000, almost 65 percent of corporate organizations followed the 360 degree feedback tool for both employee development and evaluation process. In this multi rater feedback process, the individual, usually the manager, is figuratively in the center of the circle and feedback is given by superiors, subordinates, peers and customers. Along with the various ratings, the manager’s self assessment is recorded. The data collated and interpreted is used for appraisal and promotion as well as learning and development. The merit in this technique is multifold: it maps the strengths and areas of improvement in the individual and his/her managerial style and it also initiates self-change in the manager. Apart from creating an atmosphere of teamwork and sense of empowerment with accountability, the method also, at times, unearths home truths about the organizational environment and culture. It is important to choose the right people as raters. The choice is a group of people which interacts routinely with the person receiving feedback and is usually shared by the organization and employee.

The next important aspect, after the choice of raters, is the level of confidentiality at which the process is carried out. If appraisers feel that their individual ratings can be identified by the individual or the organization, their rating tends to become less accurate. People, by nature, do not want to give honest feedback, when it is negative, as it will be tied to them. In 2003, Lombardo and Eichinger, of Lominger Limited, Inc. found that accuracy decreases when the ratings become public and identifiable. Accuracy of the ratings increases if confidentiality and anonymity is kept high.

It is a challenge, however, to create a comprehensive process based on the 360 degree tool in large organizations. It is advisable to gradually evolve the process by adopting the tool in small measures. One company commenced this process by providing only to the employee in the first round. In the second round, about a year later, the employee as well as the HR manager viewed the data. The data, though, was not used for performance appraisal; neither did it enter the personal file. The third year, data that was obtained from the feedback process, was incorporated into the performance appraisal process and was also tied to increment and incentives. This helped the employee to use the feedback report as the basis to make improvements in work style as well as work place behavior. The company ensured the raters were kept confidential in all the rounds.

The feedback pans across parameters such as: job performance, behavior at workplace, managerial effectiveness, skills like delegation, communication and team play. The scope of assessment also includes finer aspects like values, ethics, fairness, balance, etiquette like professional courtesies. The process aims to capture in a nutshell, how inspired the employee’s leadership is.

Technology plays an important role to guarantee of anonymity which in turn maximizes earnestness, candor and honesty in responses. The technology must be capable of protecting the data from access by unauthorized people. HR policies and procedures that define feedback process as part of performance management need to clearly state who can view the feedback and in what circumstances. The reliability and validity of the collated data also largely depends on the specification of the group size. It is recommended that, apart from self and supervisor scores, the size for each category should be no less than three.

Technology furthermore accelerates the rating process as many instruments are available online. The data crunched and presented in graphs by the computer is handed in a collective report to the appraisee, who internalizes the feedback and seeks counseling from the management or in some cases from a professional coach.

The 360 degree appraisal, though popular and adopted by many organizations is meaningful and constructive only when the follow up is taken seriously. A half way method, with just the process implemented and no improvement tools in place proves to be a perfunctory exercise which is not result oriented. In many cases, the technique though effective in providing objective and unbiased feedback, does not call for commitment to improve from the appraisees. Organizations feel that adult learning is confined to merely creating awareness but which can cause changes in a natural and positive way. What needs to be remembered is that the adult mind can be in denial and the feedback could be rejected as a matter of opinion. If not handled well, appraisees could end up feeling demotivated and in extreme cases also start harboring a persecution complex. A manager, who is insulated and removed from interactive communication with his team, may be surprised even shocked, when he/she receives the report. The feelings and emotions further cause sadness, anger, humiliation and regret which could snowball into cynicism. In such instances, 360 degree process would have caused more harm than help.

Pay cheques should not reflect the feedback report as the tool is only a compass for pointing out direction to compensation; it cannot be the arbiter of reward. Here, performance in terms of meeting the targets is fundamental to evaluation. At the risk of exaggeration, a manager cannot suffer bad feedback because he refused to grant leave to a team member! It has to be understood that results can be uneven as individual reactions can vary. The manager needs to be given the report and an opportunity to finetune workstyles. A discreet follow up by the HR to check if assistance is required to arrange for counseling, mentoring or coaching for the individual is needed to bring the exercise to a meaningful closure.

Bearing this in mind, the 360 degree feedback process is recommended as a supplement to any performance appraisal system and not in lieu of the existing process. Although applicable across functions and hierarchy, the tool is most effective when used top down.

During an open house session in a software company, an employee voiced a need to have a 360 degree process. When asked the reason he replied that he did not know anything about the process except that it can be a vent to let out pent up frustration! 360 degree feedback exercise, if implemented, calls for an awareness building session as a pre-requisite to raters as well as managers. Perspective is critical if a professional process is to be administered and for receiving objective and real feedback. It becomes a real reality check only if done objectively and professionally.

I happen to be looking for a senior resource for an organization in the North of India. A contact had forwarded a profile to me and I found the resume showing relevant technical skills. I called this person and, in course of the conversation asked him if he knows more than 2 languages. He was from deep South and I was keen to know if he could get by in the North. He promptly told me he knows multiple languages – C, C++, Java, .NET; and, he was into learning the emerging languages too!

Nothing can be closer to the truth than the declaration that technology and HR speak two different languages. While jargon is the prevalent universal language, HR tends to balance jargon and English – customary language used for expression. However, technologists prefer to code and if at all there is a need to speak out, then a few uttered jargons would do the needful. It is amazing how one can get by with jargon alone. Give me a quick down load, this shirt is an enhanced version of the old brand, the point per se seems fine, this is FYI – oh, the list is endless. But what takes the cake is the statement made by a colleague (a programmer) when our networking executive finally identified the girl he wanted to marry. My techie pal advised- `think through buddy, you will not be able to upgrade later!’

A job interview paneled by a HR person and a Line manager will demonstrate that language & communication entail two entirely different perspectives. Human communication is defined as the process of making sense out of the world and sharing that sense with others through verbal and nonverbal messages. How two people, due to their nature of respective jobs, communicate with the candidate is a classic example. The HR manager will look at the overall personality of the candidate and focus strongly on communication skills like verbal proficiency, body language, and listening skills. To the technical managers, these aspects would seem fairly trivial as he/she would be testing the technical knowledge and application skills of the candidate. After all, the job is all about that, right?  However, organizational Heads would look beyond this and want their people to possess balanced competencies in both functional and soft skills. I remember a Business Head’s assessment of a software engineer after interviewing him – excellent technical skills; however keep him one continent away from the client!

Of late, soft skills are gaining prominence and the need for linguistic skills along with technical knowledge is established. Now, all organizations, without exception, list communication skills as a core competency to check during job interviews. From front office executive to Finance Head, communication, the business kind, is the most important skill to possess. Long gone are the days when domain skills and softskills were regarded as mutually exclusive. Now companies want people who have a healthy attitude, possess eagerness to learn and demonstrate excellent communication skills. The objective is to bridge the gap between technology and language which has hitherto caused many a client to say, “You don’t speak my language,” This comment can be taken as a direct criticism of a professional who uses language ineffectively. Selecting language that is appropriate to the situation is crucial to success. The type of language used must be chosen on the basis of an awareness of the setting, the client’s disposition towards the existing external environment and the nature of the subject in question.

An individual’s type of communication and vocabulary used depends largely on how he/she stores data and processes information.

Three such frameworks have been identified by learning experts:

`Can you throw some light into this’, `I don’t see why we need to meet today’, `are you looking for a solution’ – these are by people who are focused on visual stimuli.

People who pay close attention to hearing are better students as they concentrate in class and absorb what is imparted by the faculty. Their typical vocabulary would be – `keep a ear to the ground’, `yes, that rings a bell’, `sorry, I don’t like the sound of your complaint’.

The third category is the kinesthetic variety of people. Primarily experiential, be it academic learning or work performance, these people like to get the `feel of the issue’ and are uncomfortable if they are not able to `put a finger on the problem’. They are literally `hands on’ professionals.

Language proficiency is only one aspect of communication. Listening skills, business etiquette, body language and emotional sensitivity are equally important.

Availability of options to learn is advantageous, yes, but at times proves detrimental too. By options, I mean the internet, television and so on as the knowledge and skill building media. The erstwhile learning methods were only through reading (the book variety) and listening. Both these aspects, critical to communication, were thus consistently honed. The advent of self paced learning and computer based knowledge transfer combined with the inherent impatience the youth of today profess, listening skills have taken a beating and the reading habit is almost lost. Communication is now a consciously cultivated skill.

Based on an understanding of needs, wants and attitudes between two communicators, effective communication hinges on comprehending the message and responding in terms that move the exchange forward to a preferred direction.

The gamut of communication skills covers written skills; proficiency in this can go a long way in a professional’s career. Language being a habit, spoken skills are picked up casually, and speech tics, conversational fillers, question tags and so on help cover the flaws in spoken language. In India, furthermore, we have the advantage of blending regional dialect and English to make a very comprehensive, unique, but deeply communicative language. To become players in the emerging global market we would need to correct our adopted and customized local language. Communication, with English in its pure form, would aid international interaction.

Almost all business communication is done through email. Writing emails may seem the easiest form of written language as a mail has to be brief, to the point and quick. Language skills or the lack of it may not be the challenge here. Emailing, nevertheless, has certain norms and boundaries as words have the power to impact thoughts and actions, and also have the power to make or break relationships. One needs to keep abreast of linguistic changes and adopt the designations, form of address currently preferred by the cultures of various countries. Email etiquette is the key become a professional and business communicator. Non sexist and neutral terminology, formal address (unless the person specifies form of address), relevant subject line, minimal jargon and absolutely nil sms-ese would comprise the fundamentals of email communication.

Use of symbols, specially emoticons, are of course a strict no-no. Imagine a HR person rising to the trendy manner of communication writes to a candidate who is not selected – We regret to inform you that we are not in a position to offer you a position in our organization:-. However this does not reflect on your competencies or experience .

Good communication is the lifeblood of organizations and good communicators make better executives/managers. To become an effective communicator one needs to recognize barriers and work to overcome them.

Technical skills, functional knowledge and domain expertise are professional competencies based on which one finds a job and grows in career. Beyond a certain level, these competencies do not suffice to discharge organizational responsibilities. One needs to profess sound communication skills as well as soft skills which are very pertinent to work with a team.  To commence this learning path, one needs to learn to be a good listener, create focus in approach, cultivate logical thinking, build command over the language, practise crisp delivery skills, and lastly, be empathetic enough to see the receiver’s viewpoint.

Can you visualize the impact a sound technologist, with good body language, apt choice of vocabulary and excellent connect with audience, makes in his presentation?  Well, he will have the client eating out of his hand.

Now, this would be the ideal example of visual, auditory and tactile (kinesthetic) framework!

Nikhil Indrasenan
Head – Training Division

The practice of offshoring entails outsourcing processes and jobs to overseas offices for the purpose of cost reduction and productivity improvement. Such twin benefits are possible and popular in the recent years and many organizations have endeavored to adopt this practice. If there is an advantage there would certainly be a downside, if not a disadvantage, on the other side of the coin. This downside is precisely the HR challenge in offshoring.

While we say that the concept of offshoring is actively promoted by HR professionals as there is focus on performance, the fact is that many a time HR is perceived as a `stumbling block’ to offshoring. Cost reduction, though the primary reason for organizations taking to offshoring, needs to be explored, ironically, at what cost? While the quantitative success can be measured in terms of the comparative low cost, the qualitative measure, the impact on people and their psyche, is still a reason for worry in the global industry.

Organizations that explore the possibility of a global outsourcing process look into the local conditions as well as the political stability of the country to be outsourced to, but often fail to give importance to the cultural differences which can make an impact on the employees. Existing cultural environment in the outsourcing organization could be largely or even subtly different from the organization that handles the outsourcing processes. Policies, communication styles and more importantly time zones have to be looked into and worked upon with utmost seriousness. It should be not be forgotten that a corporate organization stands by the values, ethics and culture that it professes. Individuals are hired based on their understanding of the organizational values and culture; as such, when the hired individual gets to interact with an organization in a distant country which may differ in many ways, there is conflict and confusion. HR’s major challenge is to get the teams ready with knowledge as well as skills to discern the cultural differences and work accordingly. Work styles and work timing need to be altered to manage outsources processes. Training programs that facilitate cultural orientation, language skills and work life balance are key performance indicators of the HR department. Language & cultural training coupled with change management ensures maximum return on investment for the outsourcing initiative. While this is for those who have acquired the outsourced jobs, HR also needs to express sensitivity and extend support to those who have been displaced due to the outsourcing policy at the other end of the specturm. Alternate jobs through the outplacement method will demonstrate the organization’s people centric philosophy; HR with its corporate networking has a critical role to play here.

Salary disparities being so high, even moving low cost administrative jobs could cost a major depression in the employee market. Though workers are available for a reasonably low cost, lack of language proficiency in countries like China, even India, pose a challenge to outsourcing decisions. Therefore choice of locations, when it depends on economic, political as well as cultural aspects can limit offshoring initiatives.

Now, what steps should HR take to address challenges and issues that face outsourcing:

• Devise training programs to bridge skill gaps and cultural divide
• Manage talent and identify resources to handle the outsourced processes
• Arrange transportation  for employees who work odd hours to match the time zone of parent organization
• Handle hiring process, that includes fitment, reference checks and background verification, effectively
• Comprehend local contractual terms specially aspects like perquisites, taxation and termination policy and factor the same into the local organizational policy
• Minimize conflict if discrete processes or policies need to be maintained due to local laws or terms
• Manage coordination and integration across the organization to ensure smooth operations
• Introduce specific processes to balance people and projects and drive conducive behavior among employees
• Aid change management to adapt to the multi cultural communication and work styles
• Resolve conflicts that are bound to arise due to different time zones and varied business etiquette
• Appoint team integrators to inspire cooperation amongst work teams
• Nurture a spirit of mutual trust and inter dependence
• Promote growth in virtual teams and enhance employee engagement

To handle all such tasks HR needs the support of good leaders who can evolve business strategies and also assist in operations. Team leadership would balance people and productivity thereby sharing the responsibility of work output and employee retention, instead of perceiving the same as purely HR’s role. However, HR would have to provide sufficient orientation to align leaders, teams and organizational intent. A good blend in management would be innovative approach with structured policy and processes.

Policies, laws and mandates being one side of the coin of challenge, the employee’s morale and identity presents problems on the other. Working in time zones that are different prevents the individual from bonding with family and socializing with friends. Certain cultural aspects and language comprehension warrant providing the employee with a name that can be pronounced with ease. A false name represents a psuedo identity and this leads to the employee many a time suffering from an identity crisis. Ousourced business processes require the employee to speak in an accent to match the diction that is prevalent in the parent organization’s country. Style of communication completely changes for the employee who in course of time adopts the projected style as his own. This in turn leads to some alienation in his home ground. These factors prevent the employee in continuing his employment for a longer period of time. Burn out, monotony in work, deprivation of a social life, lack of interaction with family and inability to pursue higher education urge the employee to quit his job. It is precisely for these reasons that several youngsters perceive working in business process outsourcing organizations or IT enabled service companies as a short term and stop gap career choice.

People care in these organizations becomes the main focus of HR, which needs to nurture the well being of employees who assume not only different roles but strange identities as well. Deep connect with each of the employees by monitoring their progress and tracking their growth would promote the organization’s image as one that is employee friendly. Inspite of HR’s efforts attrition tends to be high in offshoring companies. Hiring would thus be a continual process and HR would need to keep the pipeline of candidates flowing. People friendly HR policies with a robust management structure that integrates and aligns offshore operations as per quality standards will help achieve not only cost benefits and business goals but also immense customer satisfaction.

HR needs to be highly evolved to be flexible in accommodating people needs without setting any precedent that can cause adverse results in people management. Long gone is the misconception that HR is a hindrance to offshoring; HR has gained a seat at the table and actively participates in strategic decision making by virtue of its initiatives in hiring and people management.

While in traditional organizations learning and development is outsourced, in outsourcing companies, training comprises an integral part of the HR mandate. Training, technical, behavioral and cultural, is conducted to help employees adapt to the parent organization’s way of working. Almost all BPOs and ITeS units have a full fledged training department that is extremely quality focussed.

In offshoring which represents third party outsourcing, confidentiality forms the crux of organizational ethics. HR here handles the twin tasks of aiding comfortable work environment along with checks and balances that are required maintain the confidentiality of the outsourced processes.

If HR focuses on professional recruitment, focussed training and development, unique people management practices and promotion of a healthy and open culture that pervades the work environment, all the challenges that are likely to be present in offshoring will be transformed to advantages that will achieve the business imperatives of the parent as well as the outsourced organization. Due diligence in systems and processes and proper planning at an early stage will help prevent issues that are likely to arise while aligning the organization with its offshoring unit.