Rajesh Tripathi

The Industrial Revolution had been the precursor of the Workforce Planning & Budgeting process. By adopting the process, factories owner of the time used to plan their production. As time passed by, the importance of this process went up manifold. Prior to Information Technology age, the workforce mobilization cost was second to the raw materials cost. With the advent of IT, the workforce cost now ranges from the first to the second position of any organization depending upon the nature of the industry one is operating in. With Glocalization, organizations again came under tremendous stress to compete and remain viable. The factor of workforce cost has taken such an importance at the global macroeconomic level that this decides the movement of investment into suitable economies. Economies are considered favorable or unfavorable for investment depending upon the cost and the quality of workforce. Workforce related cost issues affect efficiency and even the survival of the o...

Reflect over emphasis on profits by investors and promoters killing functions like HR  in organizations. Are you with me? On one hand, organizations keep hauling for sustainability [long life] and in reality, they try to elbow competition for more & more profits. Is it not contradictory?   Maybe it is due to overtly use of unprescribed certain Business models who emphasize ‘Milking more & more Profits’ at the cost of sustainability unlike the RT Business Model Such organizational dynamics often are the reason of most of functions start functioning in siloes. When companies overemphasize profits, it often leads to the erosion or outright elimination of essential functions that don’t directly generate revenue but are vital for long-term sustainability . HR is one such function. Wrong expectations from the ‘Right Function’ leading to its suffering from ‘ Efficiency Syndrome .’ “Efficiency syndrome” in HR usually means the function is overly focused on proc...

Incongruency in HR processes is really a problem.   It is standing in between its acceptance to its existential denial. The gaps, misalignments, or inconsistencies are rampant in human resource practices. They occur or made to occur. The level of occurrence ranges from reality to whimsical decision makings. Reality is supported by daily revelations of human brain functioning but there is no proof of whimsical decision makings by people in-charge. But a million-dollar question is why does it happen to HR? Let me narrate an incident it happened recently, although it keep happening now & then with me or other HR professionals. I was sitting in the audience of a high-ranked HR event which was dotted by many learned HR colleagues. In the panel, on the dais were some of well-known faces of the industry from HR to Non-HR . A young brooding mind from the audience asked the question to the panel, how to calculate the ROI of a training program . And the answers given were as many a...

Recently, I had a chance to meet the Director of large company & discuss with him the state of Performance Management System in his company. The discourse did not surprise me at all but what surprised me was the level of pain & anguish about why is there not a single but easy to execute PMS that takes care of all the challenges that industry as a whole is facing since so many decades. I tried referring to some of the commonly used PMSs like Balanced Score Card , OKRs etc but he said that all these may be good in theory but in reality, far from being easy to comprehend by masses in general and use them. He revealed that the route that he and other senior executives have adopted is whatever performance ratings are recommended by functional managers for their employees, he would reduce them by a notch or two without even looking at the merits of these recommendations. He added that even people know it well that all these performance ratings are inflated much beyond accepted norm...