Talent Management

The sourcing of candidates and hiring strategies have experienced a major change since the emergence of social media channels like LinkedIn, Twitter and Facebook. At the Hyderabad Forum Meet in April 2012, professor Shantanu Ghosh, Dean, Southstate Business School and internet marketing coach, spoke about the role of social media in the recruitment space and how it can be effectively used by recruiters as well as by candidates.

Building Our Brand Image

A friend of mine is a globetrotter who strikes multi-million dollar sales deals and I always find his observations about customers across different geographies interesting. Recently, he pointed out that negotiating with Chinese customers was most challenging. They do not share a lot of information and maintain a ‘poker face,’ which is hard for even the most seasoned salesperson to decode.

“If you don’t see yourself as a mentor or leader, then you have yet to fully embrace your role as a modern-day HR practitioner. The era of the glorified paper-pusher is ending as more HR practitioners are stepping out of an administrative function into a strategic advisory role” says Cindy Payle writing for the HR Forum, a website. This observation aptly encapsulates the drift of the talk delivered by Ramona Miranda of PotenciaMentis at the SHRM forum held in Gurgaon on June 29, 2012.

Creating both social and human capital to meet the war for talent was the topic at the Bangalore Forum meet held on 17th May 2012. Bill Parsons, Executive Vice President, Human Resources at ARM Holdings plc was invited to deliver this knowledgeable session. Bill Parsons is currently responsible for all aspects of Human Resources at ARM Holdings. He has held this role for the past 12 years. Prior to this, he held HR Directorships at Saga Group Ltd., Hussmann (Europe) Ltd., and Murex Biotech Ltd.

Have you ever wondered how ‘cannibalisation’ is common between products in the market and professionals in an organisation?

In marketing terms, ‘cannibalisation is the decreased demand for an existing product on account of its vendor releasing a new and similar product.’ For example, when Canon releases a new printer, it realises that older printers will suffer some erosion of sales or market share. That erosion is referred to as cannibalisation.

Can this be relevant to an organisation? Here is a story that tells you how.