NHRD April 2013.pdf - National HRD Network

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are a number of organizations that are highly successful at using a spectrum of technologies to deliver effective learning solutions that have a positive impact on both their businesses and the people. Nick van Dam in Next Learning, Unwrapped, has documented how technology has been successfully used.* Closer to home as BYOD and BYOA are gaining strength companies like Airtel, Essar Oil & Energy, HUL, Mphasis, Philips India, RPG Group, Saint-Gobain, SBI, Wipro, Wockhardt , etc. are exploring the power of TEL and the challenges of managing the expectations around TEL. Conclusion Learning in general and TEL in particular is in safe-hands if owned by the larger organization and not by HR or L&D alone. In addition to the L&D efforts, TEL needs championing by ‘experts’ from the business to create ‘Smartphone’ based video learning content which gets shared on a YouTube like portal. TEL will gain further momentum, if the viral aspects can be built into the campaign for TEL. Organizational leaders, HR, and L&D professionals can have a quick check for TEL readiness and rethink individual and organizational focus from shaping the ‘perfect water drop’ while also keeping an eye on the ‘ripples’ the water drop is likely to create. Embark on the TEL journey by taking the first steps 1) ‘Give’ time for employees to experience TEL through free MOOCs (or the likes) 2) Allow employees to experiment by flipping the classroom 3) Check for TEL readiness 4) Start with yourself – Enroll and Embark on the TEL journey *There are several other organizations that use TEL. 18 April | 2013 NHRD Network Journal
The Employer Brand: A Truth Lived Everyday Santosh Desai About the Author Santosh Desai is MD & CEO of Future Brands, a brand services and consulting company. He was previously President, McCann Erickson India, Having spent over two decades in advertising. He writes a weekly column “City City Bang Bang” for the Times of India and is the author of Mother Pious Lady- Making Sense of Everyday India. There seems something about the idea of branding that seems to resonate with the times. We seem to be surrounded by brands of all descriptions. Today, everything is a brand- apart from product and service brands we now have cities, state, countries, political parties, celebrities, TV programs, sport tournaments, events, ideas and even individuals, all of which aspire to brandedness. It is hardly surprising, that in this context, the idea of employer branding should come into greater focus. The paradox, however is that, the more we speak of branding, the less branded we seem to be becoming. For what is commonly understood by branding something is to make it more visible, to promote it more actively by tomtoming its strengths and generating hype (only in the context of marketing does the word hip carry positive connotations). Which is why very often, the notion of employer branding seems to come to the forefront most when recruiting, particularly when an organization has to attract fresh graduates from leading institutes in the face of competition. Faced with a need to articulate the employee proposition delivered by organizations in a consumable and desirable form, the employer brand here can end up becoming little more than a communication contrivance, a selling aid. Believing that by exaggerating the ‘strong points’ of the organization in a creative way, one is branding the organization as an employer, is a reduction of the idea of branding into puffery. It also underlines the fundamental misconception about branding- that it is an external device, used by slick marketers to seduce customers. As a concept in its purest form, branding has very little to do with marketing or business, indeed; that is simply the arena where the idea gets applied most often. A brand is a distinctive pattern in the mind, organized around a central idea that delivers meaning that is valuable to the receiver. Which is why we can describe so many things in the world as brands. When an idea leaves a consistent, discernible imprint in our minds that we come to recognize and value in some form, a brand can be said to have formed. A brand is an outward grasp of an inner reality, presented in a way that it becomes April | 2013 NHRD Network Journal 19
Page 1 and 2: ISSN - 0974 - 1739 NHRD Network Jou
Page 3 and 4: profe sion. Donn Doongaji Anil Sach
Page 5 and 6: CONTENTS S.No. Title of Article Aut
Page 7 and 8: Editorial Comments Dear Reader, Wha
Page 9 and 10: opportunity for organizations to go
Page 11 and 12: Picking up weak signals in the new
Page 13 and 14: or https://twitter.com/rossdawson/
Page 15 and 16: In a company, this “making sense
Page 17 and 18: Resonant Leadership for Results Dr.
Page 19 and 20: Leadership for Results has touched
Page 21 and 22: Day Two, then, is highly customized
Page 23 and 24: Enabling Learning through Technolog
Page 25 and 26: letting go the control mindset and
Page 27: exhibit a positive view of the tech
Page 31 and 32: In an ideal sense, every element in
Page 33 and 34: cynicism, under-ambition sloth. Mak
Page 35 and 36: In short, life in the workplace tod
Page 37 and 38: of knowledge, passion and ownership
Page 39 and 40: time to offer to an executive ridin
Page 41 and 42: Buchanan. With a team of uniquely g
Page 43 and 44: This paper seeks to demystify gamif
Page 45 and 46: l l approach to create opportunitie
Page 47 and 48: Learning Employee engagement l l l
Page 49 and 50: 5. Yardstick: An HR professional ca
Page 51 and 52: l Move beyond formal learning proce
Page 53 and 54: having the ability to hold the tens
Page 55 and 56: HR, Social Media and creating the o
Page 57 and 58: l mistakes? Can leaders be question
Page 59 and 60: and visions of the future, to look
Page 61 and 62: A business within the business Dave
Page 63 and 64: of which can function as a complete
Page 65 and 66: customers successful.” Customers
Page 67 and 68: and readable by everyone; second, t
Page 69 and 70: those who routinely introduce new i
Page 71 and 72: competencies as part of the organiz
Page 73 and 74: ABOUT THE JOURNAL The National HRD

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