Assignment-1

1) HR Practices of Apollo Hospitals and Taj Hotels.

S.no
1

HR Practice
Recruiting and
Selecting
employee

Training and
development

Environment

Information
sharing

Incentives

Apollo Hospital
Equal opportunity
employer for
recruiting and
selecting quality
employees.
Provides adequate
training and
development
facilities to
employees to
effectively perform
current and future
jobs.
Always tries to
maintain a
congenial working
environment where
employees will feel
better and
contribute more to
the success of the
organization.
Communicates with
employees about
what is happening
in the organization,
including company
goals and
expectations as well
as what is going to
happen in the firm.
A
competitive
monthly Total Base
Salary,
An
annual
performance based
Salary Increment,

Taj Hotel
Strict and difficult by
application form, written
and medical examination,
various modes of personal
interview.
18 months training,
The Taj hospitality
training(THT),
Taj Management Traning
Programme(TMTP).

They are encouraged to

take authority of situation.

Has a dedicated forum to

raise recommendations
and compliment peers.

Flexible,
Performance standards,
Job experience.

Performance Bonus.
6

Benefits
Leave&Medical
benefits.

Group insurance,
Sick pay plan.

2) Role of HR Manager in VUCA world

The term VUCA was introduced by the US Army War College to

describe the more Volatile, Uncertain, Complex and Ambiguous
world in the post-cold war era. The term was subsequently adopted
by the business world to describe the rapidly changing business
environment, underscored by globalisation of markets, rebalancing
of the global economy, advances in technology, changing
demographic trends, new customer needs and disruption of existing
business models.
With ample employment opportunities for critical-skills talent,
retention would become a serious challenge. This scenario would
require companies to invest heavily in branding themselves as a
destination employer.
This is needed to offer a differentiated employee experience,
together with a compelling total rewards proposition.
If the economy is in turmoil and talent mobility is low, HR would
need to flex its approach to managing the workforce retaining
critical-skills talent while tapping into cost-efficient, on-demand
talent sources like contractors, outsourcing, crowd-sourcing etc. To
retain the best talent, companies would segment their workforces
and invest in roles that are pivotal to the strategic success of the
business
If the economy is stable and talent mobility is high, the power starts
shifting to the employer. In this scenario, the high demand for talent
is matched by ready availability of talent.
At the same time, talent investments will be lower as more talent
from lower-cost economies come onboard.
The last scenario is one of high economic volatility and high talent
mobility. The outlook for talent becomes uncertain, even though
talent can move more fluidly. Employers would become more
cautious and access talent from lower cost economies to manage
costs. So this is required.
The nature of employer-employee relationship would change to
short-term contractor-type arrangements, rather than permanent
employment. The scenario can see an over-supply of talent,
especially in routine jobs and HR departments would invest
resources in identifying the right talent from a global pool
In no way, the implications for HR outlined here are comprehensive
and there would be several other issues to deal with. Moreover, HR

leaders might need to tactfully navigate each one of them at

different points of time.
Instead of HR specialists who understand the business context,
there would be a need for business experts who can deliver people
solutions. Beyond having expertise in HR programme design and
delivery, future HR professionals would also need solid analytics and
change management capabilities. HR Technology will need to evolve
to provide consumer-grade experience to the enterprise