Key challenges of exchanging knowledge between workforce generations



Rupali Parsha

Blue Sky HR Solutions Pvt. Ltd.

Sr. Executive – HR Operations

Key challenges of exchanging knowledge between workforce generations

Summary: The below article talks about the criticality of knowledge transfer as a process and the obstacles that may come across your way thereby interrupting or affecting the process negatively.

In any organization, knowledge transfer is a very critical aspect of every process. Hence this topic has garnered a lot of audience right from the Junior Executive to the Top Management and constantly pinching them of think about the pitfalls or challenges faced during this entire process of knowledge transfer between work force generations, and even thereafter. The main objective of knowledge transfer is to capitalize on it or in other words to transfer individual knowledge into organizational knowledge.

The two cases where exchange of knowledge usually occurs are as listed below:

  1. Greying of the population in a company
  2. A key/critical resource moving out for better prospects

In both these cases, the exchange is knowledge is too sensitive a process and needs to be handled with utmost seriousness. But during this entire process of exchange, you may come across a lot of obstacles. A few or the most important ones are listed below:

  1. Generation gap / age difference
  2. Experience matters
  3. Awareness of advanced methodologies / technologies
  4. Knowledge transfer happening between two people based at two different locations – the change in time zone will also have an impact on the process.
  5. Effectiveness of training
  6. Loss of expertise or required skill sets for the job
  7. Language barrier
  8. Willingness to transfer knowledge
  9. Reluctance in sharing insights about managing key customer relationships / tasks


Conclusion: Considering the challenges faced, in order to achieve successful transfer of knowledge, innovative solution needs to be developed and executed to overcome these obstacles.

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Impact of Global Work Culture


Sushil Chander

Principal Consultant, SC Consulting


Impact of Global Work Culture

Global work culture is around us, but what qualifies as global work culture? Is it the western work culture, or does it have any eastern elements in it? Within the western culture, is it the American, British, or the German work culture?

In essence, it attempts to take the best from all, and creates a culture of serving the customer in the best possible way. From the customer stand point, he will like German efficiency, American matter of fact response, Japanese/ Eastern grace and hospitable environment etc.

For long, the American way of working was impacting the global culture, as it was the largest investor and consumer. However, in the new world, many MNCs are not American, or European; and also the customer base is more global than only from a particular country or region.

Companies now have to tailor their messages to the environments/ markets/ countries that they operate in, and so their offices or workforce have a mix of the local and the original country culture. For example, a Japanese person irrespective of which company he works with may get referred to with a san suffixed to his name, to give respect to the Japanese culture. On the converse, an Indian working with a German company may be required to show up more efficient work ethic than normal. So, the new work culture is a mix of the local and from the native country of the company, giving rise to another subset of the global culture.

However, having said that as companies move towards a period of cost optimization, quality, faster speed of response, they all want their workforces irrespective of their work place across the globe to win the battle for them by being even more efficient, innovative, customer oriented, and value adding than ever before. The job traits required for these would make the work force across the world subsume a subset of a global culture valid for their environment. The market work force which cannot adapt fast enough for such requirements, would lose out employment generation opportunities to other markets.

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Hiral  - Photo - 1

Hiral K Dholakia

HR Director

J Walter Thompson



To understand to role of HRBP in L&D, we need to understand what HRBP really means. An HRBP role is one that is focused on working closely with management and functional heads and thereby creating systems that lead to the defined strategic objectives and goals.

On the other hand, the role of an L&D person is to innovate and create learning opportunities for the employees. According to some HR experts, L&D is a specialized domain and should be kept as a separate function. L&D professionals have strong or a very long time to penetrate into the mainline business. However I feel that the final objective of the L&D professional is to create a ‘Ready Employee’; one who is ready to face any current and upcoming work challenge. Is this not something an HRBP is expected to do?

In today’s competitive world, all departments need to integrate and work as one team to counter both the internal and external challenges faced by the organization.Why can’t we look at a scenario where the organizations develop their HR strategy and develop their own team members so that they think business and bring the essence of learning initiatives that reflect the culture and the company vision? HRBPs can play a very effective role in managing learning initiatives because of their grip over the business processes. An astute HRBP with a strong business acumen understands the ‘WHAT’and ‘WHY’of a business problem and hence can work towards the ‘HOW’of finding the solution.

HRBPs arein fact the catalyst for creating learning opportunities for the employees and help them grow within the business.

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Role of HR Business Partner in Learning and Development

Hasan Photo 2

Hasan Faraz

Senior Compensation Analyst

Milaha Company


Role of HR Business Partner in Learning and Development

For large organizations with centralized support functions, the HR Business Partner (HRBP) is an integral link between the Business Unit (BU) and HR, and is generally the focal point for the execution of HR processes to support the BU’soperations.  At the same time, working closely with the business provides the vantage point from wherethe HRBP is better able to evaluate and correlate business and individual performance to identify relevant human factors, in the analysis of the gaps, and design L&D initiatives to address them.

The HRBP would ensure that processes are in place forthe retention and developmentof talent tobuild organizational capability for sustainable growth. Some of the processes, tools and information resources to support this objective are as follows:

  • Job Descriptions for all positions, with the required levels for applicable Behavioral and Technical competencies, are available,and discussed & reviewed withthe relevant employees and managers,
  • individual performance targets are regularly defined against SMART objectives and are in alignment with the business/department objectives for the year/term
  • performance scores are available
  • personality profiles of the incumbents in key rolesas well as those of high potentials, their career drivers and other relevant information is available

Armed with the above the HRBP would:

  • Bench-mark high performers with the relevant competencies and build an objective framework to identify development needs for current and future incumbents
  • Advise management on the right team mix
  • Advise managers on coaching and counselling staff on their performance and possible career paths in addition to inputs on succession planning and promotions
  • Introduce cultural interventions, as and when required in order to facilitate change management

An on-going dialog with management and rapport with the staff is vital to ensure the right people are doing their jobs right, with joy, today and tomorrow.

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Work life balance for Women with latest trends and strategies

Rajesh Kumar Lenka

Cushman & Wakefield
Compliance Manager

“Work life balance for Women with latest trends and strategies”.

Work life balance in organization is much talked about subject, however one thing should be kept in mind without this productivity along with self satisfaction, stress, loyalty, conflicts, absenteeism, and other factors are associated in daily work life.

In reference to this organization have to balance between genders where woman work force should constitute 30-40% in organization, having fair representation would get better productivity and output in organization as per studies concluded by leading HR consultancy firms across the globe.

Some latest trends and strategies

ü       Having flexible at work for women would give them opportunity to work with ease and deliver output as desired, be in term of timing and place of work, some latest development is work from home and place of convenience.

ü      Job redesigning and delegation is another strategy where organization policy makers and managers can play lead role to balance the work and social life on equal footing, making women workers at ease and comfort.

ü       Employee assistant and wellness program most common initiatives taken by HR department these days in organizations for supporting women employees to discuss and resolve their personal and social problems, here organization can help them to overcome the difficulties and have right balance towards work life.

ü    Part time / Voluntary work timings for women is another effort where organization can discuss and make policy referendum to give women working force liberty in managing work between office and home having flexible working terms based on their needs.

ü    Focus should on task accomplishment rather than timings, as benchmark on productivity and output measurement, in particular for women employees where performance score cards and KRA should be measured as yardstick not on bias or personal preference.

ü     Adherence to organization policies on work life balance and other international policies SA 8000, federal labour laws, etc being in place which should be practiced in heart and spirit across the organization to have right balance between work place and social life in correct manner.

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Work life balance for women in organizations

prag picPragya Trivedi

HR Professional

Work life balance for women in organization

When it comes to working women this becomes a very sensitive issue. As we see so many women dropping out of the regular workforce for family needs to take care of children or aged parents. Many of these women find it difficult to juggle between home & work and organizations fail to accommodate them in their high speed fast paced growth cultures. Hence such women have no choice but to opt out of a regular workforce.

The need here is to provide such women with the flexibility to be able to manage both work and family without sacrificing one for the other.

Today this issue has grabbed the attention of organizations and many are taking initiatives to adopt policies and practices which offer women a flexible working environment to strike the needed balance.

Flexible working hours – This initiative helps individuals choose their working hours in a work day. This not only provides the required flexibility but also helps improve employee productivity.

Other such practices adopted by organizations include shift working or work from home options.

Provide dependent /child care – This includes giving a care taker or nanny allowance as part of salary. Also providing crèche services in the office premises has been adopted by organizations. This enables women to ensure that their child or aged parents are being taken care of when they are at work.

Leave Policy – Making adjustments in the leave policy can also be helpful. In this government dictat of increasing maternity benefit to 6 months is a welcome change. Other practices that can be adopted are providing for special day leaves on Anniversary, Birthdays, Parent teacher meetings etc. Also ensuring that employees are compulsorily taking their annual leave to spend time with their family is important.

Some of these practices are being adopted by organizations today; however there is still a long way to go as far as this subject is concerned.  HR professionals have a mammoth task of increasing awareness among organizations on this issue and taking corrective measures to enable women strike the right balance and retain talent.

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