In all businesses today, aligning human resource management with business strategy has become an important element to succeed. Organisational restructuring, managing key resource requirements, performance management systems, career and succession planning have all been re-aligned to form synergy with the company's overall business strategy. AI-driven Talent Matching
With increased competition, changing workforce demographics, talent shortages and increased globalization, many organizations are now proactively studying leadership, demographic and economic trends, to prepare for their future workforce needs. HR departments are developing comprehensive workforce plans and talent management strategies centered on attracting, assessing, selecting, engaging, and retaining talent.
The practice of Talent Management is more important in today's economy than it has ever been. Now in the new millennium, we find ourselves in the talent age. In the new millennium the only unique asset that many companies have to maintain a competitive edge is their people. In the global market place and every industry around the world, it is the talent and its management that differentiates and sets the tone for success or failure To achieve organizational goals, one must synchronize their business strategy and human capital strategy. Successful organisations have the right talent in place at all levels - people who look beyond the obvious and take the business into the future. The basis for ensuring this is an integrated approach to talent management. Talent Matching Solutions
Finding and keeping the right people has an enormous effect on one's organization's financial performance. Identifying these talents and hiring people whose talents are similar to those of top performers are crucial steps toward achieving individual and organizational success Talent management and leadership development remain the biggest Human Resources challenges. The two issues are rated "highly critical for success" Talent management means aligning talent strategies with organisational needs; attracting and selecting the right people, identifying and shaping their potential and fuelling their enthusiasm and commitment.
Effective talent management is a critical business goal for all leading organisations in today's economy. Human resource management is a process of bringing people and organizations together so that the goals of each other are met. The role of Human Resource manager is shifting from that of a protector and screener to the role of a planner and change agent. The knowledge age moved the basis of economic value to information assets through integrated communications and computer technology. Now the competitive battlefront is for the best people because they are the true creators of value. PEOPLE provide unique knowledge, an inherent component of the value-proposition that PEOPLE bring to an organization; knowledge gained through education, training, and experience. Investment in PEOPLE will position organizations for continual innovation in an increasingly diverse, competitive and ever-changing climate. succession planning
Human capital is the most vital resource in any organization and also the most difficult to manage. Today the success of Human Resources professionals is directly linked to the quality of talent and its productivity and they are being held accountable to deliver on stringent and measurable performance metrices. Building a competitive talent pool is a function of attracting, engaging and retaining the right mix of competencies. Companies are also increasingly hiring employees whose personalities and values reflect those of the organization.
Talent Management is more and more business critical to organizations, bringing with it, new visibility and challenges. For Human resources people, employees are the face of company's brand and the most vital asset of one's business. They drive organisation's productivity and profitability. Aligning Talent Acquisition to the organization's strategic objectives is imperative to the success of the organization and Human Resources tend to concentrate in recruiting those key people and focus their attention and resources on developing them. Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development.
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Late P K Narula, the founder of SNG India, wanted to reduce & bridge this gap and introduce the latest technologies, from world-over to India.
Founded in the year 1953, Sun Narula Group (SNG), are South Asia’s leading healthcare solutions providers.
The organization’s mission is to ensure that every healthcare facility and institution has the best intra-facility logistics and healthcare solutions consequently reduce healing time, healthcare delivery costs, and enhance healthcare quality.The group has time and again introduced several advanced medical and healthcare technologies in the region.
With over 2500 historically and over 450 active healthcare providers as its customers SNG has business spanned all across the country, South Asia and as far as Middle East as well.
Over the years it has evolved into South Asia’s leading Healthcare solutions and automation group.Currently, there are two core healthcare verticals viz.
Healthcare Logistics Automation, wherein SNG offers Pneumatic Tube Systems & Automated Pneumatic Waste & Laundry Collection Systems; Healthcare Turn-Key Solutions, wherein it offers Modular & Seamless OR Solutions, TKS packages for Critical Areas such as ICUs, ERs, & Patient Rooms.SNG has also recently introduced its solutions for Central Medical Gas Supply Pipeline Systems, and have executed and delivered these solutions in a few renowned healthcare facilities.The Competent Leadership of SNGOver the decades the reigns were passed on to P K Narula’s sons – Pankaj Narula, the Managing Director and Puneet Narula, the Joint Managing Director.
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