Monday, 11 May 2015

The need for Social Recognition System

  Mr. Swaminathan Santhanam,
CEO, Adrenalin eSystems Limited
Every organization wants to have motivated and engaged workers. In fact the recent reports from Gallup research cited that only about 13% of organization’s population is engaged worldwide. In other words, only one in eight employees are engaged and are psychologically committed to their jobs and likely to be making positive contributions to their organizations.
To me, this is a huge loss of productivity thereby affecting the credibility of organization in terms of unhappy customers or not able to drive the business results.

The bulk of employees (63%) are “not engaged” meaning they lack motivation and are less likely to invest discretionary efforts in organizational goals and outcomes. 24% are “actively disengaged”, indicating they are unhappy and unproductive at work and liable to spread negativity to customers.
Does this mean that organizations are not engaging employees with rewards & recognition programs? The answer obviously is “yes”. Gartner’s Dec.2013 Study, “Social Employee Recognition Systems reward the business with results”, evaluated the approaches companies are to manage worker performance and inspire greater productivity.

The report cites that organizations spend as much as 2% of their payroll budgets on reward or recognition programs. Despite these investments, these programs are not generally successful. Gartner concludes that the programs have a number of flaws:
  • Infrequency - Without consistent, continual recognition program, business to make their engagement initiatives a visible, tangible aspect of their culture.
  • Focus on longevity - Many reward strategies recognized tenure and this could naturally have a negative impact on the workforce as a whole as seniority will be valued over other important attributes.
  • Fleeting Rewards - - Monetary gifts & other prizes are just not that memorable after the fact. Extrinsic motivations may work to inspire short term efforts, but they want faster commitment and passion that create sustainable results through better engagement efforts.
What is the solution then?
Social recognition: A new & forward looking approach that encourages good behavior and encourages people to live up to organization core values.

Clearly, employee rewards were not effective for many long years; these strategies were all that was out there. A new, forward looking strategy is emerging and it has potential to be next generation.
Social Recognition platforms like, Adrenalin SMILE, evoke intrinsic motivation to fuel sustained commitment and passion. The approach laid out in this platform is based on a gamification concept. It encourages all employees in the organization to reward their colleagues with points whenever they spot a good behavior, team work, Impressive show, Good job and work excellence etc. The system user uses a gamification in the form of rewarding points and builds a unique identifier called “Adrenalin Quotient (AQ)” besides virtual gifts.
These recognition can be in the organizations wall called (Smile Corner). By virtue of earning point, the employees could earn badges or part of unique club. Other employees can come to this wall (Smile Corner) & post their feedback against such recognition's.
This makes the employee feel validated, encouraged and more importantly valued when they know their thoughts and hard work are respected. The end result, is a more actively engaged workforce.
The employees can go on to redeem there earned points from the organization’s e-store for the merchandise of their interest.

By marrying the rewards and a thought process of continual recognition process, organizations can give out extrinsic incentives like gifts from their e-store which can be powerful reinforcement for intrinsic motivation. The important thing is to have a comprehensive strategy that builds passion and commitment, adding lasting meaning to otherwise superficial programs.

Thursday, 26 February 2015

Are your employees invisible? How to give your employees a voice?

  Mr. Swaminathan Santham,
CEO, Adrenalin eSystems
In my last blog on Enterprise Social Collaboration series, I was indicating about the benefits of how an employee profile could be a big starting point for organisations to begin their employee engagement programs. We live in a connected world where we are in touch with people constantly, share information with them like never before, whereas knowledge in the workplace often remains in silos or with individuals in their respective locations. This means that when the employee moves to another location or project or leaves the company, the knowledge goes along with him / her. This is a huge drawback for organisations as they are missing out a competitive edge (i.e., the experience and ideas of their employees). In order to maximise the success in workplaces, it is important to have the skill sets and accomplishments in one place and make it visible to the rest of the company.  This is where Employee Profile helps and leaves a starting point for collaboration to begin in the organisation thereby helping to build and execute ideas.

Generally, Human mind wants to hear and be heard.  If this is an emotional need of the people that organisations employ, are we giving the right engagement platform to people that addresses the following:
  • Are people encouraged to share what they know?
  • Are employees empowered with tools that allow them to socialize their experience to benefit the business?
  • How do business leaders share their vision and solicit feedback today?
  • Could the effectiveness of corporate or executive communications be improved?
It is in addressing these challenges, employee profiles becomes a starting point and this can be further strengthened by allowing the employees to build their own internal social network within the organization. In a way, it serves the emotional need of an employee to be visible amongst his / her colleagues. When employees are given a platform to communicate and collaborate, they are able to connect their knowledge with their colleagues and this often gives an opportunity for voices to be heard. Meeting this emotional need of employees increases collaboration, motivates them to perform and more importantly it meets the implied need of “I am heard”.

Here are the top three reasons to implement social network within an organisation:

1.  Internal networks provide a forum for knowledge-sharing. An online network gives employees the opportunity to share key insight and best practices with the rest of the organisation, increasing the reach of that knowledge and inspiring other employees to continue their own development. Ideas are no longer contained to employees’ own silos, but rather spread through the organisation in a way that encourages individuals to expand on that knowledge, work with each other, and heightens employee engagement.

2.   Encourage status and project updates. With online networks, employees can amplify the reach of their accomplishments by broadcasting their wins and achievements on their wall. Even “unsung heroes” can highlight their accomplishments in a public way, allowing managers and peers to have a better understanding of top performers and provide recognition accordingly.

3. They encourage recognition that enforces the right behaviours. Now that accomplishments are in a public space, employees have the opportunity to thank and recognize their teammates for completed goals and wins that contribute to the company’s success, that they may otherwise not have had the chance to call out, inspiring continued performance and increasing employee engagement.

Increasing individual visibility isn’t about bragging – it’s about amplifying your company’s top performers’ experience, knowledge bases, and accomplishments, encouraging collaboration and recognition, which overall increases productivity and employee engagement.


As we have seen above, by introducing Social Networks within an organization can lead to so much benefits. This will be your second step of building an engaged workforce. In my next blog, let us cover how various other solutions in Enterprise Social Collaboration space benefit to employees and organizations.

Tuesday, 20 January 2015

Employee profiles – Can businesses of all sizes benefit from it?

  Mr. Swaminathan Santham,
CEO, Adrenalin eSystems
We are living in a connected world and for everything that we want, we almost have answers immediately through internet. If internet can do so much for users, the same kind of benefits are not seen in businesses. It is because businesses operate remotely and very often in silos thereby leading to reinventing wheels. In fact MIT study results suggest that “The farther apart we are at the lower probability of communication”. It even pinpoints saying that if people are seated >200 feet apart, they don’t talk. To me, it is a lot of wastage in human productivity.

It is in addressing these challenges, EnterpriseSocial Collaboration is here to stay. Today the organizations which are remotely dispersed do not know “who is who in the zoo?!” or “I know the type of person I need to help me, but...?”. If organizations can take effort to create Employee Profiles as a first step, they can overcome such challenges.

What is employee profiles? - Employee profiles tells the story of each and every member of an organization. And the larger the company, the more important it is that information about an employee’s skills be easily available.

The 3 big benefits of employee profiles:

Understanding why employee profiles are important is the first step towards getting most out of them. Here are a few things to keep in mind about how your business can gain traction by embracing employee profiles that can lead to measurable results.
  • Bring your remote employees together: In a fairly dispersed organization geographically, people do not really know who is on the other side. Also when they work remotely and communicate via emails or telephone, it really does not give a true representation of their personality. It is important for you to create a platform that can populate profile information of employees automatically and also allow employees to add some personal side of interests as well. This way a person who interacts remotely is able to map a face to the person on the other side. He or she understands the person on the other side
  • Encourage employees to network: When we look at the services like Facebook or Linked In, it will be quite clear how effective people profiles can be when it comes to like-minded people who want to network with each other. In every organization, employees depend on each other to succeed. When a platform is given where employees are allowed to network with each other, they can build a buddy community for themselves thereby helping their cause in meeting organizational objectives.
  • Helping to spot talent: Very often employees in organizations have said “I know the kind ofperson I need to help me, but...?”. It is not always easy to know the skill sets of employees in your organization. As organizations grow, it is difficult to know people at personal level. It is important for you to provide a tool that  can automatically build professional skills and background, they serve as excellent tools for those who are asking questions like above. 

    It helps the business to find the right person at the right time thereby making the life of managers and CEO’s much easy. In the end, what would have taken otherwise weeks to compile, can be completed in mere months, so long as every employee profile is rightly filled out.


As we have seen above, by employing a very simple but effective solution through a social people management tool, the organization can reap multiple benefits. This will be the first step of building an engaged workforce organization. In my subsequent blogs, let us see various other solutions that Enterprise Social Collaboration can give and its benefits to employees and organizations.

Monday, 1 December 2014

Adrenalin HCM on Cloud is set to drive the Business Transformation of Enterprises

Ajay Agarwal , Executive Vice President - Cloud at Adrenalin eSystems Limited tells us about Human Resource Management Systems on the Cloud, Adrenalin's partnership strategies and the future of HR.

Why is the Cloud so important for an enterprise?

Automation is important for an enterprise.   However cost of automation and the skill-sets required for managing that is always a deterrent for adoption.

This is where Cloud Solutions come in handy and becomes important.   It is something like a ‘ready-to-eat’ food that is available.  You only have to heat it and have it – no cooking science involved.   Adoption of Cloud-based solution is like that.  Enterprises need not have to spend elaborate time in exploring technology, fitment to environment, etc. for choosing this – they just need to validate with their business process.

Enterprise can concentrate on their core business and let technology experts deliver results.  They just need to pay-for-usage.

What are the challenges to the Cloud adoption in India?

Challenges are only in the mind.  

Today we have come a long way from where we were 10 years ago.  There is stable and almost secure connectivity.   Adoption of internet and web is not taken for granted.  Familiarity is high.  Mobile networks are widely used.

While remote parts of the country may not have internet connectivity directly, it is serviced otherwise through mobile networks (SMS, etc.), which can be effectively used for Cloud-based solutions.

What has changed in the decision making process of an enterprise?

The way business applications will have to be looked at has changed (is changing).  Enterprises do not look at it purely from ROI in rupee terms, but more in terms of business benefit terms.

Many things today are falling into hygiene factors – a must to have – from what used to be computed on business yield calculations. 

There were times few years back, when you needed to buy a Desktop in an enterprise, a yield justification had to be provided for payback of the capital expenditure.  Now no one questions the need for a desktop for an Employee, it almost is made available on the day he joins the company.

Business applications are getting there.   Enterprises are challenged every day to usher in efficiency of their workforce – they expect more to be done, by less or same workforce.  So the key is in enabling them with tools and techniques that will help them focus more on Work related activity – or possibly help them complete their task more efficiently.

Added to this is the concept of ‘work-life-balance’.  There is no denying that the Employee is also a human being and has his own needs that has to be addressed.  

The employee needs to be engaged with the Enterprise, he needs to be aligned to it.

All these factors are taking centre stage in the decision making process of an Enterprise.

How is Adrenalin different?

Adrenalin recognizes the importance of Employee in an Enterprise.  It recognizes that every Employee wants to positively contribute to the business, at the same time he has his personal needs.

Adrenalin is a single product, single domain company, focussed only in HR and Employee.  Our undivided focus on HR has enabled us to provide for each and every nuance of this department so thoroughly.

Recognizing that different industry needs are different, Adrenalin has a solution specifically for that.   Adrenalin also believes that technology should not be a deterrent for small companies and thus offers an Enterprise Class Application on the Cloud and on Mobile.

Workforce mobility is a given in today’s business.  Adrenalin is sensitive to this and enables full functionality on mobile, thereby enabling the Employee to be connected to the Enterprise and vice-versa.

Adrenalin also recognized that need for social interaction among Employees in an Enterprise, be it sharing knowledge or extending help.   Adrenalin’s Jonction serves this need as well.

Adrenalin helps Enterprise with sufficient analytics and reports to take meaningful decisions.

Adrenalin’s Go To Market Strategy

Small businesses are the under-serviced businesses in India with good technology.  The reach to them has always been a challenge.   Adrenalin’s outreach program is intended to handle this gap.  Going with the spread of IT vendors across India, Adrenalin intent is to partner with them for growth.

These IT Vendors would greatly benefit in carrying an Enterprise Class product to their under-serviced customers and provide great value to them in their business function.  By enabling partners in our offerings, Adrenalin looks for a win-win relationship.

IT partners are quickly gaining prominence with the way the Cloud is growing. Partners will soon start building their own eco-system of products on the Cloud, which they will sell to enterprises. We are looking at having about 500 partners by next year, which puts us in over 70 cities.

With dedicated support team, Adrenalin commits a promising future to these IT Vendors when it comes to offering Adrenalin-on-the-Cloud.

Adrenalin's Investment in the Cloud

As the future of enterprises is definitely in the Cloud, we do see ourselves contributing considerably to its growth.

Our intent is always to bring Enterprise Product at an affordable price to the customer at large.  We assure high-security and availability.   Keeping highly interactive and simple User Interface, we aim for higher adoption rate.  And in this regard, our investment will continue to be in expanding the Cloud-reach, technology innovation and data security.

Friday, 21 November 2014

RCBC Group Selects Adrenalin, the Human Capital Management Software from the house of Polaris.

(From left to right) Patricio Picazo (Head, Human Resources Division, RCBC Savings Bank), Rowena Subido (Head, Human Resources Group, RCBC) Dennis Bancod (Head, IT Shared Services and Operations Groups, RCBC), Kelvin Loh (Country Manager, Polaris) and Hana Nomura (Sales Manager, Polaris)
Manila, Philippines– November 3, 2014 – RCBC Group, the banking and financial arm of the Yuchengco Group of Companies (YGC), has selected the Adrenalin from the house of the Polaris Group as its new Human Capital Management (HCM) Solution. 

Speaking on the occasion, Rowena F. Subido, FSVP and Head of the Human Resources Group, RCBC said “We chose Adrenalin HCM because it is the most flexible and configurable system in the market that would fit the needs of associates situated in our 435 branches and various head office locations.  Its depth of offering and technology was a critical deciding factor for us.”

With the Adrenalin HCM Solution, the RCBC Group can further enhance its growth strategy and plans, which are centered on organizational capability building, innovative programs and initiatives on talent management and development, leadership continuity, retention programs, employee well-being as well as corporate social responsibility.

 “We are quite excited to be part of this initiative of RCBC. This shows the depth of offering that Adrenalin solution has for global HCM needs” – said Mr. Balaji Ganesh, CEO & MD, Adrenalin eSystems Limited.

Wednesday, 11 June 2014

De-mystifying Cloud for HR

Mr. Balaji Ganesh
CEO and MD
Adrenalin eSystems

Mr. Balaji Ganesh, CEO & MD of Adrenalin eSystems Limited talks about changing trends at workplace and the corresponding adaptations of Cloud for HRMS. He starts with Smart Technology’s role in today’s work environment and goes on to detail the benefits, security aspects and the role of HR in this transition.

Cloud Technology has experienced favorable adoption not only by large enterprises but increasingly by many SMEs too.  Still there exists uncertainty about Data security, posting sensitive employee data with third party service provider, etc. in the minds of HR. The objective of this article is to assist HR to unravel the myths surrounding Cloud and simplify their understanding for better adoption.  It is important for HR to ask the right questions to the Service Provider before embracing Cloud solution.

HR should not fear adoption of Cloud services due to lack of understanding.  According to Mr Balaji Ganesh, CEO and MD of Adrenalin eSystems Limited, "The fact that it is a shared service does not make Cloud for HR less-favorable“. In order to convince the HR industry to adopt Cloud, the argument can be made that most companies already outsource payroll to other vendors, which strikes similarity to what data in Cloud implies too.  The same process of validation of the payroll vendor in terms of reliability & security, should apply to the cloud service provider as well.

Security is a major mental block for many companies who are considering Cloud since sensitive data is to be made available in an external environment.  "One of the many options to ensure security and privacy of data is to go with trustworthy, long-standing, credible Application and Service partners. A service provider need not be an application provider too but could be the same," added Mr. Balaji Ganesh. Both parties should considering signing a NDA (non-disclosure agreement) and have necessary contractual obligations set up among themselves in terms of service availability, access rights, disaster plans, etc. Data that are externally hosted can also be encrypted and periodic (say quarterly) access audits conducted. The company can also ensure that user privileges are exclusive to their company employees and only specific users are empowered.

Cloud based HRMS is also a very cost-effective solution since only a subscription fee (pay per use - per employee per month or per employee per year) needs to be paid.   Many make the mistake of trying to compare the cost of on-premise solution with that of cloud solution directly.   On-premise solution has many additional components of cost like infrastructure, hardware, software, maintenance, support structure, etc., in addition to cost of downtime during migration to new version/update.   These are non-existent in case of Cloud and makes it simpler and easily adaptable.

Cloud can be successfully implemented in a company comprising of as small as 20 employees, as the infrastructure cost is non-existent. HRMS (Human Resource management systems) on Cloud can be implemented very fast because there is no infrastructure, hardware or software installation, database configuration and application setups. 

In today’s context integration with other applications or devices and/or customization are also possible in Cloud. Depending on the organizational requirements customers can customize their needs, carryout enhancements and integrate with other systems as well.

Where there are major customization involvement, companies can opt for private Cloud instead of using a public Cloud.

Integration or interfaces with other 3rd party applications which are in-house or on-Cloud is also possible. Support and maintenance is also a lot easier on Cloud both from the application and infrastructure perspective. Anti-virus and patches updates, etc. are done by the service provider as part of the contract.

The service provider can also expand the hardware resources on the Cloud as it detects changes in the volume of transactions – for instance when the number of transactions goes up during an organization’s appraisal. This flexible scalability and consistency functionality of Cloud environment may be absent in the case of in-house solutions, where the company has to add the resources needed to support the increased data volume.

Even disaster recovery is handled by the application or service provider whether it involves backups, disaster handling mechanism or even a location shift; everything is taken care of by the Cloud vendor.

"With lower cost, no capital expenditure & faster implementation, Cloud for HR is an attractive proposition for many companies," said Mr. Balaji Ganesh, CEO & MD of Adrenalin.

Friday, 16 May 2014

Mobile, cloud, and social are here to stay

HR tech will be driven by mobile, social and cloud thanks to inherent benefits over traditional HR management styles.
Mr. Balaji Ganesh
CEO and MD
Adrenalin eSystems
Mobile and social are driving the HR technology space across the globe. While HR priorities such as hunt for good talent, grooming talent and making them more productive still remain, the channels to effectively meet them has changed to mobile and social due to the speed of these services.

Mobile and social, however, come with risks. These platforms expose the inner workings of an organization to the outside world and identifying the right amount of exposure is always a debatable point. The amount of flexibility that a company wants to give its employees compared to the amount of control it wants to exercise is always a trade-off.

The concept of “BYOD” (bring-your-own-device) is picking up in companies. While the amount of internet activity on proprietary infrastructure of the company can be monitored, it is virtually impossible to monitor or control what employees are doing through their smart devices. Some companies try hard to restrict employees’ use of social and mobile. Rather, the organization should focus on policies, coaching and culture-building to hedge the risks. On the flip side, employees also need to be careful about what they post about an organization on social platforms because negative connotations about a person’s social profile can be watched and viewed by the employee’s potential future employers.

Analytics will change the world of HR and HR technology in the coming times. While companies are inclined to get more analytical in their approach to human capital management, the real potential of analytics is unlocked when a company’s trends can be benchmarked against the industry or a particular geography. The possibility of such macro-level analytics is getting more real as more companies post their data on the cloud.

Cloud services are known to be secure and more stable than traditional enterprise systems. Through an analytics platform that can aggregate data from various enterprise systems and compare trends across macro-level parameters a company will be able to obtain more real-time and relevant data about its workforce. For example, traditional engagement measurements relied on retrospective point-in-time surveys. Analytics, however, has changed all that by allowing a company to obtain engagement data, which is benchmarked against the industry or geography and in real-time. This is real actionable data a human capital department can employ to course-correct its management approaches. Organizations failing to understand the potential of these trends will likely fall behind the more progressive ones in their ability to manage the changing composition of the workforce.

Choosing a technology service provider is a tricky affair. First and foremost, an organization should be very clear about who are the stakeholders involved in a service evaluation process. Typically, enterprise risks and priorities are reflected by a CXO-level executive better than a team of junior analysts. For important HR technology decisions, it is always advisable to have the CXO on board in the vendor evaluation process.

The first factor step in a vendor evaluation process is the credibility of a vendor. Besides that, it is important to evaluate how the technology service provider’s current and future product plans relate to the organization’s current and future plans. The questions that one needs to ask are “Can we migrate?” or “Can future integration be seamless?” it is also important to assess the long-standing-ness of the service provider besides other risk assessments. Risk analysis can include assessment of where the vendor puts the enterprise data and number of security layers.

In conclusion, changing workforce models in HR will drive the HR technology space in India. The strife between the older generation workforce trying to enforce controls and the younger generation eager to make changes will drive HR technology. Mobile, cloud, and social will continue to remain buzzwords for a while.