Even while we are talking about the increasing number of job opportunities emerging across sectors, India Inc is reeling under the pressure of a severe shortage of quality talent in the job market.

Every organization seeks highly skilled employees who could be on the job from day one. However, this search ends up futile for want of quality talent and firms en up sending considerable time and money to impart job relevant training to their employees once they come on the company pay rolls. Which are the key skills that employees lack? Besides the functional skills, many lack soft skills like communication, customer service, and basic computer skills etc. Experts say that employees must strive hard to enhance their employability. Enhancing the technical and soft skills is the right way to become job relevant. A sharp analysis of the organization’s environment will help one to diagnose the skills required to manage and contribute in that environment.

Firms are also doing their bit to hone and upgrade the skill sets of their employees. To enhance the employability of the workforce an organization’s leadership must incorporate the people agenda as a main component of its strategy. The people strategy must be communicated to each and eve employee and then must be implemented as designed. Many firms are also investing heavily on industry academia partnerships and in house training programs to improve the skill sets of employees. The alignment between the training programs with the competencies needs to be successful. The competencies set must be relevant not only today, but also in the future. What is needed to address this issue is cutting edge industry relevant job skills training with strong leverage of modern technology.

The current economy is looking for more number of skilled people who could be on the job and execute it well. Ensuring that one has all the relevant skills to excel in a job is the way forward.

Though there were similarities when comparing regions in terms of organizational culture and effectiveness, there were some differences when researchers compared individual countries. An organizational culture that stresses empowerment, for example, appears to be more important for performance in countries such as the United States and Brazil and less important in countries such as Japan because of the former two countries’ focus on the individual. Also, a focus on creating change within the organization appears to be a strong predictor of organizational effectiveness in South Africa but a relatively weak predictor in Jamaica, but it currently is unclear as to why this is the case. Overall, the study confirms that having a strong, productive organizational culture is associated with increased sales growth, profitably, employee satisfaction, and overall organizational performance regardless of where the organization is physically located.

Strong versus Weak Cultures:

It has become increasingly popular to differentiate between strong and weak cultures. The argument here is that strong cultures have a greater impact on employee behavior and are more directly related to reduce turnover.

In a strong culture, the organization’s core values are both intensely held and widely shared. The more members who accept the core values and the greater their commitment to those values is, the stronger the culture is. Consistent with this definition, a strong culture will have a great influence on the behavior of its members because the high degree of sharedness and intensity creates an internal climate of high behavioral control. For example, Seattle-based Nordstrom has developed one of the strongest service cultures in the retailing industry. Nordstrom employees know in no uncertain terms what is expected of them and these expectations go a long way in shaping their behavior.

One specific result of a strong culture should be lower employee turnover. A strong culture demonstrates high agreement among members about what the organization stands for. Such unanimity of purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen employees’ propensity to leave the organization.

Culture versus Formalization:
A strong organizational culture increases behavioral consistency. In this sense, we should recognize that a strong culture can act as a substitute for formalization.

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