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Experience the power of the pentagon model with the web-enabled tool Join 1000+ of companies in over 10 countries. Know more >>>

CERTIFICATION PROGRAM

Strategic HCM Capability – Certification Program
We conducted a Certification Program for better people management practices More details here >>>

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31 practices in 12 minutes: discover the maturity of your people practices with instant reports …Read more >>>

ICube Human Capital Diagnostic Tool

Human Capital Diagnostic Tool

The connection between employer/organization and its people is like that of land and farmer; each brings the other to life. They appear to be strung together, and yet, engage in ways that are both separate and inseparable. Read more >>>

ICube Human Capital Soultions

Human Capital Solutions

Aligned with our core values of Speed, Innovation and Achievement….we bring you: Capability to execute projects to meet the highest standards through best possible practices.  Read more >>>

ICube HR College of Professionals

HR College of Professionals

We distinguish between people capability required to run the business and HR functional capability. Building the functional expertise includes capability in HR organisation design, people, processes and infrastructure.  Read more >>>

ICube Buzz

Winning the talent war: How innovation attracts and retains employees
With thousands of students graduating this spring, the job market will have no shortage of fresh talent. However, only 19% of college graduates say they are interested in working for a big company, according to a recent Accenture survey. In contrast, 44% of survey respondents say they want to work for a startup or small company.
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The way women tend to think about promotions can hold them back

As a professor of management, I study negotiations, executive decision making, and women in leadership. There’s a trend in what the research on negotiation says about how attitudes toward promotions vary between sexes: Women typically see promotions and other opportunities for advancement as a reward for doing a good job. As a result, they tend to wait to be rewarded instead of actively negotiating with their bosses for new positions. In addition, women tend to believe they have to “check off” every qualification on the list before they can put themselves forward as a candidate for advancement. Men, on the other hand, are far more comfortable seeking promotions even if they only meet some of the criteria for a new role. As a result, far more men than women are comfortable giving a job opportunity a shot, even if it’s a stretch for them.

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Here’s what you need to know about career development and HR technology
One of the common benefits that most employees look for in organizations is the ability of the organization to provide a long-term career. In the 21st century, however, the notion of career and career paths is undergoing a sea change primarily due to social, economical and technological factors. This is also evident in the recently published Deloitte Global Human Capital Trends Survey which clearly identified “building 21st century career” as third most important trend with almost 50 percent of respondents describing it as very important, however only about 10 percent felt they were very ready to address this particular trend, demonstrating how urgent and important is this challenge.

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Younger workers are less likely to believe they are paid fairly
Just under half (48%) of younger millennials (ages 26 to 30) said they felt they were fairly paid, compared with 50% of older millennials (ages 31 to 35) and 54% of Generation Z (ages 18 to 25), according to a new study from Comparably emailed to HR Dive. Workers in their 40s and 50s comprised the group that felt most satisfaction about their pay.
When asked what their top priority would be if they became boss, 27% of Gen Zers said they would increase employee pay, the only group in the study for which this response ranked at the top. Older age groups identified “better vision/strategy” as a top priority. As for sharing pay information with coworkers, 35% of Gen Zers said they were at least somewhat likely to do so, compared to 32% of millennials.
Millennials proved to be less impacted by coworkers’ political views than Gen Zers, but the majority of both groups in the study were confident that the #MeToo movement for women’s equality would positively change the workplace. Among age groups 35 and under in the study, Gen Z (41%) were most likely to say that robots would take over their jobs within the next 10 years.
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Can a branded employee experience improve talent acquisition?
A top priority for North American employers, according to a survey, is branding the employee experience. Research by Blu Ivy group revealed 58% of those polled are looking to create a brand strategy that enhances employee engagement and improves the employee experience.
Half of those surveyed said they have experienced a social employer brand crisis in the last year, and the damage associated with an adverse presence in the marketplace can be “irreparable,” said Stacy Parker, managing director of Blu Ivy Group, in a statement.
Businesses are looking to boost their brand along every pipeline, including talent acquisition. Many of today’s employer brand projects have little focus on the internal experience and are not driving the ROI executives are seeking, the report says. And as incidents that result in negative media continue to threaten businesses, employers that stay ahead of the curve will be better poised to attract and retain workers, the research notes.
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Practitioner Blog

  • HR Professionals are Building Strategic HCM Capability Required To Drive Business

    Interesting data from the respondents of ICE Cube that measures Capability and Effectiveness of people practices on our “Pentagon Model”.  The inputs by HR leaders across 10 countries on a 3 point scale ( 3 being the highest) reveals that organizations as well as individuals are investing in building their functional capability and expertise to…

  • Leaders And Leadership Development—Joining The Dots

    There are a couple of hundred books and case studies covering the topic on leadership and importance of developing right leaders & culture to build a sustainable organisation. From a practitioners’ perspective, we have seen many organisations with strong connects as well as disconnects between the “objectives of leadership development” (why do you want to…

Testimonials

MBA School Professor
“We can leverage this well for our MDP workshops“
2015-10-01T07:55:03+00:00
MBA School Professor “We can leverage this well for our MDP workshops“

Global HR Director
“Hugely valuable to take a dipstick audit of our company across different markets”
2015-10-01T07:56:04+00:00
Global HR Director “Hugely valuable to take a dipstick audit of our company across different markets”

Consultants to US Regulator
“This will strategically fit with our guidelines on Senior Manager Regime. We want to be part of the pilot”
2015-10-01T07:56:57+00:00
Consultants to US Regulator “This will strategically fit with our guidelines on Senior Manager Regime. We want to be part of the pilot”

CEO, PE Firm
“We can value a company from this model, prior to acquisition or for a pit stop review post M&A”
2015-10-01T07:57:49+00:00
CEO, PE Firm “We can value a company from this model, prior to acquisition or for a pit stop review post M&A”

Board Director of US$ 80Bn Company
“Any new CEO or HR director could benefit, as they take up new assignments“
2015-10-01T07:58:36+00:00
Board Director of US$ 80Bn Company “Any new CEO or HR director could benefit, as they take up new assignments“

CEO, Manufacturing Company
“Helps us immensely to discover our human capital needs as we grow rapidly”
2015-10-01T07:59:39+00:00
CEO, Manufacturing Company “Helps us immensely to discover our human capital needs as we grow rapidly”

CEO, SME Growth Company
“This is hugely helpful for us to learn what we need on People capability"
2015-10-01T08:00:38+00:00
CEO, SME Growth Company “This is hugely helpful for us to learn what we need on People capability"

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