high performance delivery from hr professionals
TRANSCRIPT
-
7/31/2019 High Performance Delivery From Hr Professionals
1/45
WELCOME
-
7/31/2019 High Performance Delivery From Hr Professionals
2/45
High Performance Delivery
From HR professionals
-
7/31/2019 High Performance Delivery From Hr Professionals
3/45
High Perf. Delivery From HR Professionals
1. An Environment Scan
2. Evolution of HR over a period
3. The new Identity for HR
4. Reliability and credibility of theresearch
5. 6 HR Deliverables
6. 18 HR processes
7. Dove-tailing the HR processes toHR deliverablesGroup work
8. 6 deliverables and 21components
9. Credible activists components
and action areas.
10. Steward of Change mgmt and
Culture Creation.
11. Operational executor and action
points12. Business Ally components and
action points
13. Talent management components
and action points
14. Strategy architect andcomponents action point
15. An Example of process mapping
16. Group work
Conclusion
Index
-
7/31/2019 High Performance Delivery From Hr Professionals
4/45
Environment Scan I.Demand on HR
HR must deliver Value (as business partner;)
By developing competencies to play their rolethis program,value receiver getting more than the giver.4 researches
HR practices must align with Strategy
This happens when goals are met & sustained HR professionals add value when their work
enable someone to reach their goal.Wanting to contribute is not enough but should know how.
HR professionals must demonstrate competencies and must play a major role by becoming:
a. Employee Champions by addressing employee concerns and increasing empl. output. b. Administrative expert c. Change Agent &.Strategic partner
HR Must Create Intangibles:
The intangibles are orgn. Capabilities like:
a. Talentb. Speedc. Learningd. Leadership
HR can create a competitive and compassionate organization.
-
7/31/2019 High Performance Delivery From Hr Professionals
5/45
Environment Scan II- HR should show Resultsthru
Helping to Develop Strategy for execution
Agent of Change and renewal
Execution Expertadministrative efficiency
We cant manage what we cant measure. Measurementdescribes orgns. Strategy..concentrate on the vitalfew. Concentrate on small steps. Big steps will follow.
-
7/31/2019 High Performance Delivery From Hr Professionals
6/45
Environment Scan III-HR Should improve Firms
competitive advantage
1. Intellectual capital
2. Talent pool
3. By building intangible assets like
name, brand, and values.
4. Enhancing Employee engagement
Do I like HR to How do I make HR an admired function ?
-
7/31/2019 High Performance Delivery From Hr Professionals
7/45
Evolution of HR
Stages:
1. 40 to 60s - The age of Ind. Rel. and Welfare.
An era of legislation
2. 60s to 80s The age of Reckoning
An era of OD, learning org, p m s,new empl rewards, competencies etc
3. 80s and mid- 90s The age of awarenessHR delivery
capability building, talent mgmt,
pms and comp mgmt
4. Mid 90s to 2010 The age of Arrival
deliverables and new identity
-
7/31/2019 High Performance Delivery From Hr Professionals
8/45
HR Competencies that make a difference
Evaluation of HR competencies
-
7/31/2019 High Performance Delivery From Hr Professionals
9/45
The New Identity of HR
The relevance of David Ulrichs research
And
It s Importance and Relevance for
today and tomorrow
-
7/31/2019 High Performance Delivery From Hr Professionals
10/45
Reliability and Dependability of the research and
its historic importance
Done 5 times in 20 years
Covered 44000 respondents
360 degree approach
220 questions
Covered almost all industrialized nations
Covered Virtually all industries
Covered small, medium and large industries
Largest and longest and most in-depth survey ever done oncompetencies and deliverables
-
7/31/2019 High Performance Delivery From Hr Professionals
11/45
The research findings: 6 Deliverables of HR
1. Credible Activist
2. Culture and Change Steward
3. Strategy Architect
4. Talent Manager
5. Operational Executor
6. Business Ally
-
7/31/2019 High Performance Delivery From Hr Professionals
12/45
The 18 HR processes
1. Development, revision and Implementation of HR
policy and processes
2. Managing HR function and HR people
3. Employee Services Management
4. Facilities mgmt5. Driving Culture.Shared values
6. Enhancing empl. Engagement level
7. Agent of Change and Renewal
8. Workforce planning
9. Talent mgmt
10. Perf. Mgmt incl. comp, rewards and recognition
-
7/31/2019 High Performance Delivery From Hr Professionals
13/45
18 HR Processes..continuation
11. Employee Capability building
12. Internal communication.
13. understanding the Value chain and areas of value addition
14. Empl. Relations, ind. Rel. and statutory compliances
15. Employee champion for addressing employee concerns and
increasing empl. Output
16. Aligning business strategy with empl. Perf. Planning
17. Creating a value proposition18. Strategy planning and anchoring vision exercise
-
7/31/2019 High Performance Delivery From Hr Professionals
14/45
Dove Tailing 6 Deliverables to 18 HR processes
1.Credible Activist:
1. HR Policy and process Devpmt and impl.
2. Managing HR function and HR people
3. Facilities management
4. Empl services mgmt
2. Culture and Change Steward
1.Driving culture
2.Enhancing empl. Engagement
3.Agent of Change
3.Strategy Architect
1.Work-force planning
2. Internal communication
3.Strategy planning and anchoring vision
-
7/31/2019 High Performance Delivery From Hr Professionals
15/45
Dove Tailing continues
4. Talent Manager
1. Talent mgmt
2. Perf. Mgmt incl. comp, reward and reco.
3. Empl. Capability building
5. Operational Executor
1. Managing empl. Rel, Ind. Rel, and statutory compliance
2.Empl. Champion for addressing empl. Concerns and output
6. Business Ally
1. Understanding the value chain and identifying areas forcontribution
2.Aligning business strategy with empl. Perf. Planning
3. Creating a value proposition
-
7/31/2019 High Performance Delivery From Hr Professionals
16/45
6 Deliverables with 21 Components
Credible Activist
Delivering results with integrity Sharing information Building relationship of trust Doing HR with an attitude
Culture and Change Steward
Facilitating change Valuing culture Crafting culture Personalize culture
Strategy Architect
Sustaining strategic ability Engaging customers++
Talent Manager / Org. Designed
Ensuring todays and tomorrows talent Developing talent Shaping organization Fostering communication Designing towards systems++
Operational Executor
Implementing workplace policies Advancing HR Technology
Business Ally
Interpreting social context Serving the value chain Articulating the value proposition Leveraging Business Technology
The Acronym
-
7/31/2019 High Performance Delivery From Hr Professionals
17/45
Credible Activist components and areas ofaction
1. Delivering results
with integrity
- Meets communication
- Have track record of results
- Respond quickly to internal consultants
2. Sharing information - Express effective written communication
- Express effective verbal communication
3. Building relationship
trust
- Have effective interpersonal skills
- Have 'chemistry' with key internal
stakeholders
- Have 'chemistry' with key external
stakeholders
4. Doing HR with
attitude- Take appropriate risks- Provide candid observations
- Influence others
-
7/31/2019 High Performance Delivery From Hr Professionals
18/45
Being oneself
Personality Development
-
7/31/2019 High Performance Delivery From Hr Professionals
19/45
The Secret of Success lie in
Self Confidence:
Believing in Yourself
Trusting in Yourself
Self Reliant
Good attitude towards challenge
. Perseverance
Setting proximate goals
Concentrate on small steps
Speed, simplicity and self confidence.3 qualities of GEs Leaders
-
7/31/2019 High Performance Delivery From Hr Professionals
20/45
6 methods to be credible activist
1. Understanding my managers style
2. When in difficulty turn to each other
3. Let your partner influence you
4. Stop trying to solve issues yourself
5. Dream together a common agenda
6. Create a shared dream
-
7/31/2019 High Performance Delivery From Hr Professionals
21/45
2. Steward of change management andculture creation
1. Facilitating change - Align individual behavior and organizational
goals- Identify and engage people who make change
happen
- Sustain change through HR practices
2. Crafting culture -Design and deliver HR practices that create andmaintain the desired culture
-Share knowledge across organizational
boundaries
- Make culture management a business priority
3. Valuing culture - Frame culture that engages employees- Translate culture into management practices
- Make culture management a business priority
4. Personalizing
culture
-Help employees find purpose and meaning in
their work
-Manage worklife balance within the organization
-Ensure that the culture of your business is
recognized in the mind of external
-
7/31/2019 High Performance Delivery From Hr Professionals
22/45
Change What is it ?
Change is more about Discipline
The Military example
Terrorist Training. I sometimes worry the intensity of
motivating people
Change is like computer, if you dont save it goes back
-
7/31/2019 High Performance Delivery From Hr Professionals
23/45
Gulzar .. Kache Rang Utarne do
-
7/31/2019 High Performance Delivery From Hr Professionals
24/45
How to be a culture Change steward
1. Facilitating change, align, identify, and sustain
2. Crafting culture, design and policy for desired culture, share knowledgewithout boundary, make culture change a priority
3. Valuing Culture: Frame, translate make the whole more thanparts.
4. Personalizing Culture, meaning and purpose in their work, work-lifebalance, culture is known to end user
5. Change is more about discipline, three times a a day, three times a week,review at the end of three weeks, re-enforce and review again after 3
months
-
7/31/2019 High Performance Delivery From Hr Professionals
25/45
Eagles Life span
-
7/31/2019 High Performance Delivery From Hr Professionals
26/45
Valuing Culture
Establish reporting relationship
Use the heart and soul of employees over and above body and mind
Leave a little energy for home.. work-life balance
Create employee branding.pride as a winning organization
Freedom and autonomy
Rewards and recognition
Career and Growth
Good Pay
-
7/31/2019 High Performance Delivery From Hr Professionals
27/45
Parents Wish
Value based orgns outperform others
-
7/31/2019 High Performance Delivery From Hr Professionals
28/45
4.Business Ally Factors
1. Serving the value
chain
-Competitor analysis
-Managing customer relationship
-Requirement of external customers
2. Interpreting social
context
-Globalization of business
-External political environment
-Design of work processes
-Demographic trends that influence yourbusiness
3. Articulating the
values proposition
-Knowing how your business makes money
-Financial statements (Balance sheet, income
statement)
-Requirements of shareholders and owners
4. Leveraging business
technology
-Computer information system
-Production or manufacturing process
-Research and Development
-E-Commerce
-
7/31/2019 High Performance Delivery From Hr Professionals
29/45
Talent Management
1. What you have ?
2. What you need ?
3. How do you measure what you need ?
-
7/31/2019 High Performance Delivery From Hr Professionals
30/45
5. Talent Mgmt
1. Ensuring todays and
tomorrows talent
-Assess key talent
-Manage workforce diversity
-Establish standards for required talent
2. Developing Talent -Offer training programme
-Design developmental work experiences
-Follow up and reinforce personal change
3. Valuing culture - Organizational design
- Help establishing reporting relationships
- Facilitate the design of organizational structure
4. Fostering
communication
- Facilitate design of internal communication process
-Work with managers to send clear and consistent
messages
-Develop a comprehensive internal communication
strategy and plan
5. Personalizing
culture
- Design non-financial rewards system
-Design performance based communication system
-Design measurement system that distinguish high
performing
individuals from low performing individual
-
7/31/2019 High Performance Delivery From Hr Professionals
31/45
Developing talent
1. Trainingthe monkey story
2. Personal Change and growth- Coaching
3. Design Developmental experience OBT..leadershipdevelopment
4. Create exciting job environment-fun work place
5. Make employees feel they miss something if they arenot in thing if u are not here
6. Creating values thru examples and mentoring
-
7/31/2019 High Performance Delivery From Hr Professionals
32/45
Albert Camus
Do not walk behind me I may not lead you
Do not walk in front of me I may not follow you
Walk beside me and be my friend
-
7/31/2019 High Performance Delivery From Hr Professionals
33/45
6. Strategy Architect
Sustaining strategy drive
Engaging customers
Understanding impact of environment
Making life easier
Continuously spreading the good word
-
7/31/2019 High Performance Delivery From Hr Professionals
34/45
Methods of Becoming a Strategy
Architect
1. Help Establish a business Strategy
2. Building Vision for the future
3. Connect strategy to annual planning andempl perf. Planning
4. Help co. brand building with customers, and other
stake holders.
5. Disseminate customer information
-
7/31/2019 High Performance Delivery From Hr Professionals
35/45
How to Measure Intangible
Manage expectationsdeliver more than promised.
Build orgn. To deliver expectations.
Focus on your strength if it matches with that of the need
of the orgn.
Build core competencies required for the orgn.
Build orgnl. Capabilities of leadership.people havefaith in them and employees have confidence in them
Design lead and lag indicators for all actions.
-
7/31/2019 High Performance Delivery From Hr Professionals
36/45
An Example of Process mapping
We take one Deliverable
An Easy one
We plot the sub-process
We take one sub-process
We brain-storm to identify the steps best fit the orgn
culture
We go thru a process of sequencing the action plan
-
7/31/2019 High Performance Delivery From Hr Professionals
37/45
Deliverable : Talent Mgmt: Sub processes
1. Recruitment- Talent acquisition2. Induction Ind. And group
3. Introduction to the perf. Mgmt
system. either BSC or whatever is
in vogue in the orgn.
4. Comp. Mgmt along with Rewards andRecognition
5. Succession planning
6. Career planning for key talents
7. Mentoring of Key recruits
8. Coaching for high performance
9. Separation process.
10. Managing employee retention
-
7/31/2019 High Performance Delivery From Hr Professionals
38/45
-
7/31/2019 High Performance Delivery From Hr Professionals
39/45
The standard operating procedure for Empl.
retention
Procedure for Employee Retention
1 . Purpose : To define steps involved in Employee retention
2. Scope : The scope of this retention procedure will be
applicable to the non-unionized categories ofemployees.
3. Definition: Employee retention will mean reduction in
attrition vis--vis industry and region.
4. Responsibility: Primary: Head of HR
Secondary Dept Heads and CEO5.Process : Process will begin with Attrition analysis and will
end with reduced attrition. Pl. refer to the flaw
chart.
-
7/31/2019 High Performance Delivery From Hr Professionals
40/45
SOP Continues
6. Categories covered
Managers
Employees with professional qualification
Key talents
Occupants of Vulnerable positions
7. The Standard operating procedure
1. The process begins with attrition analysis of the firm
2. Compare this with industry and region
3. Identify key events that could have prompted spurt in
attrition
4. Involve the key stake holders to share the findings
5. Identify key reasons
-
7/31/2019 High Performance Delivery From Hr Professionals
41/45
Sop Continues
8. Record Reference
a. The survey results.
b. The inter-Industry cum region comparisonc. The minutes of the meeting of involving key
stake-holders.
d. The responsibility assignment document with
measurable targets and time framee. Record of quarterly reviews.
-
7/31/2019 High Performance Delivery From Hr Professionals
42/45
Group Work
The assignment : On the balance sub-processes
1. Make flow chart
2. Write SOP
3. Design formats/documentation
4. Present it to the group by one representative
-
7/31/2019 High Performance Delivery From Hr Professionals
43/45
What we have Done so far
Discussion
What are you taking home
Two changes you want to bring in your way of
being part of HR function
-
7/31/2019 High Performance Delivery From Hr Professionals
44/45
How do we take it forward
Communicatebecome evangelists Make a one page write up of this program and circulate
U decide to lead from behind or from the side or from the front.but lead
The new HR will be following this routethat means HR professionals who
will occupy coveted positions in industry will be the ones who will move inthis route.
Your promotion, growth and career could be built by becoming championsof new HR
If you have large population of HR. IR and Admin professionals hold a twoday program to educate them.share with them
Good luck and move a head
-
7/31/2019 High Performance Delivery From Hr Professionals
45/45
Conclusions
Franklyn Rusweltonce said
History is made of a mysterious cycle of events,
To some generation much is given and some other
generation much is taken
I think from this generation of HR professionals
much is expected.
God bless and all the best