HR Business PartnerA perspective

2Agenda for today

Strategic HR

Implementati

on

Performance

Management

Compensation

and Benefits

Recruitment

and Selection

Policy

Implementati

on

Training

Development

Work force planning

To have a

discussion on

the provided

topics

3

Definition

An evaluation over the traditional HR, strategic HR is focused on developing and maintaining

people processes in alignment with the overall business strategy objectives, vision and

mission of the organization

Vision & Mission

Business Strategy

HR Strategy

O D L & D Recruitment PMS IR

Strategic HRM and its linkage to vision mission & business strategy

4

L & DPMS

COE

Other

COEs

BIZ Unit 1 BIZ Unit 2 BIZ Unit N

Serves as the SPOC between corporate HR and functions

Drives corporate HR policies @ the business level

Ensures interest of the business are represented

@ the corporate level.

Should be accountable for the implementation of the following in the BU

(HR BP)

Recruitment & Retention

Performance Management

HR MIS & Budgeting and Operations

Organization Development

Learning & Development

Leveraging the role of the HR Business Partner to drive HR operations at the BU level

5

Is a means to measure & develop talent leading to outstanding Business outcome

Overview of PMS

Work & Development

Feedback & Review

Performance Calibration

Goal Setting Using KPIs to

measure

performance

Linkage to

incentives

and

increments

Regular

feedback

sessions

Additionally

linked to

behavior +

coaching

Align to

organization

L & D

practices

Aligned to

career &

succession

planning

What can be done to improve it?

What is a performance management system and how can it be improved

6

Financial

Customer

Internal

Learning & growth

BSC consists of 4 perspectives

Each perspective is measured using KPIs, linked to each other

Characteristics of KPIs

ROCE

Revenue Profit Cash flow

ProductionDealer

chainHSE

C-SAT D-SAT

Core skills Info access

S

M

A

R

T

Specific

measurable

Achievable

Relevant

Time linked

Using Balance scorecard to build a robust performance management system

7

Total Rewards typically consists of the following components

STIs and LTIs are an excellent means to drive sustainable short & long term performance

Tangible

compone

nt

Special Training Opportunities

Fixed

salary Benefits

Non

Tangible

Job

Rotation

Flexible

working

STI &

LTI

Special

project

Linked to

annual

PMS

Annual

payout

Focused on

short term

Linked to

long term

goals

Can be

cash or

stock

based

Payout

linked to

achieveme

nt of 3

year

performan

ce

STIs

LTIs

Adopting a Total Rewards approach to traditional compensation and benefits

8

Is a means to relatively compare jobs using a systematic

measurement approach both internally & externally Known JE methodologies

JE gives us access to salary data across industries we can

run comparisons to check for external alignment. We can also access internal equity across roles at the same

level.

What is Job Evaluation ? How can Job evaluation be leveraged effectively

Hay Group & Mercer

more robust

Tower Watson Hewitt

less robust

Com

pensa

tion

( Job Grade )

Mar

ket l

ine

/

inte

rnal

aver

age

+20%

-20% outliers

outliers

Target Job

Comparator Job - 1

Comparator Job - 2

Comparator Job - N

Using job evaluation methodologies to drive better compensation and benefits planning

9

We can consider leveraging social media channel such as Facebook, Twitter & Linkedin.

We can consider using psychometric tools upto middle management and BEIs for senior management to improve quality of hire.

C V Sourcing

Short Listing 1st Level 2nd Level

Evaluation

Offer & Negotiation

On Boarding

Overview of a typical recruitment cycle

Typically done using channel such as:- Recruitment portals networking Recruitment consultants Campus recruitment Manpower agencies unskilled labor) Internal Job Postings Referrals

Typically consist of an HR round +

Technical round + all unstructured Interview with the manager.

10

BEIAssessment Center

Technical Skill Test

CognitiveSkill Test

Personality Test

Structured Interview

Sr Mgmt

Middle manageme

nt

Junior manageme

nt

Operators and Technicians

Approach to create a differentiated recruitment process by management level.

Unskilled Labour

11

0102

0304

05Compare

Compare how our polices rank vis-à-vis best in class companies or are there new policies in existence we need to align.

Develop internal policies basis benchmark findings and build alignment with company culture and strategy.

Simulate the financial & legal implication of the polices and make modifications to mitigate the same

Develop detailed employee communication packs, conduct meetings /workshops to communicate the policy

Drive migration in a phased manner. Identify teething issues and develop mitigation plans

Approach to develop market linked HR policies.

Simulate Migrate

Develop Communication

12

Recognizing the different types of training Leveraging the role of HR business partner in training

Competency / behavioral training

which is centrally designed and rolled

out across the organization

Skill based training which is BU

specific and HR can add only limited

value

• Recommend individuals from BU for behavior

training

• Identify BU specific training needs and provide

feedback to corporate

• Understand BU specific skill based requirement

and drive implementation of the same

Trainer

Behavior

Training

Technical

Training

Training and Development ( 1/2)

13

?Measures to effectively assess the impact of T & D

Linked T & D to career planning.

Return on

Training

Investment

Has there been an increase

in productivity

Have sales increased

Has profitability increased

Has quality improved

Has the employee attitude

improved

If it is a vertical

movement in

the same

functional then

what

incremental

change in skill &

behavior is

required &

identify the

training for it. If it is a horizontal movement in the

same functional then what is the

significant change in functional

skill requirement and identify

suitable training for it

Core

N+2

N+1

Training and Development ( 2/2)

Enabling Advisory

14A scientific approach to workforce planning

1. Setting the functional context

4. Manpower Projections

• Defining the functional

mandate• Identify the Key Roles in

the department

• Identify how

workforce

requirement will

change with change

in primary workload

drivers• Provide projections for

workforce

requirements

2. a) Workflow Analysis

2. b) Role Analysis

Understanding the As-is processesIdentifying areas of improvement (if any) in as is processes

Understanding the current workload drivers and utilization of as is rolesIdentifying areas of improvement (if any)

3. Workforce rationalization levers

Workload Rationalization

Structural modifications

Process Reengineering

Removal of non value added work

Job level/ Grade mismatch

IT/ Technology related interventions

Span and Layer analysis

Other rationalization levers

15

Leave Planning

Time & attendance system

Shift planning

Times & motion studiesUsing industrial engineering techniques to assess the manpower requirements and optimizing the same01Planning shift basis production load and optimizing cost of manpower in each shift02Scheduling worker leaves in a manner that critical path production activities are not impacted03Using T & A system to bring discipline among the workforce, break time and overtime control etc. 04

Approach to effective manpower planning at the shop floor level.