Post on 09-Aug-2015
www.shrmforum.pk
Zahid Mubarik, SHRM-SCP, GPHR, HRMP
Zahid is Chief Consultant HR Metrics www.thehrmetrics.com and HCM Analytics
www.hcmanaytics.net. He served at senior management positions in banking and public
sector. Zahid is founder leader SHRM Forum Pakistan, Member ISO Geneva Technical
Committee 260 on HR Standards and Chairman National Mirror Committee on HR Standards
Pakistan. In the past, he also had the privilege of being Member Special Expertise Panel HR
Measurement Metrics SHRM US.
A strong proponent of measurement and evidence based management; he introduced Human
Capital Measurement Metrics in the region and also spoke at SHRM MENA sessions at
Dubai and Abu Dhabi. Zahid played leading role in designing human capital measurement
metrics for ISO standard during meetings at Washington during 2011, Melbourne 2012 and
Amsterdam 2013 and Paris 2014. An internationally acclaimed thinker, writer and speaker,
Zahid has spoken extensively at global and national conferences. His analytical HR papers
and expert talks have been featured by international and national media including
Microfinance Gateway World Bank Washington, CNBC, Daily Dawn and Business Recorder.
www.shrmforum.pk
Saad Amanullah Khan, CEO & Founder, Alamut Consulting
Saad Amanullah Khan is CEO and Founder of Alamut Consulting. Earlier he was
Chief Executive Officer of Gillette Pakistan and has worked for Procter & Gamble
(P&G) for 28 years. Currently he sits on the board of State Life Insurance
Corporation of Pakistan and Zulfiqar Industries Limited.
He was twice elected as President of American Business Council (ABC) and was
an active member of the Overseas Investors Chamber of Commerce and Industry’s
(OICCI) Executive Committee.
Saad is a very active social worker, sitting on the board of over 9 NGO’s and an
advisor to another dozen social enterprises. He is an active speaker at universities,
seminars and conferences both locally and internationally. Saad is on the State Life
and Zulfiqar Industry boards
www.shrmforum.pk
Leon Menezes, Senior Practitioner, Writer and Professor – of – Practice IBA
Menezes is a MBA graduate of the University of Hull, UK and has corporate
work experience in Sales, Marketing, Operations and Human Resources.
He started his career with Pan American Airways in 1974 and moved to American
Express in 1991. While with Amex, he held positions in Sales and Human
Resources and headed the Karachi travel office. He later joined the International
Union for Conservation of Nature (IUCN) in 1999 and then Deutsche Bank,
heading the HR functions there. He joined Shell Pakistan Limited in April 2001
as General Manager Human Resources. He served as a board member of Shell
Pakistan from 2006 to 2010. He is a founding member of the Trainers Resource
Group. As of 2013, he is Professor of Practice at the Institute of Business
Administration, Karachi.
www.shrmforum.pk
Shafaq Omar, HR Director, Unilever Pakistan
Shafaq, a gold medalist from Kinnaird College and an MBA of LUMS '98 started her career
in HR with Nestle Pakistan in Lahore where she joined as a Management Trainee.
Her last position before leaving Nestle was Recruitment & Development manager. Shafaq
then moved to Karachi with her family and re entered the workplace with short stints in
consultancy and a financial services company where she was heading HR for the IGI group.
After that she joined a large local Conglomerate, Engro Corporation where she headed HR in
both their foods business and the parent company. This gave her vast exposure to not only
operational and strategic HR but also HR systems development.
From there Shafaq moved on to become the Head of HR at Royal Dutch Shell Pakistan which
was her most recent position before Unilever.
www.shrmforum.pk
Azfar I. Mir- Managing Partner, AI Mir
Azfar I. Mir is a Strategy, Innovation, and Talent Management Consultant. As Managing
Partner of A.I. MIR, he leads a team of some of the best minds across the globe to create
business results for clients that include more than 50 of the Fortune500s. As President of ATD
St. Louis (Association of Talent Development formerly ASTD), he has helped develop and
implement programs that bridge the gap between Organization Strategies and the People who
execute them. Since 2001 he has trained and coached over thirty five thousand people
including Business Leaders, CEOs, Managers, Doctors, Professors and Sales People from
diverse industry sets in the U.S., Europe, and Asia.
Having helped turn around many businesses; he now serves as advisor to the board to various
organizations where his focus remains People, Philosophies, and Practices that foster
innovation and long term success. His humor, depth of understanding and ability to ask the
right questions are just some of the reasons why our clients regard him as one of the best.
www.shrmforum.pk
Jamal Nasir
Mr. Jamal Nasir has over 25 years of professional experience. Prior to joining HBL, he was
the Senior Executive Vice President & Group Executive HR at UBL. He has worked with
Standard Chartered Bank as Head of HR for Pakistan and Head of HR for South Asia. He
later relocated with Standard Chartered Bank to Singapore into the role of Head of HR for
South East Asia and then Senior HR Manager for Asia.
Jamal was also the Country Head Human Resources at ABM AMRO. In addition to this he
spent 10 years at Exon /Engro in HR and Engineering roles.
He holds the President’s position for the Pakistan Society of Human Resource Management
since 2012.
Jamal Nasir is a BS in Electrical Engineering from the University of Texas at Austin and an
MBA from IBA, Karachi.
www.shrmforum.pk
Abdul Rahim Suriya, FCA, FCMA
Abdul Rahim Suriya is a Fellow Member of ICAP and ICMAP. He served as a president of
ICAP from 2009 to 2010. He was as an elected Council member of ICAP for 16 years and
was a member of International Accounting Education Standard Board of IFACÂ for 6 years.
He is also a Professional Trainer specially on the subject Finance for Non Finance
Executives, Corporate Governance and Corporate Reporting . Recently conducted
workshops in UAE on Advanced Analysis of Financial Statements and Cash Flow
Management.
He has over 30 years of experience in Accounting, Auditing, Corporate Finance and
Operational Management. Presently he is as Visiting Faculty at the IBA ,KSBL and NIPA.
With such a vast background in finance, Mr. Abdul Rahim Suriya will be speaking today on
“Essentials of Financial Acumen for Strategic HR Management”.
www.shrmforum.pk
Sumika Farooqui, Country HR Manager, Procter & Gamble,
Pakistan
Ms. Sumika is a rising HR Professional. She holds a BBA(Hons.)
degree along with MBA degree from IBA and joined Procter &
Gamble back in 2008.
She has done multiple assignments in Plant HR, Comp and Ben,
Employee Engagement and Functional HR. She is currently heading
HR for Procter & Gamble Pakistan and is here to speak on the key
driver of employee engagement that she strongly believes in.
www.shrmforum.pk
Talha Asim Ghazi, Group Head HR, Dollar Stationery
He received his MBA education from PAF, Karachi with majors in HRM and Finance. He
completed an Advance Certificate in Strategic HR Management from Cornell University -
USA. He is a member of (SHRM-US) since 2010 and received the credentials of a Certified
Professional - CAHRI by the Australian Human Resources Institute and have also been
awarded Chartered MCIPD from Chartered Institute of Personnel Development, UK.
He has also had the privilege to serve SHRM Forum Pakistan as a representative for Karachi
Chapter.
He has been working on Employee Development (soft skills) and Human Resource
Intelligence to achieve Organizational Culture Development for the last eight years and has
worked on various assignments related to Human Resource Management, Business Analytics,
Human Capital Measurement & Metrics, Organizational Dashboards, Balance Score Card
and HRIS.
Mr. Talha will be speaking today on :What to look at while selecting HRIS?
www.shrmforum.pk
Jahangir Piracha - Vice President Manufacturing, Engro Polymer & Chemicals
Jahangir Piracha is currently working as Vice President - Manufacturing at Engro
Polymer & Chemicals Ltd. He has previously worked as General Manager
Human Resource & Corporate Services, also with the same company.
His previous assignments with Engro were, as the Production Manager and HSE
Manager at Engro Fertilizer Limited. Prior to joining Engro, he has worked for
ICI Pakistan Ltd.
Jahangir has 25 years of corporate experience in various aspects of Operations
Management, Process Engineering, HSE, HR and Procurement. He received his
bachelors' degree in Chemical Engineering from the University of Engineering
and Technology, Lahore, Pakistan.
Role of HR in Developing Organizational Leadership
Leon
Part I
Opening Rant
Part II
The Big Picture
The Prerequisites
HR fully integrated with the Business
HR has a seat at the table
Line Manager involvement
CEO commitment
The Ecosystem Required
Enabling Environment
Leadership
Self-driven
Performance Management
Culture
Enabling Environment
Policies
Processes
Systems (online learning, etc.)
Opportunities
Integrated approach
Leadership
Ownership and drive
Hold employees accountable
Supports HR processes
Makes resources available
Critical agenda item
Performance Management
Rewards requisite behavior/results
Talent Management piece included
Link to strategic objectives clear
Drives requisite behavior/results
Employees fully aligned
Culture
Learning organization
L&D embedded in optimum manner
Sharing learnings and experiences
Rewards achievement, merit
Sense of appreciation, not entitlement
Self-driven
Own their development plans
Set ambitious learning goals
Actively seek learning opportunities
Create internal networks
Learning is its own reward
Part III
What HR Can Do
The Framework
Front-line Leaders
Mid-level Leaders
Senior Leaders
Functional Leadership
The Framework
Leadership Development
Strategic Goals
HR Inputs
Create the framework
Source the content/vendors
Facilitate the process (incl. database)
Encourage external engagements
Have a voice in all of this
Last Slide
HR Competency
Employee Own Interest
Leadership Commitment
The Art of Leadership “South East Asia Leadership Academy”
(SEALA)
SAAD AMANULLAH KHAN │ Chairman, SEALA │ April 16, 2015
28
WHAT is
LEADERSHIP?
29
Orchestrate
Do it Yourself
Holding Hands
Guiding & Coaching
Team Building
30
31
32
33
34
INSPIRATIONAL
AUTOCRATIC
POSITIVE
LAISSEZ FRAIRE
QUIET
PRINCIPLE-CENTERED
AUTHENTIC
PRIMAL
FIERCE
CREATIVE
VISIONARY
DEMOCRATIC
COACHING
PACESETTING
COMMANDING
VISIONARY
PARTICIPATIVE
DELEGATIVE
SUPPORTIVE DIRECTING
CHANGE
TRANSFORMATIONAL
TRANSACTIONAL
35
36
The ultimate
purpose of
Human
Beings is to
SURVIVE &
GROW!
37
38
39
40
“That they may have
life, and have it more
abundantly”
John 10:10
41
“We did not send
you but as a mercy
for the worlds”
Surah Al-Anbiya
21:107
42
This concept of SURVIVE & GROW applies
to you:
as you being a person,
as part of a family, a team, a department,
a company, a society, a country or
as part of the entire humanity.
43
Poverty, starvation, drugs,
depression, protest, suicides,
etc. is all around us
A question must come to your
mind as to what is your role
as part of humanity, or as part
of a society?
44
45
The ULTIMATE question that you should answer is:
Are you Alive? Are you growing?
Try to rate the following on a scale of 1-10:
1. Are YOU stuck or are you moving
forward?
2. Is your FAMILY happy? Is it growing?
3. Is your DEPARTMENT successful?
What’s the quality of its growth?
4. Is your ORGANIZATION in good
shape? What’s the quality of its
growth?
5. Is your COUNTRY well is it
prospering?
46
47
48
49
Leadership Définition is ….
50
noun /ˈlēdərˌSHip/
An act or intervention that is intended to make life better for you and for the people around you.
Heart of Leadership
“To act in a wise manner, a leader must understand who they are, be comfortable in their own skin, have
clear and ethical sense of direction, be able to build relationships of
trust with others, and to actively listen with an
open mind”
51 Maidique, M. A., Atamanik, C. and Perez, R. B. (2014),
The Six Competencies of a CEO. Leader to Leader, 2014: 31–37. doi: 10.1002/ltl.20111
SELF
52
53
Each one of you is UNIQUE ! Each one of you is DIFFERENT !
Until the end of time, your DNA will remain UNIQUE and will never be
REPEATED !
54
PURPOSE IS
PUTTING YOUR
UNIQUENESS IN
THE SERVICE OF
OTHERS
55
South East Asia Leadership Academy
(SEALA)
56
SEALA is a non-political, non-
religious, non-profit organization
with only one core purpose:
“To develop new generation of business and
civil society leaders with inner core strength,
practical education, deep peer to peer
connections and long term regional
cooperation in 9 S&SE Asia countries,
including PAKISTAN”
57
58
Strategic Growth
Leadership
Operational
Excellence Value
Innovation
Organizational Mission & Core Values
Dis
cip
lin
ed
Execu
tio
n
59
An ant alone is stupid but collectively brilliant. A human alone is brilliant but collectively stupid. That is why we need Leadership. – Michael Kouly
LEADERSHIP’s core objective !
60
61
62
63
CELA (9):
3 Caucasus: Armenia. Azerbaijan,
Georgia
5 Central Asia: Kazakhstan,
Uzbekistan, Tajikistan,
Turkmenistan, Kyrgyzstan
+ 1 Afghanistan
64
65
Azerbaijan Ambassador to USA Elin Suleymanov (CELA 1);
Prime Minister of Georgia Nika Gilauri (CELA 2);
Vice Prime Minister of Kyrgyzstan Elvira Sarieva (CELA 4);
Vice Mayor of Tbilisi, Georgia Nina Khatiskatsi (CELA 4);
Director of Human Rights and Women’s Affairs in the Ministry of
Foreign Affairs of Afghanistan Asila Wardak Jamal (CELA 5)
Kyrgyzstan Ambassador to USA Kadyr Toktogulov (CELA 6);
Founder and Director of Jobs.GE, Georgia, Lexo Gubulava (CELA-
7);
Chair of the Association of International Business and
Technologies Hikmat Abdurahmanov, Uzbekistan (CELA-9)
(in just 12 years)
66
MELA (13):
+ 4 Levant: Jordan, Lebanon, Syria,
Palestine
+ 7 Gulf: UAE, Yemen, Saudi Arabia,
Oman, Bahrain, Qatar, Kuwait
+ Iraq + Egypt
67
68
SEALA (9):
+ Pakistan, India, Sri Lanka,
Bangladesh, Burma, Thailand,
Malaysia, Singapore, Indonesia
69
70
Boot camp format, duration is 10 full days
Education is 24/7
o With formal classes from 9 am to 4 pm,
o Facilitator session 4 pm to 6 pm
o Mentoring/Discussion 6 pm to 10 pm
Student to Faculty/Facilitator ratio 2:1
Faculty/Facilitator are all ex-CEO, Chairman of Boards, Serial
Entrepreneurs
o They come at their own expenses by taking vacation from jobs
o Given no compensation, even pay their own airfare
71
72
73
Age constrains: 28 years to 45
years
Class size 30 to 40 from 9 countries
Prefer Diversity: 50/50
Female/Male
Candidates from private, public,
and social sectors
Cost is $7,000 (via company
sponsorships or scholarships)
Done once a year in Jan
74
75
To deliver this we need to start positively influencing and
transforming people themselves, especially leaders in the
making.
How does one change the destiny
of a society or a nation?
It all starts with people.
People make rules and policies
and then implement them, and
it is the people who face the
consequences of the decisions
they make.
76
Business Acumen
Knowing how the business creates value
Running HR as a service business
How business creates
value
• Need to fully understand how business overall
and sub units each create value – understand
key business drivers
• Understanding business implications on people
• Understanding business and HR
• Aligning HR strategies with business
• Earns position at the top table
Creating value
• Know your competition and implication on
your people:
– People
– Product
– Technology
– Process
• Key industry metrics – what is right for you
Running HR as a
business
• Customer mindset – know what they want
• Customer has to see benefits of initiatives –
ROI
• Have to add value to the bottom line
• Determine critical success factors – balance
controls with responsiveness
HR as business
• Differentiate based on businesses
• Assess cost of delivery
• Solicit feedback on services and impact on
business
• Know what competition’s HR offers
• Decisions based on data
The Power of Employee Engagement to Unleash Peak Performance By Sumika Farooqui Country HR Manager, Procter & Gamble Pakistan April 16, 2015
EMPLOYEE ENGAGEMENT
The degree to which workers identify
with, are motivated by, and are willing to
expend extra effort for their employer;
involves heightened emotional
connection that an employee has for
his/her job, organization, manager or co-
workers.
KEY THINKING
Having an engaged workforce is KEY to
being an Employer of Choice
1. Who chooses employment at
the Company over
employment elsewhere
2. Who remains loyal, giving
his/her best performance for
the success of the Company
3. Who becomes a true
advocate for the “Brand,” the
Company and its products.
Who is an engaged
employee?
Studies show that
employees do not stay in
a company because of
compensation but
because of how engaged
they feel in the work they
do
Why engage
employees?
PRIMARY OUTCOMES OF ENGAGEMENT
Exciting & Inspiring Place to
Work
Retention
Peak Performance
What Drives these Engagement Outcomes?
The 10 Key Drivers
Driver 1: Direction Setting
1. Drive clear line of sight
from the company action
plan
2. Establish clear goals
3. Take priority calls
Driver 2: Meaningful Work
1. Make work challenging
2. Utilize full potential of
employees
3. Make employees
accountable & owners of
their work
4. Design work to leverage
mastery
Driver 3: Learning &
Development 1. Identify development areas
2. Chalk out the learning path
3. Coach and train on the job
4. Leverage the company’s
training program
5. Holistic development of
individuals - personal and
professional
Driver 4: Rewards,
Recognition, Compensation
1. Informal recognition and praise
2. Exposure to senior
management
3. Monetary awards
4. High esteem awards
5. Defined strategy on
compensation and benefits
management
Driver 5: Career & Guidance
1. Design career paths not
assignments
2. Give consultation to
employees on long term
career and growth
3. Keep employee interest as
top priority and look for
marriage with business
need
Driver 6: Company Values
1. Role model company
values
2. Build company values in
systems & processes
3. Make values the basis
of all decision making
4. Make employees LIVE
values and OWN values
Driver 7: Celebration
1. Celebrate company &
individual successes
2. Celebrate cultural occasions
3. Have annual company &
functional team building events
Driver 8: Communication
1. Communicate clearly
2. Build trust
3. Maintain complete
transparency on 1. Performance
2. Career Progression
3. Business Plans and Changes
Driver 9: Team Building &
Collaboration
1. Develop a culture of
independent team work
2. Foster team culture via
company events,
activities and reward
team work
Driver 10: The Real Test of
Time
1. Set examples of employee
care and welfare
2. Walk the extra mile for
employees
3. Have a culture of corporate
social responsibility
4. Involve employees in
corporate social
responsibility activities
The Secret Ingredient to Employee
Engagement Role of Managers in Winning in Employee Moments of
Truth 1. Moments of Transition
2. Moments of Achievement
3. Moments of Relationships
Questions?
Thank You!
• Working in Engro for 20 years
• Notable positions include:
• Engro Fertilizers
• Manager - HSE
• Manager - Production
• Engro Polymer & Chemicals
• GM - HR & CSG
• VP - Manufacturing
• Extensive experience in various aspects of
operations management, process engineering,
HSE, HR
• Bachelors degree in Chemical Engineering
from UET, Lahore
Profile
Jahangir Piracha
VP Manufacturing, EPCL
fertilizers As one of the 50 largest fertilizer manufacturers of the world, we have close to 5 decades of operations as a world class business contributing over 5million tons of urea to the local agricultural economy in the last 5 years. Also involved in trading of phosphate/zinc based fertilizers.
staples processing Owns the largest state-of-the-art rice processing mill in the country. Involved in processing of agriproducts.
foods Market leader in UHT
Pakistan's no. 2 Ice Cream brand in
less than 2 years since inception.
.
energy Set up the first power plant that operates on
permeate gas previously being flared. Ventured
into coal-based energy production whilst also
setting up an LNG terminal.
chemical storage & handling The only state of the art integrated bulk liquid
chemical & LPG Terminal in Pakistan
handling 2/3 of all liquid chemicals imported
into Pakistan.
petrochemicals The only fully integrated chlor-vinyl chemical
complex in Pakistan also producing poly-
vinyl chloride, caustic soda, sodium
hypochlorite and other chlorine by-products.
Engro today Pakistan’s leading conglomerate with a diversified portfolio
Our impact Changing lives across the nation
Welfare Officer
Strategic HR
Human Resource
Mgmt. Personnel
Mgmt.
Labor Manager
• Administrative
focus
• Compliance
• Traditional
Mindset
• Limited scope of
activity
• Specialized
functions
• Administrative
focus with
enlarged scope of
activities
• Support function
• Less reactive &
more proactive
• Business partner
• Focus on value
added activities
• Proactive
• Multidisciplinary
• Multi-faceted
rules
1890 - 1913 1914 - 1939 1945 - 1979 1980 - 1990 2000 till now
High
Impact/contribution
to the business
Value
2nd Industrial Rev. Globalization World Wars
The evolution of HR
The business environment
• Globalization
• Economic Uncertainties
• Technological innovations
• Profitability through cost and growth
• Intensified competition
Requires companies to focus on
• Increasing value
• Organizational capabilities fast, responsive, cost effective
• Creating climate for action
• Unique competitive advantage
Requires HR to change
• More business savvy
• Aligned with strategy
• Strong bench strength
• Change catalyst
• Help business leaders to achieve their objectives
What CEOs want from HR
‘You can take my factories, burn up my buildings, but give me my
people, and I’ll bring my business right back again’
- Henry Ford
How do companies align HR & business strategy?
• Talent Management
– Recruitment & Retention
– Employee Development
– Performance Management
• Employee Engagement
• Operational Efficiency
How does Engro align HR & business strategy?
• Strong hiring process
• Person-job fit
• Culture
– Corporate objective of ‘diversity’
• Harassment Committee
• Market Competitive Salaries
Recruitment & retention
• Essential to a more efficient and
productive workforce
• Focuses on:
– Reducing competency/skill gaps
– Giving exposure to employees through transfers and rotations
• Aids in building a strong leadership pipeline
Employee Development
• Training
– On-the-job
– Soft-Skill (HR)
• Framework developed based on subsidiary competency gap
analysis and/or consistent with Ecorp framework
– Business (policies & procedures) (HR)
• Carried out for changes in policies & procedures or for new
employees as required
• Top Talent Training Framework
– High profile soft-skill training plans developed for Top Talent
employees
• Include trainings at INSEAD, Harvard, CCL, etc.
Types of employee development
• Transfers and rotations
– Employees are transferred to different
depts. or companies to prepare them for leadership
positions/increase skill-set
Types of employee development
• Involves review and development of
current individual contributors who
could be the next front-line supervisors and managers – Their skills need to be developed, scopes broadened, people
skills and strategic thinking enhanced for higher-level, complex positions
• May take years depending on readiness levels of employees
• Lack of strong pipeline may lead to performance and/or financial issues
• Yearly, Engro carries out: – Talent Review Sessions
– Aon Hewitt Top Talent Potential Assessment Framework
Building a Leadership Pipeline
• Role Clarity – Job Descriptions for each position in
the Company
– Job Evaluation for CEO – 3 levels
• Appraisals / Feedback – Yearly assessment of employee performance, competencies,
weaknesses, and training requirements
– Employees and managers together develop an action plan for upcoming year
• Rewards & Recognition – Increments
– Corporate Excellence Awards
– Long Service Awards • Motivation factor for employees
Performance Management
• Engro subsidiaries conduct Employee
Engagement Surveys yearly to gage the level
of engagement, and focus on areas of improvement
• Communication sessions carried out with dept. heads, action
plans developed to ensure concerns raised by
employees are properly addressed
41
46
54
0
10
20
30
40
50
60
2012 2013 2014
Employee Engagement Index (EPCL)
Engaged employees =
More productive
Employee engagement
• One of engro’s objectives in recent years
has been operational efficiency and
the automation of processes – Streamlining of employee data and processes across Engro group
– Cost efficiency
• Manpower Optimization – Carried out to identify redundant positions
– Qualified employees performing routine tasks are demotivated and unable to express their true potential
– Cost efficient
• SAP – Management of talent across Engro group
– Prevents loss of data in case of disaster
– Cost saving as data storing facilities not required
• Lean Six Sigma – Operational efficiency mainly on Manufacturing front
– Significant cost savings – completed projects have brought more than 50 M in savings
Operational efficiency
Leadership + Engagement =
Business Results
Thank you Q&A Session
www.shrmforum.pk
What to look at while selecting Human
Resource Information System?
Talha Asim Ghazi
Chartered MCIPD, CAHRI
Group Head Human Resources
Dollar Industries Limited
Perspectives
• Global HR Competency Model
• Organizations
• HR Practitioners
• Stake Holders
Technology & Data –
Functional Competency
Definition: Technology and Data deals with
the use of tools, technologies, and systems that
support the gathering, analysis, and reporting
of workforce information, as well as effective
and efficient collaboration and communication
throughout the organization.
Key Responsibilities - HR
• Identifying and implementing technology solutions
that support achievement of organizational strategies,
goals, and objectives.
• Using technology for data analytics that optimize each
HR Functional Area.
• Developing and implementing a technology-driven
self-service approach enabling managers and
employees to perform basic people-related
transactions.
Sample Application of
Competencies:
• Human Resource Expertise—The ability to
maintain up-to-date knowledge about core
business and HR technologies to solve business
challenges.
• Business Acumen—The ability to understand
and apply technology solutions that support the
achievement of the organization’s strategic
plan.
Sample Application of
Competencies
• Critical Evaluation—The ability to efficiently
access information and data to make business
decisions and recommendations.
• Communication—The ability to develop
technology solutions that promote the effective
exchange of information among key
stakeholders, regardless of location.
Internet use
• 40% of the world’s population use the Internet,
which is almost 3 billion.
• Two-thirds of global Internet users are from the
developing world.
Cellular use
• There are almost seven billion mobile-cellular
subscriptions worldwide.
• In developing countries, mobile-cellular
penetration will reach 90% by the end of 2014,
compared with 121% in developed countries.
Advantages
• Streamline HR processes and reduce administrative
burdens by focusing on efficiencies
• Reduce HR administration and compliance costs.
• Provide real-time metrics to help spot trends and facilitate
HR planning and managerial decision making.
• Improve service and self-service access to data for
employees and managers.
• Enable shared-service delivery models/outsourcing.
• Compete more effectively for global talent.
Organization
1. Have a Strategy and a Plan
2. Use the Right Resources
3. Have Good Requirements
4. Focus on Leading-Edge Technology
5. Use Decision Drivers
6. Assess Vendors
7. Control the Demo and Narrow Selection
8. Keep Goals in Mind
HR Practitioners
Step 1: Teamwork
Step 2: Goals
Step 3: Big Picture
Step 4: Future Needs
Step 5: Technical Environment
Step 6: Budget
HR Practitioners
Step 7: Specs
Step 8: Build vs. Buy
Step 9: Research
Step 10: Literature
Step 11: RFP
Step 12: Evaluate
HR Practitioners
Step 13: Demos
Step 14: Evaluate Again
Step 15: Decision Points
Step 16: Check References
Step 17: Demo Again
Step 18: Evaluate Again and Select
Stake Holders
• Technology Framework
• Compatibility with existing IT Infrastructures
• Integration with current applications &
databases
Conclusion
• Decision to be based on future requirements
• HR Headcount decrease is a wrong comparison
• Focus on what you want and what it delivers
• Decide out of the following:
• Off the Shelf – Tier 1
• Off the Shelf – Tier 2 with customization
• Outsource