Welcome to the Presentation

HRD Intervention in New Venture Creation: Strategic Approach

Dr. M M Bagali,

PhD in HR / Management

Dean / IASMS / India

sanbag@rediffmail.com / www.iasms.in19 September 2009

“you can get the workplace systems,style of management, and organizationcapital and erect building, but it takespeople to build a business”

Thomas J WATSON,Founder of IBM

HR is an asset

Business Today

HR Today

Strategic Intervention : Strategic Role of HR

An Organization with Innovative HR Practices

agenda

• Collaborative cultures

• Intelligence through knowledge transfer

• Multidimensional Workforce

• Focus on Performance and Result

• Multi National Teams

• Employability and not Employment

Business Today

Organizations won’t pay for

the value of the job but for the value of the person

Positions will be organized in teams focused on a task, not

organized around a hierarchy

Positions will be defined by the competencies needed to be

performed

Employees will be increasingly measured by how much value

they contribute to the business, not by whether they fulfilled

predetermined objectives

HR Today

Successful HR departments will focus on organizational management

HR will evolve from strategic business partnership to strategic business

leadership

Good people management can be the

strategic advantage

Leading change will become HR’s greatest contribution

HR will have a "seat at the table" as part of the top management

team

Strategic Role of HR

• Are we working for global Organization ?

• Are we working with great place to work?

• Are we working for people centric organization?

• Are we working with break through HR practices ?

• Am I working with PCMM level organization ?

• Are we working with empowered people?

Paradigm thinking

Strategic HR Model

The need for strategic HRmodel

HR is crucial and empowermentsystems are important components

To look at the RenaissanceStrategies for Creating HighPerformance Workforce

Thus, an enquiry intovarious empowermentstrategies and practices

E M POWER M E N T

em-pow-er-ment (im-pau [-] r-ment)

Theoretical and Conceptual framework

E M POWER M E N T

em-pow-er-ment (im-pau [-] r-ment)

Rosabeth Moss Kanter (1977)

Professor at Harvard Business School,

Ernest L. Arbuckle Professorship

“giving power to people who operate at an

advantage in the organization success”

Bowen and Lawler (1992)

Director, the Centre for Effective Organization,

University of Southern California,“Power to make decisions that

influence organizational direction and

performance”

Framework

essentially, empowerment

• an environment where absolutecontrol is given up, allowingeveryone make decisions, set goals,accomplish results and receiverewards

• it liberates people from constraintssuch as checking with the bossbefore taking actions

• decision-making authority andresponsibility percolates frommanagers to the employees at thelowest rung, and to everyone, per se

em

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t@w

ork

:

the

ma

kin

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ork

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•The HR practices•The leadership•The culture•The Traits , and the•High performance work systems

empowerment@work

what we saw

workplace hr practices

Complete FreedomTotal TransparencyKeeping FaithComplete ResponsibilityAccountability for ones actionsLiberty to decide course of actionsInvolvement / Participation Transparent feedbackShared ResponsibilityDelegated authorityNo hidden AgendaComplete AutonomyPower to take decisions

hr systems –

people centric practices

•Each is accountable for his actions and can’t blame others;

•All information is open and shared;

•Each is boss in himself;

•Common rooms are shared;

•Suggestions are given regularly and honestly;

•Each is responsible for his actions- whether Individual, group or team;

•Management is open to ideas and more information sharing;

•Every one can have own objectives, mission, and goals;

ins

titu

tio

na

l va

lue

s Freedom to do work in one’s own way

No Supervision/ Foreman

No Bureaucratic and Administrative

interference

No Red-tapism

Sharing Common Platform

Trusting each persons actions

Each one is encouraged

No restrictions for new inventions

One can fail, no punishment

Suggestions are part of daily work

employee traits

Open and TransparentPositive Approach

No defined mind setEmpathy

Free from BiasNo scapegoat attitude

High CommitmentDisciplined

TrustworthyEnjoys the work

Loyal and Truthful

dis

cip

lin

e o

f em

po

werm

en

t •First ‘No’ RULE

•Platform for Empowerment

•Workplace Culture

•Prioritise the area

•Attitudinal Surveys

•Accountability

•Define the Purpose

•Open Door Policy and Transparency

•Ownership Culture

•Recognition

•Passionate workplace

•Psychological Empowerment

Don’t hold unto data

Informal Relations

Create Opportunity

Desired Future

Power of Empowerment

Define the Gains

Education

Time to empower or not to

empower

Can’t empower areas

Don’t impose

empowerment

Fun at workplace

Endorsement on the Work

XLRI Editor,when published in XLRI-Management and Labour Studies Journal

The article printed below is a truly extraordinary example of employee empowerment. The methods followed by the organisationstudied would be considered revolutionary anywhere in the world and even more so in India. Infact, one sometimes wonders howthe whole effort did not end in chaos. The company has apparently succeeded in developing a work force and a leadership almostdevoid of the foibles of most other humans. (Printed on the Article XLRI-Management and Labour Studies, 26,2,April, 2001,pp.109-119)

David Ang, MSHRIExecutive Director,Singapore Human Resources Institute, SingaporeA Talk to Senior Practising HR Managers of Singapore

The presentation (your paper) was informative and interesting. They have learned insights on the aspects and benefits ofemployee empowerment. The talk was timely, as organizations have to give their employees both authority and responsibility toinspire renewed commitment, innovation and initiative.(19th Sep, 2003 / Through Personal Letter)

Executive Director,Indian Journal of Training and Development, ISTD, India

The article published in the area of Empowerment in ISTD has been adjudged as the Best Paper published during the year-2001. Kindlly accept our Heartiest Congratulations.(22July, 2002 / Through Personal Letter)

Bagali, M M“Empowerment: Creating strategies in managing HR for high performance”Behavioral Scientist, Aug, 2(2), 2002,pp. 113-120

Bagali, M M“Creating High Performance Workforce through Employee Empowerment: An Innovative HRD Approach”,The Business Review,8(1&2), March 2002,pp. 104-111(University of Kashmir, India)

Bagali, M M“People centric Organisation-A Case of Empowered Employees”, Pratibimba, 2(1), Jan-June, 2002,pp.53-66

Bagali, M M“Demystifying Empowered Culture: A Case of a practicing Organisation”, SAGE-Jl of Entrepreneurship, 11(1), Jan-June, 2002,pp. 33-54

Bagali, M M“Creating HPWS through Employee Empowerment: The Case of Practising Organisation”, AMDISA – SAJM, 10(4), Oct, 2003,pp.50-57

Bagali, M M“Creating A Winning Workforce Through Employee Empowerment: An Entrepreneurs Success Experiment in HR”,Amity Business Review, 4(1), Jan-June 2003,pp.57-67 (Also presented at High Profiled Regional HR Practitioners under thebanner of SHRI-Singapore Human Resources Institute, at Singapore, 19 Sep, 2003)

publications

thank you, all, very muchsanbag@rediffmail.com / www.iasms.in

Great pleasure being with u all today

hr research @ work: connecting hr research to the practice

19

outcome

case

2

Theory

2

Empirical

work

2

20

30

50

20

level

60%10%

10%

20%

Organisational Level

National Level

State Level

District Level

21

ages hr research

before 1970 not significant

1970’s social security

1980’s welfare/ satisfaction

1990’s law and disputes/ir/tu

2000’s pmir,hrd,qwl

2001’s hr,hrm,shrm

2008 ?…p e o p l e

next ?

22

detailing hr's top concerns in 2008

576 top hr directors at fortune 200 firms,us

• skill level of the workforce

• managing change

• information technology

• quality of education

• work ethic, values and attitudes

• managing diversity

• improving productivity

• employee communications

• mnc / transnational

• retention

• reward practices

• aspirations

23

cont:

career management and mapping

hr as a profession

balanced scorecard

incentive systems

cultural diversity

hr issues in merger and acquisitions

esop

fun and joy at workplace

24

harvard business review

2005-09

leadership 14

change management 04

empowerment 06

shrm 08

decision making 02

Others

Includes HR related areas

25

is hr research taken seriously

theory, theory, and theory

mnc / transnational / global

data validity and reliability

policy implications

too long time

reponses are not standard

macro level

hr return… roi

branding hr research

26

hr research as value creator

they should practice / implement it

annual general meetings

board meetings

restructure …. vision / mission / objective

patent

model development / proposal

go back and see what's happening

27

cont:

talk at the world conferences

have own web-site and post the results

network with professional organisations

nhrd; nipm; istd; hr in india; global hr group

collaborations

referred journals publish

cd prepare / case / sponsor to publish

centre for excellence in hr

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hr gurus

wayne brockbank,university of michigan, ross school of business

make hr a player in organizations, not a dumping ground for resumes andexit interviews

rosabeth moss kanter,harvard business school, graduate school of business administration

successful leaders at the top of their professions can apply their skills notonly to managing their own enterprises but also to helping solve the mostchallenging national and global problems

29

vision of hr research-ers

hr research

should change from a

support paradigm

to a

value creation paradigm

mail:sanbag@rediffmail.com