High Performance Delivery From Hr Professionals

7/31/2019 High Performance Delivery From Hr Professionals

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WELCOME


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High Performance Delivery

From HR professionals


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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


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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.


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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.


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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 ?


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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


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HR Competencies that make a difference

Evaluation of HR competencies


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The New Identity of HR

The relevance of David Ulrichs research

And

It s Importance and Relevance for

today and tomorrow


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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


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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


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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


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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


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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


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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


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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


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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


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Being oneself

Personality Development


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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


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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


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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


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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


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Gulzar .. Kache Rang Utarne do


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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


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Eagles Life span


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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


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Parents Wish

Value based orgns outperform others


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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


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Talent Management

1. What you have ?

2. What you need ?

3. How do you measure what you need ?


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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


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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


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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


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6. Strategy Architect

Sustaining strategy drive

Engaging customers

Understanding impact of environment

Making life easier

Continuously spreading the good word


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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


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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.


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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


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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


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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.


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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


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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.


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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


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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


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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


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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

High Performance Delivery From Hr Professionals

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