NIPM ISTD Seminar 2012 HAL
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Transcript of NIPM ISTD Seminar 2012 HAL
Continuous Development of Continuous Development of Human Resources, Human Resources,
High Performance Leadership & High Performance Leadership & Teams at Teams at
Hindustan Aeronautics Ltd. Hindustan Aeronautics Ltd.
Characteristics: Long Design & Development cycle Long Product Life Strategic Technologies High Quality Standards Technology Intensive Capital &Labour Intensive Frontier Technologies Segmented markets Governmental support Regulated supply chains
AERONAUTICAL INDUSTRY
Dec 1940 : Founded as Hindustan Aircraft Private Ltd
Apr 1942 : Taken over by GoI
Aug 1962 : Aeronautics India Ltd (fully owned by GoI) incorporated for MiG-21 aircraft
HISTORICAL PERSPECTIVE
Oct 1964 : Hindustan Aeronautics Limited formed with amalgamation of Hindustan Aircraft Limited & Aeronautics India Limited
“70 years of Service to the Nation”
HAL – TODAY: CORE BUSINESS
Design & Development: Aircraft Helicopter Avionics Accessories
Manufacturing & MRO: Aircrafts Helicopters Aero-engines Avionics Accessories Ground Support Equipment
Aircraft Midlife Upgrades Manufacture of Launch Vehicle, Satellite Structures & IMGT Aeronautical Software Development
HAL – TODAY: FINANCIAL PERFORMANCE
Sales Turnover = Rs. 14,001 crores
PBT = Rs. 3200 crores
Order Book value = Rs. 62,100 crores
HAL – TODAY: HUMAN RESOURCES
Strength as on Officers Workmen Total
31.05.87 (peak strength)
8495 35861 44356
31.05.12 9480 22679 32159
Fixed Organisation Structure
FUTURE PROGRAMS
AIRCRAFTS
Medium Multi-role Combat Aircraft (MMRCA)
Basic Turbo-prop Trainer AircraftBasic Turbo-prop Trainer Aircraft (HTT–40) (HTT–40)
Multi-role Transport Aircraft (MTA)
Fifth Generation Fighter Aircraft (FGFA) Fifth Generation Fighter Aircraft (FGFA)
FUTURE PROGRAMS
HELICOPTER
Light Combat Helicopter (LCH)
Light Utility Helicopter (LUH) Light Utility Helicopter (LUH)
Medium Lift Helicopter (MLH) / Indian Multi-role Helicopter (IMRH)
Weapon System Integration on Weapon System Integration on Dhruv - ALH - Mk – IV VariantDhruv - ALH - Mk – IV Variant
VISION
“To become a significant Global Player in the Aerospace Industry”
MISSION
“To achieve self-reliance in design, development, manufacture,
upgrade and maintenance of aerospace equipment, diversifying
to related areas and managing the business in a climate of growing
professional competence to achieve world class performance
standards for global competitiveness and growth in exports”.
“People are key differentiators for Sustained Success”
OUR BELIEF
ORGANISATION IMPERATIVES
Global Competition
Order Book Position
Challenging Programmes
Technological Changes
Structural gaps in Leadership
Building the Leadership pipeline
Grow future leaders from within the organization
Entry of Global Players (Aerospace R&D & other solutions)
Talent Retention – a challenge
Changing Business Model – Performance Based Logistic (PBL)
HR CHALLENGES
Change Mindset Attitude Behavior Ways of Work
Making People Believe “We Can” through Intense Action
Align HR with Business
Involve Business in Implementation of HR
Focus on Strategic HR
LINK To Strategy, Values, Best Practices, Culture
Business strategy / Perspective Plan
Key success factors
Vision & MissionHAL
Values / Culture
Attraction & Retention of Talent
Creating a Performance Culture
People / Leadership
Development
Future Capabilities;
Market Place & Competition
Best Practices
HAL
INDIVIDUAL INDIVIDUAL Desire and pursuit towards deep, continuous learning in the areas of current
responsibilities and beyond.
ORGANISATION Academics to Employment - Structured Induction Training need identification through Annual Performance Appraisal Competency Gaps ( required vs possessed) identification through
Assessment Centres Skill Matrix to identify skill gaps ( required vs possessed) Development Inputs through:
Domain specific training Stretched goals, cross functional teams & change of Role Knowledge Management
CONTINUOUS DEVELOPMENT
Desire to challenge themselves Unite behind a shared Strategy / Vision Clarity and commitment to purpose Focus on Customer Satisfaction Build a benchmark organization Build organization as employer of choice High level of employee engagement Performance in teams Capability building Constantly learn & grow Performance & Value Standards Internalization & Institutionalization Quality Results in shorter time frame
HIGH PERFORMANCE LEADERSHIP & TEAMS
Excellent MOU ratings since 2001-02 38th Among Global Defence Companies Leader among Defence PSUs Profit Margin of 23%(2011-12) Wide technology base Diversified Global Aerospace Company
PERFORMANCE AT HAL
PEOPLE DEVELOPMENT - EXECUTIVES
52 week structured Induction Training for MTs/ DTs 4 week Training for Lateral Inductions Custom Designed Technical Training. HAL Management Academy
Advance Management Program Senior Management Development Program General Management Development Program Function specific Training
Executive Sponsorship for Post Graduate programs in Technology & Management at Cranfield University - UK, IITs, MDI - Gurgaon, IMI - Delhi & XIME - Bangalore.
LEADERSHIP DEVELOPMENT
Job Description & Competency Mapping for Executives in Grade – I to V (6500 Executives) Assessment Centres
Job Description Role Directory – 490 Roles Behavioral Competency Model Competency Frame work Competency Mapping through Assessment Centres
covering 881 Executives
Competency Development Programmes at IIMs for 970 Executives Two weeks training programme for 350 DGMs & above for
“ Managing for Global Competitiveness” 360 Degree Feedback for 350 DGMs & Above “Born to Win” wisdom tools for 250 DGMs and above
BEHAVIORAL COMPETENCY MODEL
GETTING RESULTS
ORGANISATION AND INDIVIDUAL DEVELOPMENT
BUILDING BUSINESS
HAL
Strategic Orientation
Customer Orientation
Achievement Orientation
Nurturing Teams
Capability Building
Impact and InfluencePlanning & Decision
Making
Execution Excellence
Managing Critical Partnerships
Personal Effectiveness
Change Management
Identification Of Critical Positions Successor Identifications on the basis of
Performance Potential Strengths Projects / Task handled
Organisation Restructuring Career Planning Job Rotation Successor Identifications with focus on Action
Learning, Coaching & Mentoring
LEADERSHIP DEVELOPMENT (Contd..)
Improvements in the Career Plan Promotion Scheme
Career opportunities for Qualified Professionals
Syllabus revised for Technician / Diploma Trainees
Tie up with IITs / BITS Pilani – Acquiring Higher Professional qualifications
Certification in various NDT, Quality, AMI etc
Soft skills
Technical skills
HR INTERVENTIONS : WORKMEN
Changes in Promotion Policy Performance Related Pay Performance based differentials Incentive Schemes – Tagged components
20 % rationalization of SMH
CREATING PERFORMANCE CULTURE
THANK YOUTHANK YOU