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HR fast trackHR Enablement and Development
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Contents
Assumptions
Top Performers
Aspirations
Types
Selection Criteria
Zoom
Gurukul
Lets Go
ADDIE way
Analysis
Design
Development
Implementation
Evaluation
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Assumptions
The talent pool has been recognized and hand-
picked/acquired. It is a selective and exclusive program.
Development Program is recognized as an effective way
of retaining the identified talent pool.
The organization has the requisite infrastructure in place
for the program or has the ability to arrange the same
according to the need.
The program is in tune with the culture and the ideology
of the company.
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Top performers
Aspirations
Recognition & Reward
New opportunities vertically and horizontally
Lifelong career
Technical and Managerial advancement
Monetary growth and financial independence
Ned for Challenge
http://www.hreonline.com/HRE/story.jsp?storyId=106208767
Frankly, we treat our high performers worsethan any other employee," says Mark Murphy,Leadership IQs CEO. "When a manager has atough project upon which the whole companydepends, to whom do they turn? Who gets thelate hours and the stress? It's not the low
performers.
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Contd
Types
For all operational purposes, ABC would classify its
top performers into the following categories High Performers existing in the system
With requisite masters degree (MBA)
Without a masters degree
High Potential Candidates identified through campus
recruitment and other sources.
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Contd
Eligibility Criteria
Consistent performance rating of 4 or 5 (5 being highest)
in the last 1/2 appraisals (existing pool)
MBA in HR from ABC recognized institutes
A basic personality profiling through trait based
psychometric analyses like 16PF, Thomas Profiling etc.
(Not a criterion for elimination but as a guide for
identifying developmental needs)
Instead of the performance criteria, the candidate can be
selected based on employee worth assessment model
(attached separately) to meet the eligibility criteria.
An existing high
performer with 4 or
5 in last 2 appraisals
but without a MBAdegree would be
supported by the
organization to
pursue the same after
fulfilling certain
conditions
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Fast Track Program
Given the need of the hour, ABC would roll out the following
two programs
1. Zoom for existing high performance candidates
meeting all the relevant criteria
2. Gurukul for existing high performers without a MBA
degree
3. Lets Go for high potential new hires meeting the
requisite educational criteria
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Zoom
Existing high performance employees with a MBA degree
and a performance rating of 4 or 5 in the previous years
rating plus 4 or 5 in the current half-yearly review would
not have to wait for 2 years continuous high rating to meet
the promotion criteria.
They would be put through a trait based personality
analysis and would be allowed to choose onedepartment/function of their interest.
They would additionally be allowed 1 or 2 certifications in
their desired function based on the companys budget.
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Contd
Additionally, they would be put through a 6 month on-
the-job assignment in their desired department/function
and would be evaluated for the same at the end of the
period. They would be assigned a coach during the
project duration.
On being confirmed for the role, a new position would be
created for them and they would be awarded anadditional certification in that function.
For candidates desiring higher roles, assistance-based
assignments would be given and they would be assisting
the project head of the function.
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Contd
Besides these, they would also be put through the
requisite behavioural trainings as reflected in their needs
analysis. (The list is provided on a later slide). The
number would depend on organizational factors. These
would be besides the certifications that they undergo.
Some functions where certifications are popular
Psychometric Testing Type and Trait based tools. Performance Management Systems.
360 degree feedback.
HR Audit.
HR Score Card and many more.
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Gurukul
Specifically designed for high performance employees
without a requisite MBA degree.
These candidates would be put through a part time MBA
program either recognized either through company
sponsored executive-MBA programs or company identified
b-schools.
During the course, they would simultaneously undergo a
job rotation program just like new hires in the Lets Go
program. (would be discussed later)
Their promotion would depend on their completion of the
course and successful execution of on-the-job projects.
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Run Lola Run!
The prospective participants of all the three
programs would be required to sign an
agreement with ABC to not to discontinue their
employment until the completion of their
respective programs plus one year after the end
of that program.
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LETS GO
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Analysis
Organizational Analysis
Growing numbers leads to growing HR team
Imperative for HR to become Strategic Partner
Skills and Managerial Inventories in the HR dept.
Operational Analysis
Need for immediate implementation ofsuccession planning framework
Need to develop functional HR competencies
Individual Analysis
Overall development required to take upmanagerial positions.
High performance calls for retention strategies.
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Design
FunctionalDevelopment
Soft SkillsDevelopment
ManagementDevelopment
Program
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ProgramObjectives
At the end of the program, the candidate would be
able to -
Provide direction to various teams in HR Dept.
Assist Process Heads to so lving implementation and
operational problems.
Innovate and implement new methods, values, processes
and structures.
Understand business needs and be able to provide
concrete solution or assistance toBusinessHeads/teams.
Exhibit competent levels of HR Functional Competencies
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DesignConsiderations
How much time can the organization allocate to
implementation andconclusion ofthe fast track program?
How many departments is the HR team bifurcated into?
(assumed6 in thisexample)
What is t he expectation of the VP-HR and the Process
Headsfrom thisprogramme?
What are the areas where the development needs to be
focusedupon?
How would the participantsbe facilitated andevaluated?
Whatcompetencies need tobe focusedupon?
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HRCompetencies
Leadership
Functional
Employee Relationship
ExecutionExcellence
Service Orientation
StrategicThinking and Alignment
Financial Perspective
RelationshipManagement
Diversity Management
Change Management
HRProcessExpertise
Personal Credibility
Business Knowledge
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Overview
Duration of the Program 27 months.
Eligibility Criteria
MBA in HR from ABC recognized B-school with 65%
aggregate.
If internal employee without MBA, consistent
performance rating of 4 or 5 for last 2 years makes
him eligible for company sponsored MBA programme
simultaneously.
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Contd
Lets Go-
Structure
EducationalExperience
(MBA)
Coachingand
Mentoring
JobRotation
SpecificSkills
Training
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Agenda part1
Time Duration Activity
0-4 weeks Orientation Meeting various departmental andfunctional Heads Across the Organization and understanding the business.
4 weeks 13
months
Mandatory On-the-job Assignments (6 months each) 1. TalentAcquisition andManagement2. Employee Engagement andRelationshipTheoretical Assignments On any of the other 4departments mentionedbelow.
13th Month Interim PRD with Mentor/VP-HR
13 months to 27
months
Any 2 of the following On-the-Job assignments with
mutual consent (7 months each) 1. Learning andDevelopment2. HR Analytics andResearch3. Performance ManagementSystems4. Compensation andBenefits
27th Month Final PRD with Mentor/VP-HR and final posting of
participants.
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Agenda part3
Technical Certifications
Depending on the budgets allocated, the candidate would be
allowed 1 4 certifications depending on the role/function selected
for assignment.
The various certifications could fall under one of the domains
discussedearlier.
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Mentoring
The AVP or someone else takes up the role of
the mentor to all/some ofthe candidates in the
program.
There can be one or more mentors depending
on the batch size.
Mentoring is showingpeople how the people who are
really good atdoingsomethingdo it
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Development
Instructional Strategies
Off-the-job training coupled with various VARK
techniques like games, etc. for specific skills training.
On-the-job skill development through job rotation.
Expert guidance by way of coaching and mentoring.
Constraints
Cost would be too high.
Organizational time might not be that flexible.
Coach/Mentors time and availability.
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Contd
Cost
Developmental cost cost of specific skills trainings and other
design cost.
Direct cost associated with the program like MBA program for
existing employees, personality profiling etc.
Indirect cost time and cost factors of coach and mentors,
Overheard costs documentation, infrastructural arrangements and
flexibility.
Evaluation costs costs incurred during the evaluation of the
candidates.
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Implementation
There would be constant monitoring of the
candidate who would be assignment to
somebody in the L&D team.
The overall visionary, ideally the VP-HR, should
guide and drive the entire program(s).
There would be a half-term review of the
program by the steering panel to decide on
effectiveness and solutions to problems.
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Evaluation
Evaluation would be in 3 stages
Assignment based Planning would be done at the
beginning of every assignment with KRAs and
measurement criteria. At the end of each assignment
there would be a PRD with the coach to discuss the
performance. The scores/suggestions would be
incorporated for final assignment. One expectationcommon across any assignment would be idea
generation to solve problems or improvise the
processes.
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Contd
Mid-term A mid term review with the Mentor would be
carried on to identify developmental areas and correction
paths.
End-term The participant would be evaluated based on hisperformance across all assignments, certifications undergone
and idea generation during the whole program duration.
Based on this and on mutual consent, he would be assigned
a role which is enriched or enlarged or diagonally better than
the previous role held.
The candidate would also be evaluated based on the
increase in his worth post the program (refer to employee
worth assessment model)
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ROI
The employee worthassessmentmodelattempts
toquantifythe totalworthofanemployee ata
giventime andagivenrole.
Fromboththe candidatesandthe organizations
pointofview, Employee WorthAssessment
modelgivesaquantificationofincrease inhis/hercontributiontothe organizationand
therefore prove the successorthe failure ofthe
program
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Fast Track Program
Advantages
Composite development
techniques imply overall
development of the participant.
Helps in retention and succession
planning opening up wide
opportunities by way of larger
talent pool.
Disadvantages
Jack of all trades, master of none!
Participants might develop focus
on short-term results rather than
long term.
Actual job might get affected due
to frequent change in position
holders.
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Hitesh BabaniSibm-bMba-hr9916682877
Thank You