HUMAN RESOURCE

MANAGEMENT
AT

Group-03:
Puneet Kakkar (034)
Himanshu Jhamnani
(018)
Pankaj Yadav (032)
Sambhav Jain (040)
AGENDA

Workforce Planning

Recruitment and
Onboarding

Training and
Development

Performance
Management and
Appraisal
Accenture solves client’s toughest challenges by providing unmatched
services in strategy, consulting, digital, technology and operations.
They partner with more than three- quarters of the Fortune Global 500,
driving innovation to improve the way the world works and lives. With
expertise across more than 40 industries and all business functions,
Accenture deliver transformational outcomes for a demanding new
digital world.
 ABOUT
ACCENTURE
$43.2 billion
Revenue

509,000 Headquarter in
Dublin, Ireland.

Employees
Offices and
operations in
more than 200
cities in No.
Ranked 51 7 in
countries
the Top 50

India has over

Companies for
Diversity by Julie Sweets
(CEO)
DiversityInc.
1.5 lakh World's most
admired
employees of Information
Accenture Technology
Services
BUSINESSES
Strategic workforce planning is created by designing a
process within an organization that proactively anticipates
current and future hiring needs. This ensures the STRATEGIC
organization has the resources needed to meet its
business goals. WORKFORCE
Automation,
PLANNING
demographic Strategic workforce planning empowers
shifts and
companies to operationalize predictions
globalization
of changing workforce supply to shape
the future of work.
Executives estimate that in three years,
44% of the workforce will be
comprised of contractors and/or
temporary internal positions. And
79% of this liquid workforce will be
HR
PLAN aligned to dynamic projects, rather
than static job functions. The case for
strategic
Strategic workforce
workforce planning
planning could not be
is a hugely
Rise of Increasing
more clear.
powerful tool that can help organizations
integrated competitiven
value chains ess survive and thrive in the midst of
ongoing digital disruption. Effective use
of it will become all but mandatory for
success in the coming years.
 TRADE BUSINESS CASES
FOR TRIAL AND ERROR
Choose a priority area, trial it and
extrapolate results to pinpoint the
broader potential.

FOCUS LESS ON MASTER BOTH

OWNERSHIP, MORE ART AND SCIENCE
ON ACTION
A combination of
Both the business roles are
and human required with
Resources must be left- and right—
involved and aligned. brain skills.

ABANDON THE IDEA PLAN THE WORK,

OF PERFECT DATA WORK THE PLAN
Simulations depend Strategic workforce
on the right data for planning must be a
the task at hand. continuous, iterative
and closed-loop
WORKFORCE PLANNING process.

AT ACCENTURE
 WHY ACCENTURE DO STRATEGIC
WORKFORCE PLANNING?
55% 61%
of executives say their of executives say they are
organization does scenario not well prepared to change
planning at best annually. the workforce skill and job
mix to transition into a
Workforce planning is becom- digital business.
ing as dynamic as the busi-
No blind spots.
ness environment.
The availability of prescriptive Only a silo-busting. multi-
analytics helps organizations domain planning approach
go beyond describing “what is provides an eyes-wide-open,
happening" or “what might real-time view of all the
happen” to control "what variables that impact talent
should happen". strategy.
30%
of executives see uncertainty
as an opportunity to create
competitive advantage.
Change is constant. And fast.
Strategic workforce planning
does not aim to predict a
single, “perfect" future. It’s
about identifying optimal
solutions to prepare the
workforce for the inherent
uncertainty of every possible
future.
42%
of executives think Digital
and Technology know-how
is needed to succeed in
their roles in 5 years
Humans bring nuanced
judgment. Machines conduct
simulations with limitless
computational power, while
humans analyze results to
understand how personnel
shifts impact the talent pool
for the most critical positions
across the organization.
 ONBOARDING AND
RECRUITMENT
• In order to ensure that they hire the best
people for the company, Accenture clearly
states their expectation from the
employees and also showcase their
strengths and offerings to the potential
applicants.

• They conduct a rigorous screening process

upon receiving resumes. If a candidate
meets their criteria, he/she will be invited
to attend online screening process and
then an initial interview with a recruiter.
The person will also have the opportunity
to get additional information about the
position and Accenture’s work
environment.

• If a person is selected to participate in the

RECRUITMENT PROCESS
FLOWCHART
APPLICATION
PROCESS
FLOWCHART
 TRAINING AND
DEVELOPMENT PROCESS
 Conducting the needs of
Assessment
Organization Analysis:
Determines where the
training emphasis should
be placed.
Task Analysis: Determines
what the content of
training program should
be.
Person Analysis:
Determines the specific
individuals who need
•training.
In Accenture, after all the
above-mentioned analysis,
selected employees are
provided the training on
specific and different
fields which varies from
person to person.
Flexible timings and
durations are provided to
the trainees like ½ hour,
4hour and 6hour training.
Designing the training
program
Instructional Objectives:
Determines desired
outcomes of a training
program.
Trainee Readiness and
Motivation:
Determines trainee’s
readiness for
training and motivates
them for the same.
Principles of Training:
Determines
psychological
connection and
implementation of the
training from the real-
scenarios.
• life scenarioskeeping
In Accenture, to the the
on-job
training objectives and
principles in mind, the
employees are motivated to
go for different types of
trainings like classroom
trainings and also, they
are allowed to choose the
different levels of training
programs, starting from
basic level till advanced as
per their interest and
calibre.
Implementing the training
program
On-the-Job methods:
Determines relationship
of a trainee with the
supervisor and co-
workers.
Off-the-Job methods:
Determines behavior
modelling of a trainee
through various
managerial games.
Management Development:
Determines the training
of mid to senior level
managers.
• In Accenture, various
types of on-job
trainings and off-
are provided
job apprenticeship
like
training, internship
training, cooperative
training, blended
training, E- learning,
seminars, conferences,
case studies,
management games and
simulations etc. Also,
employees are given
facilities to peruse
professional degrees like
sponsorship
Executive-MBA andetc.,
contract.
with
Evaluation
• Reactions: Determines
the success level of
training through
feedbacks.
• Learning: Determines the
knowledge transfer
through tests after the
training.
• Behavior: Determines
the actual usage of
training learnt.
• Results or ROI:
Determines the utilities
a firm gets for its
training expenses.
• through
In Accenture,
varioustheways
success
and techniques
level of like
the
training imparted
interactions, feedbacks,
is
measured
tests, on job application
of the learning etc.
 TRAINING CURRICULUM

• Core skills: Training applicable across the

workforce

• Professional skills: Training to nurture professional

skills

• Workgroup and role skills: Training to provide deep

skills in workgroup disciplines

• Job-readiness skills: Training to prepare for a

specific assignment or task

• Community learning: Training that reinforces core

content from our leadership model
 PERFORMANCE MANAGEMENT

CEO Pierre Nanterme said that sharing only once a year what you think of your employees “doesn’t make any
sense.“ Performance is an ongoing activity. and people want to know if they re doing things right on an ongoing
basis. It should be “instant performance management."
 ACCENTURE REVIVES ITS EPMS
• In September 2015, Accenture rolled out its updated performance management system,
which it said was a 90 percent new process. The annual review and stack rankings are
gone completely, in favor of ongoing feedback from managers to reports. Managers also
do a check-in, a structured conversation between managers and direct reports to touch
base on goal progress, development or competencies, at the end of a project.
Compensation will continue to be influenced by an evaluation of performance and is to
be decided by the manager.
1. Organize around the “Moments that Matter”: Organizing HR functions to focus on these critical moments will allow the
company to drive real value, not just deliver a service to your workforce.
• Develop advanced analytics capabilities to understand what the true “Moments that Matter” are
• Organize HR services around workforce needs
• Use human-led design to change from existing process/standards-based approaches
• Cultivate customer-focused mindset and behaviors
2. Transform HR to become agile and focused: Encouraging a laser focus on simplicity and agility will help release
savings that can be reinvested to deliver what your workforce wants and expects.
• Simplify and standardize processes
• Remove local customization where not absolutely critical
• Automate and provide self-service to give employees access anytime, anywhere
3. Proactively nurture employees: Balancing proactive technology; automation and artificial intelligence with
delivery that comes from human contact builds a more efficient and nurturing organization.
• Use analytics-driven insights to determine how and where to interact and to
provide personalization
• Form a technology ecosystem that can anticipate what employees need—and may need in the
future—to preempt issues
• Deliver end-to-end services providing integrated access, delivery, and escalation tools
(e.g., mobile, workflow, integrated case management)
4. Measure, adjust, and repeat: Understanding what makes your employees tick is not a one-time thing. It’s
important to continually track behaviors, mindsets and problems that face your workforce every day and
evolve how you address these.
• Use advanced analytics to both measure performance against “Moments that Matter”
and monitor changes in what those moments are
• Focus on a few outcome-based measures for things that can actually be addressed
• Adjust based on insights
• Prepare to continually evolve and improve
OUTCOMES OF CONTINOUS PM CYCLE
What a switch from annual appraisals to continuous
performance management and feedback means for
Accenture?

• Creating a • Creating a • Understanding

holistic view of dynamic set of the teams‘
a person’s priorities in collective
potential by performance strengths,
also achievement priorities, and
understanding tool levels of
their (accessible on engagement
aspirations, a laptop or
strengths, skills mobile device)
and that reflect the
demonstrated 3-5 most
leadership important
behavior. areas of focus
for the next 3-5
months.
Thank You