HR

LEADERSHIP
Leadership is a quality that is highly valued in today's society. It is the ability to
inspire and guide others towards a common goal.
Important in your personal and professional life

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HERE ARE SOME KEY POINTS TO CONSIDER WHEN IT COMES
TO LEADERSHIP

1 Leadership is about vision

2 Leadership is about communication

3 Leadership is about taking action

4 Leadership is about teamwork

5 Leadership is about adaptability

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HR
LEADERSHIP
The role of HR leadership in a
large company is crucial for
ensuring the organization's
success. HR leaders are
responsible for developing and
implementing human resources
strategies that align with the
company's goals and objectives

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 Human Resources (HR) leaders play a critical role in building and shaping the culture of an organization

Culture- set of shared values, beliefs, and

behaviors that define the way people
work together within an organization.

A strong and positive organizational

culture can lead to increased employee
engagement, productivity, and
retention, as well as improved
organizational performance.

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HR LEADERS CAN INFLUENCE AND SHAPE ORGANIZATIONAL
CULTURE IN SEVERAL WAYS

Defining and
communicating the Hiring for
organization's cultural fit
values

Modeling the Providing training

desired behaviors and development

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CASE STUDY 1

Company A is a tech startup based in the United States. The company has a strong, fast-paced culture

that emphasizes individualism, innovation, and quick decision-making. The company has been successful

in attracting top talent from Ivy League schools and Silicon Valley, and the team is comprised mostly of

young, ambitious professionals.

The company decides to expand into Southeast Asia, and they open a new office in Singapore. The

company hires a local manager, Mr. Lee, to help them navigate the local market and culture. Mr. Lee has

extensive experience in the industry and is well-connected in Singapore.

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CASE STUDY 1

However, as the company begins to grow and integrate their new team, they start to notice some cultural

misfits. The new team in Singapore is much more hierarchical and focused on consensus-building than

the US team. The Singapore team also places a high value on work-life balance, which clashes with the

US team's focus on working long hours to achieve success.

The US team finds it frustrating that the Singapore team is not making decisions quickly enough, and they

feel like they are being held back. The Singapore team, on the other hand, feels like the US team is too

aggressive and not respectful enough of their cultural values.

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CASE STUDY 1

These cultural misfits lead to miscommunication, misunderstandings, and ultimately, a lack of collaboration
between the two teams. The company realizes that they need to make some changes to bridge the
cultural divide and ensure that both teams can work together effectively.

They decide to bring in a cultural consultant to help them understand the differences between the two
cultures and develop strategies to address them. The consultant helps the teams understand each other's
values and communication styles, and they work together to find common ground and develop a shared
vision for the company.

With the help of the cultural consultant, the teams are able to build trust and respect for each other's
cultural values. They find ways to adapt their work styles to accommodate each other's needs, and they
start to collaborate more effectively. As a result, the company is able to successfully expand into the
Southeast Asian market and achieve its business objectives.

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CASE STUDY 2

One example of a company that has done well due to strong employee-friendly policies is Patagonia, an

outdoor clothing and gear retailer. Patagonia has a reputation for being a socially responsible and

environmentally conscious company, and this extends to their treatment of employees.

Patagonia's employee-friendly policies include offering competitive salaries and benefits, flexible work

schedules, and opportunities for professional development. The company also provides on-site childcare,

paid time off for volunteering, and paid parental leave for both mothers and fathers.

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CASE STUDY 2

These policies have resulted in a high level of employee satisfaction and loyalty, which in turn has
contributed to the company's success. Patagonia has been recognized as one of the best places to work
by various organizations, and the company's revenue has grown steadily over the years.

In addition to benefiting the company financially, Patagonia's employee-friendly policies have helped to
build a strong brand image and reputation. Customers who are aware of the company's commitment to
social and environmental responsibility are more likely to be loyal and to recommend Patagonia to others.

Overall, Patagonia's focus on creating a positive work environment for its employees has had a significant
impact on the company's success, both in terms of financial performance and brand reputation.

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CASE STUDY 3

One well-known case study where company performance was affected due to wrong policies is that of
Blockbuster Video.

Blockbuster Video was once a giant in the video rental industry, with over 9,000 stores worldwide and a
market capitalization of over $5 billion. However, the company's refusal to embrace new technologies and
adapt to changing consumer preferences ultimately led to its downfall.

In the early 2000s, Blockbuster had the opportunity to acquire Netflix for just $50 million, but the
company's management turned down the offer. Instead, Blockbuster continued to focus on its brick-and-
mortar stores and charged late fees for rentals, even as competitors like Netflix were offering DVD rentals
by mail without late fees.

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CASE STUDY 3

As streaming technology began to gain popularity, Blockbuster's management failed to recognize the
potential threat to its business model. In 2004, Blockbuster launched its own online DVD rental service,
but it was poorly executed and failed to gain traction with consumers.

By 2010, Blockbuster was struggling financially and filed for bankruptcy. The company's failure to adapt to
changing consumer preferences and embrace new technologies ultimately led to its demise, while
competitors like Netflix thrived.

This case study highlights the importance of businesses being flexible and adaptable in their policies and
strategies, especially in today's fast-changing technological landscape. Companies that fail to adapt to
these changes risk being left behind by their competitors and losing market share.

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PCMM
JOURNEY
LEVEL 1 & 2 KEY PROCESS AREAS

Instill basic discipline Level 2 - Managed

Compensation
into people related Training & Development
activities Performance Management
Staffing
Communication & Coordination
Work Environment

Level 1 - Initial

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 Level 3 Key Process Areas

Level 3 - Defined
Participatory Culture
Identify core Workgroup Development
competencies and align Competency-Based Practices
people related activities Career Development
Competency Development
with them Workforce Planning
Competency Analysis

Level 2 - Managed

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 Level 4 Key Process Areas

Quantitatively manage Level 4 - Predictable

workforce practices and
establish competency
based teams
Organizational Perf. Mgmt.
Quantitative Perf. Mgmt.
Empowered Workgroups
Competency Based Assets Competency Integration
Mentoring

Level 3 - Defined

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 Level 5 Key Process Areas

Capability & performance Level 5 - Optimizing

are continuously improved
Continuous Workforce Innovation
Organisational Perf. Alignment
Continuous Capability Improvement

Level 4 - Managed

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PRACTICES & PROCESSES ‘UNDER’ EFFECT…

• Work Environment
• Staffing / Manpower planning
• Compensation & Rewards
• Performance Management
• Training / Career Development
• Competency Development / Management
• Communication / Participatory Culture

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COMMON STRINGS …

• Collaborative & Participatory approach

• Integrating process improvement with capability improvement amongst

associates

• Measuring improvements and not results

• Integrating the practices / processes with competencies

(Skills become obsolete, competencies never do)

• Aligning HR practices with Business Strategies

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WORK ENVIRONMENT
Streamlining of basic work environment norms…
• Laid down standard norms for work environment with criteria for assessing work
environment requirements.

• Institutionalized formal process for review of work environment carried out by the
users themselves.

• Mechanism for tracking recommendations for improvements and fixing

accountability.

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STAFFING & MANPOWER PLANNING
Recruitment & Selection
• Emphasis on planning.
• Linkage to business plan & strategy.
• Linkage to organisational and individual competency.
• Emphasis on building more checks / balances for maintaining org. health of
high order / quality and ensuring uniformity.

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 STAFFING & MANPOWER PLANNING CONTD…

Joining & Induction

‘First impression, may be the last impression’…
• Streamlined and more associate friendly
• Clearly laid down process

• Faster ‘n’ quicker transition-in.

• Formalities completed the same day

• Formal induction program

• Separate program for Sr. associates
• 3C - Contact, Communicate and Connect

• Induction feedback to identify areas of improvement for future - ‘learning from

experiences of the new associates’

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 STAFFING & MANPOWER PLANNING CONTD…

Separation
But ‘Last impression, is definitely the lasting impression’…
• Clearly laid down process to avoid any discomfort to the parting associate.
• Final settlement - within one month
• Process for settlement of PF etc.
• Exit interview to get honest feedback
• More effective attrition analysis to ensure that all of us do not face the
same, and to see that ‘talent’ is retained.
• Translate the above into an ‘action plan’ fixing accountability for
implementation.

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COMPENSATION & REWARDS
‘Hygiene factors’ or ‘Motivators’… but they are important !
• Equitable
• Transparent approach.
• Mechanism of identification and correction of disparity cases.
• Market Parity
• Benchmarking
• Annual compensation survey
• Building practices that recognize & reward higher performance and
contribution.
• ‘Team Rewards’ to encourage ‘Team work’.

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PERFORMANCE MANAGEMENT
From evaluation to development… & the ‘C’ factor !

• Linked to Role Competencies’.

• Reducing ambiguity - what is expected of me ??
• Alignment - integrating KRAs of Individuals, Groups & the Organizational.
• Emphasis on transparency.
• Emphasis to develop poor / under-performers.
• Identification and grooming of talent
• Star Performer Scheme

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TRAINING / CAREER DEVELOPMENT
The ‘C’ factor again…
• Development of Competencies - organizational & individual
• Organizational Competency Development Plan
• Associate Development Plan
• Needs identification based on present / future role
• Competency analysis - was training effective ??
• Shifting focus to ‘Career Planning & Development’.
• Mentoring - initially for a select few
• Succession planning
• Identification of successors for next level
• Formulation of succession plan
• Integration of succession plan with Associate Development Plan

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CONCLUSION

HR is a crucial function. Despite AI in vogue nowadays, It is always People People People

Success is defined by HR Leadership

Team JustHR
6364703333
manmeet@justhr.in

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