BVIMRS-RKS-HRS

3/23/2012

1

BVIMRS-RKS-HRS

3/23/2012

2

 Doables ◦ ◦ ◦ ◦ ◦ ◦ ◦ Staffing Development Compensation Benefits Communication Orgn design High performing teams. etc  Deliverables ◦ ◦ ◦ ◦ Strategy execution Administrative efficiency Employee contribution Capacity for change Used to do Latest Agenda BVIMRS-RKS-HRS 3/23/2012 3 .

 HR practices must be aligned with needs of internal & external customers. HR practices must create value & deliver results ◦ Enhance individual competencies & orgnl capabilities. Players & Pioneers in delivering value.  HR profs must become Partners. BVIMRS-RKS-HRS 3/23/2012 4 . players & pioneers. ◦ Beyond POLICY POLICE & Regulatory Watchdogs TO Partner.

 Increased pace of change – ◦ ◦ ◦ ◦ technology. globalization. leveraging and crafting Capabilities & Competencies – HR Issues BVIMRS-RKS-HRS 3/23/2012 5 . Customer demands  Understanding. Profitable growth.

       Administrative Transactional Policy elements Bureaucratic ways Fair treatment of employees Sourcing talent Shaping firm’s values     Innovative Value driven Result oriented Impacting clients of HR. Earlier Focus New Focus BVIMRS-RKS-HRS 3/23/2012 6 . ◦ Line managers ◦ Employees ◦ HR profs     Global management Orgnl Capabilities Cultural change Intellectual Capital.

◦ Financial measures ◦ Employee morale ◦ Market share  New role of HR. ◦ Centered on deliverables ◦ New patterns of behavior ◦ Learning & unlearning needs to occur BVIMRS-RKS-HRS 3/23/2012 7 . Criteria for successful HR practices.

 Creating orgns that add Value to . Orgn Capability source of Competitiveness. ◦ ◦ ◦ ◦ Investors Customers Community & Employees   How Line Mgrs & HR Mgrs together can Champion the Competitive Orgn of the future. BVIMRS-RKS-HRS 3/23/2012 8 . ◦ Line Mgrs & HR professionals to jointly Champion Orgn Capability.  New Agenda for both HR practices & HR professionals must emerge.

TATA more than 50% revenues other than India/ABG/IT/ITES Cos) BVIMRS-RKS-HRS 3/23/2012 9 . GLOBALISATION: ◦ ◦ ◦ ◦ ◦ ◦ New markets. How to attain Global Agility. new mindsets. new competencies & new ways of thinking about business.g. Effectiveness & Competitiveness (e. new products.

◦ Deregulation leads to consolidation (M&A) ◦ Global mindset & local Commitment – GLOCAL  Paradox of Global Economies of Scale & Local Responsiveness ( e. ◦ Volatile political realities ( Europe. USA.g. Iran/Iraq/UAE/Libya/India/Siberia oil resources). BVIMRS-RKS-HRS 3/23/2012 10 . Posco & LNM in Orissa/Jharkhand/Maha Mumbai SEZ). Vedanta.

 Global shared mindset for free exchange of ideas from one lab to other labs.◦ FDI in Weaker Economies – social & economic gap between HAVES & HAVE NOTS widens – Revolt/Revolution.  For hiring. Jet Airways. ◦ Orgns as Global Relay Teams. training & motivating employees Global and not National perspective ( Tata. Ideas & Information around for creating Products & services FASTER & BETTER than Competitors.  Less security from Govt & Industry and more from an individual’s Talent & Efforts – ELEMENTS OF SELF-SECURITY ALWAYS REMAIN A WORK IN PROGRESS. Infosys.etc). BVIMRS-RKS-HRS 3/23/2012 11 .  Ability to move Talents.

◦ Creating mindset that respects Local Conditions while leveraging Global Thinking.◦ New Gen more globally agile & literate.  Hence Operating Mgrs & HR Profs must create new ways of thinking about Orgns. BVIMRS-RKS-HRS 3/23/2012 12 . ◦ Global Orgns less concerned with geographic proximity than with the virtual leveraging of Global Resources. ◦ For success global literacy more necessary than economic literacy.

◦ Orgns to be more Customer Responsive.etc) BVIMRS-RKS-HRS 3/23/2012 13 .     Innovation Faster decision making Leading an industry in price/value Effective linking with suppliers & vendors to build value chain of customers ◦ Research indicates employee attitude correlates highly with customer attitude. VALUE CHAIN FOR COMPETITIVENESS & HR SERVICES. ◦ HR practices must be applied to suppliers & customers outside the firm (Motorola university/GE/Maruti/Hero50% trg for suppliers.

etc are cost reducing measures. BVIMRS-RKS-HRS 3/23/2012 14 .  Growth thru leveraging customers. six sigma. delayering. ◦ 3 main paths to Growth have HR implications. ◦ Profitability through combination of increased revenue & decreased cost (Downsizing. PROFITABILITY THROUGH COST & GROWTH: ◦ Operating Mgrs & HR Profs must learn to create Orgns that work along the Value.current customers to buy more  Leveraging Core Competencies – introducing new products – turning research knowledge into products.  M&As and Jt Ventures – cultural incompatibility – cause of majority of failures. reengineering.Chain & across the Value network.

e. etc  Creating commitment to rapid growth & supportive culture.g.  CAPABILITY FOCUS: ◦ Operating Mgrs & HR Profs seeking Profitable Growth must find New Ways to design & deliver orgnl practices (KEEP WORKING THE SAME WAY WILL GIVE SAME RESULTS) ◦ Orgn capabilities are DNA of competitiveness. BVIMRS-RKS-HRS 3/23/2012 15 .◦ Growth route has following HR issues. creating marketable technologies. ◦ financial flexibility.  Creating Orgns structure providing for autonomy for growth & Discipline to control cost.  Hiring people for leading growth while reducing overall labor cost. ◦ attracting & retaining global expatriates.

 Achieving capacity for change – flexibility. ◦ Operating Mgrs & HR Profs to constantly look for Capabilities necessary for success. What capabilities exist? What will be required? Aligning capabilities with business strategies.◦ Examples of soft orgnl capabilities.       Building capabilities of Confidence – both inside & outside. Designing HR practices to create needed capabilities How needed capabilities accomplished? BVIMRS-RKS-HRS 3/23/2012 16 .  Learning & attaining change that builds on & maintains itself. agility for constant innovation.  Becoming boundaryless – seamless – both internal & external.

As cycle times get shorter.pace of change increases HR Issues in Change. CHANGE & CHANGE SOME MORE. ◦ ◦ ◦ ◦ Learning to change faster & more comfortably Defining an orgnl model for change. CHANGE. How to unlearn? How to honour the past & adapt for the future? How to encourage risk taking for change? Which HR practices change for transformation & which to leave the same for continuity?  How to engage hearts & minds of every one (3Hs)?  How to change/unlearn & learn more rapidly – faster than competitors? BVIMRS-RKS-HRS 3/23/2012 17 .     Only goose-bump speeches wouldn't do – need to walk the talk – HR to persist without being PUSHY.

g. ◦ Working from homes & still connected. Ashish Goyal – 1st blind student to Wharton Business School – MBA with Honours – Trader with JP Morgan London – National Award for the Empowerment of Persons with Disabilities -3/12/2010). TECHNOLOGY: ◦ Has made world smaller. Mr. BVIMRS-RKS-HRS 3/23/2012 18 . closer & faster ◦ Overcomes geographic. language & cultural differences ( e. ◦ Tech has redefined work time.

 ATTRACTING.      Balancing Global economies of scale & local responsiveness. ◦ Leveraging diverse contexts & cultures ◦ Learning to Rapidly Learning. AND MEASURING COMPETENCE & INTELLECTUAL CAPITAL. ◦ Competing for the best talent ◦ Need of Global Mgrs ◦ Leadership is team focused & shared rather than driven by Single Person. Turning opportunities into Visions Transform Visions into Action & Align Actions with Customers Intellectual capital constantly updated – HR Agenda BVIMRS-RKS-HRS 3/23/2012 19 . RETAINING.

 TURNAROUND IS NOT TRANSFORMATION: ◦ Turnaround is making business sleeker. swifter & more streamlined ◦ Transformation changes fundamental image of business for customers & employees BVIMRS-RKS-HRS 3/23/2012 20 .

AGILITY. ON THE NATURE OF COMPETITION. FOCUS ON SPEED. MOVE & ACT FASTER. RELATIONSHIPS. distribution & product features AND must identify other capabilities valued by customers i. technology. creating new mfg processes & forming customer relationships. LEARN.  SOCIALLY AWAKENED  Identifying & CREATING ORGNL CAPABILITIES CRITICAL TO BUSINESS SUCCESS AND DESIGNING HRM PRACTICES FOR CREATING THOSE CAPABILITES BVIMRS-RKS-HRS 3/23/2012 21 .  TO CONTINUALLY PRODUCE BETTER THAN THEIR COMPETITORS CAN. LEARNING & EMPLOYEE COMPETENCE.e. ◦ Winning goes beyond B/S.  MUST BUILD ORGNS THAT CHANGE.  FOR LEADERS OF THE FUTURE. ◦ Looking beyond cost. RESPONSIVENESS.

◦ As champions of competiveness. ◦ More focused on deliverables that DOING their work better. FOR HR AS A PROFESSION. Re-engineering Or Downsizing. ◦ Spending more time being Professional than Professing BVIMRS-RKS-HRS 3/23/2012 22 . ◦ Role as value creator. ◦ Must learn to measure results in terms of business competiveness rather than EMPLOYEE COMFORT and ◦ To lead Cultural Transformation rather than Consolidation.

to make employees more competence &competitive HR Profs must master theory. not reduce cost Help making committed people Part of evolutionary chain.OLD MYTHS People opt for HR since they like People Any one can do HR NEW REALITIES HR not for corporate/happiness therapy. Staffed by nice people Is HR’s job Confrontative. Deals with soft side of business Must translate their work into – hence not accountable financial performance Focuses on cost. challenging & supportive as well As important to Line mgrs as Finance. H&H patrol Full of fads Must add value. strategy. etc Myths That Keep HR from Being a Profession BVIMRS-RKS-HRS 3/23/2012 23 .must be controlled Policy police.

BVIMRS-RKS-HRS 3/23/2012 24 . etc and share following characteristics. ◦ ◦ ◦ ◦ Focus on defined outcomes A shared body of knowledge Essential competencies Ethical standards & clear roles  Above are must for HR Profs to be effective and in line with business strategies – value creator. attorneys. HR profs must begin to act professionally like physicians. engineers.

BVIMRS-RKS-HRS 3/23/2012 25 .

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