07 hr beyond tomorrow

8/9/2019 07 HR Beyond Tomorrow

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Colombo

June 29, 2006

Aneeta Madhok, PhD., CMC.

Dean (Faculty of Management Studies)

ProfessorHuman Resources and Organisation Development

NARSEE MONJEE INSTITUTE OF MANAGEMENT & HIGHER STUDIES

V. L. Mehta Road, Vile Parle (W), Mumbai400 056

Ph: 91-22-2618 3688, 91-22 567 5967

Email: [email protected], [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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HR Evolving There is a shift in the work of the HR Function

Evolutionary forces acting include:

Continued globalisation

Increased focus on business sustainability

Shift from welfare oriented economic policies

Shift from labour politics

HR Today HR Tomorrow

HR Beyond Tomorrow


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The HR Challenges

Survey - 2006 Survey takes a slice of HR Today and

extrapolates the trends

Survey covers CEOs, HR and Management

Professionals in India

Sample size = 57


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For This Audience Take the survey questionnaire being

distributed and do your own rankings

Compare your rankings with the results wewill present

Raise your questions in the Q & A session

which follows Deposit your rankings with the conference

volunteers


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Building

Interpersonal

Relatioships

Training for

Growth

HR Beyond

Tomorrow

Talent

Retention

CompensatingKnowledge

Workers

Recruiting in

Todays

Context

Going

Global

Managing

Mindsets

Creating High

Performing

Culture

HR Systems

Implementation

Human

Capital

Practices


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Survey Results

17010Human Capital Practices102869HR Systems Implementation92268Going Global81467Building Interpersonal Relationships7 836

Compensating Knowledge Workers6

065Training for Growth5864Managing Mindsets40223Recruiting in Today's Context30282Talent Retention2

3471Creating A High Performing Culture1

% of bottomresponse (#10)

rank

% of topresponse(#1) rank

Rank inorder of

importanceHR Challenge

Rank Order of Importance (n=57)HR Challenges Survey

India, May 2006


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#1: Creating A High

Performance CultureHigh Performing organisations arent born, they are made. Building

them involves paying attention to customers and employees, innovating

furiously and making quality a way of life.

Ganesh Natarajan

Initiatives for organisations to take

Product Innovation

Business Process Optimisation

Making quality a way of life

Customer Delight

Total Employee Involvement

Building a talent pipeline to compete in todays global context


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HR Practices for High

Performing Organisations Employment security, not job security

Selective hiring of new personnel

Self managed teams and decentralised decision making

High compensation contingent on organisational performance

Extensive training and development

Continuous improvement HR programmes

Reduced status distinctions and barriers

Sharing of financial and performance information Trust between management and employees

Communication in global markets

Efficient and effective use of new information technologies


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Designing HR Intervention for

Creating High Performing Organisations Define what you need through

Core corporate values

Future business scenarios and implications Strategic business objectives and employee

behaviour requirements

Prevailing/desired work culture

Design a competency framework alignedwith strategic business objectives


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Designing HR Intervention for

Creating High Performing Organisations Develop behaviours underlying the competencies

in a clear and simple manner

Validate the competency model with a crosssection of employees

Communicate the competency model throughchange sponsors and agents and educate

employees at all levels on what, why and how Use the competency model as a foundation for

multiple HR applications


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Top

Middle

Bottom

Technical/

Functional Skills

Interpersonal

Skills

Strategic/

Conceptual Skills

Basic functional

Knowledge

Advanced functional

Knowledge

Strategic functional

Knowledge

Self & Organizations

Teamwork

Team Leadership

Conflict Management

Negotiation

Visionary Leadership

Culture mgmt

Institution building

ValuesSocial Responsibility

Policy/

Law

interpretation

Decision making

Policy structure &

Design

Strategy,

Competitiveness

Macro perspective

Global Managment

The Competency Framework

Copyright Aneeta Madhok, 2004. All rights reserved


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#2: Talent Retention The silent war for talented employees

Turnover is increasingly becoming a source of sleeplessnights for HR Managers

Interferes with continuity and quality of services and loss of

revenue Lost human and financial investments in education, training,

and expertise

Weakens professional organizational culture and morale

Places additional burden on remaining staff High turnoverbreeds more turnover

3 to 6 month lag time for new employees to develop

Delays in replacing staff send negative messages to theclients, other employees and public at large


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Talent Management isCritical to Strategic Agenda

Key Talent Management outputs are demand plans and supply solutions both now and over the future

Capability andCapacity

Demand Plan

Capability andCapacity Supply

Plan

Capabilities requiredCapacity required

Timing

Business strategy

Sanctioned projects

Pre-sanctioned projects

Business scenarios

Benchstrength improvement

Succession planning

Sourcing

Diversity

PerformanceManagement

Talent identification and supply

Socio-economic analysis: Political, Regulatory, Environment, Legal Employment Education standards, Skill availability Industrial relations climate Market reward position

Succession management

Development plans

Organisation evolution

Resourcing processes

Critical post analysis

Reward management

Cultivation of sources


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Talent Retention Strategies Create an outstanding brand image to attract talent

Deploy Innovative practices in Resourcing

Expand your reach to track and source skills Local Market

International Market

Recruit from Campuses

Develop Strategies to extract the best from the

resources Develop skills through training

Provide challenging career options

Extract high level of performance


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#3: Recruiting In

Todays Context Huge volumes of recruitment envisaged

Not a question of manpower availability, but

talent availability Mis-matching happens more frequently than

matching

Backward integration with educational

institutions Outsourcing strategy

Managing recruitment image


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#4: Managing Mindsets Positive optimism needed

Teamwork is in the mind

First deserve then desire

Away from feudalistic, paternalistic

mindsets towards open, equalised mindsets

Creating productive, constructive mindsets

that contribute to organisational value


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#5: Training For Growth Emergent role of training is linked with

competency development, creating high

performing organisations, talent retention,recruitment

Business linked training needs,

development of training content to deliverskills and competencies, assessment of

training effectiveness are critical


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#6: Compensating

Knowledge Workers Global compensation benchmarking

Internal parity and external competitiveness

Linking performance and compensation

Compensating high performers, average

performers and poor performers.

Building manpower costs into business

strategy


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Tips for Compensating Base Salaries/Variable component (60:40)

Task Completion incentives (Linked to goal

achievement) Team benefits (linked to group

performance)

Bonuses (payments for good work done) Profit Sharing (built into revenue earnings)

Offering a choice (cafeteria plans)


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#7: Building Interpersonal

Relationships Managing differences

Resolving conflicts

Building organisational partnerships

Establishing win-win

Creating collaborative mindsets


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#8: Going Global Building globally competitive management

practices

Enabling Indian businesses to go global

Think Global mindsets

Managing the global employee

Recruiting, compensating, assessing,

rewarding, retaining, etc


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#9: HR Systems Implementation IT based HR system implementation

Inculcating systemic discipline

Institutionalising frameworks and policies

in the right spirit


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#10: Human Capital Practices HR Efficiency and Human Capital

Accounting

Job Evaluation and measurement

Reduction of wastages and excess

manpower


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HR Today & TomorrowTraditionalists Baby Boomers Gen X Gen Y(50-60 y) (40-50 y) (30-40 y) (20-30 y)

Training The hard way Too much & I Required to Continuous

will leave help me & expected

Learning Style Classroom Facilitation Independent Collaborative

Communication Top down Guarded Hub& Spoke Collaborative

Problem Solving Hierarchical Horizontal Independent Collaborative

Leadership Command & control Get out of way Coach Partner

Decision making seeks approval Team informed Team includes team decisions

Feedback No news is good news Once a year weekly / daily on demand

Technology use uncomfortable Unsure unable to work unfathomable

work without if not provided


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HR Beyond Tomorrow World is getting increasingly polarised

Many organisations will go for outsourcing many

operational HR functions Many organisations will believe in the criticality of

HR function to the business bottomline.

HR challenges are likely to get more acute

HR priorities are likely to change

Tapping human potential is likely to get more critical


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Hi!


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Hi!(Human Initiative)


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Thank YouContact at:

Dr. Aneeta Madhok, MBA, PhD, CMC

DeanSchool of BusinessNMIMS (Deemed University)

V.L. Mehta Road

Vile Parle (West)Mumbai400 056

Phones: 91-22-26183688, 26183665

Email: [email protected], [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]

07 hr beyond tomorrow

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