MissionChrist University is a nurturing ground for an

individual’s holistic development to make effective contribution to the society in a

dynamic environment

VisionExcellence and Service

Core ValuesFaith in God | Moral Uprightness

Love of Fellow Beings | Social Responsibility | Pursuit of Excellence

Case Study on

Towards a new HR PhilosophyPresented by:Group 2

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The role of HR is assumed to be that of administrative with little or no strategic impact.

They tend to be a mediator in case a problem arises between the manager and employees.

But is that all the HR does?What is the appropriate role of HR function?

CASE

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Reasons for Gap

Managers and Executives focus on financial results rather than managing people.

HR then has to 'lean in' to take responsibilities.

This entire process separates managers from it's employees and enforces a result VS people approach

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SOLUTION SUGGESTED

Helping Managers manage Developing Leaders Letting Management manage Compensation Dealing with conflict People People

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Helping Managers Manage

Invlove employees in the change process.

Interview employees regarding their feelings.

Concentrate on effective delegation.Ask employees for committment.

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Devloping Leaders

Outsourcing leadership development is risky. Building it from inside is always a better option. Values like integrity, intelligence along with “thinking like an

owner”, innovation and ability to inspire others. Should be developed by both managers and employees. Leadership to be taught from the orientation of new hires. Managers are supposed to assess the needs of the company,

design, build curricula and teach.

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Letting Management Manage• Management make the critical HR decision.• Managers should be empowered to make relevant decision and be responsible for

the outcome.• HR constrains decision: a) Hiring, b) Payment & c) Performance Rating Managers losing their freedom to obtain desired results.• Freedom = Responsibility

• Recruitment – Flow of qualified candidates, managers conduct interviews to hire.

• People and Organizational Development only provides;• actionable data • useful tools• in-house recruitment certification.

• Evaluate candidates with standardized tests.• Same philosophy to other people processes, including performance assessment.

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Compensation

Minimum and maximum pay numbers are not restricted instead market salaries are researched and guidelines are provided to managers.

Departments make compensation because they are responsible for hiring the right people and managing how those people perform

They believe that improving results in company performance benefits all employees.

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Dealing with conflict

Talking with the other person Focus on behaviour and events, not on

personalities. Listening carefully. Identify points of agreement and

disagreement. Priortize the areas of conflict. Develop a plan to work on each conflict.

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People

Hiring is quite lean and a rigorous process. Candidates are interviewed extensively both by senior

memebers of the department and by internal clients. Interest takes the front seat rather than big company HR

experience. Candidates scaled on various parameters. Companies this way would become more productive.

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Conclusion

Success of an organisation lies entirely on their employees and employers. So, there should be no false dichotomy between both.By taking what appears to be a less active role, HR is acheiving greater influence and greater success both for company and themselves.

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