Download - HR Plan for Polaris2005
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HR Function review and a
Blue Print for action 2005..
Some thoughts..
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Purpose
1. To assess the current status of HRfunction in Polaris
2. To formulate a strategy HR plan
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Presentation path
1. Stakeholders expectation
2. SWOT
3. HR strategy
4. HR forward plan
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Stake holders expectation..
Top Management:
Ensure optimum utilisation of human resources
Co should have the good HR practices in the industry
and should be a preferred employer of choice
Ensure retention of talent
To facilitate succession planning and career planning
SECs:
Provide manpower at the right time with the right skill
Minimise recruitment lead time and cost
HR to ensure two communication with the Associatesand provide inputs for building the workplace
HR to ensure a structured framework for training and
development of Associates
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Associates:
Resolve their grievances and issues expeditiously
HR to play an active role in making their workplace a good
place to work.
Policies and procedures should be employee oriented
HR to ensure fairplay
To facilitate a structured approach to career planning
..Stake holders expectation
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SWOT on HR Function in Polaris..Strengths :
Good talent available in house with experience
Basics are in place
Good employee recognition schemes in place-GEMs, Konarksscheme, Team excellence, Stream outing etc
Good image built of Nalanda as Corporate University
Weaknesses :
HR is fractured as SEC HR and Corporate HR and therelationship is more of personal liaison and informal
Like other corporate functions, no or very low accountability ofSEC HR to Corporate HR
SEC HR operates more to the dictat of the the respective EG orSEC Heads and interests of Corporate is compromised. CorpHR more of a spectator many at times.
Low credibility due to lack of ownership and clarity in initiativesplanned through Hewitt. Timelines expired on deliverablesannounced to Associates in Nov/Dec 2004
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Opportunities:
Good visible support of the Top Management
Aura of expectation built on the change process
Corporate need to improve performance and productivity
Threats : SEC HR Vs Corporate HR- Me and You attitude rather
than We
The threat of Operation success and patient diedapproach and missing the wood for the tree
Absence of leadership with Pat leaving and non-HRprofessionals being brought to provide leadership ( If CFOleaves will Non Finance professionals be brought formanaging Finance function)
Threat of loosin HR Talent
..SWOT on HR Function in Polaris
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Polaris HR priorities
Need to enunciate a HR philosophyVision and MISSION
Need to articulate the picture of How HR function should look
or be in 2/3 years time and define the path ,milestones andresponsibilities for the journey
Subject to iteration, the following could a two phased agenda
Phase 1
Recruitment- Integrate and synergise
Hewitt exercise-quick focus on role clarification,compensation structure-to adhere to stated committments
Trainingstructured training for executive development andleadership development
Performance Management-modify the system to address
issues Program for strengthening the work place-to facilitate greater
motivation and retention
Associate handbookon line
Map all HR processes and standardise across the Company
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Phase 2 Identify the top 20% of Talent from Non-Konark
population
Succession planning upto EG Head Level and later
upto PM level Career planning for all Konarks and top 20 % of the
remaining population
Assessment Centre for the senior management to
ensure better Person role FIT Review under employment and channelise for
higher value addition to Business
Polaris HR priorities
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Phase 1
RECRUITMENT-Issues for addressal
Absence of data base of candidatesMany recruiters chasing the same skill/ person
Integration with an RMG function could ensure betterutilisation of internal resources
Scope for standardisation of the process and standardsFit anomalies due to fitment by different SECs
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TRAINING : Training highly focussed on specifc technical skills-to
continue
A structured 3 Tier programs with following focus on softskills
Execution skills at Junior level
People management and leadership skills at Lead/ PM level
Senior Leadership Development at PD level
Recast the structure of Nalanda Need for strengthening faculty-by direct and Association
Phase 1
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HEWITT Initiative : Publicised timelines have not been adhered-credibility
issue
Role clarification of an Associates role as similar positionshave different responsibilities sets-need for customised rollout??
Compensation structure and banding definition would helpin clarification of Fitment
Building and strengthening the work place engagement of
Associates Noise on appraisal process- need to refine the process
Phase 1
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Phase 2
To be addressed on specific issues like Phase 1
-to be spelt out
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Thank You