process or practice led hr transformation: insights from trenches

Process or Practice led HR transformation

S.B. Parjanya, Asst Consultant Gracefully acknowledge contributions of S. Indupriya, Junior consultant (HR& Strategy) in the development of process led HR transformation .

The images used in the presentation are owned by respective copyrights owners. We thank them.

Why HR is undervalued in most small and medium companies

86% of the CEO/COO felt HR function remained struck with payroll, follow ups and at best basic employee engagement activity

68% of HR staff time is tied to repetitive administrative tasks.

Birthday cakes cutting, festivals and annual day celebrations are the most commonly used platforms to engage employees

Most HR professionals incapable of devising approaches to create and preserve organizational culture unique to their organizations

Role definition and skill gaps resulting in wrong selection, high turnover, poor life-cycle management

Employee Management issues poor communication and learning unclear accountability at key customer facing levels No centralised group to address employee issues Induction & training poorly handled Absenteeism Motivation – lack of bonding Activities to create bonhomie and great place to work absent

Service issues customer complaints Inadequate response

HR team issues No separate focus on talent acquisition & life-cycle management Lack of process to standardize and improve

No unique organizational culture built and preserved over years HR as a competitive advantage lost!!!!!!

HR Problems faced by Small & medium organizations

HR Transformation Framework: Process approach

As –is Analysis Process approach

Implementation & review

Improve, innovate &

Extend

© Browne & Mohan, 2008

HR transformation can be achieved through two distinct approaches. One is by deploying standardized process that are aligned to a well known benchmarking process. Second is to create unique practice led approaches where HR culture & process get built over period in an informal work setting, where outcomes and ownership are shared .

Process approach to HR transformation

Companies are increasingly using best practices to develop HR from reactive to proactive knowledge partner

Globally, companies use external benchmarks such as GPTW, Lovable place or Best employer awards.

Underlying all these benchmarks , the effort is to ensure

1. HR as a continuous integrated process, no islands

2. Proactively use data to make decisions, eliminate subjective assessment

3. Create learning and development environment where employees own and direct changes

4. Adopt a Do-improve-innovate framework where employees initially adopt a established practice and move towards improvement and innovation after they have mastered an area.


Automation

Consolidation Standardisation

Process approach to HR transformation

1. Global benchmarking

2. Identify areas to improve

3. Design appropriate process,

structure and systems

4. Monitor & extend

Aligning your company to global benchmark?

Our Vision : what we want to achieve? To create company Culture that is Result oriented and make employees who are enabled, professional,

process oriented, self motivated and work with less supervision

Our Mission : How we should achieve? Process led (use an established process like ISO or others to align, document, standardize and measure

repeatability, consistency and predictability)

Practice ingrained (people based, trust driven cultural process where norms are informal, institutionalization happens by way of life at work)

Designing a benchmark

Decide what processes across the word to benchmark

Source info about process

Evaluate fit & customization

Implementation


Examples of benchmark HR process: GPTW

Employee Perspective:

TRUST the people they work for

Have PRIDE in what they do

ENJOY the people they work with.

Manager Perspective

Achieve organizational objectives

With employees who GIVE THEIR PERSONAL BEST

WORK TOGETHER AS A TEAM / FAMILY in an environment of TRUST

** GPTW is a registered trademark of Great place to

Work Institute

Examples of benchmark HR process: Lovely place to Work

Employee Perspective:

Professionalism

Empowerment

Knowledge

Respect

Infrastructure

Manager Perspective

Leadership

Experiment

Goals

Value drivers in process led HR transformation

Consolidation Of roles, tasks, levels and hierarchy, Re-Align the teams, Re-define their

roles, Goals, Expectations

Elimination Resources, structural elements, Redundancy, incomplete processes

Outsourcing Payroll, Recruitment, Supply Chain Management, Training, auditing,

entire accounting function, Tax Management and Invoicing, Marketing

Communications.

Creation Align Practice, new positions, diminish the communication gap,

execution efficiency, validate whether ownership and outcome are

distributed across the organization

HR process changes based on Benchmarking


• Source candidates from recruitment agencies

• No internal recruitment

• No campus selection

AS-is

• Telephonic interview process

• Data capture at each stage of recruitment process

Areas which require

change with GPTW

• No long term induction plan

• Induction taken only by HR team

• One day affair, no immersion

AS-is

• Training on relevant job areas

• Evaluation of Training contents & trainer and performance of new hire

Changes based on Lovable place to

Work

HR process changes based on benchmarking

• Yearly performance appraisal

• HR team not involved

• Evaluation is sent to MD to fix % of hike

• Focus on attendance & punctuality rather on performance

AS-Is

• Establish KRA

• Roll out the proposed plan

• Aggregation of employees based on their performance

Changes based on BSE High

growth companies

• SD – 52 days training

• ESD – 50 days on the job training

• ITeS – 3 days training on data entry

AS-Is

• Training analysis based on performance of the individual

• Training content and trainer scrutiny

Areas which require change

with GPTW

Celebrate festival,

annual day and sports Day

AS-is

• Create quarterly/annual employee engagement calendar

• Engage all employees of Quest working from different geographies

GPTW

• Specific notice period for diff designation and exp level

• Exit interview questionnaire

• Response communicated through resp. departments

AS-is

• Exit interview

• Process of communication through HR

• Interconnectivity of processes

• Knowledge transfer

Alignment with Lovable place to

work

HR process changes based on benchmarking

Leadership development process based on benchmarking

• Identify Juniors

• Personal Mission Statement

Step 1

• Superior delegation statement

• Plan B Model

Step 2 • Training

• Knowledge Transfer

Step 3

• Gap Identification

• Corrective measures

Step 4

• Program Extension

• Assign New task

Step 5

• Quarterly review

• Next Quarter Plan

Step 6

14

Do’s Evaluate multiple frameworks Benchmark practices that could be embraced by organization Evaluate resource munificence Create strong “operations” and “documentation” owners Incentivize quick gains to encourage faster adoption

Don’t

No roll out without consensus of process boundaries, ownership Too many process owners Too many process objectives High investment initiatives

Process approach works best when the organization has rudimentary experience in adopting best-in class process and has sufficient bureaucracy to buffer review and control.

Do’s and Don’t of Process led HR transformation

HR Transformation Framework: Practice approach

Identify what values,

governance, risks

Identify role models,

champions

Encourage groups to evolve

and grow adherence to

value

Celebrate rituals, institutionalize

community


HR transformation can be achieved through two distinct approaches. One is by deploying standardized process that are aligned to a well known benchmarking process. Second is to create unique practice led approaches where HR culture & process get built over period in an informal work setting, where outcomes and ownership are shared .

Practice approach to HR Transformation

Practice approach requires companies build “common sense” HR process wherein all associates are treated as adults capable of managing self.

Underlying Practice approach is

1. HR as a human centered process, emphasis on evolution and enlightenment

2. Create teams that imbibe good old family ways of doing things, connect to roots and value

3. Strong focus on common ethos, values, cohort, lead y examples

4. Celebrate failures and learning by doing

5. Carry everybody in the system

6. Self-directed teams that co-own outcomes and quality

7. Anchor process based on culturally relevant experiences, mythologies, rituals to build close knit family bonds

Visualize culture

Practice approach to HR transformation

Define rituals, practices Community champions, leader, follower

Institutionalize routines, schemas

Celebrate adoption, perseverance

Fuse by values and principles

Trust, Professional, quality

Encourage sense of urgency

First-time-effectiveness, Initiative taking must, uncertainty handling, think on feet


Highly aligned teams

Ambition & Intuition

Complementary roles

Collaboration matters

Every body to contribute

Ownership, initiative, improvements

Innovations happen at all levels


Seniors help in uncovering talent

Culture drives,

authenticity helps busts self-doubt

Encourage every body to

Plan, prepare before leap Innovate, discover practical solutions to difficult problems


Encourage self-management Self-awareness, self-discipline, Self-Improvement

Keep alive curiosity

leap, fail and learn

markets, technology, practices


Prejudice and pre-judge Let go bias, pre-judge. Be prepared for unprepared Acknowledge what you do not know, learn faster

Communicate with love Listen before react Be concise and articulate Treat people with respect


Bring Passion to work Inspire others with thirst for the best. Support others in work.

Practice positivity Routines to motivate Collate, comprehend act under no duress


Do’s

Prepare for iterative, collaborative learning

Initiate in adult oriented organization

Open communications, diligent management of uncertainty

Emphasis on planning to ensure high first rate

Factor in for failures, rework

Administrative confusion,

Don’t

Expect immediate effects

Attempt too many cultural routines

Push dominant approach

Attempt with “expiry dates middle level employees”

Do’s and Don’t of Practice led HR transformation

Thank You

Browne & Mohan 154/A, 2nd floor, 10th A Main Jayanagar 1 Block Bangalore. 560 011 [email protected] Tel: +91-80- 26565164

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process or practice led hr transformation: insights from trenches

Leadership & Management