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Hr Practices

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1. HR PRACTICES 2. HR PRACTICES <ul><li>Business Strategies </li></ul><ul><li>Differentiation v/s Low Cost…
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  • 1. HR PRACTICES
  • 2. HR PRACTICES <ul><li>Business Strategies </li></ul><ul><li>Differentiation v/s Low Cost </li></ul><ul><li>Global v/s Multi-domestic </li></ul><ul><li>Innovation v/s Disruptive Innovation </li></ul><ul><li>Customer Focussed </li></ul><ul><li>Operational Excellence </li></ul>
  • 3. HR PRACTICES <ul><li>In a Global market, where the competition is intense and customers demand continuous improvement, we must vigorously compete to get “Top Talent”. </li></ul><ul><li>Products and Processes could be copied rapidly and Technology is everywhere, in such a scenario, competitive advantage is determined by people with “Right Skills” . </li></ul><ul><li>Demand for skilled employees now exceeds the supply. </li></ul><ul><li>So, being there first with a Great Brand and Features is where the margins are…. </li></ul>The Change …
  • 4. HR PRACTICES <ul><li>In Conclusion, Talent becomes a critical resource because… </li></ul><ul><li>Innovation…..Comes from people. </li></ul><ul><li>World Class Processes are developed by World Class people. </li></ul><ul><li>World Class Brands are built by Top Marketing Talent. </li></ul><ul><li>World Class HR Practices are required in order to win the </li></ul><ul><li>“ War for Talent”. </li></ul>The Change…
  • 5. HR PRACTICES <ul><li>How has Human Resources Progressed </li></ul><ul><li>Labour Management </li></ul><ul><li>Policy Administration </li></ul><ul><li>Service Provider </li></ul><ul><li>Resourcing & Learning Management </li></ul><ul><li>Strategic Partner </li></ul>
  • 6. HR PRACTICES What are the various Domains of Capability Required for HR in Alignment to the Business
  • 7. HR PRACTICES What are the various Capabilities Required for HR in different Domains of Business Scenario
  • 8. Building the Strategy on Human Resources Long Term Plan BG / SBU Business Strategy Human Resources Internal scrutiny Business Environmental Scan Human Resource Strategy 2 Year Action Programme HR PRACTICES
  • 9. <ul><li>Elements of HR Strategy </li></ul><ul><li>Organization Structure & Head Count Modeling </li></ul><ul><li>Capability Building </li></ul><ul><li>Performance Management </li></ul><ul><li>Employee Engagement </li></ul><ul><li>Employer Branding </li></ul><ul><li>HR Service Excellence </li></ul><ul><ul><ul><li>Compensation & Benefits </li></ul></ul></ul><ul><ul><ul><li>Shared Services Model </li></ul></ul></ul><ul><ul><ul><li>Transactional Excellence </li></ul></ul></ul>HR PRACTICES
  • 10. <ul><li>Organization Structuring & Head Count Models </li></ul><ul><ul><ul><li>Key Challenge is to manage the current performance and facilitate Innovation for future growth ! </li></ul></ul></ul><ul><ul><ul><li>How does your Organization Structure facilitate both these aspects? </li></ul></ul></ul><ul><ul><ul><li>How do you pay premium salaries and remain cost competitive at the same time ? </li></ul></ul></ul><ul><ul><ul><li>Does your Head count Model address these issues ? </li></ul></ul></ul>HR PRACTICES
  • 11. <ul><li>Capability Building </li></ul><ul><ul><ul><li>What is the Process for early identification of Talent and Developing the Leadership Pipeline ? </li></ul></ul></ul><ul><ul><ul><li>How do you facilitate Learning in the Organization ? </li></ul></ul></ul><ul><ul><ul><li>How do you develop Professional Skills ? </li></ul></ul></ul><ul><li>Competency Based Approach… </li></ul>HR PRACTICES
  • 12. Competencies are a clear specification of individual knowledge , skill and attitude requirements which will help an individual do well on a job leading to the attainment of short term and long term business objectives for the organisation. They define the “HOW” part of performing any task in the organisation Knowledge Skills Social Role Self image Traits Motives Identify and Train for Select For % % Visible Invisible What are Competencies.. HR PRACTICES
  • 13. <ul><li>Capability Building - Thermax Leadership Development Process </li></ul>HR PRACTICES PMS Criteria for Selection to participate in DC Competency Framework Provides the Requirement for present position OMR Career Movement Possibilities in Future I NPUTS FOR TLDP DC’s Provides Competency Gaps Gap Analysis & Futuristic Perspective Development Action Plans Coaching / Mentoring Training Calendar Exposure to new dimensions All Top Quadrnt get 1deg change in Job Programs in Premier Mgmt Institutes tailored to Company Need T L D P
  • 14. Performance Management System Vision HR PRACTICES Performance Planning/ Goal setting Performance Review Performance Monitoring Coaching & mentoring, Feed back & Developmental actions Mission Performance Outcomes
  • 15. 9 Block Matrix HR PRACTICES
  • 16. The Evolution of Employee Surveys Engagement Satisfaction How much I like things here. Commitment How much I want to improve our business results How much I want to and actually do improve our business results HR PRACTICES
  • 17. Concept of Engagement Engagement is defined as the ‘ State of emotional and intellectual involvement in a group or organization’ Three key behaviors that exemplify strong engagement are: HR PRACTICES STRIVE 3 Exert extra effort and engage in work that contributes to business success STAY 2 Have an intense desire to be a member of the organization SAY 1 Consistently speak positively about the organization to co–workers, potential employees and, most critically, customers (current and potential)
  • 18. HR PRACTICES
  • 19. Employer Branding Employment Branding is an “Image / Perception ” management program. “ The Organization is a highly desirable place to work” Spreading this word proactively through employee word-of-mouth and media. Employment Branding - A Differentiator between your employment offering from that of “Talent Competitors”. … Contd HR PRACTICES
  • 20. Building an Employment Brand <ul><li>Brand Pillars : </li></ul><ul><li>What do you want the Organization to be known for ? </li></ul><ul><li>Or </li></ul><ul><li>The Management practices your potential applicants would like to </li></ul><ul><li>know about. </li></ul><ul><li>Growth & exciting careers. </li></ul><ul><li>Open and Transparent Work Culture. </li></ul><ul><li>Learning Organization. </li></ul><ul><li>High Performance Organization with a Human face. </li></ul><ul><li>Creativity & Innovation. </li></ul><ul><li>Social Commitment. </li></ul><ul><li>Cutting edge Technology. </li></ul>HR PRACTICES
  • 21. HR PRACTICES Every company has an Employment Brand … ..Employees Talk…. It is a long term recruiting and retention strategy. Employer Branding
  • 22. <ul><li>HR Service Excellence - Compensation </li></ul><ul><li>Terminology </li></ul><ul><li>Base Salary (Basic Salary Plus Dearness Allowance if existing) </li></ul><ul><li>Guaranteed Cash </li></ul><ul><ul><li>Annual Base Salary plus Conveyance Allowance, House Rent Allowance, Leave Travel Allowance, Medical and other Guaranteed Allowances </li></ul></ul><ul><li>Total Cash </li></ul><ul><ul><li>Annual Guaranteed Cash plus the variable component of the salary ( STIP) </li></ul></ul><ul><li>Total Cost To Company or CTC </li></ul><ul><ul><li>Annual Total Cash plus all perks & benefits, including superannuation, EPF & Gratuity and LTIP </li></ul></ul>HR PRACTICES
  • 23. HR PRACTICES
  • 24. HR PRACTICES Compensation Implications for Different Business Strategies
  • 25. HR PRACTICES Compensation Implications for Different Business Strategies
  • 26. HR PRACTICES Compensation Implications for Different Business Strategies
  • 27. HR PRACTICES HR Service Excellence - Shared Services - Model Shared Services Recruitment Team Transactional Team Line HR Mngr
  • 28. HR PRACTICES HR Service Excellence - Shared Services - Communication Flow Divisional Head HR Managers Shared Services Team Consultants / Service Providers
  • 29. Human Resources - Model for the Future Core Deliverables Extent of Return Relational Experience Creating Advantage Avoiding Disadvantage Basic Services Solutions for Current Needs New Platform offering for Future Business Strategy HR PRACTICES
  • 30. Thank You HR PRACTICES
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