hr function - eet2008

7/31/2019 HR Function - EET2008

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PERSONAL EFFECTIVENESS

People are born with tremendous potential todo a number of things

Our lifetime is not enough to discover what weare capable of

Some people discover and apply more of theirpotential while others may not be able todiscover themselves

The reason for our under performance is lackof awareness regarding our inner resources orhidden potential or inability to utilizeresources.


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JOHARI WINDOW

Public Self

( Known to self and

others)

Blind Self

( Known to others only

)

Closed Self

( Known to self only)

Dark Self

( Not known to self and

others )


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Major factors contributing to ourPersonal Effectiveness

Exploratory orientation

Action oriented performer, takes initiativeand risk, try to bring best out of them, likes

change, no fear of failure

Self-disclosure

Open and free in communication, expresses

feelings, ideas, views, reactions etc to others


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Receptivity to feedback

Open to feedback, willing to examine and

modify behaviour based on feedback. Others

who observe or affected by our behaviour

may be able to point out our weakness.

Sensitivity

Understanding ones own feelings and being

sensitive to that of others. This is a basis forall previous three factors. It helps to strike a

perfect balance between the three.


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LOCUS OF CONTROL

How do you interpret your success

Due to your ability, hard work, luck, chance

What is the reason for your failure

Due to your lack of effort, carelessness, bad luck,mistake of others, God, chance

Internals - Persons who think things happendue to their effort or due to factors inside them

ExternalsPersons who think things happen to

them due to factors outside them


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LOCUS OF CONTROL

Internaldynamic, hard working, high

activity level, takes initiative, restless, less

tolerant to stress. They make things happen.

Externalconformists, rule bond, easy going,

tolerant to stress, works well instructured/bureaucratic settings. They think

everything is pre-conditioned and there is little

one can do to change them.


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HR STRATEGIES & PROFILE OF HR MANAGERS

HR to help Organisation earn more.

HR to help increase Shareholders confidence.

HR role needs strategic shift.

Compliance

Talent Management

Change Management

Compliance

Talent Management

Change Management


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HUMAN RESOURCES

What constitutes good HR practices ?Good Hr practices are those that contribute toone or more of the three Cs

Competencies

Tasks can not be completed withoutcompetencies

Commitment

Things may not be done or slowly done in theabsence of commitment

Culture

It provides the sustaining force for organisationto live


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OUR VISION

A WORLD CLASSINTEGRATED POWER

MAJOR, POWERINGINDIAS GROWTH,

WITH INCREASINGGLOBAL PRESENCE


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WHAT IS HRD

HRD is a process by which employees arehelped in a continuous and planned way to:

Acquire & sharpen capabilities to performpresent and expected future roles.

Develop their general capabilities &discover their inner potential for their ownand organisational development.

Develop an organisational culture in whichsupervisor-subordinate relationships, teamwork and collaboration among subunits arestrong & contribute to the pride of

employees.


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WHY HRD

Employees need competencies to perform tasks.

Competencies are to be continuously developed

Survival of the organisation depends on competent andmotivated employees

To effectively face the challenges of everchanging

environment

To reach the top and remain there.


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VINDHYACHAL

HR VISION

TO ENABLE OUR PEOPLE TO

BE A FAMILY OF COMMITTED

WORLD CLASS

PROFESSIONALS, MAKINGNTPC A LEARNING

ORGANISATION.


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HRD IN NTPC

HR Department and HRD Cells

Training & Development

Job Rotation & Career Growth Path

Quality Circles

Professional Circles

NOCET

NCYM Own a Department

HR Ambassadors


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HRD IN NTPC

Core Value Actualisation

Tenure Postings

M.Tech and BITS Pilani B.Sc

Redeployment

Communication

Transfer and Posting

HR Newsletter

HR for Line Managers


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HRD IN NTPC

Performance Appraisal

Development Centre

Five S

TQM

Benchmarking

Rewards

Suggestion Scheme

HR Audit

Support schools


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WE ARE NOT ALWAYS PEOPLE SMART

Do you ignore the psychological reasons for

someones behaviour ?

Do you agree to almost all requests people maketo you ?

Do you hold back feedback which people couldbenefit from ?

Do you try to persuade people by arguing with

them ? Do you seek victory over argument ?

Do you approach people with whom you have

problems time after time ?


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ROLE OF LINE MANAGER IN HR

Line managers have an important role to play inensuring the realization of HRD objectives

Training

Analyse each employees role and capability needed

Identify training needs

Encourage people for training

Obtain feedback after training Discuss opportunities for trying the learning

follow up capabilities before & after training

Arrange sharing of learning with others


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Performance Appraisal Identify key performance areas

Set challenging goals

Recognise strengths & weakness

Provide feedback & counselling

Generate openness, mutuality, & trust

Provide support


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Organisation Development

Identify subsystems that need change & inform HR

Support diagnostic surveys

Participate in OD process/discussions

Prepare action plans & implement them

Reinforcement

Acknowledge contributions of employees

Assign challenging tasks

Reward collaboration

Encourage interaction


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Career Development

Identify opportunities for each subordinate

Assess capabilities to be acquired

Help subordinates to assess their owncapabilities in relation to career paths

Give feedback about potential

Give opportunity to use the potential


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hr function - eet2008

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