stratum consulting - company profile

CORPORATE DOSSIER www.stratumconsulting.com

Integrate, Embed Human Resources Deeply With Your Business & Clients #BusinessHR #Succession #SocialHR #TalentSearch

©STRATUM HR LLP 2013


©STRATUM HR LLP 2013 01

INTRODUCTION


Stratum Consulting is not a commodity HR service provider. We provide custom HR solutions with clear business benefits. Feel free to look around. We guarantee you will not find anyone else who understands your business like we do.

After outsourcing our Business HR function to Stratum Consulting, we h a v e n o t i c e d a d r a m a t i c improvement in the streamlining of

“ our Business & HR processes and are experiencing an immensely increased level of structural productivity and profitability from the teams. Their strategic consultancy has not only benefited the organization from an HR perspective, but has also led to a rapid and consistent improvement in the organization’s development. ~ Suveer Bajaj, Founder / FoxyMoron

“

CLIENT SUCCESSES Speedo IFF Group Jockey CIL Textiles Maiyas Iken Solutions Matix Fertilizers FoxyMoron Alok Industries Skarma JSK Distributors Digit 9.0


INTRODUCTION www.stratumconsulting.com



PRACTICES www.stratumconsulting.com

ORGANIZATIONS & CHANGE

§  Business HR

§  Succession Planning

§  Social HR §  Employee Handbooks & HR Manuals

§  HR Research

TALENT ACQUISITION

§  Talent Search


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ORGANIZATIONS & CHANGE INTRO www.stratumconsulting.com

HOW WE RESOLVE YOUR CHALLENGES

STEP 1 STEP 2 STEP 3 STEP 4

STEP 5 STEP 6 STEP 7 STEP 8

Identify, clarify & define business direction & objectives – Revenue, Profit, Target Market, Product / Service Lines, etc

Identify & develop core team of employees that will take the organizat ion ahead on i ts identified business objectives

Distill down the organization’s identified business objectives to all levels within the organization

Understand employees’ career aspirations & give them due importance

Sync & link organization’s goals to employees’ career goals

U n d e r s t a n d & d e fi n e performance benchmarks for various functions

Re-engineer business processes for functions that don’t meet d e fi n e d p e r f o r m a n c e benchmarks

Evaluate, measure & develop employees to achieve defined performance benchmarks



SOLUTIONS


Still following outdated HR practices from the last decade? #BusinessHR that improves topline & bottomline by re-engineering business processes.

BUSINESS HR

Does your Employee Handbook / HR Manual reflect your organization culture? Stop using staid, boring HR Manuals designed in the last century that your employees don’t bother reading.

EMPLOYEE HANDBOOKS & HR MANUALS

How can your Family Managed Business compete globally? #Succession Planning for professionalizing your Family Managed Business to compete globally.

SUCCESSION PLANNING

•  How do you link HR to a company’s share price?

•  How do you make HR more strategic & innovative?

•  How do employee motivations differ from Tech to Manufacturing firms?

We attempt to answer these and other questions in our #HRResearch lab.

HR RESEARCH

How do you engage with & train employees in 2013? How do you build organization culture in 2013? How do you collaborate on projects in 2013? #SocialHR that engages with, trains employees & collaborates on projects using Enterprise Social Networks (ESN) & Google Hangouts.

SOCIAL HR


ORGANIZATIONS & CHANGE SOLUTION www.stratumconsulting.com


Looking to acquire leadership, senior & mid-level talent for your organization? #TalentSearch services that deliver guaranteed results for clients.

TALENT SEARCH


TALENT ACQUISITION SOLUTION www.stratumconsulting.com



SOLUTIONS BY BUSINESS TYPE www.stratumconsulting.com

FAMILY MANAGED BUSINESSES

✔ Business HR

✔ Succession Planning

✔  Social HR ✔  Employee Handbooks & HR Manuals

✖  HR Research ✔ Talent Search

PROFESSIONAL BUSINESSES

✔ Business HR

✖ Succession Planning

✔  Social HR ✔  Employee Handbooks & HR Manuals

✔  HR Research

✔  Talent Search



BUSINESS HR + SUCCESSION www.stratumconsulting.com

WHAT’S BUSINESS HR?

§  Identify & define business objectives + strategy

§  Align HR è Business objectives + strategy

§  Re-engineer Business Processes

§  Listen & respond to employees

§  Manage transformation & change

WHAT’S SUCCESSION PLANNING?

§  Professionalize your Family Managed Business §  Organization’s identity ≠ Promoter’s identity

§  Promoter = Largest shareholder, = / ≠ CEO

§  Capable core team è Run organization

§  Develop 1st, 2nd & 3rd line in the organization

§  Develop 1st, 2nd & 3rd line in every department


CEOs who want to now focus on scaling their business and need someone who can understand it and help their employees (& organization) grow quickly and profitably – Just the way the CEO would help them.

BUSINESS HR OUTSOURCING

Organizations with > 20 employees or > 200k USD serv ices revenue or > 1m USD manufacturing revenue

SUITABLE FOR

CEOs who want to continue handling their HR in-house, but want someone to come in and setup business & client oriented HR systems & processes, setup processes to develop their ‘core team’, and create a performance-oriented environment.

BUSINESS HR SETUP

Organizations with > 20 employees

SUITABLE FOR

CEOs who want to audit their existing HR systems & processes to identify gaps and understand how HR can improve employee productivity / profitability, thereby improving the organization’s topline and bottomline.

BUSINESS HR AUDIT

Organizations with > 20 employees

SUITABLE FOR


BUSINESS HR OPTIONS www.stratumconsulting.com



EXPERIENCE



SECTORAL EXPERIENCE www.stratumconsulting.com

MANUFACTURING

§  Textile §  Industrial §  Automotive §  Chemical §  Construction

SERVICES

§  Retail §  Luxury §  FMCG §  Distribution §  Hospitality §  F&B §  Digital Media §  Advertising §  Public Relations §  Media §  Technology §  Consulting §  BFSI



METHODOLOGY


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BUSINESS HR, SUCCESSION, SOCIAL HR www.stratumconsulting.com

PROGRAMS IN SETUP PHASE PROGRAMS IN DEVELOPMENT PHASE

•  ORGANIZATION VISION & DIRECTION

•  ANONYMOUS ESAT SURVEY

•  CORE TEAM IDENTIFICATION

•  JDs, KRAs & KPIs

•  IMPLEMENTATION OF PERFORMANCE MANAGEMENT SYSTEM

•  QUARTERLY REVIEW

•  BUSINESS PROCESS RE-ENGINEERING

•  SUCCESSION PLANNING (APPLICABLE FOR FMBs)

•  IMPLEMENTATION OF ENTERPRISE SOCIAL NETWORKS

•  QUARTERLY & ANNUAL REVIEWS

•  TRAINING NEEDS IDENTIFICATION

•  LEARNING & DEVELOPMENT

•  CAREER PATH PLANNING

•  CORE TEAM DEVELOPMENT

•  INDUCTION PROGRAM FOR NEW JOINEES

•  REWARD & RECOGNITION

•  EMPLOYEE HANDBOOK – CULTURE CODE

•  EMPLOYER BRANDING

BUSINESS OBJECTIVES BUSINESS OBJECTIVES


CORE TEAM DEVELOPMENT

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L&D METHODOLOGY www.stratumconsulting.com

TRAIN*

TEST

GRADE

TRACK

RE-TEST AFTER FEW

WEEKS RE-GRADE

RE-TRAIN*

QUARTERLY REVIEW

IDENTIFY TRAINING

NEEDS

CAREER PATH PLANNING

TRAIN* TEST GRADE TRACK RE-TEST

AFTER FEW WEEKS

RE-GRADE RE-TRAIN*

INDUCTION PROGRAM FOR NEW JOINEES

* We do not impart hard-skill trainings. We coordinate with your trainer to develop training content

L&D METHODOLOGY Our experience shows that truly effective L&D Programs are impossible to implement unless they are rigorously tracked. Yet, most organizations do not do that, simply because it involves too much work. As a result, the Development goals for an individual are never entirely met. In most organizations, a.  ‘Quarterly Reviews’ have no linkage to ‘Identifying Training Needs’ and ‘Train, Test & Grade’

b.  ‘Track, Re-Test, Re-Grade, Re-Train’ is entirely missing.

c.  There is no linkage of ‘Career Path Planning’ for employees to their ‘Training Needs’ ©STRATUM HR LLP 2013

BUSINESS OBJECTIVES



CASE STUDIES



IMPLEMENTATIONS – ORGs & CHANGE www.stratumconsulting.com

FAMILY MANAGED BUSINESSES (ALPHABETICALLY)

§  CIL Textiles §  Claredon Textiles §  IFF Group §  JSK Distributors / Nippo Batteries §  Kay Kay Embroideries

PROFESSIONAL BUSINESSES (ALPHABETICALLY)

§  Digit 9.0 §  FoxyMoron §  Iken Solutions §  Skarma



CASE STUDIES– FMBs www.stratumconsulting.com

BUSINESS OBJECTIVES – CIL TEXTILES

•  Scale revenue from INR 45 Cr in FY 12-13 to INR 72 Cr in FY 13-14 and INR 125 Cr in FY 14-15

•  Ramp up fabric production from 100,000 mtrs per month at start of FY 13-14 to 300,000 mtrs per month in FY 14-15

•  Increase contribution to revenue of high-margin fabric products from 30% at start of FY 13-14 to 70% in FY 14-15

•  Expand in US, Europe, South America and Africa markets in FY 14-15

•  Meet planned revenue target in FY 13-14 to enable continued support from banks for working capital requirements

BUSINESS OBJECTIVES – JSK DISTRIBUTORS / NIPPO BATTERIES

§  Scale revenue from INR 100 Cr in FY 12-13 to INR 250 Cr in FY 14-15 by adding new verticals of Telecom distribution and FMCG distribution

§  Reduce contribution to revenues of Nippo Batteries

distribution from 90% at start of FY 13-14 to 40% by end of FY 14-15 (over a two year period)

§  Scale up revenue from Telecom distribution from 0 at start of FY 13-14 to INR 100 Cr in FY 14-15 (Revenue already reached INR 1 Cr per month in Aug ‘13)

§  Scale up revenue from FMCG distribution from INR 1

Cr in FY 12-13 to INR 25 Cr in FY 14-15

§  Develop competence to reach rural and semi-rural markets for FMCG distribution




SOLUTION OPTED FOR BY CLIENT

•  Business HR Setup

ADDITIONAL SOLUTIONS IMPLEMENTED

•  Succession Planning •  Social HR




PROGRAMS IMPLEMENTED IN SETUP PHASE

•  ORGANIZATION VISION & DIRECTION

•  ANONYMOUS ESAT SURVEY

•  CORE TEAM IDENTIFICATION

•  JDs, KRAs & KPIs

•  IMPLEMENTATION OF PERFORMANCE MANAGEMENT SYSTEM

•  QUARTERLY REVIEW

•  BUSINESS PROCESS RE-ENGINEERING

•  SUCCESSION PLANNING (APPLICABLE FOR FMBs)

•  IMPLEMENTATION OF ENTERPRISE SOCIAL NETWORKS

BUSINESS OBJECTIVES

* See sample documents sent separately