t v r l s prof. t. v. rao chairman, tvrls transforming hr: thinking beyond traditional hr
TRANSCRIPT
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Prof. T. V. RaoChairman, TVRLS
Transforming HR: Thinking Beyond Traditional HR
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Four Types of Managers
Doers Achievers Visionaries &
Entrepreneurs Missionaries What type of
Manager are you?
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Human Resources: Whose Job?
Old Paradigm
HR should be done by HR department
HRM by Personnel Department
Training by L&D or Training College
OD & HRD by HRD
New Paradigm
HR is for all- by the people, for the people and of the people
Every one should be his own HR Manager
HR Departments can at best facilitate -mostly they don’t - they are more department serving than people serving
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HRD Managers should be Missionaries
Work for Intellectual Capital formation and sustainability and not merely for tangible outcomes
Culture Building is critical
OCTAPACE Values should be the focus
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Recruitment
Old Paradigm
HR prepares job descriptions and quality requirements and ensures good and appropriate people are selected on the basis of manpower plans
New Paradigm
HR’s job is to find best and perhaps low cost recruitment agencies to recruit employees Outsourcing is the order of the day
Competency mapping should be as a basis for recruitment
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InductionOrganize a detailed Induction as candidate joining a family
Attrition rates are high. Have a short Induction or no induction
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Performance appraisal
Boss appraises every employee and develop them
Employees appraise their boss and change him
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TrainingTraining needs are to be determined at then end by gap analysis
Training needs are determined in the beginning of the year
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Five Conditions for Training to be Effective
It should be based on the need felt by the trainee or learner
The content should be relevant to the need
It should end with a plan of action on the part of trainee
Post training the candidate should present his/her action plan to his organization
The organization should support implementation and review it a few months after the training
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Job Descriptions
HR Prepares them
Even establishment sections used to do it in sixties
Line Managers prepare their JDs
Consultants do competency mapping and prepare them
Competency Mapping should be the basis of all HR interventions. CM is to be done internally.
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Career Planning
It is HR’s job to prepare career paths and plan careers
You plan your own career
Employee always has more information about his own career aspirations and opportunities.
There is little HR can do. They only prevent career growth by ensuring retention
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Promotions and Career Development
Promotions should be by seniority- old paradigm
Develop Leadership competencies at all levels
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Rewards
Rewards are motivating
Increments and promotions are rewards
Rewards demotivate many and motivate a few
Use multiple rewards Have flat structures
and low differentiation Have more hierarchies
and differentiate less Give big rewards and
differentiate more
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HRD and OD linkagesIf organization develops People develop
If organization makes profits share price goes up
Brand gets built It can develop more Recruit more people
form outside at higher salaries
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Performance Appraisal
Can be designed objectively
No appraisal can eliminate subjectivity
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HR Policies
HR policies should be uniform – same policy for all
HR Polices should be heterogeneous
Three generations under same roof
Gen Y wants instant gratification
Older generation wants pension
Different polices for different people
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HR and LineHR people are service providers and employees are service receivers
Get experts only when needed
Consultants are service providers and HR are receivers. Line managers take care of your self
HR people are busy with conferences
They re Nation Builders
They have less time for doing all these.
These are outsourcing days
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Get your HRD Audited
HRD Audit is Business driven and strategy Driven
Should be done by trained Auditors
Develop in-house competencies
Involve Line Managers
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Establish your HRD Score Card
How competent are your HRD Managers?
How much Learning Oriented are your officers and other staff?
How development oriented are your GMs, EDs and CMD?
How Mature are your systems?
How good is your HRD Climate?
How impact making is your HRD
T V R L S Choose your career Understand the Nature of the Job and the competency
Requirements Join for success and making a difference Plan your work, and talent utilization strategies Keep reviewing it periodically with your boss to have a
sense of satisfaction and morale Discuss your vision, difficulties and accomplishments and
plans with boss. Identify your developmental needs and get them taken
care of Appraise your own performance and show it to your boss Get a 360 Feedback done periodically and discuss with
your juniors and seniors Have a coach if you feel like Why do you Need a HR Manager? Why do you surrender
your Development and Satisfaction to your HR?
Be your own HR Manager
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Knowing business Doing business Having a global view: products, markets,
business opportunities, customers Knowing other cultures and countries Understanding employees and customers
and vendors and other stake holders Looking for business opportunities Building teams etc
Challenge 1: Thinking ahead of their CEOs
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Communicating Building personal credibility Managing routines and thinking
ahead Removing traditional images of HR Information sourcing Strategizing Talent management practices
Challenge 2: Influencing their thinking
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Building teams Conducting HR audit Self renewal and learning
Challenge 3: Restructuring their role or structuring it appropriately
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How to get them to 360 and benefit from it
How to get them to participate and use ADCs and understand limitations
Designing and implementing Leadership development interventions
Challenge 4: Developing Leaders and Leadership
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They are so well connected that if an employer does not meet their expectation, they can tell thousands of their peers with a click of a ‘mouse’. (Sujaya Banerjee, Perfect Professional)
Interacting with Gen Y Reading literature and books Magazines like BT, Indian
Management, BI, BW, HC, PM, Perfect Professional etc.
Challenge 5: Continuous learning and learning from Juniors (Gen Y)
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Designing incentive and reward systems
Creating a culture of innovations
Challenge 6: Making the corporation innovative and promoting innovations
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Aiming long term Balancing short and long term goals
and results Building structural, relationship and
human capital
Challenge 7: Developing Intellectual capital through Culture and Values
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Example: Perfect Professional
Mahalingam’s article: Leadership capability Build or Buy: It is always useful to build leaders and make a leadership pipeline than to buy leaders
Sumeet Verghese: suggests Evaluating leadership through the prism of financial management suggests that leadership styles and financial results may as well be predictable on the basis of the personal financial styles of the CEO or the Manager
Jayantee Mukherjee: PROACT to sustain. Use crisis situations for renewal through PROACT
Vivekananda Discusses setting up of parallel organizations to promote action learning and develop leadership through action
Ajoy Chawla: Discusses the five critical roles of a leader to be a role model.
Nirali Desai discusses the youth talent and leadership development through yoga.
Kandaswamy discusses leadership lessons from film industry Roland Sullivan discusses whole system transformation of a Bank
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People is Business
Intellectual capital Building e HRD focus
All HR systems contribute to Sustainable outcomes
HR impact should be measured and monitored to keep HR give its best and build Future.
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Future of HRD is Future of Bank
HRD is the Future of Bank
Bank is People Banking is People
working for people Banking on People With the help of
Bank’s People To service People Increase Assets Reduce NPAs
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THANK YOU
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HR Competencies-1 (Take into account Michigan
Studies) Business Knowledge: Knowledge
of business (products, services, customers, technology, competitors, developments, R&D) and all functions (Sales and marketing, Production and operations, Finance, systems, MIS, logistics, services etc.), Knowledge of Business capital (intellectual+++) and its constituents and methods of building Business capital
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HR Competencies-2
Functional Excellence: (iii) HR Knowledge, (ii) HR Delivery including culture sensitivity, empathy, coaching and facilitation,
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HR Competencies- 3
Leadership and Change management: (i) Communication, (ii) Initiative, and (iii) creativity and (iv) Change management
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HR Competencies-4
Strategic Thinking
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HR Competencies- 5
Personal credibility
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HR Competencies-6
Technology Savvy including HR technology and Research Methods
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HR Competencies- 7
Personnel Management and Administrative skill
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HR Competencies- 8
Vision of the function and Entrepreneurship
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HR Competencies- 9
Learning Attitude and Self management : (i) self awareness and desire to learn (ii) Time management, (iii) Networking, (iv) Research and analytical skills
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HR Competencies- 10
Execution Skills: (i) Planning and Monitoring skills, (ii) cultural sensitivity, (iii) persuasive skills, (iv) Behavior modification techniques and group dynamics, (v) ability to craft interventions for implementation, (vi) cost and quality sensitivity
T V R L S COMPETENCY FRAMEWORK DEVELOPED
BY T V RAO LEARNING
SYSTEMS