Transforming HR: Thinking Beyond Traditional HR

1. Transforming HR: Thinking Beyond Traditional HR Prof. T. V. Rao Chairman, TVRLS

2. Four Types of Managers • Doers • Achievers • Visionaries & Entrepreneurs • Missionaries • What type of Manager are you?

5. Human Resources: Whose Job? Old Paradigm 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 • HR should be done by HR department • HRM by Personnel Department • Training by L&D or Training College • OD & HRD by HRD

6. 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

7. Recruitment Old Paradigm 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 • HR prepares job descriptions and quality requirements and ensures good and appropriate people are selected on the basis of manpower plans

8. Induction Organize a detailed Induction as candidate joining a family Attrition rates are high. Have a short Induction or no induction

9. Performance appraisal Boss appraises every employee and develop them Employees appraise their boss and change him

10. Training Training needs are to be determined at then end by gap analysis Training needs are determined in the beginning of the year

11. 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

12. Job Descriptions HR Prepares them 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. • Even establishment sections used to do it in sixties

13. 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

14. Promotions and Career Development Promotions should be by seniority- old paradigm Develop Leadership competencies at all levels

15. Rewards Rewards are motivating 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 • Increments and promotions are rewards

16. HRD and OD linkages If 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

17. Performance Appraisal Can be designed objectively No appraisal can eliminate subjectivity

18. 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

19. HR and Line HR people are service providers and employees are service receivers 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 • Get experts only when needed

20. 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

21. 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

22. Be your own HR Manager • 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?

23. Challenge 1: Thinking ahead of their CEOs • 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

24. Challenge 2: Influencing their thinking • Communicating • Building personal credibility • Managing routines and thinking ahead • Removing traditional images of HR • Information sourcing • Strategizing • Talent management practices

25. Challenge 3: Restructuring their role or structuring it appropriately • Building teams • Conducting HR audit • Self renewal and learning

26. Challenge 4: Developing Leaders and Leadership • 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

27. Challenge 5: Continuous learning and learning from Juniors (Gen Y) • 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.

28. Challenge 6: Making the corporation innovative and promoting innovations • Designing incentive and reward systems • Creating a culture of innovations

29. Challenge 7: Developing Intellectual capital through Culture and Values • Aiming long term • Balancing short and long term goals and results • Building structural, relationship and human capital

30. 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

32. 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.

33. 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

34. THANK YOU

35. Open Forum Thank You tvrao@tvrao.com

36. 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

37. HR Competencies-2 • Functional Excellence: (iii) HR Knowledge, (ii) HR Delivery including culture sensitivity, empathy, coaching and facilitation,

38. HR Competencies- 3 • Leadership and Change management: (i) Communication, (ii) Initiative, and (iii) creativity and (iv) Change management

39. HR Competencies-4 • Strategic Thinking

40. HR Competencies- 5 • Personal credibility

41. HR Competencies-6 • Technology Savvy including HR technology and Research Methods

42. HR Competencies- 7 • Personnel Management and Administrative skill

43. HR Competencies- 8 • Vision of the function and Entrepreneurship

44. 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

45. 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

46. Competency framework developed by T V Rao Learning Systems