1 / 19

GOOD AFTERNOON & WELCOME

GOOD AFTERNOON & WELCOME. SEKHAR.S.IYER, VP-HR, REI ELECTRONICS,MYSORE. PRELUDE-1. IT IS H R(Employees) WHO LEVERAGE RESOURCES RESET BOUNDARIES BRING NEW VALUE TO ORGANISATIONS BOOST STAKE HOLDERS CONFIDENCE PROVIDE THE COMPETETIVE EDGE

ron
Télécharger la présentation

GOOD AFTERNOON & WELCOME

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. GOOD AFTERNOON & WELCOME SEKHAR.S.IYER, VP-HR, REI ELECTRONICS,MYSORE

  2. PRELUDE-1 • IT IS H R(Employees) WHO • LEVERAGE RESOURCES • RESET BOUNDARIES • BRING NEW VALUE TO ORGANISATIONS • BOOST STAKE HOLDERS CONFIDENCE • PROVIDE THE COMPETETIVE EDGE • THROUGH INNOVATION AND CREATIVITY KEEP THE PRODUCTS LIVE

  3. PRELUDE-2 • HR- THE MOST VALUED RESOURCE • PEOPLE ARE UNIQUE TO ANY ORGANISATION • TECHONOLOGY CAN BE COPIED BUT NOT THE CULTURE

  4. HRM RESTRUCTURED • 1/3 OUTSOURCED • 1/3 BACK TO THE SHOP FLOOR • 1/3 COMPUTERISED • ????

  5. HRM REDEFINED • NO MORE AN ISOLATED ISLAND • INTEGRATED WITH OTHER FUNCTIONS • BUSINESS PARTNER • ENABLING PROCESS • FACILITATOR

  6. HRM REDEFINED • AGENT OF CHANGE • EMPLOYEE CENTERED APPROACH • EMPLOYEES ARE RESOURCES/PROFIT CENTRES • HRM BECOMES A STRATEGIC FUNCTION • THIN LINE BETWEEN DOMESTIC AND GLOBAL HRM

  7. HR MANAGER BECOMES • TEAM BUILDER • KNOWLEDGE GENERATOR • KNOWLEDGE DISSEMINATOR • SYNERGISER • ENTREPRENEUR • BUSINESS PARTNER • CULTURE BUILDER • PERFORMANCE MANAGER

  8. NEW HR MECHANISMS • CONTINUOUS JOB REDESIGN • TRAINING TRANSFER • TEAM BUILDING • REWARD STRUCTURE • QUALITY OF WORK LIFE • ETHICAL WORK CULTURE • CAREER DEVELOPMENT • RIGHT SIZING

  9. CHALLENGES • SOURCING • SKILL DEVELOPMENT(TRAINING TRANSFER) • BUILDING TEAMS THAT PERFORM • RETAINING COMPETENT PEOPLE/PREVENTING ATTRITION • PERFORMANCE FACILITATION • BUILDING ORGANISATIONAL CAPABILITIES

  10. CONTRIBUTING FACTORS OF HR THAT ADD VALUE • PERFORMANCE MEASUREMENT SYSTEM MANAGEMENT • MANAGING QUALITY MANPOWER SHORTAGE • IR MANAGEMENT-PRODUCTIVITY LINKED WAGE SETTLEMENT • VRS

  11. HR COMPETENCIES FOR COMPETITIVE ADVANTAGE • HR WILL BE A MAJOR SOURCE OF COMPETETIVE ADVANTAGE • HR ROLE IS INCREASINGLY AND STRATEGICALLY PROACTIVE • HR NEED TO TRANSFORM WITH THE CHANGING BUSINESS SCENARIO • SUCCESS OF ORGNS WILL DEPEND ON HOW QUICKLY HR MANAGERS ACQUIRE THE COMPETENCIES

  12. REDEFINED HR COMPETENCIES • BUSINES KNOWLEDGE • CHANGE MANAGEMENT • SERVICE ORIENTATION • DIVERSITY MANAGEMENT • EXECUTIVE EXCELLENCE • FINANCIAL PERSPECTIVE • DOMAIN EXPERTIE • PERSONAL CREDIBILITY • IPR SKILLS • STRATEGIC THINKING

  13. STRATEGIC HRM FOR EXCELLENCE • HR STRATEGY IS LONG TERM DIRECTION OF HR FUNCTION • BEST OPTIONS SUITED TO AN ORGANISTION TO MANAGE ITS HR • ENABLES AN ORGN. TO REMAIN EFFECTIVE IN MANAGING ITS HR WITH THE CHANGING BUSINESS ENVORINMENT

  14. STRATEGIC HRM • BUSINESS BRINGS OPPORTUNITIES & ALSO THREATS ALONG WITH IT • THE TURBULENT SITUATION HAS MADE US TO THINK IN THE DIRECTION OF MANAGEING HR IN LINE WITH BUSINESS • STRATEGIC HR CAN BE EXAMINED ONLY IN THE CONTEXT OF BUSINESS SCENARIO IN WHICH THEY OPERATE • ORGANISATIONS ADOPT MESURES LIKE RESTRUCTURING, BPR,RIGHTSIZING ETC. • DEALING WITH HR IS INCREASINGLY CHALLENGING

  15. FRAMEWORK FOR INTEGRATING HRM WITH BUSINESS STRATAEGY • LINKING HR POLICIES WITH THE STRATREGIC MANAGEMENT PROCESS-VISION, MISSION AND CORE VALUES • INTEGRATION OF MIMPORTANC EOF HR IN LINE MANAG4EMENT • INTEGRATION OF WORKERS INTO THE ORGN-IDENTITY OF INTEREST • FIT BETWEEN COMPETITIVE STRATEGY & INTERNAL HR STRATEGY

  16. INTEGRATING HR WITH BUSINESS STRATEGY • EXTERNAL CHANGES DRIVE MGMT TO MAXIMISE THEIR INVESTMENT IN HUMAN CAPITAL • INTEGRATION HR WITH BUSINESS STRATEGY WILL ENSURE THAT EMPLOYEES UNDERSTAND THE RATIONALE FOR CHANGE AND ACCEPT CONTEMPORARY MGMT PRACTICES

  17. INTEGRATION FRAMEWORK • SHAPING THE WORK ENVIRONMENT • ETHICAL WORK CULTURE • DEVELOPING ORGANISTIONAL COMPETENCIES-SOURCING, TRAINING PERFORMANCE MGMT, ETC • SHARED VISION, MISSION AND VALUES • PERFORMANCE ACCOUNTABILITY • CONTINUOUS LEARNING

  18. INTEGRATION FRAMEWORK • INVOLVING HRM IN FRAMING STARATEGIC BUSNSIESS PLAN(SBP) • INVOLVING HRM IN FORMULATING AOP • CORPORATE DRIVEN HR INITIATIVES & PERIODIC REVIEW • HR IN THE STEERING COMMITTEE OR APEX COMMITTEE • HR IN VARIOUS CFTs & MFTs • INVOLVING HRM IN CERTIFICATION PROCESS-ISO, QS, TS ETC

  19. THANK YOU &BEST WISHES SEKHAR.S.IYER CONNECTIVITY: mysoreiyer@gmail.com

More Related