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HR Best Practices @Lear

HR Best Practices @Lear . About Us……. Moving the Seat Forward ™

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HR Best Practices @Lear

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  1. HR Best Practices @Lear

  2. About Us…… Moving the Seat Forward™ At Lear, we bring our global customers industry-leading innovations delivered by the best go-to team in the industry. As a leader in vertical integration, our team has expertise with every element of the seat — from structure systems, head restraints, foam and adjusters, to leather and fabric

  3. About Us…… Powering Ideas that Deliver™ At Lear, our capabilities include wire harnesses, smart junction boxes, terminals, connectors and selected electronics — all designed to reduce weight, complexity and material costs while delivering outstanding performance. Whatever the vehicle application, we deliver the flexibility and speed required to manage continuous improvements, while maintaining consistency and reliability.

  4. About Us…… Innovation and Technology Get Connected Our high quality connection options suit a great variety of applications including automobiles, appliances, industrial open-and-closed-loop controls, telecommunications, and home-entertainment electronics.

  5. Lear Values

  6. Lear India History 1996 - 1997 Commenced Operations in India with facility at Halol for GM-India. JV in Chennai for Hyundai seating and interiors 1998 - 1999 Signed contract with Mahindra for design, engineering and manufacture of Scorpio SUV complete interiors India Engineering center established. Facilities in Mumbai and Nashik for seat supply to Mahindra SOP in Chennai for seating and interiors supply to Hyundai 2000 - 2004 Added business with Ford, Mitsubishi, GM and Hyundai Launched new facility in Nashik for Mahindra seating and interiors All locations certified ISO/TS16949 and ISO14001 2005 Awarded new business with Hyundai, Mahindra, Renault, and GM 2006 Awarded new business with BMW, TATA Motors. New plant in Ambad 2007 New business from M&M Export SUV, GM Global Mini Car and BMW 2008 New business from M&M Export SUV, GM Global Mini Car and BMW Established first plant at Pune (Chakan) New Customer Nissan added with small car business award and new JV with Tachi-S Major award from M&M for Global SUV. Entry into commercial truck seating (Mahindra Navistar) 2009 Bhosari facility established as corporate HQ, Engineering Center and JIT plant for TATA Motors New Customer Volkswagen India added with 250/251 award. Additional award from TATA Motors and BMW Launched Lear Metals vertical integration facility with Tracks and Recliners at Pune 2010 New Business award added from Ford, Mahindra & Mahindra, BMW, GMI & NISSAN New Plant started at Chennai (TACLE) and Chakan (VW, GMI) , Metals additional facility started at Chennai 2011 Chakan-IV plant established as combined facility. Chakan-I and Chennai New JIT facility kicked off New Business awards from Renault, First electric car seating (MREVA) award. VW and BMW Awards

  7. Lear India – Customers

  8. Lear Vehicle Line-up

  9. LEAR INDIA FOOTPRINT

  10. Passenger Car Locations • 7th largest vehicle manufacturer in the world • 4th largest exporter of cars in Asia • Passenger car market dominated by 3 Indian and 14 foreign OEM’s DELHI KOLKOTTA Sanand West East MUMBAI North PUNE South CHENNAI Increasing entry of global OEM’s

  11. Lear Operations Metals Trims JIT Chakan -2 Chakan -3 Chakan - 4 Bhosari Dymos Lear Dymos Lear Chennai Plant Chennai Plant Ambad Gonde Lear Chennai I TACLE Chennai Chennai Plant Halol

  12. LEAR UPCOMING PLANTS

  13. Lear Upcoming plants in India (Renderings) 19 Acre plant in Chakan, Pune • Operational by Oct’ 12 4 Acre plant in Chennai • Operationalsince Aug’12

  14. Corporate Policies and Standards

  15. Corporate Policies and Standards Corporate Policies • Bomb Threat Procedure Policy • Compliance Policies • Environmental, Health & Safety Policy • Equal Employment Opportunity Policy • Global Labor Standards • Global Travel and Business Expense Reimbursement Policies • IT Policies • Minority Procurement Policy • Quality Policy • Vision / Mission Statement • Weapons Policy

  16. Goals & Objectives 2012 • Stamping/Welding & Powder Coating • Mechanism – ECO track and Mini recliner • Leather Expansion at Halol Satish Dubule Amar Arepalli Samir Kukade Prateek Kumar Amit Sharma Shrikant Chaudhari Ashwani Batra Hariprasad Rao Sri Thota Uday Deshmukh

  17. HR Goals and Objectives for 2012

  18. HR Goals Alignment with Organizational Goals Goal Alignment . HR Scorecard

  19. Compensation and Benefits • Benchmarking of C&B data with Market Data • Proposal worked out for various pay bands considering market equations • Participation in Annual Salary surveys conducted by various agencies such as Mercer etc. • Kicked off Project on Standardization of Job Descriptions for various Positions • Streamline of Peoplesoft database • Superannuation fund status made available online • PF Tracking System for withdrawals and transfers is streamlined • Confirmation Process is regularized

  20. L&D : Vision • To create a Comprehensive Talent Management System that develop leadership capability to – produce and retain great talents, build great teams & to achieve great results.

  21. L & D : Mission • Align with business strategies and key initiatives for future growth & success • Boost sustainable leadership capability and competencies across teams to meet its financial & business goals • Build a leadership culture of high performance and effective teamwork • Provide efficient training, effective learning

  22. Learning & Development Key Focus Initiatives Good to Great Basic to Good Good At Basics 2015 to 2016 2013 to 2014 2012 • Strengthen LD Capabilities • Dedicated Country LD Managers • Set LD policies, processes, portal • Facilitate Career Development • Career development framework • Career roadmaps for job functions • Individual development plans focusing on • on-the-job learning 2 1 • Foster A Culture of Learning • Enable e-learning • Establish core functional progs to address skills • gaps • Upgrading of critical skills to support business • strategies • Knowledge management 1 2 • Build Employee Capabilities • identify employee development needs through • Learning Needs Analysis & Learning Plan • Develop functional competencies and learning roadmap: • Finance, Sales, HR 3 3 • Drive Leadership Development • Core leadership development modules for all managers • Core functional knowledge: Finance 101, HR 101 • Grow Talent • Establish talent management process • Establish talent pool and leadership bench strength • Talent retention 4 • Facilitate Organizational Effectiveness & Engagement • Establish effective onboarding processes and program • Build awareness of our Lear Values via communication and program Embed Learning Effectiveness . Tie to Performance Metrics . Direct / Indirect Impact to Business

  23. Leadership Development Leadership Development program starting in this month Additional intervention For India (External) External Facilitators Country & Regional LD Managers Leadership Development Intervention 6 Days Coaching For Success 2 Days Leadership Greatness 3 Days VP, Directors, Senior Managers, Plant Managers Leading Leaders to Inspire Others Unit / Department Managers Supervisors CDAP Leading Self & Others: Working Effectively With Others Coaching For Success Problem Solving & Decision Making Hourly emp Progression Leading Self : Habits of Excellence LeadingOthers: Working Effectively With Others Leadership Fundamentals for Managing & Motivating Teams FINANCE 101 HUMAN RESOURCES 101 Core Functional Knowledge

  24. Master http://10.71.192.159/ld/Learning/Welcome.html New in LD Portal: Monthly Learning Theme 2012 Learning Calendar

  25. Learning and Development • Systematic approach on L&D • Preparation of Learning Calendar based on the Learning Needs Analysis • Adherence to Learning Calendar approx. 60% • Streamline the On boarding Process • Completion of Leadership Profiles • Leadership Development Programs are being planned for HIPOs and for development of Successors • Launched Leadership: Great Leaders, Great teams,Great results program by Franklin Covey • Launched Mentoring Program by Pragati Leadership

  26. MSB - Training Plan

  27. Training Programs Conflict Management Communicate with Impact Motivation Negotiation Skills

  28. Talent Acquisition Things moving in the right direction: • Streamline the Recruitment Process • Launch of Employee Referral Scheme • Stopped using Placement Consultants • Linking Recruitment with HC Forecast Month over month • Increased use of innovative Sources for Recruitments: • Employee Referral Scheme • Job Fare • News Paper Advertisement • Online Portal • Walk in Interviews • 100% Compliance with APO hiring guidelines and People soft requirements • Reduction in Hiring Lead Time

  29. Recruitment and Selections • Competency based interviews. • Maintained strong data base for • reducing TAT ( Current TAT 40 Days ) • Sourcing : Portal, Referral, Consultant, • Lear intranet & others etc.

  30. CAREERS @ LEAR रेफरल प्रोग्राम

  31. Industrial Relationship Management • Initiated Employee Engagement activities for Hourly employees • Hourly employees Training Process started • Started Bio Metric attendance and time office system for Hourly employees • Skill Improvement training completed for Hourly employees • Library for the Hourly employees • Proactive measure /road map to stop the external union getting involved in Halol and Chennai

  32. Grievance and Compliant Process • Lear’s intent to ensure that employees have the opportunity to have issues and disputes appropriately discussed and evaluated by management beyond their immediate supervisor if required. Employees are encouraged to utilize the Dispute Resolution Process to resolve any disputes that cannot be resolved between the employee and his/her immediate supervisor with the help of Legal Department. • Harassment Free Workplace • Code of Conduct • Employee Counseling Mechanism • Anti Bribery • Gift and Entertainment Policy • Whistle Blow : Raising Concern

  33. Environment Health and Safety • 7 Key Elements – • a) Policy & Leadership b) Communication • c) Hazard Assessment d) Training • e) Feedback Systems f) Loss Management • g) Continuous Improvement • LOTO – Lock Out /Tag Out • Safety Walk/Safety Tracker • Global Safety Report • Predictive Maintenance – Infrared Scanning • Preventive Maintenance

  34. Employee Engagement • Each Monthone Employee Engagement Activity in various areas:- • Work hard Play hard : • Lear Cricket League • Indoor Sports Week • Family Friendliness: • Employee Family Get-together • Newly Married Couple welcome • Employee Family Visit • Communication: • Monthly / Quarterly Employee Communication Meets • Quarterly MD updates • Quarterly News Letter • Health and Safety: • 7 Elements Training • EHS Training • World Environment Day Celebration • Safety Week Celebration

  35. EMPLOYEE ENGAGEMENT Employee Engagement is an individual’s sense of purpose, evident to others in the display of personal initiative, efforts and persistence directed towards organizational goals. To achieve higher level of Employee engagement - • DEVELOP • Stretch capabilities. • Provide Learning Environment . • DEPLOY • Identify their need, rooted skills, interests. • Find their best fit in organization. • Craft conditions to help them perform. • CONNECT • Build network to enhance Goal congruence. • Improve interaction.

  36. ENGAGEMENT DRIVERS • Right Employees in the Right Jobs • Exceptional Leadership • Organizational Systems and Strategies 37

  37. WORK ENVIRONMENT • Aligned Effort and Strategy • Empowerment • Teamwork/Collaboration • Growth and Development • Support and Recognition 38

  38. ENGAGED EMPLOYEES • Greater Loyalty • Enhanced Effort • Committed to work • Cares about future of organization • Exceeds desired expectations • Increased work satisfaction • Goal Congruence achievement 39

  39. ORGANIZATIONAL SUCCESS • Satisfied/Loyal Customers • Increased Retention • Higher Profits and Profitability • Revenue Growth • Sales Growth • Greater Work Environment • Low Attrition • Increased Productivity 40

  40. ENGAGEMENT ACTIVITIES

  41. ENGAGEMENT ACTIVITIES

  42. ENGAGEMENT ACTIVITIES Engagement Cal • HRMS which will give user friendly access to Leave, Policies, FAQs, trainings, Payroll information, events and updates

  43. KEY FINDINGS • We need to address the following areas : • Line manager interest in employee skills and career • Again employees find Lear difficult and demanding • Need training, coaching and mentoring • Competitive pay and benefits for demanding workload • Turnover prompt employee think they are higher paid than jobs elsewhere • Employees feel they need more Rupees to compensate work pressure Key Feedback Key Feedback

  44. KEY FINDINGS • We need to address the following areas : • Work – life balance • Employees work long hours : overtime and week-end • Need to review resources in certain areas • Sense of achievement with recognition • Employees find Lear demanding and inflexible • Need more praise and award • Communication on company direction • Doing more is never enough • Within the Country and across Region Key Feedback Key Feedback Key Feedback

  45. ACTION PLAN • means started • means planned

  46. ACTION PLAN • means started • means planned

  47. Employee Engagement Chess Tournament Cricket League Carom Tournament Womens’ Day

  48. Corporate Social Responsibility • Lear supports a wide range of non-profit organizations in the communities where we do business. The focus areas are education, health, human services, arts, and civic and community. • At Lear, we strive to do more for the community we work in. By giving back gifts of goods and services, volunteer hours, and financial support, we hope to enhance lives and preserve local neighborhoods for future generations. • Structured Drive for CSR Activities • Formation of CSR Team • Tie up with local schools/ NGOs running for needy and under privilege children • Donations of Stationary and other necessary items for the schools • Blood Donation

  49. Reaching out beyond Customers… Lear Donated Cow, Mats, Laboratory equipments etc.

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