Shankar Nabar Consulting Show

Human Resources Transformation Project

Proposal for Client -Country28-04-2013 1Shankar Nabar Consulting

([email protected])

S H A N K A Rn a b a r

CONTENTS OF THIS PRESENTATION

SECTION 1 - INTRODUCTION AND APPROACH

Executive Summary

1.OUR UNDERSTANDING – POWER SECTOR2.OUR UNDERSTANDING: POWER SECTOR IN Country3.HUMAN CAPITAL CHALLENGES IN THE MIDDLE EAST4.OUR UNDERSTANDING: Client5.OUR UNDERSTANDING: Business Problem to be addressed6.ABOUT US7. OUR APPROACH AND SOLUTION

SECTION 2 - THE PROJECT PLAN

8.STRATEGIC ALLIGNMENT PHASE9.FACT FINDING AND DIAGNOSTICS PHASE10. The HR FUNCTIONAL EFFECTIVENESS DIAGNOSTIC11. PRESENTATION TO KEY STAKEHOLDERS12. PCMM LEVEL 3 READINESS PLAN13. CHANGE MANAGEMENT PLAN14.IMPLEMENTATION PHASE15. INTEGRATED TALENT MANAGEMENT FRAMEWORK

SECTION 3 - KEY DELIVERABLES

16.ORGANIZATIONAL DESIGN AND STRUCTURE17.JOB DESCRIPTIONS/ JOB ANALYSIS/ JOB FAMILY

MODELLING/ JOB RESPOSIBILITY MATRIX 18.COMPETENCY FRAMEWORK / ASSESSMENT

CENTER/COMPETENCY BASED PRACTICES19.CAREER PLANNING AND SUCCESSION PLANNING20.COMPETENCY DEVELOPMENT PLAN21.PERFORMANCE MANAGEMENT SYSTEM22.REWARD MANAGEMENT23. STATUTORY COMPLIANCES24. HUMAN RESOURCE POLICIES25.BEST PRACTICES AND BENCHMARKING26.NEW HR SYSTEMS FAMILIARIZATION WORSHOPS27.METRICS TO MEASURE AND TRACK SUCCESS (THE HR

DASHBOARD)

SECTION 4 - EXECUTION TEAM DETAILS

28.PROJECT TEAM STRUCTURE29.CONSULTANT PROFILES 30.Investments towards Professional Fee and other commercial

considerations

ANNEXURES

31.END

28-04-2013 2Shankar Nabar Consulting ([email protected])


SECTION 1 – INTRODUCTION AND APPROACH



EXECUTIVE SUMMARY : Our understanding

• The Power Sector worldwide has seen a consistent surge in growth, estimated to be an overall 6 to 10%. This is evident in the Middle East region as well. The growth potential is immense and there is a buzz about the many international players as well as governments, who are making large investments to the tune of ~ $300 billion in ~ 20 energy projects by 2020 in GCC countries

• The government of Country has earmarked investments of up to $15 billion in new petrochemical and infrastructure projects over the next 10 years. With Country having the fastest growing Power sector in this region, investments would serve as an engine of economic growth as well as social development. Moreover, as a forward looking government entity in Country, Client’s ambitious growth plans too will have a multiplier effect on the economic and social development in Country and have a noticeable impact particularly within the local workforce and their development

• Exceptional economic growth in this region is not mirrored in labor and human resource development. Supply of qualified national labor and dependence on expats remain a concern



EXECUTIVE SUMMARY : Our solution

There is an undeniable criticality of Client having a robust Human Resources plan, for an overall and meaningful impact. With the decision of having an Integrated Talent Management Framework and a PCMM certification plan, Client is thus looking for a partner with a thought through strategy, methodology and implementation plan of their envisaged transformation process of HR and the organization as a whole.

On studying the RFP and other available sources of information, and putting the diverse and deep experience we possess, given below are the highlights of the solution we have proposed :

• Significant research and consultative approach of our multiple experts to bring together a construct which has a sound theoretical base, and more importantly, a strong focus on the realities of actual implementation

• With the limited information currently available on the existing systems, policies and practices, our plan begins with sufficient time and diagnostic tools dedicated to building a rich and real database required (i.e. hard and soft data) to arrive at the customized Project Plan, and not plunge into a standard implementation



EXECUTIVE SUMMARY : Our solution -2

• The Project Plan will be an expertise-based customized plan, which will take into account specific client nuances and requirements, provide support and guidance in the implementation process and take joint ownership i.e. partnering

• With the clear goal of PCMM certification and the associated systems and process driven approach supported by technology, our plan brings together, from the Diagnostic phase, the elements required to be incorporated and/or changed for PCMM readiness. This will ensure that the change process is not at cross purposes with the rest of the transformation initiatives and does not have to be repeated

• Best Practices and Benchmarking is a cornerstone of our approach – it ensures that the learning already available is applied without having to go through the entire learning cycle

• Our integrated Project management methodology ensures that the large scale changes in multiple areas within HR, many of which will be done concurrently, are planned and phased and brought together by design.



EXECUTIVE SUMMARY : Our solution - 3

• For the change process to be embedded at all levels, our plan has significant efforts directed to communication and rollouts to all relevant cross sections of employee groups

• Our data driven approach will provide a clear picture at every stage of plans, progress made and what next and will provide a set of dashboard and metrics to continue measuring effectiveness and success

• Finally, the outcomes from this would have a clear linkage to the objectives of – organization structure and grades, roles, competencies and talent pools, performance and reward systems and policies, which will take the organization to its next stage of evolution



EXECUTIVE SUMMARY : Our Credentials

• We bring together a diverse group of consultants, who possess specialized skills and experience required for a transformation exercise of this scale and complexity

• They are driven by values of Professionalism, Personal Integrity, Responsiveness, Respect for Diversity, a Collaborative Approach, Commitment and Initiative

• The basic philosophy driving this team is all about collaboration, partnering and providing personalized attention through considerably complex situations. Not only do they bring their expertise, they also bring their empathy and unstinting support to successful organizational transformations



OUR UNDERSTANDING – POWER SECTOR

• The need for electricity in emerging economies has driven a 70% increase in worldwide demand, with renewables accounting for half of new global capacity

• Estimated overall 6 to 10% annual surge in demand for power, GCC countries to invest around $300 billion in approx. 20 energy projects by 2020

• Phenomenal growth in the Power sector in the Middle East attracts international players to invest into the generation, transmission and distribution of electricity in the region

• The MENA region has about 57% of the world’s proven oil reserves and 41% of proven natural gas resources

• The per capita electricity consumption during the period 2007-2035 in the GCC is likely to increase at an annual rate of 2.5%



OUR UNDERSTANDING: POWER SECTOR -2

• The main challenges are Market uncertainty & responding to pricing pressure (especially in the current global economic scenario), Rising competition and regulatory changes are the other key challenges

• The top three priorities for the global Power industry in 2013 are improving operational efficiency, expand in current market and focus on sustainability

• The power market in Africa and the Middle East is currently dominated by thermal power, which accounted for almost 85% of total installed capacity in 2011. Cumulative installed power capacity for these regions is estimated to be as much as 349 GW by 2020

• The growth potential is immense - In countries like Qatar and Country, with the electricity consumption projected to grow at a double-digit CAGR during 2011-2014, due to an increasing residential and industrial demand.



OUR UNDERSTANDING: POWER SECTOR IN Country

• Estimated 6 to 10% annual surge in demand for power, GCC countries to invest ~ $300 billion in ~ 20 energy projects by 2020

• Country has the fastest growing Power sector in the ME region

• Oil and gas dominates economic performance in Country, accounting for ~ half of GDP and ~ two thirds of net fiscal revenue

• Country has the fastest growing Power sector in the ME region. Electricity production and consumption saw a double-digit year-on-year growth. The government of Country has earmarked investments of up to $15 billion in new petrochemical and infrastructure projects over the next 10 years



OUR UNDERSTANDING: POWER SECTOR IN Country -2

• Oil and gas dominates economic performance in Country, accounting for about half of GDP and around two thirds of net fiscal revenue. Country depends heavily on oil exports and has signed a number of exploration agreements with foreign companies since 2005 in a bid to boost production

• New tax laws, a Free Trade Agreement with the US, new privatisation laws, aims to create a more market friendly environment, and 70 per cent corporate ownership available to foreign investors, Country continues to attract a large amount of foreign investment.

• The long-term Country Vision 2020 development plan highlight the need for diversification of the Countryi economy by Countryisation, industrialisation and privatization. Priority has been given to education in order to develop a domestic work force



HUMAN CAPITAL CHALLENGES IN THE MIDDLE EAST

• In recent years, governments in the Middle East region have increasingly come to recognize human resource development as the driving force behind economic growth

• Exceptional economic growth in the Arab region is not mirrored in labor and human resource development. Supply of qualified national labor and dependence on expats remain a concern

• Two thirds of Middle East employees perceive their compensation structure lags behind that of the market or peer companies. Human capital management is a pain point for Middle East entrepreneurs looking to build capacity

• Fundamental human capital needs include a competitive compensation, basic training, clear performance management procedures and basic benefits that include health insurance and annual leave.



OUR UNDERSTANDING: Client

• The Company has at its core the following objectives:1. Develop and invest in profitable businesses within Country and internationally 2. Create meaningful employment within Country 3. Grow talent - business leaders and professionals4. Maximise value from Country's resources

• Strategic impact of growth plans of Client has a multiplier effect in the development of the economy

• Ambitious business and growth plans for Client, with significant clarity on focus areas, especially to do with HR, and the definitive decision of PCMM being the model to support and deliver this growth

• Region dominated by issues of availability of local talent – Client is recognized as leader in local talent development

• Region-wide future focus on Talent and Total Rewards has been utilized as an opportunity, as is evident from the plan for an Integrated Talent Management Framework – which would be Client’s key differentiator

• Nature of business : Client – Government-owned closed joint stock co. - established to implement Government policies for electricity & related water sector in Country, holds shares of 9 subsidiary cos. - engaged in infrastructure dev, generation, transmission, distribution, supply & procurement of electricity & related water

• Client responsibility - 1) Support & implement the government’s privatization policies for electricity & related water 2) Implement government policy - financing of subsidiaries, to safeguard & maintain the interest of the government in these cos. 3) provide centralized services to subsidiaries



OUR UNDERSTANDING: Business Problem to be addressed

The Background :

EHC initiated the development of Best Practices for the HR of the group, to achieve its mission i.e. We strive to develop and empower our HR to deliver world class governance & strategic direction to the group. EHC-HR dept proposed to develop an ITMFW for EHC group. This is a comprehensive module that will meet the requirement to be certified Level 3 PCMM by the end of 2015. The ITMFW is a replacement of all to date approved HR initiatives with the subsidiaries. EHC HR to manage & execute this project in coordination with EHC Group HR managers

Specific and critical needs and expectations from the HR team have been filtered and translated into expectations for a consulting firm, who will implement this



OUR UNDERSTANDING: Business Problem to be addressed - 2

Critical elements of the Business Problem & our pledge :

• Integrated approach of the different HR processes and systems is key for overall success : We understand just how critical this is and have a senior consultant dedicated to address this at every stage of the project

• Specialized and mature skills of consultants : Our consultants are well versed in the local nuances and are focused on providing customized solutions and personalized attention, to handhold all the internal stakeholders and the organization to make them change-ready the through the entire transformation process

• Adherence to timelines : Recognizing the urgency of this client imperative, we have planned for and kept our consultants ready for a quick turnaround to kickstart the project



ABOUT US

A SUMMARY OF THE TEAM FOR THE PROJECT (10 KEY CONSULTANTS)

All the consultants on the team have repeatedly demonstrated some core values. Notable among them are Professionalism, Personal Integrity, Responsiveness, Respect for Diversity, a Collaborative Approach, Commitment and Initiative.

Neha, Mahesh, Sachin, Paroma and Shankar are part of the core delivery team. A few more specialists will be added to the delivery team in the next few weeks. These will include specialists in PCMM methodology, Power Sector Specialists and CIPD qualified consultants.

WORK EXPERIENCE : • The cumulative experience in Academics, Consulting and Operational roles is 166 years• The total consulting experience within the team is an aggregate of 60 years• Their specialized Middle East experience is a cumulative 17 years

EDUCATIONAL QUALIFICATIONS• All team member have a Masters or an MBA in HR• Total of 3 Ph.Ds with 2 Ph.Ds in relevant fields• 1 CIPD qualified



OUR APPROACH AND SOLUTION

Discovery & Fact Finding

Develop & Frame Change

Mandate

Design & Realign Management

Structures, Systems & Processes

Implement and Monitor

Change Communication Efforts

4 weeks5 Weeks 12 weeks

Project Plan & Set up

1 Week

Prepare organization for change



SECTION 2 – THE PROJECT PLAN



STRATEGIC ALIGNMENT PHASE

• Determine stakeholders, core project team, roles and responsibilities, confidentiality guidelines, reporting and expected outcomes

• Clarify project scope, goals and objectives, timelines and measures of success

• Establish communication strategy

• This will include a 2 day offsite with the client team and our core team of consultants.



STRATEGIC ALIGNMENT PHASE -2

Identify the Working/Steering committee and appoint the project sponsor Identify a cross functional client project team to work with us during the design and

implementation stages of the project Create a detailed project plan with key activities, milestones, timelines, roles and

responsibilities, confidentiality guidelines etc.. The plan will be created in consultation with you team

Finalize project update templates Develop a detailed communication plan Identify sources of information (employee data master, cultural and engagement studies,

representative job descriptions, current organization structure and functional structures, current competence framework, etc.) to collect at the project pre launch stage and demarcate responsibilities for the same

Finalize project milestones, steering committee interaction dates and time commitments, project review dates and red flag process amongst other pre launch activities



FACT FINDING AND DIAGNOSTICS PHASE

Understand current business priorities and goals, leadership

style and impact perceived issues and challenges

Review current operating model, organization structure, responsibility levels, decision making boundaries

and unique roles

Review current culture and leadership practices and its impact on

organizational performance system

Understand future BUSINESS goals

and priorities

Review current HR policy/ practices/systems effectiveness

Articulate future ORGANIZATIONAL goals and priorities

Develop and finalize the

ORGANIZATIONAL CHANGE PLAN

Co-relate findings to

project scope

Diagnose current HR functional effectiveness and benchmark against

key industry and functional parameters



FACT FINDING AND DIAGNOSTICS -2

Current state diagnostic study - Using established frameworks such as Galbraith’s star model or McKinsey’s 7S framework to diagnose status quo

Bring all leaders to a common platform to collectively articulate business aspirations and quantify the success metrics;

Collect, collate and analyze primary and secondary data including: Business vision, goals Industry, key competitors and industry dynamics Business drivers and policy regulations Understand organization core competence and business value

chain Understand critical talent implications of Business Strategy and

how they align with PCMM level 3 requirements. Understand current HR capability to translate business priorities

into Talent outcomes. Diagnose HR Functional Effectiveness in line with PCMM level 3

requirements Benchmark HR process, functional parameters and metrics

against Industry best practices Diagnose Change Management issues and cultural barriers to

change.

Diagnostic report Change Management

Plan Capabilities for

meeting future business priorities and outcomes

HR Effectiveness diagnostic report and benchmark report

Current and desired organizational design

Prioritization of HR Initiatives Based on Business Strategy and Current HR Capability.

Identifying high-level gaps and outcomes for all PCMM related areas

Success measures for the HR Transformation project



The HR Functional Effectiveness Diagnostic

Key Highlights:

• Benchmarked analysis of the effectiveness of the HR function

• Segmented analysis by key organizational characteristics

• Comprehensive roster of key attributes of an effective HR function

• Complimenting the Business Alignment Tool and Performance Benchmarking Suite, part of a complete suite of HR function assessment and benchmarking tools from a reputed and trusted service provider.



The HR Effectiveness Diagnostic CategoriesDiagnostic participants rate the importance of —and effectiveness at—each of the below elements

• Create high-return targeted interventions through segmented feedback• Clear Understanding of where HR function is excelling or underperforming• Covers all PCMM areas28-04-2013 25Shankar Nabar Consulting

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PRESENTATION TO KEY STAKEHOLDERS

Key DeliverablesActivities

Strategy review Bring all leaders to a common platform to collectively articulate business aspirations

and quantify the success metrics; conduct a half day session with the steering committee to share our first thoughts on the current organizational context and future strategic priorities and goals

Validate priorities and obtain sign off on project implementation plan

Strategy review Business/ strategic

organizational priorities over a 1-2 years timeframe

First thoughts on current realities and future goals



PCMM LEVEL 3 READINESS PLAN

• All the interventions we have proposed are in line with the requirements of PCMM Level 3.

• Post the Discovery/ Diagnostics when we get more data on the ‘as is’ state, we would freeze on the final designs and implementation plans.

• At this point we would also be in a position to propose the PCMM Roadmap and the Milestones.

• On the team of consultants, we will have at least one specialist, who is extremely well versed with PCMM methodology and who has been responsible for successfully taking an organization through a full life-cycle of PCMM Level 3 Assessment.



CHANGE MANGEMENT PLAN

THE ELEMENTS OF OUR CHANGE MANAGEMENT PLAN AS FOLLOWS:

• We would spend the first few weeks preparing the organization for change.• A strong focus on a Data Driven Methodology is key to our success.• Readiness for change, reasons for resistance to change and the key success factors in

ensuring a smooth transition to the new systems and practices would be designed using the data collected in the initial Diagnostics/ Discovery phase.

• This would include a strong focus on communication as a tool for change.• We would also effectively use Training and Workshops to help equip all employees of an

understanding of and knowledge of the new policies and procedures.• An understanding of the culture of the organization is going to be important. Hence a focus

on understanding cultural dynamics will play a large part in the exercise.• Involvement of the leadership team in this exercise is critical.



Change Management Plan -2

Approach

Stage 1: Plan for Change• Diagnose the Change Problem.• Determine barriers and resistance to change

including cultural barriers.• Gauge preparedness of change initiative.• Determine Ownership of Change.

Stage 2 : Manage Type of change• Customize change strategy for specific

initiative.

Stage 3: Communicate and Engage through Change

• Prepare Leaders for change• Communicate change• Propose strategies to engage people through

change.

Stage 4: Measure Change Success• Track change initiatives• Human capital and organizational metrics to

measure change outcomes post implementation.

Outcomes and Deliverables

• Change Management RACI Matrix• Change Communication Channels, Timing,

Strategy Matrix • Toolkits:

– Change Management Checklist for Leadership and Senior Managers

– Manager toolkit with mitigation strategies for overcoming resistance to Change

• Training for Change Management Champions• Draft content of key Change Communications• Change Management Dashboard• Post Implementation review checklist• Proposing the structure and operations of the

Change Management function, for ongoing change management post implementation.



IMPLEMENTATION PHASE

Our effort will be to also address these critical perspectives which are crucial to long term success

Professionalize the organization

Create an awareness and acceptance of

change

One cultural identity

Align the management team in one

direction

• Communicate who we want to be & how we will get there

• Clarify the new ways of working

• Monitor & reinforce• Then monitor and

reinforce again

• Collectively articulate what “future success will look like to create ownership and accountability

• Clarify collective and individual roles to be performed

• Integrate the old and the new cultures to leverage the best of both worlds

• Institutionalize professional talent management systems and processes

• Adopt professional governance & management practices

• Re-jig the talent pool across business critical roles

• Establish individual accountabilities



INTEGRATED TALENT MANAGEMENT FRAMEWORK

BROAD LEVEL GROUPING OF VARIOUS SUB-SYSTEMS OF THE FRAMEWORK

Strategic Clarity

Organizational Performance & Accountability

Operating Model & Organization Structure

Organizational Competence

Organizational Roles & Performance

Talent Development & Engagement

Future business aspirations

Corporate measures of success + functional/ divisional scorecards + individual KRA + KPIs + management accountability

Organization structure design + Job description + Job analysis + Job family modelling + Decision making levels + Job responsibility matrix + Job profile inventory + grading structure

Competency framework + Competence development plan + Career planning + Succession + Competency based practices + Assessment centres

Performance management system + reward management + individual accountability

Human resource policies + Best practices + Data analytics + HR systems familiarization workshops + Statutory policies

Terminology Used Representative of…



INTEGRATED TALENT MANAGEMENT FRAMEWORK -2

Strategy, Value Chain & Core Business Process & Technology

Market Potential, Industry Dynamics & Economic Environment

Culture & Values

Leadership

People & Capability

Steering & Working Committee

Advisors

Business Leaders

Project teams

Change Enablers & Blockers

Stakeholder Expectations

External Market

Strategic Clarity

Organizational Performance & Accountability





Change Levers Change Enablers Change Outcomes

Systemic Change

Attitudinal Change

Syst

ems D

esig

n

Implem

entation

Change Management & Communication

Large Scale Sustainable Corporate Transformation is anchored around this model (please refer to previous slide for the components of change outcomes)



HOW WE INTEND TO OPERATIONALIZE THE FRAMEWORK

Strategic Clarity Organizational Performance & Accountability





Future business aspirations

• Corporate measures of success • Functional/ Divisional Measures• Individual KRA + KPIs + management

accountability

• Organization structure design

• Job description • Job analysis • Job family modelling

• Competency framework • Competence development

plan • Career planning

• Performance management system • Reward management I• Individual accountability

• Human resource policies

• Best practices • Data analytics

TECHNOLOGY

CHANGE

MANAGEMENT

ORGANIZATIONAL METRICS

OPERATIONAL EXCELLENCE

• Succession planning• Competency based

practices • Assessment centres

• HR systems familiarization workshops

• Statutory policies

• Decision making levels • Job responsibility matrix • Job profile inventory + grading

structure

Client CENTER FOR LEADERSHIP AND LEARNING EXCELLENCE



SECTION 3 – KEY DELIVERABLES



ORGANIZATIONAL DESIGN AND STRUCTURE

Organizational Diagnosis

8 mandays

• Using established frameworks such as Galbraith’s star model or McKinsey’s 7S framework to diagnose status quo• Diagnosis through a mix of senior

leadership interviews, focus group discussions and surveys

• Roles and responsibilities to be assessed

4 mandays •The stakeholder model for assessing organization performance•management scoring grid to evaluate management practices

6 MD’s •Existing practices and best practices in the sector•Recommended design/ model using ten levers of organization design



ORGANIZATIONAL DESIGN AND STRUCTURE -2

Organizational Design Implementation

•Organization design and structure with clarity of roles and responsibilities•Use of integrated talent management systems to link roles and outcomes

•Design of lateral linking mechanisms to ensure smooth functioning

•Group/ leadership interventions to ensure successful implementation of organizational design•Use of LSIP and other change management interventions



ORGANIZATIONAL DESIGN AND STRUCTURE -3

CRITICAL ASPECTS OF INTER-LINKAGES TO INTEGRATION FRAMEWORK

• Organizational Structures need to show linkage with Total Rewards (C & B) re-structuring as well as Headcounts analysis.

• Creation of a brief Fitment Matrix in line with Principles of Organizational Structure followed by Job Family and associated Competencies.

• The roll-out plan includes town-hall meetings, docket, FAQ and training.

• Communication on structural changes i.e, suggested job band/title and change in Rewards/ C & B will to go hand in hand.



JOB DESCRIPTIONS/ JOB ANALYSIS/ JOB FAMILY MODELLING/ JOB RESPOSIBILITY MATRIX

THE EXECUTION PLAN Undertake three types of interviews – Critical incident technique, Repertory Grid interview, visionary interviews and focus group discussions in small groups of 5-8 people to identify the key responsibilities, job purpose, principle accountabilities, and person specification. This data will be a feeder to several tasks – JDs, job modelling, role profile inventory and competency models. These interviews will be followed by data analysis and presentation back to the departmental heads for validation. Once this is done we would use the data for restructuring and designing, competency modelling and designing assessment exercises. The output from these activities would be an input for the Organizational Design and Structure task. The competency models and the assessment exercise will also be discussed with top management and departmental heads for validation.

The competency model will have three components: 1. Core,2. Functional 3. General Managerial/Behavioural Competencies Managers and Supervisors would be trained on how to evaluate competencies as a part of the appraisal process.

We would also include a one day process on appraisal feedback based on KRA and KPIs.28-04-2013 38Shankar Nabar Consulting

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COMPETENCY FRAMEWORK / ASSESSMENT CENTER/ COMPETENCY BASED PRACTICES

Components of competency models:

Core Competencies – there would be four or five core competencies and these could overlap with general managerial competencies.

General managerial competencies – there will be four levels of competencies and each level will have 7 or 8 competencies in the basket. The four levels are: entry, junior management, middle management and senior management. The models will flow logically from lowest level to the highest level in terms of its complexity. The lower level competencies will be more operational and the higher level ones will be strategic.

Each core and general managerial competency will be evaluated on a 1 to 5 scale, 1 being lowest. The behavioural anchors for each of these will be described at levels 1, 3 and 5 only and not for 2 and 4.

Functional competencies - there will be proficiency levels for each level – entry, junior, middle and senior management levels.



COMPETENCY FRAMEWORK / ASSESSMENT CENTER/COMPETENCY BASED PRACTICES -2

Assessment Centres – Addressing complexity at higher levels in the organization

• For Entry level & junior levels – three assessors with 15 candidates for one day (3x1 3 consulting days). With additional 1 day for report generation.

• For Middle management levels – 5 assessors with 15 candidates for 2 days (5x2 10 consulting days) with additional 2 days for report writing.

• For Senior management levels – 6 assessors with 15 candidates for 3 days (6x3 18 consulting days) with additional 2 days for report writing.

• In addition there will be Psychometric tests for all levels

• The total number of days will depend on the employee size at each level



COMPETENCY FRAMEWORK / ASSESSMENT CENTER/ COMPETENCY BASED PRACTICES -3

Assessment centres:

• Each assessment centre will be undertaken for a group of 15 people with 5 assessors and one centre manager.

• There will a range of exercises like group discussion, in-tray, role plays, case studies, simulations, competency based interview, presentations and psychometric testing based on the levels. Functional competencies will be assessed using a functional knowledge test.

• Each Assessment Centre will include Assessment, Integration, Feedback and a Development Planning exercise. The data from this will feed into career and succession planning.

• Each participant will receive a written report in the agreed format.


CAREER PLANNING/ SUCCESSION PLANNING

DESIGN:Interview stakeholders to:– Gain organizational context - strategic direction, business priorities, culture, leadership expectations, critical success factors

etc. – Project Scope, roll out, expected outcomes, confidentiality – Establish a system for communicating succession planning information – Obtain buy-in and commitment for the process from key stakeholders

• Establish Role Profile– Identify critical positions – Identify specific competencies, skills and values that leaders to succeed now and in the future– Establish Potential- Performance Matrix and Succession Readiness – Identify a systematic approach for identifying, nominating and selecting potential successors– Review background information on potential successors, such as education, experience, skills, appraisals and potential– Create final list of high performers

• Design Assessment methodology (Integrated with previous task)

– Develop customized competency based assessment centre – Finalize external and internal assessors and train internal assessors – Finalize report format, feedback mechanism and stakeholder involvement – Develop operational plan for assessment centre roll out



CAREER PLANNING/ SUCCESSION PLANNING -2

EXECUTION:

• Lead and Manage Assessment Centres (Integrated with previous task)– Execute assessment centres – Assess potential successors against key competencies – Analyze and generate reports – Determine strengths and developmental priorities, succession readiness and coaching strategies

• Feedback and Action Planning:– Provide 1-1 feedback and create individual development plans – Present composite trends on overall talent pool to the organization

• Initiate Career Planning Discussions – Identify career aspirations, interests and motivations of – Design Developmental Activities/Projects– Provide Mentoring/Coaching– Create a Leadership Succession Plan



CAREER PLANNING/ SUCCESSION PLANNING -3

MAINTENANCE AND FOLLOW UP:

• Measure and Evaluate outcomes– Review Performance and Development with Key Stakeholders – Evaluate process effectiveness and make changes accordingly

• Establish tracking mechanism to ensure sustainability– Establish a system for monitoring candidate's development plan progress by

management – Track the Plan and monitor individual and group progress – Conduct Yearly Calibration Discussions with Key stakeholders and HR to determine

Readiness



COMPETENCY DEVELOPMENT PLAN

1. Scoping Meeting– Review of Business Strategy and linkage to requirements– Confirmation of project scope, Deliverables and outcomes– Determine positions, roles, Competency Profiles and behaviours to be developed based upon the

number of unique roles or job families– Identify internal job documentation and other relevant information – Confirmation and clarification of roles and responsibilities of Internal and External resources– Identification of Subject Matter Experts (SMEs) and/or job incumbents – Confirmation of logistics, timeline, communication plan, contact protocol, follow up

2. Development of Competency Profile Definitions (Integrated with previous task)

– Develop preliminary list of competencies and behaviours for each roles/job families – Review of existing job information and materials, strategic plans, balanced scorecard, competencies

and any other relevant documentation that may facilitate in behavioural development.– Review of best practices research and databases for competencies profile(s) – Develop draft competency profiles that will be vetted with SME focus group– Using the information and documentation provided by the project team, industry best practices, and

research the data would be compiled and analyzed to develop– definitions and supporting behaviours that could reflect current and future success


COMPETENCY DEVELOPMENT PLAN -2

3. Customization, Validation and Prioritization of the Competency Profiles and Behavioural Descriptors– During this phase, the preliminary Competency Profiles would be validated and

prioritized through focus group sessions.

4. Finalize the Competency Profiles– Based upon the input from focus group sessions, documentation and project team, we

would finalize the Competency Profiles and behavioural definitions. The final version of the competency work would be delivered to the Internal project team to obtain final approval. This step would include one round of simple revision.


PERFORMANCE MANAGEMENT SYSTEM

Articulate current business strategy

Identify future business needs

Identify indicators of corporate success (Balanced Score Card)

Set short/ long term targets

MD/ COO Performance expectations

Cascade to business units/ corporate functions


Leadership performance expectations

Cascade to departments/ teams


Employee performance expectations

Measure extent of alignment Communicate performance expectation and respond to feedback

Performance architecture - Creating alignment between business goals & people performance…... illustrating alignment



PERFORMANCE MANAGEMENT SYSTEM -2

Design :

Based on discussions & inputs from client, Best practices in the region & sector & success factors in the PCMM framework to arrive at an unique framework .

The Performance Management System will cover Overall People Philosophy, Business and Growth Plans, the Performance framework (incorporating the Competency Framework, linked with Rewards) & Timelines, including the subsidiaries, Goals, Reviews, Checklists, Communication and Recommendations for the future

Execution : Communication & roll outs to all employees, managers, report writers and Board of Directors

Follow up & Maintenance : Periodic audits & follow up action plans e.g. Metrics, Performance measurement and analytics




Performance monitoring - The ideal overall performance cycle and its workings

Q1 plan and performance review with feedback

Financial Year start

Previous Year Performance cycle closure

Mid year plan and

performance review and

correction (if any) with feedback

Q3 performance review and

correction (if any) with feedback

End of year review with feedback on

plan and performance

Year start goal

setting

Finalization of business plan and goals for

new FY

Communicate to key internal

employee groups

Mid year business plan and goals

review for new FY (and corrections if

any)

Communicate to key internal

employee groups

Monitor and manage the performance process for maximum effectiveness

Begin

Contd.28-04-2013 49Shankar Nabar Consulting

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Consolidate organizational performance

data

Normalize performance

rating (if needed)

Link performance outcomes to capability enhancement

initiatives

Link performance outcomes to reward (fixed pay and merit

increase)

Link performance outcomes to role change

Finalize performance

rating and sign off

Contd.

Communicate

HR to enable line managers for performance conversations

HR to provide process support where needed

HR to provide advise on dealing with exceptional cases

and grievances

End

Establish norms

Feed learning's into design and process for

next financial year

Define normalization

team

Normalization to budgetary

limitations

Performance monitoring - The ideal overall performance cycle and its workings (contd.)



REWARD MANAGEMENT

Engagement Plans

• Base Salary• Short Term Incentives

• ESOPs/Performance Shares

• Cash retention plans

• Benefits• Rewards & Recognition• Non-Monetary Rewards

like growth, skill development, studies, etc.To

tal R

ewar

dsLo

ng T

erm

Wea

lth

Annu

al

Cash

Business Expectations- Consistent Growth

- Sustainable business Model- Maximize shareholders value

HR Strategy- Attract best talent

- Engage & retain talent- Build high performance culture

Org Structure & Job evaluation

Competency Framework

Talent ManagementPerformance

Management

Rewards Strategy• Competitive &

performance based pay and benefits

• Wealth creation • Skill development

Drive Behaviors • Create ownership• Motivate employees• Deliver results

consistently

Framework and Design



The Execution Plan

REWARD MANAGEMENT -2

Inputs• Inputs on current rewards and

expectations from all stakeholders

• Statutory & labor norms• Existing compensation data

and policies• Job evaluations inputs• C&B benchmarking report for

the region (can be delivered at extra cost through a third partner)

Process• Assessment of existing

rewards• Assessment of HR budget and

business plans• Analysis of C&B benchmarking

survey and gap analysis• Create balanced inference of

stakeholder’s expectations

Outputs• Total Rewards strategy &

delivery model• Grading structure• Rewards Policies & Processes -

covering all 3 aspects of Annual Cash, Total Cash and Total Rewards

• Review & measurement systems

• Communication plan• Automation plan*

*Excluding development & execution

Desi

gn P

hase

Impl

emen

tatio

n Ph

ase

• HR KPI dashboard related to rewards• Rewards Education Workshop for all people managers and new joinees• Employee satisfaction survey on rewards policies and processes• Review of quarterly schemes such as sales incentive plan, R&R, etc.

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HUMAN RESOURCE POLICIES

• For an organization, with strong social and development values, poised for scaling the heights of excellence, the foundation has to be strong

• The vision for a compliance framework will be based on this expansive thinking and mechanisms will be built to address the needs of the organization, employees and the regulatory requirements

Design : 1. This will be for the complete Employee Life-cycle, covering People philosophy & approach, Business Ethics

and Code of Conduct and Employee Communication2. Different HR processes like Manpower Planning, Recruitment and Selection – including Rehire, Relocation,

Probation policies, Induction, Visa processing, Payroll and other Benefits like Advances, Retirement, Severance, Disability and Medical benefits, Performance and Talent management, Professional development, Internal redeployment & Promotions, Salary increases, Termination of services

3. Legislations applicable to all employees – Safety, Health and Environment related regulations, Working hours, Attendance, Leave, Holidays, Grievance and disciplinary procedures etc.

Execution : Documentation and roll out of the different areas in HRPolicies to be created for employees and managers, based on the processes finalized

Follow up & Maintenance : Process for regular updating, review and audit

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STATUTORY COMPLIANCES

The Statutory Compliances area will aim to incorporate the wish to act with integrity and responsibility in the immediate and the larger economic and social environment

Design :

• Review of current operations and future plans which will have an impact on working hours, overtime and other employment conditions like safety, medical benefits etc.

• Will cover all People related statutory compliances – Employment (Nationals and foreigners, Juveniles and women, Part Time work, Permits & Labour Cards etc.), Work Contracts, Disciplinary processes and disputes, Interactions with the Ministry, Wages, Leave and Shifts, Safety, Health and Hygiene, Inspections etc.

Execution : • HR & Statutory Due Diligence, for all recent and updated applicable legislations • Checklists, Schedules, Awareness for employees (as required), Training for managers & other implementers e.g.

Benefit Administrators, registers & record keepers etc.

Follow up & Maintenance : Statutory Compliance Audit, follow up Action Plan & Advisory services



BEST PRACTICES AND BENCHMARKING

Overall HR Excellence Score ComparisonsEmployee Perception Measures

HR Operational Measures

Cost Ratios

Industry based

Cross Industr

y

Global Best

Regional Best

Productivity Measures

• Revenue/FTE• EBITDA/FTE• Net Profit/FTE

• HR costs/Revenue

• HR Cost/OPEX• Salary/HR Cost

• Rect. Cycle time

• Bench strength• Training

coverage

• Engagement Score

• Performance scoreEx

ampl

es

Data

Bas

ed

Repo

rts

Cust

omize

d Be

nchm

arki

ng Consultant’s Network/Database

Desktop Research



BEST PRACTICES AND BENCHMARKING -2

Sample Benchmarking report

The HR Performance Benchmarking Suite


BEST PRACTICES AND BENCHMARKING -3

A suite of resources to provide direct comparison with how HR staff and their line customers view the effectiveness of the HR department. Across each key area, the organization will be able to analyze the HR staff ’s assessment in direct comparison to the line-based assessment. Organizations can also view the line-based assessment of their individual HR Business Partners to provide further detail on HR effectiveness and analyze individual development areas for HR staff.

Complete HR Function Assessment and Benchmarking



NEW HR SYSTEMS FAMILIARIZATION WORKSHOPS

• These will be taken up on an ongoing basis as and when new systems are designed and are ready to be implemented.

• Extensive Training will be provided to equip the managers and supervisors to ensure that they in turn can use these systems effectively.

• This will be closely tied in with the Change Management Communication exercises to ensure that there is no resistance in adapting to the new systems, processes, structure or policies.



METRICS TO MEASURE AND TRACK SUCCESS (THE HR DASHBOARD)

In the illustrated framework, data flows from the bottom of the framework upward. This path enables a transformation of the data whereby it becomes actionable information and ultimately refined into its core intelligence subsets.

Consultants will leverage our Global Best Practices databases, experience on similar projects and Knowledge experts for program planning and delivery.

Dashboards

Reporting | Business Rules

Analysis

Integration

Data Sources



METRICS TO MEASURE AND TRACK SUCCESS (THE HR DASHBOARD) -2

Month 1 Month 2 Month 3 Month 4

Discovery Phase –

Gathering Information needs of Business. As-Is Reporting Landscape analysis & Pain areas. Analysis of HR Metrics and Reporting Requirements from all HR sub-functions. Finalize number of Reports / dashboards for design / delivery. Finalize Information delivery method (online on portal or offline through MS Excel)

Preparation of Reporting Dashboard Specification Document

Map data supply chain from required metrics / dashboards backward to source data

Design of reports - Report definition, Metrics, dimensions, Calculation logic (if any), report Layout. Development & UAT of Reports & Dashboards for HR functions. Delivery of Reports



METRICS TO MEASURE AND TRACK SUCCESS (THE HR DASHBOARD) -3

THE ROLE OF METRICS IN INTEGRATING THE TALENT MANAGEMENT FRAMEWORK

• Aligns with the Diagnostics Team • Define the data that need so be collected• Data Collection Formats are designed• Data Collected is analysed• Conclusions are drawn• Inputs given to Design Team and Execution Team• Tracking progress and Trends by updating the Data Collected periodically• Works closely with Best Practices and Benchmarking team• Institutionalize the Data Driven Methodologies with the client team



SECTION 4 – EXECUTION TEAM DETAILS



PROJECT TEAM STRUCTUREC

lient

Lea

ders

hip

& H

R te

am /

Ste

erin

g C

omm

ittee

Managing Consultant

Project DirectorAnd Integration Architect

Project Manager Technical Advisor and QA

<- - - - - - - - - - - - - >

Managing Consultant Managing Consultant

Consultant Consultant Consultant Consultant Consultant Consultant Consultant

Senior AnalystSenior AnalystSenior AnalystSenior Analyst Senior Analyst

Analyst Analyst Analyst Analyst Analyst



CONSULTANT PROFILES -1

Dr. Neha is an Organizational Psychologist with over 15 years of International Consulting and deep expertise in Talent Management, Leadership Assessment and Development, Executive Coaching, Succession Planning, Conflict Mediation, Employee Engagement Strategy. As a Consultant and Advisor, Neha partners with leaders in national and global organizations in developing strategies to drive results at an individual, team and organizational level. Her recent engagements include developing an organization-wide engagement strategy, alignment of senior leadership team, conflict mediation and leadership development of high potentials and sales leaders.

Neha adopts a rigorous methodology using a wide variety of high quality assessment tools such as cognitive, personality and multi-rater (360) surveys, competency-based behavioural interviews, in-basket exercises and simulations. As an Executive Coach to senior level executives, Neha works closely with her clients to align their strengths and talents with their role expectations and navigate through the organizational realities to be strong and successful leaders. She has worked with senior and mid level leaders across a wide range of industries helping them grow and evolve as strong business leaders.

Neha’s clients include AC Nielsen, Atomic Energy of Canada Ltd., AMD, Archives of Ontario, Astellas, Brock Solutions, AXA Assurances Inc., CAA, Cadillac Fairview, Daimler Chrysler, Direct Energy, Deloitte, Eli Lilly Canada, Gamma Dynacare, Getinge Canada, Great West Life, Intact, Jacques Whitford, John Deere, Johnson & Johnson, Kinross, KPMG, Loblaws, Manulife, Medtronics Canada, Molson, Ontario Power Genrartion, Orange Business Services, PCL Constructors, Pearson Custom Publishing, RBC, Rogers, Schenker of Canada and Smart Systems for Health Agency, UNDP, WHO, FAO, UNICEF, Xstrata.

Neha holds a Doctorate in Organizational Psychology and a Master's in Business Administration from Nagpur University, India. She is a member of Canadian Society of Organizational Psychologists and Canadian Psychological Association. She is also an Associate Faculty at University of Toronto.




Dr. Mahesh a trained psychologist who holds a BA in Psychology and an MA in Industrial Psychology from Pune University; an MSc. in Management from the National University of Singapore; and a Ph.D. in Applied Psychology from the Indian Institute of Technology (IIT), Bombay. His doctoral thesis is the first in the country on the topic “Executive Coaching”.

Mahesh is recognized as a change management, talent management & organization development professional with extensive experience in the design and implementation of Assessment Centers, Development Centers, Senior Level Executive Assessments, & Development, Job Analysis and Competency design projects, Leadership Development and Executive Coaching.

Mahesh is an experienced trainer in the areas of competency based interview and feedback skills, performance appraisal, processed based skill building in manufacturing organizations, personality questionnaires, ability tests, job analysis, competency designs and communication, personal excellence, leadership and coaching. Mahesh has 20 years of HR experience in both industry and consultancy. His experience spans across private sectors - including financial services, manufacturing, pharmaceuticals and information technology - as well as restructuring projects in NGOs.

Mahesh is an active member of American Psychological Association, Society for Industrial & Organizational Psychology, Academy of Management, International Coach Federation, European Mentoring & Coaching Council, Worldwide Association of Business Coaches, Institute of Coaching Professional Association, National Academy of Psychology in India and is a life member of NHRD. He has Level I & II certification from SHL, is a trained senior assessor with DDI, is trained in Hogan Assessments and holds the highest level of certification from Centre for Creative Leadership. Mahesh is a Certified Master Coach of Behavioral Coaching Institute of USA, and is also a member of its International Academic and Business Advisory Board. Mahesh is also trained with New Ventures West in their world class Integral Coaching Methodology. He has more than 800 hours of coaching to his credit.




Mayank has over 14 years of experience in consulting, business development and management, and has developed a comprehensive outlook and skills in both business and talent management areasHe has worked extensively across industry sectors such as Oil & Gas, Manufacturing, Chemicals, Steel, Financial Services with clients across the USA, UK, Middle East, Thailand, China, Malaysia, Sri Lanka and IndiaHis core expertise lies in - industry and market scanning, business portfolio review, strategy articulation, process effectiveness, governance and operating model definition, organization structuring, performance management architecture and leadership advisoryHe has a wide range of work experience across developing talent strategy and planning, talent analytics and effectiveness including assessment, coaching and development planning

Leadership and Capability ExperienceIndividually advised four Chairmen and three CEOs on their personal/ professional development agenda that would range across personal and professional relationships, family ties, self-versus others perceptions, specific behaviors exhibited at the workplace, past incidents, professional interactions, personal likes and dislikes, specific needs of the role amongst other issuesConducted leadership development one-on-one sessions with leadership teams (first line reportees to CEOs) in Indian organizations. Each of these sessions would on an average range from 1 – 2 hoursExperience in organization competence needs identification based on future business priorities, competence framework development, mapping competence to roles, assessment of needs, the creation of development action plans and monitoring the same over a period of time for a group of business leadersIdentification of organizational core competence and embed/ institutionalize the same through structure, process, roles and capability – key personal differentiatorExperience in succession planning efforts in organizations including criteria definition, critical roles identification, source and destination role identification, readiness/ success criteria, defining a process to internally and/ or externally source candidates for the same and defining special programs for high potential talent to address retention effortsBeen an assessor on at least 70 Assessment/ Development Centers across 14 years of management consulting




Brad has over 25 years of experience in Human Resource Leadership, Executive Coaching, Facilitating, Business Development, Teaching and Consulting. Brad has held several leadership HR roles in international companies (MDS Pharma Services and Right Management) with global responsibilities. Currently he is providing advisory services to diverse clients in the areas of HR Strategy Leadership Development, Performance Management, Strategic Planning, Succession Planning and Training and Development.

Some of Brad’s most recent engagements include Leadership Assessment, Senior Leadership Team Development/Coaching, Succession Planning, Competency Development, Management Training, HR Policy and Procedure Development, Compliance Consulting, Hiring and Termination Support and HR Generalist Support.

As a Consultant and Advisor, Brad believes in a collaborative approach beginning with working hard to understand the unique culture and circumstances of his client’s organization and their definition of a successful business relationship.

Brad’s clients include CMA Ontario, Porter Airline, Allied Properties, William Sonoma, Surrey Place Centre, New Electric, Path Financial, TorStar Digital, Gay Lea Foods, Global Knowledge, Celgene, Medtronic, Toronto Hydro and Schindler Elevator.

Brad holds a Masters Degree in Adult Learning from the University of Nebraska – Lincoln with extensive doctoral studies in Leadership at the same university.



Paroma brings more than 15 years of experience in multiple HR domains, across multiple sectors – FMCG, Banking, IT and in large corporates in the Middle East, spanning Retail, Distribution & Education.

In her corporate career as a HR Manager and Specialist in Talent Management, she has worked on bringing together different aspects of HR, relevant for employees and managers. She has used her depth of understanding and experience in internal client facing roles to simultaneously conceptualise and implement, various OD intervention programs in-house. For this, she has managed increasingly large and complex global projects and teams.

With this background, she has worked as a Strategic HR consultant with large local corporates in the Middle East, who had achieved a certain level of success and were poised for bigger challenges. In a collaborative manner, incorporating local and sector specific nuances, she drove their Change management programs across end-to-end HR systems and processes, including identification, design and implementation across multiple employee groups as well as advising the Board of Directors, while concurrently managing their HR ERP implementation.

Her areas of expertise are : · HR Generalist functions across large employee bases, including communication & training · Change management · Talent and performance management · Consulting assignments in the Middle East region

Paroma completed her Masters program in HR from XLRI, Jamshedpur in 1996.



Shankar has over 14 years of experience and has strong competencies in Talent Management and Talent Development. Having managed Talent Acquisition and Talent Engagement roles in the early 6-7 years of his career, he has now been deeply embedded into TALENT TRANSFORMATION and ORGANIZATIONAL TRANSFORMATION activities for the last 4-5 years. These typically include Organizational Development, Leadership Development, Learning and Development, new Human Resource Management Systems design, Systems automation, Partnering with external consulting firms for Diagnostics, Change Action Planning and Plan Implementation across geographies. Also included is Organizational Change Management, Managing Growth and Managing Culture. Shankar has a deep understanding of Cultures, Diversity, Regional and Global Politics (International Studies or International Relations), Regional and Global Business and Regional and Global Economics.Having worked in the Information Technology sector, he has a strong understanding of technology businesses and the markets for technology. He also has a deep understanding of business strategy.

He has a Masters in Personnel Management from the University of Pune, and has studied at the Symbiosis Institute of Business Management.




Sachin has 13 years of expereince and great expertise is in the areas of Performance Management, Rewards and HR Excellence. He has extensive experience in designing and implementing initiatives in these areas for very large organizations with multinational environments. He has also conceptualized and deployed many innovative practices, which have resulted in quantifiable business impact as well as improved employee satisfaction and retention. He is very keen to lead such initiatives in a progressive organisation, which can effectively utilize my expertise and make a substantive impact on the organisation. He has been in the Middle East for the last 4 years.

Key Achievements• Designed, developed and successfully implemented Performance and Rewards strategies and related initiatives, policies and processes for large organizations - including Business & functional BSCs, Business and Individual level Assessment tools, Long Term Incentive Plans, Sales Incentive Plans, Annual bonus plans, C&B benchmarking surveys, Hay grading methodology, etc.• Designed and successfully deployed a customized HR Excellence Program for a large telecom organization with an objective of building a culture of continuous performance improvement.• Designed and implemented Global Mobility framework with supported policies.• Handled two HR Due Diligence projects. • Internalized and managed the process of job evaluation for a large telecom organisation.• Designed and launched many automated systems.




Masood is a Senior level Human Resources professional with 19+ years of International HR experience (10 Years in Middle East - UAE) in diverse industries like FMCG, Engineering, Petro Chemical, Information Technologies and Management Consulting.

Expertise in all aspects of Human Resources Management like Employee Relations, Compensation and Benefits, Talent Development, Performance Management, Organisational Development, Leadership Development, Talent Acquisition & Change Management.

Has successfully initiated & implemented change management initiatives like Organizational restructuring, Cross cultural alignment, post merger alignment, Evolving and aligning HR Strategy to Business Strategy, Creating shared Vision & Values, fostering employee engagement & enhancing performance management culture by using Appreciative Inquiry & Conversations (LSIP). Experiential learning and using art for Leadership Development.He Has a Masters in Personnel Management from the University of Pune and has a Certificate in Training Practice from the Chartered Institute of Personnel and Development.

• I have studied at Ashridge Business School UK for strategic HR and Change Management & Consulting Studies. Additionally I am certified Balanced Scorecard professional by George Washington University and Institute of Balanced Score Card USA. And also have a EQi0.2 & EQi 360 certification. And have achieved Fellowship grade from the Institute of Leadership and Management UK

• I am preparing a small case let of my recent work on Organizational Transformation with in FMCG sector (turnover of 5 Billion US$ and workforce of 8000+ employees across 14 countries).




Dr. Anuradha has a total of 22 years of experience in the field of Human Resources; primarily Learning & Development. Started off as a Principal Consultant (9years) for Presence Communication that offered training solutions in the area of Language in the IT and ITES Industry. Significant Corporate experience as training lead for GE Capital International Services (Hyderabad), IBM BTO Operations (India), HR Director for Mphasis, Training Lead for Genpact China and as Global Talent & Development lead for DBOI.

Key accomplishments include:- Transition and Customize Leadership training to Genpact China- Set up HR policies and Procedures for the Domestic Biz for Mphasis- L & D Solutions across levels in IBM, Genpact China, and DBOI

Specialties: - Human Resources (Policies & Procedure)- Talent Management and Development- Training & Development - Facilitation Skills- Executive Coaching




Mona is a versatile and dynamic Human Resources Consultant with work experience of more than 17 years and a background in HCM (Human Capital Management) Processes, HR Technology, HR Analytics , HR Shared Services delivery, Employee Life Cycle Management and Policy implementation.

Mona has worked in senior management capacities with world leading, global large and small organizations in

various sectors such as IT, Investment banking and BPO and led various enterprise wide initiatives to help the organization realize strategic value and catalyze change. She holds an MBA in Human Resource Management from IISWBM Kolkata. Her career includes working with Credit Suisse as Vice President HR Operations, Wipro BPO as AVP – HR, Sapient India as Director – People Strategy and HCL Technologies as AGM – HR technology. Additionally she has worked with some of India’s biggest names in the corporate sector – the Tata’s, Birlas and Mittals, through stints at Tata Infotech, Birla Technologies and Ispat Industries with small and large organizations across the breadth of HR functions.

Mona comes with strong communication, relationship building and organizational skills, which she has used in

implementing large scale change initiatives in organizations, with a focus on HR Transformation through HR automation, technology implementation and HCM Analytics. Throughout her career, she has been involved in building the maturity of Human Capital practices through the design, development and implementation of best in class processes and their automation. For 7 years in two big IT and Consulting firms, she has led the Business Intelligence team providing HR reporting and analysis to business leadership and HR. She was responsible for managing and controlling organization wide HRIS, Reporting and Data Analysis including Monthly and quarterly HR Transactional, Operational Metrics, Business Metrics reporting to senior management and the Board.



Investments towards Professional Fee and other commercial considerations

In $US

Fee for Professional Services:

OPERATING EXPENDITURE : (Estimated, to be billed as per actuals)

• An advance fee of 25% of the professional fee needs to be deposited on signing the contract.• All bills once submitted, need to be paid within a period of 30 days from the date of billing.• Please note that these rates are for an estimated project period lasting 24 weeks.

• OPERATING EXPENDITURE includes the cost of Third-Party Proprietary Psychometric Tests, Specialized Diagnostic tools and methodologies and industry data and reports for Best Practices and Benchmarking (This in addition to regular OPEX heads like Accommodation, International Travel, Local Conveyance, Food, Office Equipment etc.)



ANNEXURES



Annexure 1

Case of Organizational RestructuringFrom our Team’s Experience

An oil company had assigned the consulting team to examine the roles of senior leadership team and the organization's structure and submit recommendations to enable seamless functioning of the organization and project team.

The objectives of this assignment were to:Develop organizational structure that meets business needs and enables performanceLocate accountability and responsibility where most effective by clarifying/ redesigning roles andEnsure alignment among framework layers

Based on the data obtained through interviews with the Chairman and the senior leadership team, focus group discussions with middle and junior managers and project management team, role set interviews and questionnaires; we gained significant insights into the organization's functioning.

The data indicated that along with problems with the existing configuration of roles, there were serious issues about the prevailing work environment which prevented optimum performance. Throughout the organization, there were telltale signs of defective organization and role structures - executives talked about lack of co-ordination, activities for which no one was held accountable, poor flow of information and work, slow decision making and responsiveness, and destructive conflict. The concerns of employees emerged around the following areas:



Annexure 1 continued (2)...

1. Project planning & monitoring the project progress2. Cash flows3. Unclear structure & reporting relationships4. Leadership styles 5. Performance orientation6. Our analyses of the current structure, revealed the following deficiencies:7. Silos encouraged at the cost of organizational performance8. Duplication of resources9. Overlapping roles and low accountability Our recommendation covered three areas: Organization/Roles structure, Lateral linking mechanism and Interventions for

Group / Leadership Processes. Organization/Roles structure Changes in the Corporate StructureRestructuring of Finance and HR departments Revised designation and role of various senior managersMovement of significant portion of head office team to plant team in order to move decision making personnel closer to

action. Only people involved in policy making would be required at the head office.




Changes in the Refinery Organization StructureWe looked at the Organization structure in both the phases - project stage and steady stage and evaluated the

structures most suited to meet current and future demand. We have considered two options for Organization structure:

Option 1: Matrix/ Asset –based structure with dual reportingOption 2: Existing Functional Structure with some enhancements While questioning the relevance of each role and layers of the existing structure, we looked at change options from the

point of a practicality and impact matrix and decided to only recommend those changes which have high impact/ high implementability. Since lack of coordination emerged as one of the critical issues, we recommended a matrix structure for the organization. This structure has the additional advantage of clearly specifying accountability.

Project Team LeadershipIn view of the concerns expressed about the absence of an accelerated pace of Project progress and the widespread lack

of accountability /cohesion, we have examined three options for Project Leadership and suggested one to the organization




• Revised Roles• To align organizational design principles with the proposed structures, roles of key positions were revised. Some of the key

changes made in these revised roles are• For Project State: Activities were grouped/regrouped based on whether they will enable faster speed of Project progress.• Steady State: Activities were grouped based on principle of Refinery optimization.• Roles and reporting relationships were restructured

• Lateral Linking Mechanisms• One important requirement of the revised structure was that on matters having organization wide implications, staff

working in different business units or entities should be able to take a corporate view as against a purely function/ territorial view. The achievement of these objectives was proposed through the medium of Governing Councils. These three Councils are: Steering Committee, Site Coordination Committee and Project Review Committee. Selected staff will participate in these meetings. In steady state the three tiers will be converted into: Apex Council, Refinery Council and Plant Councils.

• Interventions for Group / Leadership Processes • In the survey of senior leadership and also the cross section of other executives, we diagnosed two overarching concerns:

working styles and performance orientation. Drawing from the lessons of recent experiments of successful refinery commissioning and steady sustenance state, we proposed several interventions. The major ones are:

• Visioning Workshops• Expectations clarity interventions• Leadership Pipeline Workshops• Executive Coaching



ANNEXURE 2

CASELET ON SUCCESSION PLANNNG IN THE ENERGY SECTOR (From our Consulting Team’s Experience)

Through acquisition, a leading UK-based energy company established presence in the North American market to be one of the North America's largest energy and energy-related services providers. The company rapidly grew from 240 employees to 6000 employees in 5 years. As a talent strategy, the company build leadership development and succession planning into its corporate expansion mandate in order to sustain competitive advantage. With this explosive growth it was critical for to actively manage the talent on board as well as quickly acquire new talent into the business.

In 2001, the succession planning initiative was undertaken. It involved defining the desired leadership practices and benchmarks, assessing the critical talent pool through assessment centres against the leadership competencies and putting in place targeted developmental strategies to facilitate and enable growth at an individual and collective level. the which involved benchmarking new players through performance and assessment tools.

The outcomes were: • Over 60% of high potential employees had development moves in 3 years (compared to 27% of broader management

group)• Half of the new VP roles filled in the year 2005 were internal promotions of high potential directors• Expatriate assignment trends were reversing and more high potential/high performing employees were getting an

opportunity to work abroad • 2004 - 17 UK expatriates:1 NA; 2005 - 8:3; 2006 - 4:5• Progressive years of performance/potential data to build inventory• A transparent process that helped build credibility and participation• Clear set of global leadership competencies and A common framework and language• Succession planning has become part of the culture and across the business



ANNEXURE 3

A CASELET ON TALENT MANAGEMENT (From our Consulting Team’s Experience)

A large scale talent management project was undertaken for a manufacturing organization. The project began with visioning and goal setting by the Chairman and the 9 CEOs of the group. Their vision was translated into a 2 day change management workshop that was conducted for the entire organization across 7 locations.

The next phase was to assess the CEO team and create their developmental plans. This was followed by coaching to the top team for over 6 months. The next phase involved redesigning the JDs and Job specifications across levels and also create competency models for 3 levels followed by a restructuring exercise. Once this was completed, a new PMS was created to address the changes and also incorporate competency based HR process across the organization.

The next phase saw Sr VPs assessment and development post which they were trained as internal assessors and tasked to complete assessment of managerial workforce of more than 400 GMs and 1000 managers/Sr Managers. A novel program of mentoring was introduced to cover all managerial workforce, for this purpose a large number of GMs (100) were trained as mentors.

This continues to function beyond 5 years after its institutionalization. The benefits to organization was that they maintained attrition levels below 4% against the industry average of 22% and this resulted in more than INR 40 crores of savings (direct & indirect) over a cumulative period of 3 years. To the individuals, it enhanced their skills and self-esteem that translated into higher productivity and overall well-being.



ANNEXURE 4

A CASELET ON TECHNOLOGY DEPLOYMENT (From our Consulting Team’s Experience)

Driving Standards Agency UK is a government based agency responsible for organising ang managing driving examinations in the UK.

With an employee base of 1500, the agency had only an outsourced payroll provider in terms of any HR system. All other HR processes and data was either excel or paper based. The agency chose SAP HR as their choice of ERP as their finance function and their sister agencies were on a similar platform and data sharing was important to them. The first cut of business process mapping and chartering showed that the priority was HR master data administration, organisation management and training. Recruitment and absence management were moved to a later phase. Integration with their current payroll provider and with their sister agency was also a priority as was development of best practice processes and systems.

The project went live with SAP HR v6 Phase I within 6 months from chartering and was followed by Phase II which included recruitment, absence management and employee self service.



END



Shankar Nabar Consulting Show

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