SHARIQ PP General
-
Upload
shariq-khan -
Category
Documents
-
view
72 -
download
1
Transcript of SHARIQ PP General
HR Business PartnerA perspective
2Agenda for today
Strategic HR
Implementati
on
Performance
Management
Compensation
and Benefits
Recruitment
and Selection
Policy
Implementati
on
Training
Development
Work force planning
To have a
discussion on
the provided
topics
3
Definition
An evaluation over the traditional HR, strategic HR is focused on developing and maintaining
people processes in alignment with the overall business strategy objectives, vision and
mission of the organization
Vision & Mission
Business Strategy
HR Strategy
O D L & D Recruitment PMS IR
Strategic HRM and its linkage to vision mission & business strategy
4
L & DPMS
COE
Other
COEs
BIZ Unit 1 BIZ Unit 2 BIZ Unit N
Serves as the SPOC between corporate HR and functions
Drives corporate HR policies @ the business level
Ensures interest of the business are represented
@ the corporate level.
Should be accountable for the implementation of the following in the BU
(HR BP)
Recruitment & Retention
Performance Management
HR MIS & Budgeting and Operations
Organization Development
Learning & Development
Leveraging the role of the HR Business Partner to drive HR operations at the BU level
5
Is a means to measure & develop talent leading to outstanding Business outcome
Overview of PMS
Work & Development
Feedback & Review
Performance Calibration
Goal Setting Using KPIs to
measure
performance
Linkage to
incentives
and
increments
Regular
feedback
sessions
Additionally
linked to
behavior +
coaching
Align to
organization
L & D
practices
Aligned to
career &
succession
planning
What can be done to improve it?
What is a performance management system and how can it be improved
6
Financial
Customer
Internal
Learning & growth
BSC consists of 4 perspectives
Each perspective is measured using KPIs, linked to each other
Characteristics of KPIs
ROCE
Revenue Profit Cash flow
ProductionDealer
chainHSE
C-SAT D-SAT
Core skills Info access
S
M
A
R
T
Specific
measurable
Achievable
Relevant
Time linked
Using Balance scorecard to build a robust performance management system
7
Total Rewards typically consists of the following components
STIs and LTIs are an excellent means to drive sustainable short & long term performance
Tangible
compone
nt
Special Training Opportunities
Fixed
salary Benefits
Non
Tangible
Job
Rotation
Flexible
working
STI &
LTI
Special
project
Linked to
annual
PMS
Annual
payout
Focused on
short term
Linked to
long term
goals
Can be
cash or
stock
based
Payout
linked to
achieveme
nt of 3
year
performan
ce
STIs
LTIs
Adopting a Total Rewards approach to traditional compensation and benefits
8
Is a means to relatively compare jobs using a systematic
measurement approach both internally & externally Known JE methodologies
JE gives us access to salary data across industries we can
run comparisons to check for external alignment. We can also access internal equity across roles at the same
level.
What is Job Evaluation ? How can Job evaluation be leveraged effectively
Hay Group & Mercer
more robust
Tower Watson Hewitt
less robust
Com
pensa
tion
( Job Grade )
Mar
ket l
ine
/
inte
rnal
aver
age
+20%
-20% outliers
outliers
Target Job
Comparator Job - 1
Comparator Job - 2
Comparator Job - N
Using job evaluation methodologies to drive better compensation and benefits planning
9
We can consider leveraging social media channel such as Facebook, Twitter & Linkedin.
We can consider using psychometric tools upto middle management and BEIs for senior management to improve quality of hire.
C V Sourcing
Short Listing 1st Level 2nd Level
Evaluation
Offer & Negotiation
On Boarding
Overview of a typical recruitment cycle
Typically done using channel such as:- Recruitment portals networking Recruitment consultants Campus recruitment Manpower agencies unskilled labor) Internal Job Postings Referrals
Typically consist of an HR round +
Technical round + all unstructured Interview with the manager.
10
BEIAssessment Center
Technical Skill Test
CognitiveSkill Test
Personality Test
Structured Interview
Sr Mgmt
Middle manageme
nt
Junior manageme
nt
Operators and Technicians
Approach to create a differentiated recruitment process by management level.
Unskilled Labour
11
0102
0304
05Compare
Compare how our polices rank vis-à-vis best in class companies or are there new policies in existence we need to align.
Develop internal policies basis benchmark findings and build alignment with company culture and strategy.
Simulate the financial & legal implication of the polices and make modifications to mitigate the same
Develop detailed employee communication packs, conduct meetings /workshops to communicate the policy
Drive migration in a phased manner. Identify teething issues and develop mitigation plans
Approach to develop market linked HR policies.
Simulate Migrate
Develop Communication
12
Recognizing the different types of training Leveraging the role of HR business partner in training
Competency / behavioral training
which is centrally designed and rolled
out across the organization
Skill based training which is BU
specific and HR can add only limited
value
• Recommend individuals from BU for behavior
training
• Identify BU specific training needs and provide
feedback to corporate
• Understand BU specific skill based requirement
and drive implementation of the same
Trainer
Behavior
Training
Technical
Training
Training and Development ( 1/2)
13
?Measures to effectively assess the impact of T & D
Linked T & D to career planning.
Return on
Training
Investment
Has there been an increase
in productivity
Have sales increased
Has profitability increased
Has quality improved
Has the employee attitude
improved
If it is a vertical
movement in
the same
functional then
what
incremental
change in skill &
behavior is
required &
identify the
training for it. If it is a horizontal movement in the
same functional then what is the
significant change in functional
skill requirement and identify
suitable training for it
Core
N+2
N+1
Training and Development ( 2/2)
Enabling Advisory
14A scientific approach to workforce planning
1. Setting the functional context
4. Manpower Projections
• Defining the functional
mandate• Identify the Key Roles in
the department
• Identify how
workforce
requirement will
change with change
in primary workload
drivers• Provide projections for
workforce
requirements
2. a) Workflow Analysis
2. b) Role Analysis
Understanding the As-is processesIdentifying areas of improvement (if any) in as is processes
Understanding the current workload drivers and utilization of as is rolesIdentifying areas of improvement (if any)
3. Workforce rationalization levers
Workload Rationalization
Structural modifications
Process Reengineering
Removal of non value added work
Job level/ Grade mismatch
IT/ Technology related interventions
Span and Layer analysis
Other rationalization levers
15
Leave Planning
Time & attendance system
Shift planning
Times & motion studiesUsing industrial engineering techniques to assess the manpower requirements and optimizing the same01Planning shift basis production load and optimizing cost of manpower in each shift02Scheduling worker leaves in a manner that critical path production activities are not impacted03Using T & A system to bring discipline among the workforce, break time and overtime control etc. 04
Approach to effective manpower planning at the shop floor level.