T V R L S Prof. T. V. Rao Chairman, TVRLS Transforming HR: Thinking Beyond Traditional HR.

T V R L S

Prof. T. V. RaoChairman, TVRLS

Transforming HR: Thinking Beyond Traditional HR

T V R L S

Four Types of Managers

Doers Achievers Visionaries &

Entrepreneurs Missionaries What type of

Manager are you?

T V R L S

T V R L S

T V R L S

Human Resources: Whose Job?

Old Paradigm

HR should be done by HR department

HRM by Personnel Department

Training by L&D or Training College

OD & HRD by HRD

New Paradigm

HR is for all- by the people, for the people and of the people

Every one should be his own HR Manager

HR Departments can at best facilitate -mostly they don’t - they are more department serving than people serving

T V R L S

HRD Managers should be Missionaries

Work for Intellectual Capital formation and sustainability and not merely for tangible outcomes

Culture Building is critical

OCTAPACE Values should be the focus

T V R L S

Recruitment

Old Paradigm

HR prepares job descriptions and quality requirements and ensures good and appropriate people are selected on the basis of manpower plans

New Paradigm

HR’s job is to find best and perhaps low cost recruitment agencies to recruit employees Outsourcing is the order of the day

Competency mapping should be as a basis for recruitment

T V R L S

InductionOrganize a detailed Induction as candidate joining a family

Attrition rates are high. Have a short Induction or no induction

T V R L S

Performance appraisal

Boss appraises every employee and develop them

Employees appraise their boss and change him

T V R L S

TrainingTraining needs are to be determined at then end by gap analysis

Training needs are determined in the beginning of the year

T V R L S

Five Conditions for Training to be Effective

It should be based on the need felt by the trainee or learner

The content should be relevant to the need

It should end with a plan of action on the part of trainee

Post training the candidate should present his/her action plan to his organization

The organization should support implementation and review it a few months after the training

T V R L S

Job Descriptions

HR Prepares them

Even establishment sections used to do it in sixties

Line Managers prepare their JDs

Consultants do competency mapping and prepare them

Competency Mapping should be the basis of all HR interventions. CM is to be done internally.

T V R L S

Career Planning

It is HR’s job to prepare career paths and plan careers

You plan your own career

Employee always has more information about his own career aspirations and opportunities.

There is little HR can do. They only prevent career growth by ensuring retention

T V R L S

Promotions and Career Development

Promotions should be by seniority- old paradigm

Develop Leadership competencies at all levels

T V R L S

Rewards

Rewards are motivating

Increments and promotions are rewards

Rewards demotivate many and motivate a few

Use multiple rewards Have flat structures

and low differentiation Have more hierarchies

and differentiate less Give big rewards and

differentiate more

T V R L S

HRD and OD linkagesIf organization develops People develop

If organization makes profits share price goes up

Brand gets built It can develop more Recruit more people

form outside at higher salaries

T V R L S

Performance Appraisal

Can be designed objectively

No appraisal can eliminate subjectivity

T V R L S

HR Policies

HR policies should be uniform – same policy for all

HR Polices should be heterogeneous

Three generations under same roof

Gen Y wants instant gratification

Older generation wants pension

Different polices for different people

T V R L S

HR and LineHR people are service providers and employees are service receivers

Get experts only when needed

Consultants are service providers and HR are receivers. Line managers take care of your self

HR people are busy with conferences

They re Nation Builders

They have less time for doing all these.

These are outsourcing days

T V R L S

Get your HRD Audited

HRD Audit is Business driven and strategy Driven

Should be done by trained Auditors

Develop in-house competencies

Involve Line Managers

T V R L S

Establish your HRD Score Card

How competent are your HRD Managers?

How much Learning Oriented are your officers and other staff?

How development oriented are your GMs, EDs and CMD?

How Mature are your systems?

How good is your HRD Climate?

How impact making is your HRD

T V R L S Choose your career Understand the Nature of the Job and the competency

Requirements Join for success and making a difference Plan your work, and talent utilization strategies Keep reviewing it periodically with your boss to have a

sense of satisfaction and morale Discuss your vision, difficulties and accomplishments and

plans with boss. Identify your developmental needs and get them taken

care of Appraise your own performance and show it to your boss Get a 360 Feedback done periodically and discuss with

your juniors and seniors Have a coach if you feel like Why do you Need a HR Manager? Why do you surrender

your Development and Satisfaction to your HR?

Be your own HR Manager

T V R L S

Knowing business Doing business Having a global view: products, markets,

business opportunities, customers Knowing other cultures and countries Understanding employees and customers

and vendors and other stake holders Looking for business opportunities Building teams etc

Challenge 1: Thinking ahead of their CEOs

T V R L S

Communicating Building personal credibility Managing routines and thinking

ahead Removing traditional images of HR Information sourcing Strategizing Talent management practices

Challenge 2: Influencing their thinking

T V R L S

Building teams Conducting HR audit Self renewal and learning

Challenge 3: Restructuring their role or structuring it appropriately

T V R L S

How to get them to 360 and benefit from it

How to get them to participate and use ADCs and understand limitations

Designing and implementing Leadership development interventions

Challenge 4: Developing Leaders and Leadership

T V R L S

They are so well connected that if an employer does not meet their expectation, they can tell thousands of their peers with a click of a ‘mouse’. (Sujaya Banerjee, Perfect Professional)

Interacting with Gen Y Reading literature and books Magazines like BT, Indian

Management, BI, BW, HC, PM, Perfect Professional etc.

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

T V R L S

Designing incentive and reward systems

Creating a culture of innovations

Challenge 6: Making the corporation innovative and promoting innovations

T V R L S

Aiming long term Balancing short and long term goals

and results Building structural, relationship and

human capital

Challenge 7: Developing Intellectual capital through Culture and Values

T V R L S

Example: Perfect Professional

Mahalingam’s article: Leadership capability Build or Buy: It is always useful to build leaders and make a leadership pipeline than to buy leaders

Sumeet Verghese: suggests Evaluating leadership through the prism of financial management suggests that leadership styles and financial results may as well be predictable on the basis of the personal financial styles of the CEO or the Manager

Jayantee Mukherjee: PROACT to sustain. Use crisis situations for renewal through PROACT

Vivekananda Discusses setting up of parallel organizations to promote action learning and develop leadership through action

Ajoy Chawla: Discusses the five critical roles of a leader to be a role model.

Nirali Desai discusses the youth talent and leadership development through yoga.

Kandaswamy discusses leadership lessons from film industry Roland Sullivan discusses whole system transformation of a Bank

T V R L S

T V R L S

People is Business

Intellectual capital Building e HRD focus

All HR systems contribute to Sustainable outcomes

HR impact should be measured and monitored to keep HR give its best and build Future.

T V R L S

Future of HRD is Future of Bank

HRD is the Future of Bank

Bank is People Banking is People

working for people Banking on People With the help of

Bank’s People To service People Increase Assets Reduce NPAs

T V R L S

THANK YOU

T V R L S

Open Forum

Thank Youtvrao@tvrao.com

T V R L S

HR Competencies-1 (Take into account Michigan

Studies) Business Knowledge: Knowledge

of business (products, services, customers, technology, competitors, developments, R&D) and all functions (Sales and marketing, Production and operations, Finance, systems, MIS, logistics, services etc.), Knowledge of Business capital (intellectual+++) and its constituents and methods of building Business capital

T V R L S

HR Competencies-2

Functional Excellence: (iii) HR Knowledge, (ii) HR Delivery including culture sensitivity, empathy, coaching and facilitation,

T V R L S

HR Competencies- 3

Leadership and Change management: (i) Communication, (ii) Initiative, and (iii) creativity and (iv) Change management

T V R L S

HR Competencies-4

Strategic Thinking

T V R L S

HR Competencies- 5

Personal credibility

T V R L S

HR Competencies-6

Technology Savvy including HR technology and Research Methods

T V R L S

HR Competencies- 7

Personnel Management and Administrative skill

T V R L S

HR Competencies- 8

Vision of the function and Entrepreneurship

T V R L S

HR Competencies- 9

Learning Attitude and Self management : (i) self awareness and desire to learn (ii) Time management, (iii) Networking, (iv) Research and analytical skills

T V R L S

HR Competencies- 10

Execution Skills: (i) Planning and Monitoring skills, (ii) cultural sensitivity, (iii) persuasive skills, (iv) Behavior modification techniques and group dynamics, (v) ability to craft interventions for implementation, (vi) cost and quality sensitivity

T V R L S COMPETENCY FRAMEWORK DEVELOPED

BY T V RAO LEARNING

SYSTEMS