Process or Practice led HR transformation S.B. Parjanya, Asst Consultant Gracefully acknowledge contributions of S. Indupriya, Junior consultant (HR& Strategy) in the development of process led HR transformation . The images used in the presentation are owned by respective copyrights owners. We thank them.
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Process or Practice led HR transformation: insights from trenches ......
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Process or Practice led HR transformation
S.B. Parjanya, Asst Consultant Gracefully acknowledge contributions of S. Indupriya, Junior consultant (HR& Strategy) in the development of process led HR transformation .
The images used in the presentation are owned by respective copyrights owners. We thank them.
Why HR is undervalued in most small and medium companies
86% of the CEO/COO felt HR function remained struck with payroll, follow ups and at best basic employee engagement activity
68% of HR staff time is tied to repetitive administrative tasks.
Birthday cakes cutting, festivals and annual day celebrations are the most commonly used platforms to engage employees
Most HR professionals incapable of devising approaches to create and preserve organizational culture unique to their organizations
Role definition and skill gaps resulting in wrong selection, high turnover, poor life-cycle management
Employee Management issues poor communication and learning unclear accountability at key customer facing levels No centralised group to address employee issues Induction & training poorly handled Absenteeism Motivation – lack of bonding Activities to create bonhomie and great place to work absent
Service issues customer complaints Inadequate response
HR team issues No separate focus on talent acquisition & life-cycle management Lack of process to standardize and improve
No unique organizational culture built and preserved over years HR as a competitive advantage lost!!!!!!
HR transformation can be achieved through two distinct approaches. One is by deploying standardized process that are aligned to a well known benchmarking process. Second is to create unique practice led approaches where HR culture & process get built over period in an informal work setting, where outcomes and ownership are shared .
Process approach to HR transformation
Companies are increasingly using best practices to develop HR from reactive to proactive knowledge partner
Globally, companies use external benchmarks such as GPTW, Lovable place or Best employer awards.
Underlying all these benchmarks , the effort is to ensure
1. HR as a continuous integrated process, no islands
2. Proactively use data to make decisions, eliminate subjective assessment
3. Create learning and development environment where employees own and direct changes
4. Adopt a Do-improve-innovate framework where employees initially adopt a established practice and move towards improvement and innovation after they have mastered an area.
• Engage all employees of Quest working from different geographies
GPTW
• Specific notice period for diff designation and exp level
• Exit interview questionnaire
• Response communicated through resp. departments
AS-is
• Exit interview
• Process of communication through HR
• Interconnectivity of processes
• Knowledge transfer
Alignment with Lovable place to
work
HR process changes based on benchmarking
Leadership development process based on benchmarking
• Identify Juniors
• Personal Mission Statement
Step 1
• Superior delegation statement
• Plan B Model
Step 2 • Training
• Knowledge Transfer
Step 3
• Gap Identification
• Corrective measures
Step 4
• Program Extension
• Assign New task
Step 5
• Quarterly review
• Next Quarter Plan
Step 6
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Do’s Evaluate multiple frameworks Benchmark practices that could be embraced by organization Evaluate resource munificence Create strong “operations” and “documentation” owners Incentivize quick gains to encourage faster adoption
Don’t
No roll out without consensus of process boundaries, ownership Too many process owners Too many process objectives High investment initiatives
Process approach works best when the organization has rudimentary experience in adopting best-in class process and has sufficient bureaucracy to buffer review and control.
HR transformation can be achieved through two distinct approaches. One is by deploying standardized process that are aligned to a well known benchmarking process. Second is to create unique practice led approaches where HR culture & process get built over period in an informal work setting, where outcomes and ownership are shared .
Practice approach to HR Transformation
Practice approach requires companies build “common sense” HR process wherein all associates are treated as adults capable of managing self.
Underlying Practice approach is
1. HR as a human centered process, emphasis on evolution and enlightenment
2. Create teams that imbibe good old family ways of doing things, connect to roots and value
3. Strong focus on common ethos, values, cohort, lead y examples
4. Celebrate failures and learning by doing
5. Carry everybody in the system
6. Self-directed teams that co-own outcomes and quality
7. Anchor process based on culturally relevant experiences, mythologies, rituals to build close knit family bonds
Visualize culture
Practice approach to HR transformation
Define rituals, practices Community champions, leader, follower
Institutionalize routines, schemas
Celebrate adoption, perseverance
Fuse by values and principles
Trust, Professional, quality
Encourage sense of urgency
First-time-effectiveness, Initiative taking must, uncertainty handling, think on feet
Practice approach to HR Transformation
Highly aligned teams
Ambition & Intuition
Complementary roles
Collaboration matters
Every body to contribute
Ownership, initiative, improvements
Innovations happen at all levels
Practice approach to HR Transformation
Seniors help in uncovering talent
Culture drives,
authenticity helps busts self-doubt
Encourage every body to
Plan, prepare before leap Innovate, discover practical solutions to difficult problems