HR transformation can be pursued by two broad approaches: process or practice. In process led HR transformation, the emphasis is to align the HR process to best-in class benchmark process. In practice led HR transformation the emphasis is on building HR process in an organic evolutionary way. In this presentation, Parjanya and Indu Priya share their insights on how companies can create HR transformation using the two approaches, the frameworks and difference in approaches and what considerations must be borne while choosing any one of these approaches.
Process or Practice led HR transformation: insights from trenches ......
1. 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.
2. 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
3. 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 Problems faced by Small & medium organizations
8. Examples of benchmark HR process: GPTW
Employee Perspective:
TRUST the people they work for
Have PRIDE in what they do
ENJOY the people they work with.
Manager Perspective
Achieve organizational objectives
With employees who GIVE THEIR
PERSONAL BEST
WORK TOGETHER AS A TEAM / FAMILY in
an environment of TRUST
** GPTW is a registered trademark of Great place to
Work Institute
9. Examples of benchmark HR process: Lovely place to Work
Employee Perspective:
Professionalism
Empowerment
Knowledge
Respect
Infrastructure
Manager Perspective
Leadership
Experiment
Goals
10. Value drivers in process led HR transformation
Consolidation Of roles, tasks, levels and hierarchy, Re-Align the teams, Re-define their
roles, Goals, Expectations
Elimination Resources, structural elements, Redundancy, incomplete processes
Outsourcing Payroll, Recruitment, Supply Chain Management, Training, auditing,
entire accounting function, Tax Management and Invoicing, Marketing
Communications.
Creation Align Practice, new positions, diminish the communication gap,
execution efficiency, validate whether ownership and outcome are
distributed across the organization
12. HR process changes based on benchmarking
•Yearly performance
appraisal
•HR team not involved
•Evaluation is sent to
MD to fix % of hike
•Focus on attendance
& punctuality rather
on performance
AS-Is
•Establish KRA
•Roll out the
proposed plan
•Aggregation of
employees based on
their performance
Changes based
on BSE High
growth
companies
• SD – 52 days training
• ESD – 50 days on the
job training
• ITeS – 3 days training
on data entry
AS-Is
• Training analysis
based on
performance of the
individual
• Training content
and trainer scrutiny
Areas which
require change
with GPTW
13. Celebrate festival,
annual day and sports
Day
AS-is
• Create quarterly/annual
employee engagement
calendar
• 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
14. 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
14
15. 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.
Do’s and Don’t of Process led HR transformation
17. 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
18. Visualize culture
Practice approach to HR transformation
Define rituals, practices Community champions, leader, follower
Institutionalize routines, schemas
Celebrate adoption, perseverance
19. 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
20. 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
21. 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
Practice approach to HR Transformation
22. Encourage self-management
Self-awareness, self-discipline,
Self-Improvement
Keep alive curiosity
leap, fail and learn
markets, technology, practices
Practice approach to HR Transformation
23. Prejudice and pre-judge
Let go bias, pre-judge.
Be prepared for unprepared
Acknowledge what you do
not know, learn faster
Communicate with love
Listen before react
Be concise and articulate
Treat people with respect
Practice approach to HR Transformation
24. Bring Passion to work
Inspire others with thirst for the best.
Support others in work.
Practice positivity
Routines to motivate
Collate, comprehend
act under no duress
Practice approach to HR Transformation
25. Do’s
Prepare for iterative, collaborative learning
Initiate in adult oriented organization
Open communications, diligent management of uncertainty
Emphasis on planning to ensure high first rate
Factor in for failures, rework
Administrative confusion,
Don’t
Expect immediate effects
Attempt too many cultural routines
Push dominant approach
Attempt with “expiry dates middle level employees”
Do’s and Don’t of Practice led HR transformation
26. Thank You
Browne & Mohan
154/A, 2nd floor, 10th A Main
Jayanagar 1 Block
Bangalore. 560 011
marcom@browneandmohan.com
Tel: +91-80- 26565164