The “HR Double Helix”: a model for ensuring employee engagement and talent retention © Achal Raghavan Strategy and Business Excellence Consultant Bangalore, INDIA [email_address] www.achalraghavan.com

The DNA Double Helix Watson-Crick model of nucleic-acid structure Two “backbones” winding up in a spiral A blueprint of genetic information Held together by hydrogen bonds DNA

Watson-Crick model of nucleic-acid structure

Two “backbones” winding up in a spiral

A blueprint of genetic information

Held together by hydrogen bonds

The “HR Double Helix” The two backbones are the company and the employee Each backbone a blueprint of plans and aspirations Held together by bonds of trust and communication DNA

The two backbones are the company and the employee

Each backbone a blueprint of plans and aspirations

Held together by bonds of trust and communication

The “HR Double Helix” Bonds are strong Company and employee grow with mutual support Bonds are weak The double helix unravels Company and employee part company DNA

Bonds are strong

Company and employee grow with mutual support

Bonds are weak

The double helix unravels

Company and employee part company

The “HR Double Helix” A strategic direction for the long term A holistic approach Distinct from short-term / random initiatives such as Salary revision Awards Recognition Bonus Etc.

A strategic direction for the long term

A holistic approach

Distinct from short-term / random initiatives such as

Salary revision

Awards

Recognition

Bonus

Etc.

3-step blueprint for talent retention String together the elements that form the organizational helix Form the employee helix Twine the two together

String together the elements that form the organizational helix

Form the employee helix

Twine the two together

Organizational helix Clear management vision & blueprint Where do we want to take the company in 5 years? Markets Businesses Customers Financials What is our growth strategy? What is the “talent pool” and organization required to drive this strategy?

Clear management vision & blueprint

Where do we want to take the company in 5 years?

Markets

Businesses

Customers

Financials

What is our growth strategy?

What is the “talent pool” and organization required to drive this strategy?

Organizational analysis What is the talent pool required? (The wish list) What is the talent pool that we have? (The reality) THE GAP HR strategies to close this gap

Employee helix Employee’s own blueprint for the future Where do I want to go in 5 years? Position Role Function(s) Learning Skills Money Etc.

Employee’s own blueprint for the future

Where do I want to go in 5 years?

Position

Role

Function(s)

Learning

Skills

Money

Etc.

The problem The company is busy formulating plans Current operations get priority (naturally) The company underestimates Need to communicate its plans to employee Need to find out employee’s plans and aspirations (his/her “helix”) Sporadic communications are ineffective Appraisal sessions Town Halls Etc.

The company is busy formulating plans

Current operations get priority (naturally)

The company underestimates

Need to communicate its plans to employee

Need to find out employee’s plans and aspirations (his/her “helix”)

Sporadic communications are ineffective

Appraisal sessions

Town Halls

Etc.

The problem (contd.) The employee is busy with current role Feels disconnected from Co.’s plans Lacks the trust to reveal his/her plans Required: Communication and mutual trust

The employee is busy with current role

Feels disconnected from Co.’s plans

Lacks the trust to reveal his/her plans

Required: Communication and mutual trust

The solution – The “HR Double Helix” The HR “techniques” are known LRPs Career dialogs Hi-pot identification Succession planning Appraisals Customized training Establish credibility and trust Through consistent and fair policies & actions Through elimination of nasty surprises

The HR “techniques” are known

LRPs

Career dialogs

Hi-pot identification

Succession planning

Appraisals

Customized training

Establish credibility and trust

Through consistent and fair policies & actions

Through elimination of nasty surprises

Key philosophy Shared vision for the future Company and employee achieve their growth goals through Continuous and transparent communication Trust-building

Shared vision for the future

Company and employee achieve their growth goals through

Continuous and transparent communication

Trust-building

Thank you!