HR has to undergo transformation to catch up to the next gen in 2020. Complete facets to HR function would undergo a dramatic change in next 5 years to be prepared and create a best practices churning model.

1. TRANSFORMING HR
THRO’ STRATEGIC
DELIVERY
Direction: FY 2020
A LearntheCorp Initiative

2. A LearntheCorp initiative 1
The above characteristics would apply to HR pros engaged in multi-variant industry and their constant
illusionary search for employee solutions would undergo a revolving change.
Therefore, the need for ensuring data and delivery credibility, consistency and fullest cooperation for
progressive and proactive solution should be expected as future mandate by customers and consumers.
LearntheCorp aspires to address the growing complexities in strategic analysis & introspection to HR Service
delivery streams covering Employee branding & assimilation, Employee Engagement & elevation, Employee
absorption & affordability and Employee Services.
Here would come the need for “people
practices renovation” affecting both HR
function and their customers in this ever
vibrant market.
Business decisions have been ever changing
on a daily/weekly basis and in accordance
there lies expectation to the policy and
practices to align, instantly.
The millennia or the Gen Y in Human
resources function would come with the
aspiration to be
 a quick decision maker
 an ardent on-screen articulator
 a multi-task personality
 a scientific influencer than being
emotive
 a least interested speculator
 a business driven pro
 a short termer in looking for solutions
and results
 a game changer at frequent levels and
time
And they would be facing the (customers-
business) & (consumer-employees) who will
be
 well-informed
 well-researched
 well-rehearsed
 well-connected
 Very thoughtful and “out of box”
 Looking for common sensical
resolutions
 Most importantly in the actual
customers limelight

3. A LearntheCorp initiative 2
Redefining Talent Acquisition – A 97% programme drive
Methodology: Iterative yield based assessment and using Key
Control Techniques
The best practices to talent acquisition model should exhibit the
following result from a 360⁰ view.
 Hire to on boarding conversion to >97%
 Hire time reduction by 15% aggregated till achieve a
target of 97%
 On boarding time optimised to 40% till achieve a scale
of 97%
 Reduction of infant attrition by 30% till achieve a scale
of 97%
 Strengthening & Maximising “internal search” by 15% to
achieve a scale of 97%
 Overall cost reduction by 15% YOY on an aggregated
score
 Maximising billable competency from day 10 @ best
market standards.
 Scaling the overall TA quality score to 97% plus
Redefining Performance Planning & achievement orientation –
A 95% achievement orientation model
Methodology: Using radiant Technology covering end to end of
both individual and organisational score card.
The best practice to performance management model should
exhibit the following result from a 360⁰ view.
 E-powered self-managed assessment during different
time span & a snap view
 Minimum two stage growth based talent classification
 Maturity profiling
 Calculated risk profiling
 Sharing mind – assessment
 Achievement score of 95% plus
 Composite absorption of cross delivery layers
 Key controls – decision making stages
 Developmental scale
 Pre-nurtured Deployment cycle

4. A LearntheCorp initiative 3
Redefining Compensation & benefits model – Enriching
value for being a “value based” model
Methodology: Using progressive & Delphi technique aligned
with people profiling
 The best practice to C&B model should ensure the
following parameters.
 Balancing long term and short term outlay
 Parity controlled analytics integrated to payroll
 C&B strategy for lateral talent hiring
 Periodic custom designing of non-financial benefit
 Evolve best ROI through resource costing
 Ongoing benefit enhancement & plan
 Make employees think or worry less on C&B
Redefining Employee –payroll service lines - Proactive
and progressive actions result in high performing
delivery engagement.
Methodology: 360⁰ assessment of the current payroll
delivery model, throughput forward and retro scenario
streams analysis and bringing in integrated service
delivery analytics.
The payroll best practice should result in;
 Achieving minimum 98.7% accuracy to all types
of employees & scenarios
 Maximised scenario cover to payroll throughput
 Provide scope to Trend analytics and
assessment
 Proactive reduction to L1 & L2 query scenarios
 Real-time simulation and activation for change
management
 Secured and assured output delivery
 Pre-payroll, mid-payroll and post payroll
preparatory and analytics

5. A LearntheCorp initiative 4
Redefining Employee connect – Proactive
communication result in highly engaged
employees.
Methodology: Using social sensing methods and
“tendency review assessments”
The best practice to employee communication
should result in;
 Best of “Employee – Employer branding”
within
 Employee – Employer criticality view
 “Free Employee” perspective
 Integrated communication – policies,
procedures and systems
 Employee empowered to “partner the
problem resolution”
 Pre-seeding technique for new hires
 “Be fair” approach reinforcement
 Review of employee “peaks n trough”
moments
 Employee feedback analytics
Redefining Employee development - Personal
value and aspiration aligned to business
engagement.
Methodology: Traditional competency
profiling with customised assessment of value
and aspiration using future search technique.
The best practice to Employee development
should result in;
 Competitive analysis and personal
profiling made available
 Insta-“Smart move” tools for self-
assessment and early recuperation
 Collaborative development design and
planning using Delphi approach
 Cross delivery assessment of such
design
 Maximising fun through the learning

6. A LearntheCorp initiative 5
With eventful changes within delivery structure, resources and supervision becoming inevitable, the
sustenance and continued success models would need to perform an ongoing assessment and certification
practice well built within the workflow.
Redefining Employee Services – Pre-emptive
execution with embedded key controls would
optimise Employee services.
Methodology: creating “one stop shop &
ATHR” (AnytimeHR) models using both manual
and digital platforms.
The best practice to Employee Services should
cover:
 based on employee type, segregation
of catalogue of service lines
 periodic Trend check & seasonality
calendar
 Elimination of non- value adding steps
 Clarity to classifications
 Optimising employee help lines and
reduction to L1 & L2 query desk
Redefining assessment practices:
Every resource deployed in Service delivery should be
reflective to delivery structures, process maps, operating
procedures and systematically capture their smart
checkboxes specific to their core processee and minimum
one level to up- down streams.
Methodology: Technology and Tutor enabled model.
A} Multiple Scenario built in active steps and process view
based dynamic questionnaire bank covering basic,
advanced and expert stages to get assessed.
B} Multiple Scenario built in workflow driven platform
with barriers enabled.
A robust assessment model would carry the following
facets.
 Insightful walkthrough & navigator through the
questions
 Integrated process check assessment
 Key control checks assessment
 Embedded view to both real-time and simulated
assessment scores

7. A LearntheCorp initiative 6
Personal Profile
Summary:
20 years post qualification experience and have gained functional and subject expertise covering complete
gamut of HR.
Qualified in Bachelor degree in Labour Management in 1991 and Masters in Social work with HR specialisation in
1993 - both passed from University of Madras.
Contributed to the HR functional growth for larger industry leader’s viz., SANMAR, Murugappa Group, Oracle,
Standard Chartered -Scope International and Cognizant.
Last 9 years, have been complete focus to deliver programmes for HR Transformation, HR Shared Services
covering end to end service lifecycle delivery.
Constructed and valued added to “process steps and pillar streams” for
 Talent - Acquisition,
 Assimilation & deployment,
 Learning & Development,
 Total rewards & benefits,
 Communication & Engagement ,
 Base Operations
 Payroll delivery,
 Vendor delivery management
 MIS & HR Intelligence
Established HR SS transition from 28 large geos processes into the Central shared services and have further
managed SS layering for large M&A’s.
Managed 183 large work streams processes with 430+ team size delivering 1.2+Mn Transactions YOY during
2010-2013.
Created competency mapping and assessment models for Shared service resources which paved into structured
level mapping and scale people performance and growth cross my SS role.
The solutioning to “one stop shop” – resume validation, selection and offer generation by Manager Self-Service,
<4 hours clearance and settlement for exit employees were some of my right practice initiatives.
The payroll optimisation and accuracy modelling through predictive analytics was recognized and awarded the
“optimised payroll delivery” by Webster Buchannan payroll institute.
Branding Shared Services construct with Business Intelligence analytics in maximising yield ratio in Talent
acquisition, driving early warning programmes, Employee navigation tools, One stop shop delivery through Cloud
based platform in addition to standard scale delivery model.
Name: Rajesh Subramaniam,
Principal Consultant
LearntheCorp
Mobile: +91 9551091919,
Email: rajesh@learnthecorp.com

8. A LearntheCorp initiative 7
Enhancing business leads in HRO and BPO space, maximising customer advantage in MSA’s specific to People
practices and contractual arrangement reviews were recognized by the business leadership.
The “Shared Services design thinking” was seeded with HR leaders globally to maximise transition and delivery
engagement leveraging the SS infrastructure and resource competencies.
The creative solutioning to candidate support and background verification process, “on spot data creation” of
new hire, “best of policies” under employee benefits administration, Deployment pool optimisation was well
received as business enablers by Cognizant business and HR Leadership.
Competencies
Certified ISO and Lean Auditor cum Trainer specialised in HR Systems & Audit.
Certified “Managerial Grid” Consultant & trainer
Certified “Future Search” Consultant & trainer
Certified BPR consultant and trainer
SME to HR life cycle, driving best performance, garnered and specialised in drafting and implementing
SOP's/Checklists/SS Employee orientation programme, Data analytics, HR Due diligence and Transition
management.
Drive experiential assessments for maximising SS resource engagement, quality & seamless delivery,
comprehensive technology engagement covering end to end lifecycle.
One of my key passion is to constantly engage the millennial students and budding HR in their career design
and counselling in areas of HR operations and delivery management and to build & bridge the functional and
delivery gap that is expected by corporates.
Have delivered 230 development programmes for students and corporates (In-house faculty) in India.
Additionally, have driven strategic HR practices & Shared Services set up modelling for HR leaders in India and
APAC.
To maximise coverage and best practice sharing, have ventured into consulting and training space through
LearntheCorp, exclusively catering to process design and delivery for corporates and aspiring Institutions.
Look forward for a mutual association and best practice sharing in HR Service Delivery from a 2020 perspective.
Thanking you
Rajesh Subramaniam
rajesh@learnthecorp.com
+919551091919