HR Development Dimensions
HR Development Dimensions
HR Development Dimensions
Building ‘Execution’ Competence
     The Leader’s Seven Essential Behaviours
Know your                Set Clear       Foll...
Leader ensures to recruit right
people

• Organisation Success and People
  Selection
• How much time leaders spend to bui...
Psychological comfort factor
• Who put the round ones in squares?
• Loyalty issues
• Ex: Building a Finance Team in an MNC...
Psychological comfort factor
• Jobs are filled by wrong people because
  leaders are comfortable with them.
• There is a s...
Leaders are Decisive on
Tough Issues

• The Dancing of Decisions
• Emotional Fortitude and unwavering
• Make it swift, wel...
Leaders get things done
through others
• Not spending time on
  Micromanaging
• Relation of Insecurity to Trust
• Other st...
Evaluation – the unvarnished
            truth
• Rewarding wrong people – The
  Consequences


• Leader closely reviews on...
THE THREE CORE
 PROCESSES OF
   EXECUTION




    HR Development Dimensions
Execution

Strategy Process


  HR Development Dimensions
THREE CORE PROCESSES
     OF EXECUTION
The People Process

   Making the Link with Strategy and
   and Operations
The Stra...
People Process



     HR Development Dimensions
THREE CORE PROCESSES
     OF EXECUTION
• Importance of People process
• Who can make judgments and create
  strategies and...
BUILDING BLOCKS OF
ROBOST PEOPLE PROCESS

• Linkage – Plan and Targets
• Succession Planning.
• Deciding what to do about ...
Four Tools To Develop The
    Leadership Pipeline

The Leadership Assessment Summary

The Continuous Improvement Summary

...
Leadership Assessment Summary

                                                                         High Potential
   ...
Continuous Improvement Summary
Employee Name: Suhas, VP Marketing             Success, Attributes and Behaviours


Compete...
Continuous improvement Summary
          Employee Name: Suhas, VP Marketing

 Performance Highlights                      ...
Retention Risk Analysis
• Person’s marketability
• Risk business faces if one leaves
• Too long in existing job – suscepti...
What The Recipient May
                Experience
              Others see                                 Others don’t se...
Dealing with Non-performers

• No best process can make everyone a good
  performer
• Some mangers promoted beyond their
 ...
Linking HR to Business Results
• HR is becoming more important in its changed role.
• It must be linked to strategy and op...
Operation Process
  Operating and executing Short
   term scale of 4 quarters
  Process of alignment
  Encompasses program...
Execution – The Blockage Survey




         HR Development Dimensions
Building ‘Execution’ Competence
     The Leader’s Seven Essential Behaviours
Know your                Set Clear       Foll...
Upcoming SlideShare
Loading in …5
×

Execution Workshop Gsk Colombo Chandramowly

942
-1

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
942
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Execution Workshop Gsk Colombo Chandramowly

  1. 1. HR Development Dimensions
  2. 2. HR Development Dimensions
  3. 3. HR Development Dimensions
  4. 4. Building ‘Execution’ Competence The Leader’s Seven Essential Behaviours Know your Set Clear Follow Expand Insist on Goals and Reward People’s Know your People & Realism Through Doers Priorities capabilities self Business Creating the framework for cultural change Link Guide- Belief – Cultural Setup Tell people coach, set Demonstr Inculcate Behaviour- Change to mechanism what you principle based ate Organisati Action- Business to change are looking consequen Accounta onal Culture Outcomes beliefs for ces bility Beliefs Having the right people in the right place Great guy Overcome commit Be in ‘A’ area psycholo for right Energise. decisive Courage Select a need not gical hire & Don’t drain on tough for Doer than be Great in comfort people People issues unvarnish Talker B factor dev. Energy ed Truth HR Development Dimensions
  5. 5. Leader ensures to recruit right people • Organisation Success and People Selection • How much time leaders spend to build? • In a successful company 85% of executives are promoted from within HR Development Dimensions
  6. 6. Psychological comfort factor • Who put the round ones in squares? • Loyalty issues • Ex: Building a Finance Team in an MNC • What normally Leaders do when they recognise the problem of wrong fit? HR Development Dimensions
  7. 7. Psychological comfort factor • Jobs are filled by wrong people because leaders are comfortable with them. • There is a serous problem if the loyalty is based on wrong factor • VP-Finance 1. hiring his team from earlier company. VP-Fin 2 also did the same..The group became too many soldiers with no pool of leaders • When leaders recognise the problem of wrong fit, the just watch it with out taking any actions HR Development Dimensions
  8. 8. Leaders are Decisive on Tough Issues • The Dancing of Decisions • Emotional Fortitude and unwavering • Make it swift, well and act Ex: Case of a Safety Manager HR Development Dimensions
  9. 9. Leaders get things done through others • Not spending time on Micromanaging • Relation of Insecurity to Trust • Other style: – let people grow – sink or swim. Drill sergeant – Ex: Procurement Manger Som 80 hour week and plant people on Saturday’s and Sundays HR Development Dimensions
  10. 10. Evaluation – the unvarnished truth • Rewarding wrong people – The Consequences • Leader closely reviews on Delivery, Consistency and creativity in adversity. The easy wins and meeting commitments in a –ve and +ve ways HR Development Dimensions
  11. 11. THE THREE CORE PROCESSES OF EXECUTION HR Development Dimensions
  12. 12. Execution Strategy Process HR Development Dimensions
  13. 13. THREE CORE PROCESSES OF EXECUTION The People Process Making the Link with Strategy and and Operations The Strategy Process Making the Link with People and Operations The Operation Process Making the Link with Strategy and People HR Development Dimensions
  14. 14. People Process HR Development Dimensions
  15. 15. THREE CORE PROCESSES OF EXECUTION • Importance of People process • Who can make judgments and create strategies and translate them into operational realities? • A robust people process does 3 things. 1. Evaluation 2. Framework. 3. Pipeline HR Development Dimensions
  16. 16. BUILDING BLOCKS OF ROBOST PEOPLE PROCESS • Linkage – Plan and Targets • Succession Planning. • Deciding what to do about non- performers • Transforming HR HR Development Dimensions
  17. 17. Four Tools To Develop The Leadership Pipeline The Leadership Assessment Summary The Continuous Improvement Summary The Succession Depth Analysis The Retention Analysis HR Development Dimensions
  18. 18. Leadership Assessment Summary High Potential Exceeds Standard Promotable PERFORMANCE Experienced At Professional Standard Too New Needs heavy Below Standard X coaching for Exceeds new job Below At Standard Standard Standard X Needs job change BEHAVIOUR HR Development Dimensions
  19. 19. Continuous Improvement Summary Employee Name: Suhas, VP Marketing Success, Attributes and Behaviours Competencies Excellent At Standard Below Standard Business Acumen Customer Focus Strategic Insight Vision and Purpose Values and Ethics Action orientation Commitment Team work Innovation Developing people Staffing Performance HR Development Dimensions
  20. 20. Continuous improvement Summary Employee Name: Suhas, VP Marketing Performance Highlights Targets Missed Developed after market strategy for Missed 2 major global accounts solution selling environment coverage in Honkong and China Developed marketing and profit Did not recruit a chinese marketing improvement for Asia market executive for greater china market Summary strengths Developmental Needs Extraordinary business insights Needs to excel in recruiting staff Upholds highest standards and Must develop energy to develop his sets right example staff Move faster to upscale weak people Development Plan Potential Next Moves Must work with a coach or With significant improvement, he mentor in the area of people will be able to run a business skills unit HR Development Dimensions
  21. 21. Retention Risk Analysis • Person’s marketability • Risk business faces if one leaves • Too long in existing job – susceptible to head hunter’s call • Whether the company has enough HPs to fill key posions • Any HPs in wrong job slots • People process at GE, Colgate and Honeywell provide their bench strenth HR Development Dimensions
  22. 22. What The Recipient May Experience Others see Others don’t see what I see what I see CONFIRMATION SURPRISE I see I see I see I see me low, me high, me low, me high, others see others see others see others see me low me high me high me low DISAPPOINTMENT VALIDATION ENCOURAGEMENT DENIAL ACCEPTANCE ACCEPTANCE IMPROVEMENT GREATER GREATER IMPROVEMENT UTILIZATION UTILIZATION HR Development Dimensions
  23. 23. Dealing with Non-performers • No best process can make everyone a good performer • Some mangers promoted beyond their capabilities need to be put in lesser jobs • Others just have to be move out. • Failures don’t mean people are bad. Job fitness, performance issue..Being fair and preserving the dignity of the people is essential • HR Development Dimensions
  24. 24. Linking HR to Business Results • HR is becoming more important in its changed role. • It must be linked to strategy and operations and to the line people’s people assessment • Identifying and filling critical jobs • Developing Pipeline for succession • Ensuring objective appraisal and reward system • Building and Upholding HR systems, Business Ethics and legal compliance • Building a culture of accountability for high performance to demand the best associates • Ensure top executives hold each others mutually accountable to be reasonable and fair to push back one another. • If Information about employees are constantly collected right people will be in right jobs. • The one-on-one assessments practiced as a total process it becomes an incredibleDevelopment Dimensions HR execution tool.
  25. 25. Operation Process Operating and executing Short term scale of 4 quarters Process of alignment Encompasses programs of the year OP specifies synchorisation OP responsibility of a Leader HR Development Dimensions
  26. 26. Execution – The Blockage Survey HR Development Dimensions
  27. 27. Building ‘Execution’ Competence The Leader’s Seven Essential Behaviours Know your Set Clear Follow Expand Insist on Goals and Reward People’s Know your People & Realism Through Doers Priorities capabilities self Business Creating the framework for cultural change Link Guide- Belief – Cultural Setup Tell people coach, set Demonstr Inculcate Behaviour- Change to mechanism what you principle based ate Organisati Action- Business to change are looking consequen Accounta onal Culture Outcomes beliefs for ces bility Beliefs Having the right people in the right place Great guy Overcome commit Be in ‘A’ area psycholo for right Energise. decisive Courage Select a need not gical hire & Don’t drain on tough for Doer than be Great in comfort people People issues unvarnish Talker B factor dev. Energy ed Truth HR Development Dimensions

×