Managing HR to Leading HR

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Presented By: Mr. V J Rao, Retainer Global Head for L&D and Talent Management with Suzlon Energy Ltd

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Managing HR to Leading HR

  1. 1. Suzlon Energy Ltd. V J Rao0
  2. 2. What does any Business expect from its Leaders Suzlon Energy Ltd. •Address current challenges •Add Value •Create an impact •Drive Change •Build for the future1
  3. 3. So what would any business expect from its HR leader ? Suzlon Energy Ltd. •Address current challenges •Add Value •Create an impact •Drive Change 500 km •Build for the future 400 km 300 km 200 km 100 km2
  4. 4. Therefore, what does it take for an HR leader tomeet business requirements Suzlon Energy Ltd.
  5. 5. Let us take them one by one and see how wecan do that Suzlon Energy Ltd.Address current Add Value Create an impact Drive Change Build for the challenges future
  6. 6. Address current challenges Suzlon Energy Ltd. Address current challenges•Understand the businessand it drivers •Products and Services •Customers •Technology •Commercials•Understand operationalchallenges •Constraints and resources •Competition •Capability requirements•Offer fit for purposesolutions that impactbusiness results not fancyideas of criticism•Be flexible to placebusiness interest beforethat of function or team
  7. 7. Add Value Suzlon Energy Ltd. Address current Add Value challenges•Understand the business •Convert your understandingand it drivers of business into effective •Products and solutions Services •Customers •Have an opinion. Take a •Technology stand •Commercials•Understand operational •Know your sciencechallenges •Constraints and •Develop your ability to resources connect concept with •Competition application •Capability requirements •Be networked to get early•Offer fit for purpose signals and messagessolutions that impactbusiness results •Take accountability. Be prepared to “do and show•Be flexible to businessinterest before that ofself, function or team•Offer solutions for criticism
  8. 8. Create an impact Suzlon Energy Ltd. Address current Add Value Create an impact challenges•Understand the business •Convert your understanding •Do your homework and beand it drivers of business into solutions prepared •Products and Services •Have an opinion, take a •Focus on outcomes – not •Customers stand always the process •Technology •Commercials •Know your science •Take up unpleasant jobs.•Understand operational We need to create anchallenges •Develop your ability to effective workforce and not •Constraints and connect concept with necessarily a “Happy resources application Workforce” •Competition •Capability •Be networked to get early •Be an initiator and requirements signal messages completer•Offer fit for purposesolutions that impact •Take accountability to “do •Build credibilitybusiness results and show • Evangelize your passion. Be•Be flexible to business the best in something.interest before that ofself, function or team•Offer solutions for criticism
  9. 9. Drive Change Suzlon Energy Ltd. Address current Add Value Create an impact Drive Change challenges•Understand the business •Convert your understanding •Do your homework and be •Understand external driversand it drivers of business into solutions prepared impacting business •Products and Services •Have an opinion, take a •Focus on outcomes – not •Assess internal gaps to •Customers stand always the process effective business •Technology performance •Commercials •Know your science •Take up unpleasant jobs.•Understand operational We need to create an •Develop a change agendachallenges •Develop your ability to effective workforce and not linking business and your •Constraints and connect concept with necessarily a “Happy function resources application Workforce” •Competition •Let your function be the •Capability •Be networked to get early •Be an initiator and first to implement the requirements signal messages completer change•Offer fit for purposesolutions that impact •Take accountability to “do •Build credibilitybusiness results and show • Evangelize your passion•Be flexible to businessinterest before that ofself, function or team•Offer solutions for criticism
  10. 10. Build for the future Suzlon Energy Ltd. Address current Add Value Create an impact Drive Change Build for the challenges future•Understand the business •Convert your understanding •Do your homework and be •Understand external drivers •Anticipateand it drivers of business into solutions prepared impacting business •Business Changes •Products and •Capability Services •Have an opinion, take a •Focus on outcomes – not •Assess internal gaps to Requirement •Customers stand always the process effective business •Technology performance •Build a picture of the future •Commercials •Know your science •Take up unpleasant jobs. state•Understand operational We need to create an •Develop a change agendachallenges •Develop your ability to effective workforce and not linking business and your •Show a milestone based •Constraints and connect concept with necessarily a “Happy function clear plans for resources application Workforce” implementation •Competition •Let your function be the •Capability •Be networked to get early •Be an initiator and first to implement the requirements signal messages completer change•Offer fit for purposesolutions that impact •Take accountability to “do •Build credibilitybusiness results and show • Evangelize your passion•Be flexible to businessinterest before that ofself, function or team•Offer solutions for criticism
  11. 11. Suzlon Energy Ltd. Address current Add Value Create an impact Drive Change Build for the challenges future•Understand the business •Convert your understanding •Do your homework and be •Understand external drivers •Anticipateand it drivers of business into solutions prepared impacting business •Business Changes •Products and •Capability Services •Have an opinion, take a •Focus on outcomes – not •Assess internal gaps to Requirement •Customers stand always the process effective business •Technology performance •Build a picture of the future •Commercials •Know your science •Take up unpleasant jobs. state•Understand operational We need to create an •Develop a change agendachallenges •Develop your ability to effective workforce and not linking business and your •Show a milestone based •Constraints and connect concept with necessarily a “Happy function clear plans for resources application Workforce” implementation •Competition •Let your function be the •Capability •Be networked to get early •Be an initiator and first to implement the requirements signal messages completer change•Offer fit for purposesolutions that impact •Take accountability to “do •Build credibilitybusiness results and show • Evangelize your passion•Be flexible to businessinterest before that ofself, function or team•Offer solutions for criticism
  12. 12. Building Personal Credibility Suzlon Energy Ltd. •Know your Business and the Science of your function •Focus on outcomes and Impact •Have a definite view on all relevant issues •Be Consistent •Make your personal values clear •Stand up for what you believe in . Be the role model.
  13. 13. How do we align Business and HR strategies ? Suzlon Energy Ltd. • My belief is that we have always been doing that – though not necessarily based on researched frameworks • The model developed by Wayne Brockbank is the most commonly used • This has some clear steps linking Business, Organization and HR12
  14. 14. Business Strategy Suzlon Energy Ltd. Environment Trends, Market Place, Customer, defines Ways of competingdelivers Human Organisation What the Team Needs to be Capabilities Mindset & Behaviours prioritises shapes HR Practices & HR Initiatives
  15. 15. Identify Environmental Trends Suzlon Energy Ltd. Identify Major Sources of Competitive Advantage Identify the mindset and behaviours required Identify those HR practices that can develop &strengthen the required mindset, behaviours and capabilities Develop action plans to modify the identified HR practices Measure Effectiveness
  16. 16. Suzlon Energy Ltd.Linkages between Strategy & HR Management Step 1 Define Organizational Unit Strategic Context Market Place Sources of Competitive Advantage Step 2 -Product / Services Step 3 - Revenues / Profits from these sources -- Capital Organizational Capabilities Step 4 -Cultural Capabilities 70% -Functional Capabilities 30% Organizational Context Noise (Individual preferences, management, Step 5 resistance to change, Traditions, consultants, regulations, success, mission statements ) Step 6 hr practices HR Step 7 Action Plan for hr practices Context Step 8 Measurements of Performance
  17. 17. Suzlon Energy Ltd.Thank You
  18. 18. Suzlon Energy Ltd.Questions ?

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