Session on HR Delivery By Dr. Sraban Mukherjee

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Session on HR Delivery By Dr. Sraban Mukherjee

  1. 1. HR DELIVERY National HRD Network 29 May 2009 y Dr. Sraban Mukherjee Hero Mindmine Institute Limited
  2. 2. Organizations often claim that “People are our most “P l t “ HR as a source of f important asset” competitive advantage” Do we really mean it or it is a slogan? Is it HR or People is a source of competitive advantage ? 6/10/2009 2
  3. 3. Does HR really matter? 6/10/2009 3
  4. 4. What is the image of HR in the eyes of g y employees? Recruiting Interviews Hire Hi and Fi d Fire Org Announcements O A t Appraisals Rules and regulations Do what management says Too slow and bureaucratic Policies & Procedures Policemen on co policies Payroll Industrial Relations 6/10/2009 4
  5. 5. To either evolve and achieve our unique competitive advantage HR COMMUNITY Or end up getting eliminated from the race 6/10/2009 5
  6. 6. “Satyam Co pu e s is likely to sac most o Sa ya Computers s e y o sack os of its non-billable staff of up to 8,000…” - Economic Times , 24 May 2009 Who is the Victim? HR 6/10/2009 6
  7. 7. What HR can deliver is more important than what it does… the deliverables are capabilities the organization needs to accomplish its business goals such as commitment from employees, more efficient systems, loyalty and the ability to create and implement strategy” - David Ulrich – Human Resource Champions: The Next Agenda for Adding Value and Delivering Results , Harvard Business School Press 1997 Let us honestly assess, how much % of the time we all in HR, spent on these strategic areas ? 6/10/2009 7
  8. 8. How Can HR Survive And Prosper ? p Move from Success to Relevance From Success doing things right g g g To Relevance doing right things 1. HR as a Customer(manager) and Consumer(employee) driven function 2. HR as a Master Integrator of business and people g p p 3. HR moving up the value chain in the eyes of its Customer 6/10/2009 8
  9. 9. What are the Roles of HR? INTEGRATION Strategic Partner g Change Agent g g Active Role in setting strategic direction Effecting Transformation & Change Design and implement HR programs that Create cross-functional collaboration & P align / fit with the business vision organization readiness to accomplish R change initiatives & performance results h i iti ti f lt P O E C O E HR P S Administrative Expert Employee Champion L S E E S Process Optimization & Efficiency Motivated & Competent Personnel Develop employee competences with Continue improvement of the HR continuous skills & knowledge processes to optimize operational management; foster achievement / efficiencies performance recognition programs TECHNOLOGY Developing a System-Driven HR Delivery Model with Critical P f D l i S t Di D li M d l ith C iti l Performance F t Factors 6/10/2009 9 Source:Capgemini
  10. 10. Why Develop a System-Driven HR? System Driven • Create a more strategic role for HR within the enterprise • Achieve flawless administration of HR services thru continuous fine tuning systems and processes, eliminating non-value adding f d l l dd processes • Connect with the organizational strategies • Measure HR performance Business Strategy (5%) Business Strategy (20%) Organization Effectiveness (20%) HR Transformation Organization Effectiveness ( (40%) HR Operations (75%) HR Operations (40%) Current HR Service Profile Targeted Future HR Service Profile The h ll Th challenge is to maximize the value HR provides to the business, i t i i th l id t th b i without losing credibility or performance in the administration tasks 6/10/2009 10 Source:Capgemini
  11. 11. Organizations today are moving towards Outsourcing to reduce cost Too much dependent on consultants HR is individual driven Where Lies Too much focus on top The Problem? Lack of measurement indices on contribution of HR in business delivery 6/10/2009 11
  12. 12. Build Organizational Sustainable Capability u d O ga at o a Susta ab e Capab ty through an effective Employee Engagement Platform to unleash and inspire employees to usiness Plans perform at their peak P A continuous simplification in our work – relevance and simplicity. p y Aligning HR Pla to Bu HR F Focus Focus on Structure, Systems and Processes ans Continuously assess the HR deliverables on its effectiveness g Identify tools and metrics to track progress and measure performance of HR operations in terms of overall business performance. 6/10/2009 12
  13. 13. “The ability to maximize the performance of your human assets relies on the abilities to measure their attributes, , exploit the strengths and examine the weaknesses” Thank You 6/10/2009 13

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