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Transforming HR Through Technology



HR Leadership now requires an astute understanding of three spheres: ...

HR Leadership now requires an astute understanding of three spheres:
organization's core business drivers, the leadership talent needed to
deliver business results, and the technology platforms that empower your

Technology platforms of tomorrow will look vastly different than the
administrative systems that HR is familiar with today at all levels: from
the employee or personal level, to the systems level and at the executive
analytics level.

Tomorrow's HR leaders must prepare themselves in unprecedented ways.

In this webinar the Lead speaker Mr. Aadesh Goyal, Chairman & CEO at
PeopleStrong HR Services and Mr. Krish Shankar, Director HR at Bharti Airtel
Ltd. shared the latest insights on Transforming HR Through Technology.
Participants learnt actionable insights into how you can leverage next
generation technologies, from social networking to information systems to
employee engagement tools, and achieve a new level of HR impact and



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Transforming HR Through Technology Transforming HR Through Technology Presentation Transcript

  • National HRD Network Transforming HR Through Technology Aug 13, 2009 3:00‐4:00 PM IST
  • Meet the Speaker A renowned thought leader in HR, Aadesh is responsible for guiding and steering PeopleStrong’s vision and mission of growing into an Alma Mater institution in HRO and an organization known for its meticulous business ethics. Previously, Aadesh was the Centre Head, Gurgaon and Vice President ‐ Human Resources with Aricent. He is a member of the Board of Directors of the company as a part of the start‐up team. He has been instrumental in establishing Aricent's BPO business and served as its head. Earlier, Aadesh has worked with Centre for Development of Telematics (C‐DOT) in various roles in Project Management, Human Resource Development and Corporate Communications and has been recognized by the industry through several awards. Also, Aadesh is Al A d h i an active i d t veteran serving on th B d of G ti industry t i the Board f Governors of N t ji S bh h Ch d f Netaji Subhash Chandra Bose Institute of Technology, New Delhi, Delhi School of Economics (MHROD) and Lal Bahadur Shastri Institute of Management. He has also served on the Advisory Board of JobsAhead.Com in the past. He is also deeply involved in social development and is an active volunteer and organizer with The Art of Living Foundation. He is an alumnus of BITS Pilani where he did his Masters in Management Studies.
  • Transforming HR Through Technology August 13, 2009 Aadesh Goyal © PeopleStrong HR Services. Disclosure not permitted View slide
  • Leveraging Technology e NABLING e‐NABLING e‐NGAGING Technology gy e‐NERGIZING e‐POWERING © PeopleStrong HR Services. Disclosure not permitted 4 View slide
  • e‐POWERING:  Building Culture Through Technology g g gy • With 20‐40% annual growth and 15‐25%  attrition, how does one build culture? 40%‐50% employees are always new • Use Technology – here is a real example • Launch ‘Leadership’ or ‘Culture’ Awards Launch  Leadership or Culture Awards Identify a dozen behaviors that you would  like everyone to have (e.g., Good  Communicator, Great Problem Solver, etc.) Take one behavior per month, and ask  every employee to select any one  colleague who displays this behavior the  best. Ask them to say in few words why  best Ask them to say in few words why they have selected this person. © PeopleStrong HR Services. Disclosure not permitted 5
  • e‐POWERING :  …Building Culture Through Technology g g gy • Select top 20 based on number of votes • Declare winner, 1st and 2nd runner up Can also declare winners region‐ and vertical‐wise l d l d l • Give specially designed trophies to the winners Send special ‘pin‐up’ cards for the top 20 • Building Culture Building Culture The process of asking the whole company to appreciate a particular  behavior automatically gives the right positioning for behavior Catch people doing something right! Appreciate winners as well as  each person who gets a vote  they get the comments of the people  each person who gets a vote – they get the comments of the people who voted for them. Role Play – let the winners play the role and set an example for  others – e.g., let the top 20 ‘mentors’ be the actual mentors of the  new hires! Build a positive spiral ☺ • More ePOWERING: regular ‘pulse’ through rapid surveys  on the intranet, doing on‐line debates on various topics,  etc. etc © PeopleStrong HR Services. Disclosure not permitted 6
  • e‐NABLING: Knowledge Management g g • The ‘Lonely Planet Guides’ for  Travelling are the most widely used  g y reference material globally. Why?  Because it has detailed information which is infinitely useful  for a ‘first timer’ • Open up discussion groups and blogs  for various topics, and let everyone  participate.  • Example‐1 – First Time On‐site Travel  to US – let people share what to  t US l t l h h tt pack, plan for the first 2 weeks  (which is the most crucial), tips on  managing expenses, Cultural  • Actual ‘Practitioners ‘have more  Nuances, The Top 10 Pit falls, What  Nuances, The Top 10 Pit‐falls, What detailed , updated and accurate  detailed updated and accurate to Wear, Weather, Driving, Housing,  information – and contributions  and more. coming from large number of people  • Example‐2 – New Hire – The Survival  will always be better than two SPOCs  , y, , Kit, first 7 days, where to live, how to  who own the policy! commute, work related settling  • Use Technology – Develop your own  down, the DO’s and DONT’s, etc. Wikipedia! © PeopleStrong HR Services. Disclosure not permitted 7
  • e‐NGAGING:  Outsource the Shared HR Services • All of us in the HR world know that only if the basics  are working well – The interventions for  The interventions for employee engagement are  going to be effective – HYGIENE always takes precedence always takes precedence • The whole world is asking  India to do their customer  service Why can’t HR Heads in India  provide good quality experience  and service to the employees? and service to the employees? • The solution – use Technology to create a HR Shared  Services center, and outsource it! © PeopleStrong HR Services. Disclosure not permitted 8
  • e‐NGAGING:  …Outsource the Shared HR Services • HR Strategy: Focus on Strategy and  Program Management – Outsource the  Transactions • Benefits Creates time and space to ‘think’ Better employee experience – use the BPO  best practices to deliver the best – not afraid  to have SLAs, your partner will deliver it, not  ☺ you ☺ Reduces cost Much sharper and advanced analytics will  p y help you to drive improvements much faster You will no longer be on back‐foot when  dealing with line managers and employees © PeopleStrong HR Services. Disclosure not permitted 9
  • e‐NERGIZING • Your company: 10,000 employees in 465 cities across India, or 15,000 employees in 15 countries and 8 time zones , p y • When was the last time you had a  webinar where all employees could  participate and the CEO gave a pitch,  followed by Q&A session, all in real  followed by Q&A session all in real time, available to all employees? • How would you do a town‐hall meeting? • Use Technology! Use Technology! • Are each of the 20 members of your  Leadership Team having live ‘chats’ with employees 6  to 8 times a year! y • Do all major functions in the company have active  blogs? © PeopleStrong HR Services. Disclosure not permitted 10
  • Technology–There are Immense Possibilities e NABLING e‐NABLING Let us keep  Let us keep Imagining! e‐NGAGING Technology gy e‐NERGIZING Don t go for  Don’t go for fads…keep it  simple ☺ e‐POWERING © PeopleStrong HR Services. Disclosure not permitted 11
  • Discussion © PeopleStrong HR Services. Disclosure not permitted 12
  • Meet the Speaker Prior to joining Bharti, I have worked with Unilever Asia‐Africa as Vice President, Human Resources. I started my career with Ei h T t R t t d ith Eicher Tractors i 1984 as U it P in Unit Personnel Offi l Officer andd thereafter have held various roles in Hindustan Lever Ltd and Unilever, spanning the diverse areas of HR and Organization development. I have over 22 years of professional experience in enterprise level roles, change management, performance management, people alignment and d i i the HR transformation agenda to d li f l li d driving h f i d deliver strategic value for the business. Academic Qualification: Post Graduate Diploma in Personnel Management and Industrial Relations from XLRI Jamshedpur. Areas of interest: Reading, trekking and outdoor sports. Family: Wife Kalpana and son Neerav
  • Transforming HR Airtel Confidential – – Not for Distribution Airtel Confidential Not for Distribution
  • e-tize Mission and Teams Inject “e” into the organization culture in order to drive technology benefits to the employee leading to sustained organizational productivity gains employee, gains. Team e-tize Council e-tize Focus Group e-tize Advisory Board Nature Cross functional leadership Cross functional team Sr. Technology Managers from team External Organizations Objective Organizational and process Capture voice of Airtel Best practices and “reality” check related leadership Airtel Confidential – Not for Distribution
  • The e-tize Construct Productivity Convenience Automation to facilitate functional productivity Use of technology to impact day-to-day ease of use Executive SCM Automation iExpenses – for VPN – Work Information System Reimbursements from Home Employee Portal Wirefree Access HRMS me-tize Partner C ll b ti P t Collaboration Personal Security Reducing use of paper in HR related Secure, Controlled environment for carrying processes through technology out integrated business processes Development Employee Employee Self Compensation Gu ded On Guided O Development tools S g e sign-on Single s g o Management Boarding framework Teamrooms – Learning Common iRecruitment Faster information Management Access exchange System Employee Collaboration Airtel Confidential – Not for Distribution
  • Making the Strategic Choice about how HR will evolve HR Transformation Strategy Capturing economies Process of scale through Standardization shared services What are the outsourcing Achieving benefits of opportunities, feasibility ential Benefit in $$ savings and potential benefits? standardisation across the business units with enabling technology Self Service (self service) (self-service) Improvement by implementing best practice and policy Shared simplification Pote Services Internal initiatives Outsourcing partnership with consulting with shared risks and support? rewards? Service Delivery Simplification Standardisation Scaling Sourcing Model Degree of Change (Business Process, Technology, and People) Airtel Confidential – Not for Distribution
  • e-HR Roadmap ‘e-HR Roadmap’ was prepared in consultation with business to automate all the HR processes covering the “Employee Life Cycle” in the organization at any point of time. Employee Life Cycle DNA Manpower Employee Learning Comp & On-Boarding Comm. Planning Movement Mgmnt. Benefits Information Talent Time & Recruitment Bookings Mgmnt. Mgmnt. Labor Transformation Medium • Channel chosen was self-service because - Process and service efficiency peaks when it is delivered simply and with minimal overheads. - Provides employees and managers with easy and direct access to their organization’s HR policies, their own records and answers to frequently asked questions. questions Airtel Confidential – Not for Distribution
  • Self Service: Employee Management • Information Management • Learning Management - Joining Formalities - One point Learning - Manage Personal g Management solution for Information complete organization including - Maintain Competence Profile associates and partners - Awards & Recognitions - Reach out to 52,000 learners, taking learning & certification to - e-Forms the breadth & width of the organization • Performance Management • Workflow Enabled - KRA & CCompetency t - Online Approvals Assessment - Notifications & Alerts - Automatic Allocation of KRAs - Escalations & Time-outs - Appraisal - Training Recommendations T i i R d ti Airtel Confidential – Not for Distribution
  • Employee Helpdesk : HR Activ Connect Multi Mode Integrated Helpdesk - Portal - Email - Voice Toll free No. Case Management Tool - Intelligent Classification - Interactive FAQ More th 4000 queries resolved by the Central Helpdesk every month M than i l d b th C t l H l d k th Airtel Confidential – Not for Distribution
  • Talent Acquisition i-Recruitment - Vacancy Management - Internal Job Posting - Interfaces with leading job sites/Consultants - Candidate Management - Online Status Tracking - Offer Extension - Background Check/Verification - Analytics More than 20000 resumes in the active database Airtel Confidential – Not for Distribution
  • Manager emPOWER - Demographic details: - Personal, Professional Info - Compensation: - Total Compensation - Variable Stock Options Variable, - Learning & Development: - Development need &history - Performance management: - Promotion/Performance history - Leave management: - Vacation Trends/History Easy to access interface which provides a consolidated view to People Managers Airtel Confidential – Not for Distribution
  • A unique innovation to facilitate attendance tracking of employees in a simple manner Airtel Confidential – Not for Distribution
  • LMS APLY LMS STATUS <start SEND TO 38493 date(ddmmyy) > & <number of days> LMS HOLI <remarks> SEND TO 38493 SEND TO 38493 This leave will get deducted from the general leave balance Send "Help" to 38493 for any assistance with short codes Airtel Confidential – Not for Distribution
  • Self Service: Compensation & Benefits • Employee Compensation Structuring (ECS) - Online Salary Structure Declaration - m-enablement: SMS Based alerts from the system • Investment Declaration - Online Investment Declarations submission and tracking - Validations as per current assessment year - Reports and analytics for an employee to check his declaration details - Bulk approval & verification facility ECS and Payroll Service has simplified the process and made process person independent Airtel Confidential – Not for Distribution
  • me-tize SMS Short-code is 38493 i.e. etize Short-code 38493 denoting ‘e-tize’ on your mobile phone keyboard has been exclusively reserved for me-tize applications 3 8 49 3 Airtel Confidential – Not for Distribution
  • me-tize services Interactive: Push based (Notifications): • Help Module • Leave status for the month • Leave - Apply and Approve • ECS approval • Local Travel - Apply, Approve and Cancel • Travel Requisition System approval q y pp • Domestic Travel - Approve and Cancel • Airtel Activ • emPass - Unlock your Domain Account, reset • Expense Management easyAccess password using mobile • Birthdays & Anniversaries wishes • SMS Survey • PMS notifications • e-Connect – Feedback Application • OLM notifications • Meeting room – Room booking confirmation • User defined e-lerts • DC Portal Pull based (Query): • iRec • Leave Status • Payroll – Salary upload notification • Directory Services • DC Visitor Management System • Salary structure breakup details • List of holidays Personalization: • User level preference to switch on/ off SMS notifications Note: Services launched up to 30th May’2009 Airtel Confidential – Not for Distribution
  • Change Management: Critical Success Factors • User Adoption - Focus on Executive Councils and Early adapters, Second line • Educate - Communication, Training, Awareness, Participation, Ownership • C ll b Collaborate t - Common cause with respective functions, Ownership, Standardized processes, Enforcement • Listen - Ideas, Improvements, Issues, Support, Track • Support - Champion, Processes, Data Airtel Confidential – Not for Distribution
  • Change Management: Approach The Vehicles e-bulletin sample Wallpapers Screen Savers e-mails Micro site on intranet e-bulletins Posters Danglers Roadshows Theme week Info Sharing Sessions Contests Branded Giveaways Change Management Approaches Rewards Program linked to: g Executive Ownership a) Applications Incentive Plans b) Portal based contests Focused Communication c) e-ttitude club d) Give aways Local Change Managers Airtel Confidential – Not for Distribution
  • Change Management: User Awareness Powermailers Pin ups Wallpapers Airtel Confidential – Not for Distribution
  • Change Management: User Adoption Announcing the 1st batch of myAirtel Winners !! People with e-ttitude To join the winners club, continue to use myAirtel Airtel Confidential – Not for Distribution
  • e-tize – Going Beyond Process Automation An Umbrella of Cultural Transformation Human enablement Process P Technology T h l (Usability) e-tize embodies Processes, Technology and Employee Convenience under an umbrella of Organization wide Cultural Transformation d b ll f O i ti id C lt lT f ti End 2006: A Small End 2008: A Global Conceptual Program Benchmark.. e-tize applications and business processes are being ported for access using the mobile device through the me-tize program Airtel Confidential – Not for Distribution
  • eHR delivery thru ….HR Shared Services Process Excellence Employee Experience TAT Best in class Cost Standardization Accuracy One Airtel Good Governance Checkpoints Measures Quality Think Customer Think E2E Think Lean 33 Airtel Confidential – Not for Distribution
  • Scope of HR Activ Employee joins Airtel Employee in Airtel Employee leaves Airtel Talent Acquisition Employee data Exit Management maintenance • Manpower Requisition • Manager Self Service • Data Cleansing/Access • Sourcing & Screening • FnF Checklist • Transfers/Confirmation • Interview & Selection • Full and final processing Payroll Management • Offer generation • Bank Transfer • Revisions / Promotion • Background/Referenc • Structuring via ECS g e check • Reimbursements • Conversion to HR Helpdesk Employee Retirals / Insurance • On boarding • PF, Gratuity, ESIC ,etc Leave management Self Service technologies & etize / metize adopted as a way of life… 34 Airtel Confidential – Not for Distribution
  • Overview Phase I of Shared Services Evolution Journey Project Intent Project Achievement Standard Standardized processes across all SBUs Process “One-Airtel” Standardization Experience Consistency of services % of SLA exceptions Adherence Best in class processes & automation % Automation Benchmarked p processes for Defect free services % of defects flawless transactions Better controls & governance Controls Increased Eliminate job content which are transactional in timeshare on nature from circles/locations strategic HR HR Productivity Resource Improve HR to employee ratio productivity Achieved In-progress Airtel Confidential – Not for Distribution
  • Operational Tools & Frameworks Measurement & Control Airtel Activ is driven by KPI, SLAs and Customer Satisfaction Key Productivity Parameters Volumes per agent Average time per transaction •Measures agent performance levels % defects per agent % escalations per agent •Concentrate on “quantity” instead of “quality” Service Level Agreements % SLA adherence % Reverse SLA adherence •Determines the process wise service levels % defects % rejects between the business units & the service center •Identifies penalty f b Id tifi lt for breach of SLA h f % on-hold cases Customer Satisfaction Index Agent’s Professionalism g Communication etiquettes •Measures the satisfaction levels of employees, Quality of Response Time taken to respond HR, vendors etc. Airtel Confidential – Not for Distribution
  • Changing the way we work !!! Airtel Confidential – Not for Distribution
  • Thanks Thank you for your participation For Question & Feedback  please email at ankur@hrtalks.in