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Creating value through people shanta r yapa


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A guide to participants from Nepal Telecom Company attending the Professional Development Program in April/May 2010 at AIT Extension

A guide to participants from Nepal Telecom Company attending the Professional Development Program in April/May 2010 at AIT Extension

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  • 1. Nepal Telecom Company (NTC), Nepal Day 2: April 27, 2010 Creating Value through People Shanta R Yapa M Sc (Moratuwa) MBA (Sri J.) Vice President HRD Epic Lanka Group, Sri Lanka
  • 2. Objectives of this session
    • To understand the value creation process, complexity of organizations and their environments
    • To appreciate the importance of Strategy, Strategic HR management and examine the contemporary issues
    • To understand key terms and concepts regularly used/cited
  • 3. Key Topics
    • The changing business environment
    • Value creation process
    • Contemporary issues
    • Global Trends
    • Creating and sustaining competitive advantage
    • Human Resources in building competitive advantage
    • Concepts and process of HRM
    • HR issues in the new work place
    • Introduction to Organizational Behavior
    • The Paradox of Logic and Creativity
  • 4. References..
  • 5. References contd
    • Management 8 th Edition Steven P Robbins and Mary Coulter
    • HR Management 2005 South Western, Thomson Learning
  • 6. Methodology
    • Key topics will be explained and discussed through case studies
    • Interactive discussions and presentations
    • Please note that the following slides will only help you to better understand the concepts, theories and topics discussed and we may not follow the same order.
  • 7. The Changing Business Environment
    • What changes?
    • How do we monitor?
  • 8. The External Environment
  • 9. Stakeholder Relationships
    • Stakeholders
      • Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions
    • Why Manage Stakeholder Relationships?
      • It can lead to improved organizational performance.
      • It’s the “right” thing to do given the interdependence of the organization and its external stakeholders.
  • 10. Organizational Stakeholders
  • 11. Managing Stakeholder Relationships
    • Identify the organization’s external stakeholders.
    • Determine the particular interests and concerns of the external stakeholders.
    • Decide how critical each external stakeholder is to the organization.
    • Determine how to manage each individual external stakeholder relationship.
  • 12. Murphy’s Law
    • “ Anything that can go wrong will go wrong!!”
  • 13. Environmental Uncertainty Matrix
  • 14. Value creation process
    • Value?
    • The process
    • Integration
    • Outsourcing
  • 15. The value chain
  • 16. Global Trends and Issues
    • RTAs
    • Growing international business
    • Uncertainties
    • Disruptive technologies
    • Shorter PLCs
  • 17. Competitive Advantage through people
    • HR as a Resource
    • HR Capabilities
  • 18. Competitive Advantage
  • 19. Human Resource Management All managers are resource managers Employees are viewed as assets Matching process, integrating the organization’s goals with employees’ needs How a company manages its workforce may be single more important factor in sustained competitive success
  • 20. Three Ways HR Is Changing Development of global HR strategies IHRM Focus on building human capital The using of information technology 1 2 3
  • 21. Current Strategic Issues
    • Becoming more competitive globally
    • Improving quality, productivity, & customer service
    • Managing mergers & acquisitions
    • Applying new information technology for e-business
    Determine a company’s need for skills and employees
  • 22. Current Issues and Trends in HRM
    • Talent Management
    • Generation Gap
    • Work and life balance
    • Workforce diversity
    • Culture
    • Mergers and acquisitions
    • Globalization challenges
  • 23. The Changing Social Contract New Contract Old Contract Employee Employer Employability, personal responsibility Partner in business improvement Learning Job security A cog in the machine Knowing Continuous learning, lateral career movement, incentive compensation Creative development opportunities Challenging assignments Information and resources Traditional compensation package Standard training program Routine jobs Limited information
  • 24. Attracting an Effective Workforce Choose Recruiting Sources Want ads Headhunters Internet HR Planning Retirements Growth Resignations Select the Candidate Application Interview Tests Welcome New Employee Employee Contributions Ability Education Creativity Commitment Expertise Company Inducements Pay and benefits Meaningful work Advancement Training Challenge Matching Model Match with Company Needs Strategic goals Current & future competencies Market changes Employee turnover Corporate culture Employee Needs Stage of career Personal values Promotion aspirations Outside interests Family concerns Match with
  • 25. Core Competencies
    • What is core competence?
    • The 3 tests for core competencies
  • 26. Co-creation
    • Co-creation is value creation by Firm and Customer together
  • 27. Organizational Behavior
    • What is OB?
    • Key Variables to be influenced/addressed
  • 28. Group Exercise
    • Read the marked chapters of the latest text books given and share your views
  • 29. Paradoxical Thinking
    • What is a paradox?
    • The 10 paradoxes
  • 30. Thank You! [email_address]