Crucial initiatives on the anvil-The special/new projects Airbus Engineering Centre due for launch in early 2008-Focus on on high-end engineering analysis and design (Refer Aerospacemedia article) Boeing-Rs 185-crore announcement to set up a maintenance facility in Nagpur(Refer Avaition.doc)
Continuous Development of Human Resources,High Performance Leadership & Teams at Hindustan Aeronautics Ltd.
AERONAUTICAL INDUSTRYCharacteristics: Long Design & Development cycle Long Product Life Strategic Technologies High Quality Standards Technology Intensive Capital &Labour Intensive Frontier Technologies Segmented markets Governmental support Regulated supply chains
HISTORICAL PERSPECTIVE Dec 1940 : Founded as Hindustan Aircraft Private Ltd Apr 1942 : Taken over by GoI Aug 1962 : Aeronautics India Ltd (fully owned by GoI) incorporated for MiG-21 aircraft Oct 1964 : Hindustan Aeronautics Limited formed with amalgamation of Hindustan Aircraft Limited & Aeronautics India Limited “70 years of Service to the Nation”
FUTURE PROGRAMS HELICOPTER Light Combat Helicopter (LCH) Light Utility Helicopter (LUH) Medium Lift Helicopter (MLH) / Indian Multi-role Helicopter (IMRH) Weapon System Integration on Dhruv - ALH - Mk – IV Variant
VISION “To become a significant Global Player in the Aerospace Industry”
MISSION“To achieve self-reliance in design, development, manufacture,upgrade and maintenance of aerospace equipment, diversifyingto related areas and managing the business in a climate of growingprofessional competence to achieve world class performancestandards for global competitiveness and growth in exports”.
OUR BELIEF“People are key differentiators for Sustained Success”
ORGANISATION IMPERATIVESGlobal CompetitionOrder Book PositionChallenging ProgrammesTechnological ChangesStructural gaps in LeadershipBuilding the Leadership pipelineGrow future leaders from within the organizationEntry of Global Players (Aerospace R&D & other solutions)Talent Retention – a challengeChanging Business Model – Performance Based Logistic (PBL)
HR CHALLENGES Change Mindset Attitude Behavior Ways of Work Making People Believe “We Can” through Intense Action Align HR with Business Involve Business in Implementation of HR Focus on Strategic HR
LINK To Strategy, Values, Best Practices, Culture HAL Future Vision & Mission Capabilities; Market Place & HAL Competition Values / Culture Business strategy / Perspective Plan Best Key success factors Practices People / Attraction & Creating a Leadership Retention of Talent Performance Culture Development
CONTINUOUS DEVELOPMENTINDIVIDUAL Desire and pursuit towards deep, continuous learning in the areas of current responsibilities and beyond.ORGANISATION Academics to Employment - Structured Induction Training need identification through Annual Performance Appraisal Competency Gaps ( required vs possessed) identification through Assessment Centres Skill Matrix to identify skill gaps ( required vs possessed) Development Inputs through: Domain specific training Stretched goals, cross functional teams & change of Role Knowledge Management
HIGH PERFORMANCE LEADERSHIP & TEAMS Desire to challenge themselves Unite behind a shared Strategy / Vision Clarity and commitment to purpose Focus on Customer Satisfaction Build a benchmark organization Build organization as employer of choice High level of employee engagement Performance in teams Capability building Constantly learn & grow Performance & Value Standards Internalization & Institutionalization Quality Results in shorter time frame
PERFORMANCE AT HAL Excellent MOU ratings since 2001-02 38th Among Global Defence Companies Leader among Defence PSUs Profit Margin of 23%(2011-12) Wide technology base Diversified Global Aerospace Company
PEOPLE DEVELOPMENT - EXECUTIVES 52 week structured Induction Training for MTs/ DTs 4 week Training for Lateral Inductions Custom Designed Technical Training. HAL Management Academy Advance Management Program Senior Management Development Program General Management Development Program Function specific Training Executive Sponsorship for Post Graduate programs in Technology & Management at Cranfield University - UK, IITs, MDI - Gurgaon, IMI - Delhi & XIME - Bangalore.
LEADERSHIP DEVELOPMENT Job Description & Competency Mapping for Executives in Grade – I to V (6500 Executives) Assessment Centres Job Description Role Directory – 490 Roles Behavioral Competency Model Competency Frame work Competency Mapping through Assessment Centres covering 881 Executives Competency Development Programmes at IIMs for 970 Executives Two weeks training programme for 350 DGMs & above for “ Managing for Global Competitiveness” 360 Degree Feedback for 350 DGMs & Above “Born to Win” wisdom tools for 250 DGMs and above
BEHAVIORAL COMPETENCY MODEL BUILDING BUSINESS Strategic Orientation Managing Critical Partnerships Customer Orientation Change Management HAL Nurturing Teams Execution ExcellenceGETTING Personal Effectiveness ORGANISATIONRESULTS Achievement Orientation AND INDIVIDUAL DEVELOPMENT Impact and Influence Planning & Decision Making Capability Building
LEADERSHIP DEVELOPMENT (Contd..) Identification Of Critical Positions Successor Identifications on the basis of Performance Potential Strengths Projects / Task handled Organisation Restructuring Career Planning Job Rotation Successor Identifications with focus on Action Learning, Coaching & Mentoring
HR INTERVENTIONS : WORKMEN Improvements in the Career Plan Promotion Scheme Career opportunities for Qualified Professionals Syllabus revised for Technician / Diploma Trainees Tie up with IITs / BITS Pilani – Acquiring Higher Professional qualifications Certification in various NDT, Quality, AMI etc Soft skills Technical skills
CREATING PERFORMANCE CULTURE Changes in Promotion Policy Performance Related Pay Performance based differentials Incentive Schemes – Tagged components 20 % rationalization of SMH