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HRs Interconnectivity with Other Funtions


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this says about the HRs Interconnectivity with other functions and how productivity can be improved by improvising the links

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HRs Interconnectivity with Other Funtions

  1. 1. HR’S INTERCONNECTIVITY WITH THE FUNCTIONS<br /> Paper contributed by<br /> Bobby A Mathew<br /> Lavanya Jacintha.V<br /> Rajesh A <br />CEO group of companies<br />Global Consulting Partner in Organizational Development,<br />Talent Sourcing , HR Automation and Training solutions<br /><br />
  2. 2. COMPANY PROFILE<br />CEO<br />CEO Talent Search, which caters to the need of Organization’s Middle & Senior<br />level manpower requirements and Way2Jobz, which caters to the need of<br />organization’s front line Executive requirements (Mass Recruitment).<br />Started with this Initiative and focused more on creating empowered team based structures in various leading organizations, Performance improvement initiative, Competency assessment & Development, Balance Score car and Process Re-engineering.<br /><br /><br />CEO Infotech has come up with cost effective online surveys, Online PMS,<br />Online Competency Mapping, online Skill assessment etc. All the products bring<br />in High Functional Simplicity with cost effectiveness than any parallel products. .<br /><br />Enhance started with the motto to serve the student community in making <br />them more employable and bridge the GAP between the company&apos;s expectation<br />and the skill set of the students.<br /><br />Way2jobzis a focused initiative to connect fresh talents to corporate.<br />Way2jobz works with a passion to bridge the gaps in reaching the talents,<br />spread across and screen them to the operational needs.<br /><br />“Centre for Excellence in Organization”<br />Established in the year 1999 with a focus to create organizational excellence through people processes. <br />CEO INFOTECH<br />
  3. 3. Product portfolio<br />3<br />Strategic Solutions<br />High Performance Work Systems Balanced Score Card<br />Family Business Counseling HR Outsourcing<br />Compensation Management<br />Directly contributes to or influences the strategic objectives of the organization<br />Performance Management System <br />Organization Surveys HR Audit & Excellence<br />Performance Solutions<br />Propels or aids in enhancing the organization performance on all fronts<br />Competency Based Management Executive Coaching<br />Development Solutions<br />Provides a structured approach to developing leaders and talent pipeline<br />Total Quality Management Six Sigma <br />Business Process Re -engineering<br />Resource Optimization Solutions<br />Helps organization to streamline operation and business processes<br />1/13/2010<br />
  4. 4. Product portfolio…cont<br />4<br />Training Solutions<br />Leadership Development Outbound Training<br />Employability Skill Building<br />Helps employees to gain experiential learning<br />Position Based Recruitments<br />Mass Scale Recruitments Online Job Portal<br />Talent Search<br />Helps organization to select the right talent through scientific selection process<br />E-People Pulse (Online Feedback Management)<br />E-People Power (Online Integrated PMS)<br />Online HR Solutions<br />Enables organization to make use of technology in providing HR services<br />1/13/2010<br />
  5. 5. Clientele<br />5<br />
  6. 6. Clientele …cont<br />1/13/2010<br />6<br />
  7. 7. Clientele …cont<br />7<br />
  8. 8. Contents<br />HR INTERCONNECTIVITY WITH OTHER FUNCTIONS<br />Organization<br />5 M’s + 1 M<br />Man Management<br />Functional Links & Challenges<br />Changing Paradigm of HR<br />Case studies<br /><br />UPSWINGS IN THE DOWNTURN<br />
  9. 9. Organization<br /><br />
  10. 10. Men & Other M’s of Organization<br />Men in :<br /><ul><li>Method Management
  11. 11. Planning Strategy , Direction
  12. 12. Machine Management
  13. 13. Production, Conversion, maintenance, Quality, Productivity
  14. 14. Material Management
  15. 15. Capital Needs, Consumable Needs, Operational Needs
  16. 16. Money Management
  17. 17. Flow management , Optimizing the ROIs,
  18. 18. Market Management
  19. 19. Market Needs, Promotion, Sell Back</li></ul><br />And finally…<br />Man Management<br />
  20. 20. Man Management in a nut shell<br /><br />
  21. 21. 12<br />Organizational Shifts<br />The Traditional Hierarchy<br />Customers/Partners<br />Capability Developer / <br />change catalyst<br />Functional teams<br />Institution builders / Strategic torch bearers<br />The 21st Century Organization<br />
  22. 22. HR - Organization links and challenges<br />Architecture of organization<br />Directing Conflicts<br />Enabling Performance & Growth<br />Motivation<br />Communication<br />Connecting Customer<br />Resource Management<br /><br />
  23. 23. HR - Organization links and challenges<br />Connect teams to Businesses<br />Team architecture & Management<br />Talent Acquisition and Resource Management<br />Training and Development<br />Performance Management<br />Rewards and Recognition<br />Conflict Management<br />Growth Management<br /><br />
  24. 24. Role Strategic HR<br /><br />Business Partner<br />Capability Enabler<br />Creator <br />Director<br />Hand holding Facilitator<br />
  25. 25. UPSWING IN THE DOWN TURN<br /> Most people looked at the downturn as a misfortune, A few innovative ones saw it as an opportunity….<br />Like.. <br />TVS SIRF, Dr. Reddys, Whirlpool ……<br /><br />
  26. 26.<br />
  27. 27. Integration Road Map<br />Objective <br />Organization transformation by integrating and empowering people in various functions with the support of process and technology<br />Road Map<br />Integrated Team <br />Star Capping <br />Team Charter<br />Team Score card<br />Governance<br />Let Go <br />Communication Continuum<br />Learn Teach Learn<br /><br />
  28. 28. Case Study II<br />By<br />David R Whitwam, CEO Whirlpool<br />Nancy T Snyder, VP Leadership and Strategic Competency Development <br /><br />I - BOX<br />
  29. 29. Thank You<br /><br />LavanyaJacintha –<br />Rajesh A –<br />Bobby Mathew -<br />