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HR Competency Day, April 16, 2015, Karachi


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HR Competency Day, April 16, 2015, Karachi

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  2. 2. Zahid Mubarik, SHRM-SCP, GPHR, HRMP Zahid is Chief Consultant HR Metrics and HCM Analytics He served at senior management positions in banking and public sector. Zahid is founder leader SHRM Forum Pakistan, Member ISO Geneva Technical Committee 260 on HR Standards and Chairman National Mirror Committee on HR Standards Pakistan. In the past, he also had the privilege of being Member Special Expertise Panel HR Measurement Metrics SHRM US. A strong proponent of measurement and evidence based management; he introduced Human Capital Measurement Metrics in the region and also spoke at SHRM MENA sessions at Dubai and Abu Dhabi. Zahid played leading role in designing human capital measurement metrics for ISO standard during meetings at Washington during 2011, Melbourne 2012 and Amsterdam 2013 and Paris 2014. An internationally acclaimed thinker, writer and speaker, Zahid has spoken extensively at global and national conferences. His analytical HR papers and expert talks have been featured by international and national media including Microfinance Gateway World Bank Washington, CNBC, Daily Dawn and Business Recorder.
  3. 3. Saad Amanullah Khan, CEO & Founder, Alamut Consulting Saad Amanullah Khan is CEO and Founder of Alamut Consulting. Earlier he was Chief Executive Officer of Gillette Pakistan and has worked for Procter & Gamble (P&G) for 28 years. Currently he sits on the board of State Life Insurance Corporation of Pakistan and Zulfiqar Industries Limited. He was twice elected as President of American Business Council (ABC) and was an active member of the Overseas Investors Chamber of Commerce and Industry’s (OICCI) Executive Committee. Saad is a very active social worker, sitting on the board of over 9 NGO’s and an advisor to another dozen social enterprises. He is an active speaker at universities, seminars and conferences both locally and internationally. Saad is on the State Life and Zulfiqar Industry boards
  4. 4. Leon Menezes, Senior Practitioner, Writer and Professor – of – Practice IBA Menezes is a MBA graduate of the University of Hull, UK and has corporate work experience in Sales, Marketing, Operations and Human Resources. He started his career with Pan American Airways in 1974 and moved to American Express in 1991. While with Amex, he held positions in Sales and Human Resources and headed the Karachi travel office. He later joined the International Union for Conservation of Nature (IUCN) in 1999 and then Deutsche Bank, heading the HR functions there. He joined Shell Pakistan Limited in April 2001 as General Manager Human Resources. He served as a board member of Shell Pakistan from 2006 to 2010. He is a founding member of the Trainers Resource Group. As of 2013, he is Professor of Practice at the Institute of Business Administration, Karachi.
  5. 5. Shafaq Omar, HR Director, Unilever Pakistan Shafaq, a gold medalist from Kinnaird College and an MBA of LUMS '98 started her career in HR with Nestle Pakistan in Lahore where she joined as a Management Trainee. Her last position before leaving Nestle was Recruitment & Development manager. Shafaq then moved to Karachi with her family and re entered the workplace with short stints in consultancy and a financial services company where she was heading HR for the IGI group. After that she joined a large local Conglomerate, Engro Corporation where she headed HR in both their foods business and the parent company. This gave her vast exposure to not only operational and strategic HR but also HR systems development. From there Shafaq moved on to become the Head of HR at Royal Dutch Shell Pakistan which was her most recent position before Unilever.
  6. 6. Azfar I. Mir- Managing Partner, AI Mir Azfar I. Mir is a Strategy, Innovation, and Talent Management Consultant. As Managing Partner of A.I. MIR, he leads a team of some of the best minds across the globe to create business results for clients that include more than 50 of the Fortune500s. As President of ATD St. Louis (Association of Talent Development formerly ASTD), he has helped develop and implement programs that bridge the gap between Organization Strategies and the People who execute them. Since 2001 he has trained and coached over thirty five thousand people including Business Leaders, CEOs, Managers, Doctors, Professors and Sales People from diverse industry sets in the U.S., Europe, and Asia. Having helped turn around many businesses; he now serves as advisor to the board to various organizations where his focus remains People, Philosophies, and Practices that foster innovation and long term success. His humor, depth of understanding and ability to ask the right questions are just some of the reasons why our clients regard him as one of the best.
  7. 7. Jamal Nasir Mr. Jamal Nasir has over 25 years of professional experience. Prior to joining HBL, he was the Senior Executive Vice President & Group Executive HR at UBL. He has worked with Standard Chartered Bank as Head of HR for Pakistan and Head of HR for South Asia. He later relocated with Standard Chartered Bank to Singapore into the role of Head of HR for South East Asia and then Senior HR Manager for Asia. Jamal was also the Country Head Human Resources at ABM AMRO. In addition to this he spent 10 years at Exon /Engro in HR and Engineering roles. He holds the President’s position for the Pakistan Society of Human Resource Management since 2012. Jamal Nasir is a BS in Electrical Engineering from the University of Texas at Austin and an MBA from IBA, Karachi.
  8. 8. Abdul Rahim Suriya, FCA, FCMA Abdul Rahim Suriya is a Fellow Member of ICAP and ICMAP. He served as a president of ICAP from 2009 to 2010. He was as an elected Council member of ICAP for 16 years and was a member of International Accounting Education Standard Board of IFACÂ for 6 years. He is also a Professional Trainer specially on the subject Finance for Non Finance Executives, Corporate Governance and Corporate Reporting . Recently conducted workshops in UAE on Advanced Analysis of Financial Statements and Cash Flow Management. He has over 30 years of experience in Accounting, Auditing, Corporate Finance and Operational Management. Presently he is as Visiting Faculty at the IBA ,KSBL and NIPA. With such a vast background in finance, Mr. Abdul Rahim Suriya will be speaking today on “Essentials of Financial Acumen for Strategic HR Management”.
  9. 9. Sumika Farooqui, Country HR Manager, Procter & Gamble, Pakistan Ms. Sumika is a rising HR Professional. She holds a BBA(Hons.) degree along with MBA degree from IBA and joined Procter & Gamble back in 2008. She has done multiple assignments in Plant HR, Comp and Ben, Employee Engagement and Functional HR. She is currently heading HR for Procter & Gamble Pakistan and is here to speak on the key driver of employee engagement that she strongly believes in.
  10. 10. Talha Asim Ghazi, Group Head HR, Dollar Stationery He received his MBA education from PAF, Karachi with majors in HRM and Finance. He completed an Advance Certificate in Strategic HR Management from Cornell University - USA. He is a member of (SHRM-US) since 2010 and received the credentials of a Certified Professional - CAHRI by the Australian Human Resources Institute and have also been awarded Chartered MCIPD from Chartered Institute of Personnel Development, UK. He has also had the privilege to serve SHRM Forum Pakistan as a representative for Karachi Chapter. He has been working on Employee Development (soft skills) and Human Resource Intelligence to achieve Organizational Culture Development for the last eight years and has worked on various assignments related to Human Resource Management, Business Analytics, Human Capital Measurement & Metrics, Organizational Dashboards, Balance Score Card and HRIS. Mr. Talha will be speaking today on :What to look at while selecting HRIS?
  11. 11. Jahangir Piracha - Vice President Manufacturing, Engro Polymer & Chemicals Jahangir Piracha is currently working as Vice President - Manufacturing at Engro Polymer & Chemicals Ltd. He has previously worked as General Manager Human Resource & Corporate Services, also with the same company. His previous assignments with Engro were, as the Production Manager and HSE Manager at Engro Fertilizer Limited. Prior to joining Engro, he has worked for ICI Pakistan Ltd. Jahangir has 25 years of corporate experience in various aspects of Operations Management, Process Engineering, HSE, HR and Procurement. He received his bachelors' degree in Chemical Engineering from the University of Engineering and Technology, Lahore, Pakistan.
  12. 12. Role of HR in Developing Organizational Leadership Leon
  13. 13. Part I Opening Rant
  14. 14. Part II The Big Picture
  15. 15. The Prerequisites HR fully integrated with the Business HR has a seat at the table Line Manager involvement CEO commitment
  16. 16. The Ecosystem Required Enabling Environment Leadership Self-driven Performance Management Culture
  17. 17. Enabling Environment Policies Processes Systems (online learning, etc.) Opportunities Integrated approach
  18. 18. Leadership Ownership and drive Hold employees accountable Supports HR processes Makes resources available Critical agenda item
  19. 19. Performance Management Rewards requisite behavior/results Talent Management piece included Link to strategic objectives clear Drives requisite behavior/results Employees fully aligned
  20. 20. Culture Learning organization L&D embedded in optimum manner Sharing learnings and experiences Rewards achievement, merit Sense of appreciation, not entitlement
  21. 21. Self-driven Own their development plans Set ambitious learning goals Actively seek learning opportunities Create internal networks Learning is its own reward
  22. 22. Part III What HR Can Do
  23. 23. The Framework Front-line Leaders Mid-level Leaders Senior Leaders Functional Leadership
  24. 24. The Framework Leadership Development Strategic Goals
  25. 25. HR Inputs Create the framework Source the content/vendors Facilitate the process (incl. database) Encourage external engagements Have a voice in all of this
  26. 26. Last Slide HR Competency Employee Own Interest Leadership Commitment
  27. 27. The Art of Leadership “South East Asia Leadership Academy” (SEALA) SAAD AMANULLAH KHAN │ Chairman, SEALA │ April 16, 2015
  28. 28. 28 WHAT is LEADERSHIP?
  29. 29. 29 Orchestrate Do it Yourself Holding Hands Guiding & Coaching Team Building
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  36. 36. 36 The ultimate purpose of Human Beings is to SURVIVE & GROW!
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  40. 40. 40 “That they may have life, and have it more abundantly” John 10:10
  41. 41. 41 “We did not send you but as a mercy for the worlds” Surah Al-Anbiya 21:107
  42. 42. 42 This concept of SURVIVE & GROW applies to you:  as you being a person,  as part of a family, a team, a department, a company, a society, a country or  as part of the entire humanity.
  43. 43. 43 Poverty, starvation, drugs, depression, protest, suicides, etc. is all around us A question must come to your mind as to what is your role as part of humanity, or as part of a society?
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  45. 45. 45 The ULTIMATE question that you should answer is: Are you Alive? Are you growing? Try to rate the following on a scale of 1-10: 1. Are YOU stuck or are you moving forward? 2. Is your FAMILY happy? Is it growing? 3. Is your DEPARTMENT successful? What’s the quality of its growth? 4. Is your ORGANIZATION in good shape? What’s the quality of its growth? 5. Is your COUNTRY well is it prospering?
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  50. 50. Leadership Définition is …. 50 noun /ˈlēdərˌSHip/ An act or intervention that is intended to make life better for you and for the people around you.
  51. 51. Heart of Leadership “To act in a wise manner, a leader must understand who they are, be comfortable in their own skin, have clear and ethical sense of direction, be able to build relationships of trust with others, and to actively listen with an open mind” 51 Maidique, M. A., Atamanik, C. and Perez, R. B. (2014), The Six Competencies of a CEO. Leader to Leader, 2014: 31–37. doi: 10.1002/ltl.20111 SELF
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  53. 53. 53 Each one of you is UNIQUE ! Each one of you is DIFFERENT ! Until the end of time, your DNA will remain UNIQUE and will never be REPEATED !
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  56. 56. South East Asia Leadership Academy (SEALA) 56 SEALA is a non-political, non- religious, non-profit organization with only one core purpose: “To develop new generation of business and civil society leaders with inner core strength, practical education, deep peer to peer connections and long term regional cooperation in 9 S&SE Asia countries, including PAKISTAN”
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  58. 58. 58 Strategic Growth Leadership Operational Excellence Value Innovation Organizational Mission & Core Values DisciplinedExecution
  59. 59. 59 An ant alone is stupid but collectively brilliant. A human alone is brilliant but collectively stupid. That is why we need Leadership. – Michael Kouly LEADERSHIP’s core objective !
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  63. 63. 63 CELA (9): 3 Caucasus: Armenia. Azerbaijan, Georgia 5 Central Asia: Kazakhstan, Uzbekistan, Tajikistan, Turkmenistan, Kyrgyzstan + 1 Afghanistan
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  65. 65. 65  Azerbaijan Ambassador to USA Elin Suleymanov (CELA 1);  Prime Minister of Georgia Nika Gilauri (CELA 2);  Vice Prime Minister of Kyrgyzstan Elvira Sarieva (CELA 4);  Vice Mayor of Tbilisi, Georgia Nina Khatiskatsi (CELA 4);  Director of Human Rights and Women’s Affairs in the Ministry of Foreign Affairs of Afghanistan Asila Wardak Jamal (CELA 5)  Kyrgyzstan Ambassador to USA Kadyr Toktogulov (CELA 6);  Founder and Director of Jobs.GE, Georgia, Lexo Gubulava (CELA- 7);  Chair of the Association of International Business and Technologies Hikmat Abdurahmanov, Uzbekistan (CELA-9) (in just 12 years)
  66. 66. 66 MELA (13): + 4 Levant: Jordan, Lebanon, Syria, Palestine + 7 Gulf: UAE, Yemen, Saudi Arabia, Oman, Bahrain, Qatar, Kuwait + Iraq + Egypt
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  68. 68. 68 SEALA (9): + Pakistan, India, Sri Lanka, Bangladesh, Burma, Thailand, Malaysia, Singapore, Indonesia
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  70. 70. 70  Boot camp format, duration is 10 full days  Education is 24/7 o With formal classes from 9 am to 4 pm, o Facilitator session 4 pm to 6 pm o Mentoring/Discussion 6 pm to 10 pm  Student to Faculty/Facilitator ratio  2:1  Faculty/Facilitator are all ex-CEO, Chairman of Boards, Serial Entrepreneurs o They come at their own expenses by taking vacation from jobs o Given no compensation, even pay their own airfare
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  73. 73. 73 Age constrains: 28 years to 45 years Class size 30 to 40 from 9 countries Prefer Diversity: 50/50 Female/Male Candidates from private, public, and social sectors Cost is $7,000 (via company sponsorships or scholarships) Done once a year in Jan
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  75. 75. 75 To deliver this we need to start positively influencing and transforming people themselves, especially leaders in the making. How does one change the destiny of a society or a nation? It all starts with people. People make rules and policies and then implement them, and it is the people who face the consequences of the decisions they make.
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  77. 77. BUSINESS ACUMEN Jamal Nasir
  78. 78. Business Acumen Knowing how the business creates value Running HR as a service business
  79. 79. How business creates value • Need to fully understand how business overall and sub units each create value – understand key business drivers • Understanding business implications on people • Understanding business and HR • Aligning HR strategies with business • Earns position at the top table
  80. 80. Creating value • Know your competition and implication on your people: – People – Product – Technology – Process • Key industry metrics – what is right for you
  81. 81. Running HR as a business • Customer mindset – know what they want • Customer has to see benefits of initiatives – ROI • Have to add value to the bottom line • Determine critical success factors – balance controls with responsiveness
  82. 82. HR as business • Differentiate based on businesses • Assess cost of delivery • Solicit feedback on services and impact on business • Know what competition’s HR offers • Decisions based on data
  83. 83. The Power of Employee Engagement to Unleash Peak Performance By Sumika Farooqui Country HR Manager, Procter & Gamble Pakistan April 16, 2015
  84. 84. EMPLOYEE ENGAGEMENT The degree to which workers identify with, are motivated by, and are willing to expend extra effort for their employer; involves heightened emotional connection that an employee has for his/her job, organization, manager or co- workers.
  85. 85. KEY THINKING Having an engaged workforce is KEY to being an Employer of Choice
  86. 86. 1. Who chooses employment at the Company over employment elsewhere 2. Who remains loyal, giving his/her best performance for the success of the Company 3. Who becomes a true advocate for the “Brand,” the Company and its products. Who is an engaged employee?
  87. 87. Studies show that employees do not stay in a company because of compensation but because of how engaged they feel in the work they do Why engage employees?
  88. 88. PRIMARY OUTCOMES OF ENGAGEMENT Exciting & Inspiring Place to Work Retention Peak Performance
  89. 89. What Drives these Engagement Outcomes? The 10 Key Drivers
  90. 90. Driver 1: Direction Setting 1. Drive clear line of sight from the company action plan 2. Establish clear goals 3. Take priority calls
  91. 91. Driver 2: Meaningful Work 1. Make work challenging 2. Utilize full potential of employees 3. Make employees accountable & owners of their work 4. Design work to leverage mastery
  92. 92. Driver 3: Learning & Development 1. Identify development areas 2. Chalk out the learning path 3. Coach and train on the job 4. Leverage the company’s training program 5. Holistic development of individuals - personal and professional
  93. 93. Driver 4: Rewards, Recognition, Compensation 1. Informal recognition and praise 2. Exposure to senior management 3. Monetary awards 4. High esteem awards 5. Defined strategy on compensation and benefits management
  94. 94. Driver 5: Career & Guidance 1. Design career paths not assignments 2. Give consultation to employees on long term career and growth 3. Keep employee interest as top priority and look for marriage with business need
  95. 95. Driver 6: Company Values 1. Role model company values 2. Build company values in systems & processes 3. Make values the basis of all decision making 4. Make employees LIVE values and OWN values
  96. 96. Driver 7: Celebration 1. Celebrate company & individual successes 2. Celebrate cultural occasions 3. Have annual company & functional team building events
  97. 97. Driver 8: Communication 1. Communicate clearly 2. Build trust 3. Maintain complete transparency on 1. Performance 2. Career Progression 3. Business Plans and Changes
  98. 98. Driver 9: Team Building & Collaboration 1. Develop a culture of independent team work 2. Foster team culture via company events, activities and reward team work
  99. 99. Driver 10: The Real Test of Time 1. Set examples of employee care and welfare 2. Walk the extra mile for employees 3. Have a culture of corporate social responsibility 4. Involve employees in corporate social responsibility activities
  100. 100. The Secret Ingredient to Employee Engagement Role of Managers in Winning in Employee Moments of Truth1. Moments of Transition 2. Moments of Achievement 3. Moments of Relationships
  101. 101. Questions?
  102. 102. Thank You!
  104. 104. • Working in Engro for 20 years • Notable positions include: • Engro Fertilizers • Manager - HSE • Manager - Production • Engro Polymer & Chemicals • GM - HR & CSG • VP - Manufacturing • Extensive experience in various aspects of operations management, process engineering, HSE, HR • Bachelors degree in Chemical Engineering from UET, Lahore Profile Jahangir Piracha VP Manufacturing, EPCL
  105. 105. fertilizers Asone of the50 largestfertilizermanufacturers of the world,we haveclose to 5 decades of operationsasaworldclassbusinesscontributingover 5milliontonsof ureatothelocal agricultural economy inthelast5years.Alsoinvolvedintradingof phosphate/zinc basedfertilizers. staplesprocessing Ownsthelargeststate-of-the-artriceprocessing millin thecountry. Involvedinprocessing ofagriproducts. foods Market leader in UHT Pakistan's no. 2 Ice Cream brand in less than 2 years since inception. . energy Set up the first power plant that operates on permeate gas previously being flared. Ventured into coal-based energy production whilst also settingup an LNG terminal. chemical storage & handling The only state of the art integrated bulk liquid chemical & LPG Terminal in Pakistan handling 2/3 of all liquid chemicals imported into Pakistan. petrochemicals The only fully integrated chlor-vinyl chemical complex in Pakistan also producing poly- vinyl chloride, caustic soda, sodium hypochlorite and other chlorine by-products. Engro today Pakistan’s leading conglomerate with a diversified portfolio
  106. 106. Our impact Changing lives across the nation
  107. 107. Welfare Officer Strategic HR Human Resource Mgmt. Personnel Mgmt. Labor Manager • Administrative focus • Compliance • Traditional Mindset • Limited scope of activity • Specialized functions • Administrative focus with enlarged scope of activities • Support function • Less reactive & more proactive • Business partner • Focus on value added activities • Proactive • Multidisciplinary • Multi-faceted rules 1890 - 1913 1914 - 1939 1945 - 1979 1980 - 1990 2000 till now High Impact/contribution to the business Value 2nd Industrial Rev. GlobalizationWorld Wars The evolution of HR
  108. 108. The business environment • Globalization • Economic Uncertainties • Technological innovations • Profitability through cost and growth • Intensified competition Requires companies to focus on • Increasing value • Organizational capabilities  fast, responsive, cost effective • Creating climate for action • Unique competitive advantage Requires HR to change • More business savvy • Aligned with strategy • Strong bench strength • Change catalyst • Help business leaders to achieve their objectives What CEOs want from HR
  109. 109. ‘You can take my factories, burn up my buildings, but give me my people, and I’ll bring my business right back again’ - Henry Ford How do companies align HR & business strategy?
  110. 110. • Talent Management – Recruitment & Retention – Employee Development – Performance Management • Employee Engagement • Operational Efficiency How does Engro align HR & business strategy?
  111. 111. • Strong hiring process • Person-job fit • Culture – Corporate objective of ‘diversity’ • Harassment Committee • Market Competitive Salaries Recruitment & retention
  112. 112. • Essential to a more efficient and productive workforce • Focuses on: – Reducing competency/skill gaps – Giving exposure to employees through transfers and rotations • Aids in building a strong leadership pipeline Employee Development
  113. 113. • Training – On-the-job – Soft-Skill (HR) • Framework developed based on subsidiary competency gap analysis and/or consistent with Ecorp framework – Business (policies & procedures) (HR) • Carried out for changes in policies & procedures or for new employees as required • Top Talent Training Framework – High profile soft-skill training plans developed for Top Talent employees • Include trainings at INSEAD, Harvard, CCL, etc. Types of employee development
  114. 114. • Transfers and rotations – Employees are transferred to different depts. or companies to prepare them for leadership positions/increase skill-set Types of employee development
  115. 115. • Involves review and development of current individual contributors who could be the next front-line supervisors and managers – Their skills need to be developed, scopes broadened, people skills and strategic thinking enhanced for higher-level, complex positions • May take years depending on readiness levels of employees • Lack of strong pipeline may lead to performance and/or financial issues • Yearly, Engro carries out: – Talent Review Sessions – Aon Hewitt Top Talent Potential Assessment Framework Building a Leadership Pipeline
  116. 116. • Role Clarity – Job Descriptions for each position in the Company – Job Evaluation for CEO – 3 levels • Appraisals / Feedback – Yearly assessment of employee performance, competencies, weaknesses, and training requirements – Employees and managers together develop an action plan for upcoming year • Rewards & Recognition – Increments – Corporate Excellence Awards – Long Service Awards • Motivation factor for employees Performance Management
  117. 117. • Engro subsidiaries conduct Employee Engagement Surveys yearly to gage the level of engagement, and focus on areas of improvement • Communication sessions carried out with dept. heads, action plans developed to ensure concerns raised by employees are properly addressed 41 46 54 0 10 20 30 40 50 60 2012 2013 2014 Employee Engagement Index (EPCL) Engaged employees = More productive Employee engagement
  118. 118. • One of engro’s objectives in recent years has been operational efficiency and the automation of processes – Streamlining of employee data and processes across Engro group – Cost efficiency • Manpower Optimization – Carried out to identify redundant positions – Qualified employees performing routine tasks are demotivated and unable to express their true potential – Cost efficient • SAP – Management of talent across Engro group – Prevents loss of data in case of disaster – Cost saving as data storing facilities not required • Lean Six Sigma – Operational efficiency mainly on Manufacturing front – Significant cost savings – completed projects have brought more than 50 M in savings Operational efficiency
  119. 119. Leadership + Engagement = Business Results
  120. 120. Thank you Q&A Session
  121. 121. What to look at while selecting Human Resource Information System? Talha Asim Ghazi Chartered MCIPD, CAHRI Group Head Human Resources Dollar Industries Limited
  122. 122. Perspectives • Global HR Competency Model • Organizations • HR Practitioners • Stake Holders
  123. 123. Technology & Data – Functional Competency Definition: Technology and Data deals with the use of tools, technologies, and systems that support the gathering, analysis, and reporting of workforce information, as well as effective and efficient collaboration and communication throughout the organization.
  124. 124. Key Responsibilities - HR • Identifying and implementing technology solutions that support achievement of organizational strategies, goals, and objectives. • Using technology for data analytics that optimize each HR Functional Area. • Developing and implementing a technology-driven self-service approach enabling managers and employees to perform basic people-related transactions.
  125. 125. Sample Application of Competencies: • Human Resource Expertise—The ability to maintain up-to-date knowledge about core business and HR technologies to solve business challenges. • Business Acumen—The ability to understand and apply technology solutions that support the achievement of the organization’s strategic plan.
  126. 126. Sample Application of Competencies • Critical Evaluation—The ability to efficiently access information and data to make business decisions and recommendations. • Communication—The ability to develop technology solutions that promote the effective exchange of information among key stakeholders, regardless of location.
  127. 127. Internet use • 40% of the world’s population use the Internet, which is almost 3 billion. • Two-thirds of global Internet users are from the developing world.
  128. 128. Cellular use • There are almost seven billion mobile-cellular subscriptions worldwide. • In developing countries, mobile-cellular penetration will reach 90% by the end of 2014, compared with 121% in developed countries.
  129. 129. Advantages • Streamline HR processes and reduce administrative burdens by focusing on efficiencies • Reduce HR administration and compliance costs. • Provide real-time metrics to help spot trends and facilitate HR planning and managerial decision making. • Improve service and self-service access to data for employees and managers. • Enable shared-service delivery models/outsourcing. • Compete more effectively for global talent.
  130. 130. Organization 1. Have a Strategy and a Plan 2. Use the Right Resources 3. Have Good Requirements 4. Focus on Leading-Edge Technology 5. Use Decision Drivers 6. Assess Vendors 7. Control the Demo and Narrow Selection 8. Keep Goals in Mind
  131. 131. HR Practitioners Step 1: Teamwork Step 2: Goals Step 3: Big Picture Step 4: Future Needs Step 5: Technical Environment Step 6: Budget
  132. 132. HR Practitioners Step 7: Specs Step 8: Build vs. Buy Step 9: Research Step 10: Literature Step 11: RFP Step 12: Evaluate
  133. 133. HR Practitioners Step 13: Demos Step 14: Evaluate Again Step 15: Decision Points Step 16: Check References Step 17: Demo Again Step 18: Evaluate Again and Select
  134. 134. Stake Holders • Technology Framework • Compatibility with existing IT Infrastructures • Integration with current applications & databases
  135. 135. Conclusion • Decision to be based on future requirements • HR Headcount decrease is a wrong comparison • Focus on what you want and what it delivers • Decide out of the following: • Off the Shelf – Tier 1 • Off the Shelf – Tier 2 with customization • Outsource