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HR Value Proposition

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HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR.

Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it.

Let me have your feedback to enhance it further.

Regards,

Prashant

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HR Value Proposition

  1. 1. HR Value Proposition Seeing HR as a strategic business partner Prashant Y. Joglekar joglekarprashant@gmail.com www.twitter.com Blog : http://innovationnukkad.blogspot.com Linked In, Facebook : Prashant Joglekar
  2. 2. Objective ( Why) Value Proposition ( What) Delivery Process ( How) Proposed Business Benefits ( Whats There In It for business) 1) To assure investors that organization’s key strategic themes can be effectively executed by the knowledgeable, skilled and competent senior management team (Focus should be on top 10 % of workforce whose job will affect strategy) 1.1) Strategic Job Identification Facilitate discussion with the promoters , board, senior management to Identify the areas of current ( for e.g. Improving Supply Chain Efficiency ) and future competitive advantage ( Innovation by partnering) and their relative importance Organization is adequately crewed with strategic job roles at all the time Identify the job roles that are essential to achieve differentiation & therefore competitive advantage ( for e.g. The above two competencies will then require strategic job families as SCM design specialist & Joint Venture Program Managers etc.) Re-visiting this during formal / informal interactions with the senior management and remain up to date on strategic job family requirements A list of potential ( external / internal) candidates known / kept ready well before they are needed
  3. 3. Objective ( Why) Value Proposition ( What) Delivery Process ( How) Proposed Business Benefits ( Whats There In It for business) 1) To assure investors that organization’s key strategic themes can be effectively executed by the knowledgeable, skilled and competent senior management team (Focus should be on top 10 % of workforce whose job will affect strategy) 1.2) Competency Profiling Design the competency profiling in multiple ways by interacting with consultants or experts in the field A potential candidate can be formally or informally assessed based on competency profiling well before he / she is looked-for Document the requirements for knowledge ( e.g. subject matter expert), skill ( negotiation, project management) and values ( team work, result orientation etc.) for each job families Design the assessment criteria for each of these competency profile along with consultant & subject matter expert
  4. 4. Objective ( Why) Value Proposition ( What) 1.3) Assess 1) To assure investors that organization’s key strategic Human Capital themes can be effectively Readiness executed by the knowledgeable, skilled and competent senior management team (Focus should be on top 10 % of workforce whose job will affect strategy) Delivery Process ( How) Self-assessment by key senior employees holding strategic job positions Solicit 360 degree feedback from peers, superiors and subordinates on various aspects of employee’s performance Solicit 720 degree feedback from partners, customers, investors, external experts who have interacted with these key employees Assign a score with assessment to quantify the gap between ideal and the actual and keep senior management informed on this, To develop human capital development program in this key area Proposed Business Benefits ( Whats There In It for business) These assessment can be used to figure out the gap between the actual assessment against the assessment at the stage of recruitment These can be quite useful for feedback, improvement & development as the candidate under review is responsible for a strategic job
  5. 5. Objective ( Why) Value Proposition ( What) Delivery Process ( How) 1) To assure investors that organization’s key strategic themes can be effectively executed by the knowledgeable, skilled and competent senior management team (Focus should be on top 10 % of workforce whose job will affect strategy) 1.4) Human capital development program for strategic job families Preparation of a detailed plan in terms of numbers and quality assessment done in the above plan to improve the adequacy and quality of strategic leadership Re-visit assessment done above and monitor the progress of the initiative Proposed Business Benefits ( Whats There In It for business) Better planning in terms of contents and timing for the development program
  6. 6. Objective ( Why) Value Proposition ( What) Delivery Process ( How) 2) Strategic job positions are well supported by operational workforce with appropriate skill, competency & knowledge 2.1) Organization alignment to the strategic themes , job roles Understanding the nature of business and deciding the organizational structure that is best suited for the attainment of the business objectives (product based structure, market based structure, technology based structure etc.) Proposed Business Benefits ( Whats There In It for business) Job role help prospective employee clear about following questions which are very important for his continuing engagement Define the deliverables for each role What’s my job? in line with the business objective How do I fit in? Does anybody care Define & document job roles for each about my role position in the organization structure Employee get a very Review at a predetermined interval & positive impression update appropriately to reflect ever- about organization if he changing business scenarios gets clear defined jobrole before first meeting / joining
  7. 7. Objective ( Why) Value Proposition ( What) Delivery Process ( How) 2) Strategic job positions are well supported by operational workforce with appropriate skill, competency & knowledge 2.2) Recruitment Management Deciding the sourcing strategies for candidates & prioritizing them for uniform understanding amongst HR fraternity (e.g. internal referrals, consultant, ex-employee referral) Deciding the choice of media of communication of job positions depending upon the nature of job & nature of candidature that is been looked for Interviewing the candidate and preserving the interview record in the data base Mechanism to track good candidates in future in case they could not be hired before due to various considerations prevailing at that point in time Proposed Business Benefits ( Whats There In It for business) Optimizing the cost of recruitment Assurance about quality of new recruiter In case of emergency a candidate can be quickly on-boarded based on the assessment results available in the archives
  8. 8. Objective ( Why) Value Proposition ( What) Delivery Process ( How) 3) Critical target performance parameters related to customer, investor, regulator & community are measured, cascaded & monitored 3.1) Performance Development & Employee Engagement ( Deployment of alignment) Work with operational management to decide on the measures of key success factors linked to strategy (Innovation, Quality, On-time delivery) Facilitate deployment of these key success factors by cascading them to each job role and define a performance measure ( It’s better to have more lead than lag indicators) Decide the review plan of selfassessment & by the immediate supervisor. (This is backed up by the actual results achieved by the organization between the intervals of two assessment, this is shared with employees at the time of selfassessment to help him gauge his own performance ) Proposed Business Benefits ( Whats There In It for business) Everyone knows his role and its outcome measurement in the overall performance & strategy of the organization Employee confidence in performance management system
  9. 9. Objective ( Why) Value Proposition ( What) Delivery Process ( How) 3) Critical target performance parameters related to customer, investor, regulator & community are measured, cascaded & monitored 3.2) Compensation and Rewards Establish criteria for financial and non-financial reward & prepare a guideline to help operational management to appropriately select from them while finalizing performance awards Benchmarking with industry best practices in compensation & rewards Proposed Business Benefits ( Whats There In It for business) Removal of bias Retain talent with industry par benefits & remuneration
  10. 10. Objective ( Why) Value Proposition ( What) Delivery Process ( How) 3) Critical target performance parameters related to customer, investor, regulator & community are measured, cascaded & monitored 3.3) Learning & Development Based on the performance assessment knowledge, skills & competencies gaps are identified Partnering with the world best management, research, training institutes to design customized training, knowledge sharing programs Preparing organization wide knowledge, skill, competencies requirement and establishing correlation between the two Organize interactions with thought leaders, subject matter experts, entrepreneurs Build community of practices ( internal, external) and facilitate interaction with appropriate IT platform Sponsor candidates for ‘signature’ programs to help them network with the best from the disparate industries & learn from their about new ways doing business ( products, services & business model) Proposed Business Benefits ( Whats There In It for business) New learning through participation & interaction Seeding of new thoughts in the minds of people Shared mindset & learning
  11. 11. Objective ( Why) Value Proposition ( What) Delivery Process ( How) Proposed Business Benefits ( Whats There In It for business) 4) Organization needs to have pipeline of leaders to take on the leadership role in any circumstances 4.1) Succession planning & Leadership development Identification of potential leaders Employees are motivated through leadership assessment programs and would get more engaged and by inviting nominations from the with their role concerned HOD Widens the thinking and Designing special programs like Business good motivation to look & Leadership Programs to orient future resolve cross-functional leaders through various facets of issues with their peers business Holistic business thinking There is a documented succession from the point of view of planning and communication to the current & future challenges potential leaders as a way of providing and preparation of strategy motivation blue print well in advance before assuming leadership Experimenting concept of ‘shadow- role. board’ to prepare future leaders Preparation of the Future Strategist ‘s Mind’
  12. 12. Objective ( Why) Value Proposition ( What) 5) Well informed, 5.1) Communication understood Management organization produce better results Delivery Process ( How) Proposed Business Benefits ( Whats There In It for business) Organizing internet / live chat sessions Understand business with the senior leadership to have a realities direct employee interactions with senior leadership Reduce speculation and therefore disengagement Employee survey at a pre-determined interval to understand “how employee Tracking cultural views the company’s culture” and how improvement with the engaged he or she is help of employee survey and exit interviews Conducting exit Interviews ( making them compulsory) to understand areas Town-hall meetings of cultural / employee development ensures shared issues understanding Market news keeps employees updated on industry, competitors & their company’s own performance Organize town-hall meetings to convey the vision for the coming years and plans for the current year, areas of focus and setting expectations
  13. 13. Objective ( Why) Value Proposition ( What) 6) Preparing organization for 6.1) Innovation change and transformation focused Change DNA Management & Large Scale Transformation Delivery Process ( How) Proposed Business Benefits ( Whats There In It for business) Help senior leaders design the change Mindset & cultural management program / organization change needed for structure to run that program change effectively Employee get outsideIdentify world class change in view of organization management, transformation Creating internal approaches change agents and champions Identify consultants for road map finalization, training & initial project Confidence across facilitation organization by having change adaptable Measure & review results mindset
  14. 14. Objective ( Why) 7) Improve predictability of results and freeing up HR resources for knowledge work Value Proposition ( What) Delivery Process ( How) Proposed Business Benefits ( Whats There In It for business) 7.1) Process HR to drive business transformation by its own process HR manpower will be Driven HR re-engineering / innovation by establishing a dedicated available for doing Transformation organization structure more knowledge work & less transactional To extend the same to all the organizational processes level work Classification of processes into Corporate Processes, By reducing cost & risk Centre of Excellence Processes, Business Unit related by removing processes & shared services processes inefficiencies & improving governance, Prioritizing the processes for re-engineering, IT HR function can enablement based on effort / benefit criteria improve ROI of the business Identification of key HR related performance parameters and implementing it with support IT enabled system Standardized, predictable process Process needs to be reviewed at regular intervals to track their performance on the parameters of effectiveness, efficiency, internal control and governance gaps

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