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Human ResourcesTransformation ProjectProposal for Client -Country28-04-2013 1Shankar Nabar Consulting(shankarnabar@yahoo.c...
CONTENTS OF THIS PRESENTATIONSECTION 1 - INTRODUCTION AND APPROACHExecutive Summary1.OUR UNDERSTANDING – POWER SECTOR2.OUR...
SECTION 1 –INTRODUCTION AND APPROACH28-04-2013 3Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
EXECUTIVE SUMMARY : Our understanding• The Power Sector worldwide has seen a consistent surge in growth, estimated to be a...
EXECUTIVE SUMMARY : Our solutionThere is an undeniable criticality of Client having a robust Human Resources plan, for an ...
EXECUTIVE SUMMARY : Our solution -2• The Project Plan will be an expertise-based customized plan, which will take into acc...
EXECUTIVE SUMMARY : Our solution - 3• For the change process to be embedded at all levels, our plan has significant effort...
EXECUTIVE SUMMARY : Our Credentials• We bring together a diverse group of consultants, who possess specialized skills ande...
OUR UNDERSTANDING – POWER SECTOR• The need for electricity in emerging economies has driven a 70% increase in worldwide de...
OUR UNDERSTANDING: POWER SECTOR -2• The main challenges are Market uncertainty & responding to pricing pressure (especiall...
OUR UNDERSTANDING: POWER SECTOR IN Country• Estimated 6 to 10% annual surge in demand for power, GCC countries to invest ~...
OUR UNDERSTANDING: POWER SECTOR IN Country -2• Oil and gas dominates economic performance in Country, accounting for about...
HUMAN CAPITAL CHALLENGES IN THE MIDDLE EAST• In recent years, governments in the Middle East region have increasingly come...
OUR UNDERSTANDING: Client• The Company has at its core the following objectives:1. Develop and invest in profitable busine...
OUR UNDERSTANDING: Business Problem to beaddressedThe Background :EHC initiated the development of Best Practices for the ...
OUR UNDERSTANDING: Business Problem to beaddressed - 2Critical elements of the Business Problem & our pledge :• Integrated...
ABOUT USA SUMMARY OF THE TEAM FOR THE PROJECT (10 KEY CONSULTANTS)All the consultants on the team have repeatedly demonstr...
OUR APPROACH AND SOLUTIONDiscovery &Fact FindingDevelop &Frame ChangeMandateDesign & RealignManagementStructures,Systems &...
SECTION 2 –THE PROJECT PLAN28-04-2013 19Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
STRATEGIC ALIGNMENT PHASE• Determine stakeholders, core project team, roles and responsibilities, confidentialityguideline...
STRATEGIC ALIGNMENT PHASE -2 Identify the Working/Steering committee and appoint the project sponsor Identify a cross fu...
FACT FINDING AND DIAGNOSTICS PHASEUnderstand current businesspriorities and goals, leadershipstyle and impact perceivediss...
FACT FINDING AND DIAGNOSTICS -2Current state diagnostic study - Using established frameworks such asGalbraith’s star model...
The HR Functional Effectiveness DiagnosticKey Highlights:• Benchmarked analysis of the effectiveness of the HR function• S...
The HR Effectiveness Diagnostic CategoriesDiagnostic participants rate the importance of —and effectiveness at—each of the...
PRESENTATION TO KEY STAKEHOLDERSKey DeliverablesActivitiesStrategy review Bring all leaders to a common platform to colle...
PCMM LEVEL 3 READINESS PLAN• All the interventions we have proposed are in line with the requirements of PCMM Level 3.• Po...
CHANGE MANGEMENT PLANTHE ELEMENTS OF OUR CHANGE MANAGEMENT PLAN AS FOLLOWS:• We would spend the first few weeks preparing ...
Change Management Plan -2ApproachStage 1: Plan for Change• Diagnose the Change Problem.• Determine barriers and resistance...
IMPLEMENTATION PHASEOur effort will be to also address thesecritical perspectives which are crucial tolong term successPro...
INTEGRATED TALENT MANAGEMENT FRAMEWORKBROAD LEVEL GROUPING OF VARIOUS SUB-SYSTEMS OF THE FRAMEWORKStrategic ClarityOrganiz...
INTEGRATED TALENT MANAGEMENT FRAMEWORK -2Strategy, Value Chain & Core BusinessProcess & TechnologyMarket Potential, Indust...
HOW WE INTEND TO OPERATIONALIZE THEFRAMEWORKStrategic ClarityOrganizational Performance &AccountabilityOperating Model &Or...
SECTION 3 –KEY DELIVERABLES28-04-2013 34Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
ORGANIZATIONAL DESIGN AND STRUCTUREOrganizational Diagnosis8 mandays• Using established frameworks such as Galbraith’s sta...
ORGANIZATIONAL DESIGN AND STRUCTURE -2Organizational Design Implementation•Organization design and structure with clarity ...
ORGANIZATIONAL DESIGN AND STRUCTURE -3CRITICAL ASPECTS OF INTER-LINKAGES TO INTEGRATION FRAMEWORK• Organizational Structur...
JOB DESCRIPTIONS/ JOB ANALYSIS/ JOB FAMILYMODELLING/ JOB RESPOSIBILITY MATRIXTHE EXECUTION PLANUndertake three types of in...
COMPETENCY FRAMEWORK / ASSESSMENT CENTER/COMPETENCY BASED PRACTICESComponents of competency models:Core Competencies – the...
COMPETENCY FRAMEWORK / ASSESSMENTCENTER/COMPETENCY BASED PRACTICES -2Assessment Centres – Addressing complexity at higher ...
COMPETENCY FRAMEWORK / ASSESSMENT CENTER/COMPETENCY BASED PRACTICES -3Assessment centres:• Each assessment centre will be ...
CAREER PLANNING/ SUCCESSION PLANNINGDESIGN:Interview stakeholders to:– Gain organizational context - strategic direction, ...
CAREER PLANNING/ SUCCESSION PLANNING -2EXECUTION:• Lead and Manage Assessment Centres (Integrated with previous task)– Exe...
CAREER PLANNING/ SUCCESSION PLANNING -3MAINTENANCE AND FOLLOW UP:• Measure and Evaluate outcomes– Review Performance and D...
COMPETENCY DEVELOPMENT PLAN1. Scoping Meeting– Review of Business Strategy and linkage to requirements– Confirmation of pr...
COMPETENCY DEVELOPMENT PLAN -23. Customization, Validation and Prioritization of the Competency Profiles and Behavioural D...
PERFORMANCE MANAGEMENT SYSTEMArticulate currentbusiness strategyIdentify future businessneedsIdentify indicators of corpor...
PERFORMANCE MANAGEMENT SYSTEM -2Design :Based on discussions & inputs from client, Bestpractices in the region & sector & ...
PERFORMANCE MANAGEMENT SYSTEM -3Performance monitoring -The ideal overall performance cycle and its workingsQ1 plan andper...
PERFORMANCE MANAGEMENT SYSTEM -4ConsolidateorganizationalperformancedataNormalizeperformancerating (ifneeded)Link performa...
REWARD MANAGEMENTEngagement Plans• Base Salary• Short Term Incentives• ESOPs/Performance Shares• Cash retention plans• Ben...
The Execution PlanREWARD MANAGEMENT -2Inputs• Inputs on current rewards andexpectations from all stakeholders• Statutory &...
HUMAN RESOURCE POLICIES• For an organization, with strong social and development values, poised for scaling the heights of...
STATUTORY COMPLIANCESThe Statutory Compliances area will aim to incorporate the wish to act with integrity andresponsibili...
BEST PRACTICES AND BENCHMARKINGOverall HR Excellence Score ComparisonsEmployeePerceptionMeasuresHR OperationalMeasuresCost...
BEST PRACTICES AND BENCHMARKING -2Sample Benchmarking reportThe HR Performance Benchmarking Suite28-04-2013 56Shankar Naba...
BEST PRACTICES AND BENCHMARKING -3A suite of resources to provide direct comparison with how HR staff and their line custo...
NEW HR SYSTEMS FAMILIARIZATION WORKSHOPS• These will be taken up on an ongoing basis as and when new systems are designeda...
METRICS TO MEASURE AND TRACK SUCCESS (THE HRDASHBOARD)In the illustrated framework, data flows from the bottom of the fram...
METRICS TO MEASURE AND TRACK SUCCESS (THE HRDASHBOARD) -2Month 1 Month 2 Month 3 Month 4Discovery Phase –Gathering Informa...
METRICS TO MEASURE AND TRACK SUCCESS (THE HRDASHBOARD) -3THE ROLE OF METRICS IN INTEGRATING THE TALENT MANAGEMENT FRAMEWOR...
SECTION 4 –EXECUTION TEAM DETAILS28-04-2013 62Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
PROJECT TEAM STRUCTUREClientLeadership&HRteam/SteeringCommitteeManaging ConsultantProject DirectorAnd Integration Architec...
CONSULTANT PROFILES -1Dr. Neha is an Organizational Psychologist with over 15 years of International Consulting and deep e...
CONSULTANT PROFILES -2Dr. Mahesh a trained psychologist who holds a BA in Psychology and an MA in Industrial Psychology fr...
CONSULTANT PROFILES -3Mayank has over 14 years of experience in consulting, business development and management, and has d...
CONSULTANT PROFILES -4Brad has over 25 years of experience in Human Resource Leadership, Executive Coaching, Facilitating,...
CONSULTANT PROFILES -5Paroma brings more than 15 years of experience in multiple HR domains, across multiple sectors – FMC...
CONSULTANT PROFILES -6Shankar has over 14 years of experience and has strong competencies in Talent Management and TalentD...
CONSULTANT PROFILES -7Sachin has 13 years of expereince and great expertise is in the areas of Performance Management, Rew...
CONSULTANT PROFILES -8Masood is a Senior level Human Resources professional with 19+ years of International HR experience ...
CONSULTANT PROFILES -9Dr. Anuradha has a total of 22 years of experience in the field of Human Resources; primarily Learni...
CONSULTANT PROFILES -10Mona is a versatile and dynamic Human Resources Consultant with work experience of more than 17year...
Investments towards Professional Fee and othercommercial considerationsIn $USFee for Professional Services:OPERATING EXPEN...
ANNEXURES28-04-2013 75Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
Annexure 1Case of Organizational RestructuringFrom our Team’s ExperienceAn oil company had assigned the consulting team to...
Annexure 1 continued (2)...1. Project planning & monitoring the project progress2. Cash flows3. Unclear structure & report...
Annexure 1 continued (3)...Changes in the Refinery Organization StructureWe looked at the Organization structure in both t...
Annexure 1 continued (4)...• Revised Roles• To align organizational design principles with the proposed structures, roles ...
ANNEXURE 2CASELET ON SUCCESSION PLANNNG IN THE ENERGY SECTOR (From our Consulting Team’s Experience)Through acquisition, a...
ANNEXURE 3A CASELET ON TALENT MANAGEMENT (From our Consulting Team’s Experience)A large scale talent management project wa...
ANNEXURE 4A CASELET ON TECHNOLOGY DEPLOYMENT (From our Consulting Team’s Experience)Driving Standards Agency UK is a gover...
END28-04-2013 83Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
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This was a proposal created in response to an RFP from a Middle East client. It involved hiring 12 people with a cumulative experience of 170 yrs, 4 PhDs, and 12 MBAs in a short span of 20 days. Singlehandedly hiring them, interviewing them, getting them to contribute to their areas of specialization in the proposal. Architecting the proposal and finally INTEGRATING IT in its present final form and format ... Shankar Nabar, CEO, Shankar Nabar Consuling, shankarnabar@yahoo.com, www.shankarnabar.com

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Shankar Nabar Consulting Show

  1. 1. Human ResourcesTransformation ProjectProposal for Client -Country28-04-2013 1Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  2. 2. CONTENTS OF THIS PRESENTATIONSECTION 1 - INTRODUCTION AND APPROACHExecutive Summary1.OUR UNDERSTANDING – POWER SECTOR2.OUR UNDERSTANDING: POWER SECTOR IN Country3.HUMAN CAPITAL CHALLENGES IN THE MIDDLE EAST4.OUR UNDERSTANDING: Client5.OUR UNDERSTANDING: Business Problem to be addressed6.ABOUT US7. OUR APPROACH AND SOLUTIONSECTION 2 - THE PROJECT PLAN8.STRATEGIC ALLIGNMENT PHASE9.FACT FINDING AND DIAGNOSTICS PHASE10. The HR FUNCTIONAL EFFECTIVENESS DIAGNOSTIC11. PRESENTATION TO KEY STAKEHOLDERS12. PCMM LEVEL 3 READINESS PLAN13. CHANGE MANAGEMENT PLAN14.IMPLEMENTATION PHASE15. INTEGRATED TALENT MANAGEMENT FRAMEWORKSECTION 3 - KEY DELIVERABLES16.ORGANIZATIONAL DESIGN AND STRUCTURE17.JOB DESCRIPTIONS/ JOB ANALYSIS/ JOB FAMILYMODELLING/ JOB RESPOSIBILITY MATRIX18.COMPETENCY FRAMEWORK / ASSESSMENTCENTER/COMPETENCY BASED PRACTICES19.CAREER PLANNING AND SUCCESSION PLANNING20.COMPETENCY DEVELOPMENT PLAN21.PERFORMANCE MANAGEMENT SYSTEM22.REWARD MANAGEMENT23. STATUTORY COMPLIANCES24. HUMAN RESOURCE POLICIES25.BEST PRACTICES AND BENCHMARKING26.NEW HR SYSTEMS FAMILIARIZATION WORSHOPS27.METRICS TO MEASURE AND TRACK SUCCESS (THE HRDASHBOARD)SECTION 4 - EXECUTION TEAM DETAILS28.PROJECT TEAM STRUCTURE29.CONSULTANT PROFILES30.Investments towards Professional Fee and other commercialconsiderationsANNEXURES31.END28-04-2013 2Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  3. 3. SECTION 1 –INTRODUCTION AND APPROACH28-04-2013 3Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  4. 4. EXECUTIVE SUMMARY : Our understanding• The Power Sector worldwide has seen a consistent surge in growth, estimated to be anoverall 6 to 10%. This is evident in the Middle East region as well. The growth potential isimmense and there is a buzz about the many international players as well as governments,who are making large investments to the tune of ~ $300 billion in ~ 20 energy projects by2020 in GCC countries• The government of Country has earmarked investments of up to $15 billion in newpetrochemical and infrastructure projects over the next 10 years. With Country having thefastest growing Power sector in this region, investments would serve as an engine ofeconomic growth as well as social development. Moreover, as a forward looking governmententity in Country, Client’s ambitious growth plans too will have a multiplier effect on theeconomic and social development in Country and have a noticeable impact particularlywithin the local workforce and their development• Exceptional economic growth in this region is not mirrored in labor and human resourcedevelopment. Supply of qualified national labor and dependence on expats remain aconcern28-04-2013 4Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  5. 5. EXECUTIVE SUMMARY : Our solutionThere is an undeniable criticality of Client having a robust Human Resources plan, for an overall andmeaningful impact. With the decision of having an Integrated Talent Management Framework anda PCMM certification plan, Client is thus looking for a partner with a thought through strategy,methodology and implementation plan of their envisaged transformation process of HR and theorganization as a whole.On studying the RFP and other available sources of information, and putting the diverse and deepexperience we possess, given below are the highlights of the solution we have proposed :• Significant research and consultative approach of our multiple experts to bring together aconstruct which has a sound theoretical base, and more importantly, a strong focus on therealities of actual implementation• With the limited information currently available on the existing systems, policies andpractices, our plan begins with sufficient time and diagnostic tools dedicated to building a richand real database required (i.e. hard and soft data) to arrive at the customized Project Plan,and not plunge into a standard implementation28-04-2013 5Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  6. 6. EXECUTIVE SUMMARY : Our solution -2• The Project Plan will be an expertise-based customized plan, which will take into accountspecific client nuances and requirements, provide support and guidance in theimplementation process and take joint ownership i.e. partnering• With the clear goal of PCMM certification and the associated systems and process drivenapproach supported by technology, our plan brings together, from the Diagnostic phase, theelements required to be incorporated and/or changed for PCMM readiness. This will ensurethat the change process is not at cross purposes with the rest of the transformationinitiatives and does not have to be repeated• Best Practices and Benchmarking is a cornerstone of our approach – it ensures that thelearning already available is applied without having to go through the entire learning cycle• Our integrated Project management methodology ensures that the large scale changes inmultiple areas within HR, many of which will be done concurrently, are planned and phasedand brought together by design.28-04-2013 6Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  7. 7. EXECUTIVE SUMMARY : Our solution - 3• For the change process to be embedded at all levels, our plan has significant efforts directedto communication and rollouts to all relevant cross sections of employee groups• Our data driven approach will provide a clear picture at every stage of plans, progress madeand what next and will provide a set of dashboard and metrics to continue measuringeffectiveness and success• Finally, the outcomes from this would have a clear linkage to the objectives of – organizationstructure and grades, roles, competencies and talent pools, performance and reward systemsand policies, which will take the organization to its next stage of evolution28-04-2013 7Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  8. 8. EXECUTIVE SUMMARY : Our Credentials• We bring together a diverse group of consultants, who possess specialized skills andexperience required for a transformation exercise of this scale and complexity• They are driven by values of Professionalism, Personal Integrity, Responsiveness, Respect forDiversity, a Collaborative Approach, Commitment and Initiative• The basic philosophy driving this team is all about collaboration, partnering and providingpersonalized attention through considerably complex situations. Not only do they bring theirexpertise, they also bring their empathy and unstinting support to successful organizationaltransformations28-04-2013 8Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  9. 9. OUR UNDERSTANDING – POWER SECTOR• The need for electricity in emerging economies has driven a 70% increase in worldwide demand,with renewables accounting for half of new global capacity• Estimated overall 6 to 10% annual surge in demand for power, GCC countries to invest around$300 billion in approx. 20 energy projects by 2020• Phenomenal growth in the Power sector in the Middle East attracts international players to investinto the generation, transmission and distribution of electricity in the region• The MENA region has about 57% of the world’s proven oil reserves and 41% of proven naturalgas resources• The per capita electricity consumption during the period 2007-2035 in the GCC is likely toincrease at an annual rate of 2.5%28-04-2013 9Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  10. 10. OUR UNDERSTANDING: POWER SECTOR -2• The main challenges are Market uncertainty & responding to pricing pressure (especially in thecurrent global economic scenario), Rising competition and regulatory changes are the other keychallenges• The top three priorities for the global Power industry in 2013 are improving operationalefficiency, expand in current market and focus on sustainability• The power market in Africa and the Middle East is currently dominated by thermal power, whichaccounted for almost 85% of total installed capacity in 2011. Cumulative installed power capacityfor these regions is estimated to be as much as 349 GW by 2020• The growth potential is immense - In countries like Qatar and Country, with the electricityconsumption projected to grow at a double-digit CAGR during 2011-2014, due to an increasingresidential and industrial demand.28-04-2013 10Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  11. 11. OUR UNDERSTANDING: POWER SECTOR IN Country• Estimated 6 to 10% annual surge in demand for power, GCC countries to invest ~ $300 billion in ~20 energy projects by 2020• Country has the fastest growing Power sector in the ME region• Oil and gas dominates economic performance in Country, accounting for ~ half of GDP and ~ twothirds of net fiscal revenue• Country has the fastest growing Power sector in the ME region. Electricity production andconsumption saw a double-digit year-on-year growth. The government of Country has earmarkedinvestments of up to $15 billion in new petrochemical and infrastructure projects over the next 10years28-04-2013 11Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  12. 12. OUR UNDERSTANDING: POWER SECTOR IN Country -2• Oil and gas dominates economic performance in Country, accounting for about half of GDP andaround two thirds of net fiscal revenue. Country depends heavily on oil exports and has signed anumber of exploration agreements with foreign companies since 2005 in a bid to boost production• New tax laws, a Free Trade Agreement with the US, new privatisation laws, aims to create a moremarket friendly environment, and 70 per cent corporate ownership available to foreign investors,Country continues to attract a large amount of foreign investment.• The long-term Country Vision 2020 development plan highlight the need for diversification of theCountryi economy by Countryisation, industrialisation and privatization. Priority has been given toeducation in order to develop a domestic work force28-04-2013 12Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  13. 13. HUMAN CAPITAL CHALLENGES IN THE MIDDLE EAST• In recent years, governments in the Middle East region have increasingly come to recognizehuman resource development as the driving force behind economic growth• Exceptional economic growth in the Arab region is not mirrored in labor and human resourcedevelopment. Supply of qualified national labor and dependence on expats remain a concern• Two thirds of Middle East employees perceive their compensation structure lags behind that of themarket or peer companies. Human capital management is a pain point for Middle Eastentrepreneurs looking to build capacity• Fundamental human capital needs include a competitive compensation, basic training, clearperformance management procedures and basic benefits that include health insurance andannual leave.28-04-2013 13Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  14. 14. OUR UNDERSTANDING: Client• The Company has at its core the following objectives:1. Develop and invest in profitable businesses within Country and internationally2. Create meaningful employment within Country3. Grow talent - business leaders and professionals4. Maximise value from Countrys resources• Strategic impact of growth plans of Client has a multiplier effect in the development of the economy• Ambitious business and growth plans for Client, with significant clarity on focus areas, especially to do with HR,and the definitive decision of PCMM being the model to support and deliver this growth• Region dominated by issues of availability of local talent – Client is recognized as leader in local talentdevelopment• Region-wide future focus on Talent and Total Rewards has been utilized as an opportunity, as is evident from theplan for an Integrated Talent Management Framework – which would be Client’s key differentiator• Nature of business : Client – Government-owned closed joint stock co. - established to implement Government policies forelectricity & related water sector in Country, holds shares of 9 subsidiary cos. - engaged in infrastructure dev, generation,transmission, distribution, supply & procurement of electricity & related water• Client responsibility - 1) Support & implement the government’s privatization policies for electricity & related water 2)Implement government policy - financing of subsidiaries, to safeguard & maintain the interest of the government in thesecos. 3) provide centralized services to subsidiaries28-04-2013 14Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  15. 15. OUR UNDERSTANDING: Business Problem to beaddressedThe Background :EHC initiated the development of Best Practices for the HR of the group, to achieve itsmission i.e. We strive to develop and empower our HR to deliver world class governance &strategic direction to the group. EHC-HR dept proposed to develop an ITMFW for EHC group.This is a comprehensive module that will meet the requirement to be certified Level 3PCMM by the end of 2015. The ITMFW is a replacement of all to date approved HRinitiatives with the subsidiaries. EHC HR to manage & execute this project in coordinationwith EHC Group HR managersSpecific and critical needs and expectations from the HR team have been filtered andtranslated into expectations for a consulting firm, who will implement this28-04-2013 15Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  16. 16. OUR UNDERSTANDING: Business Problem to beaddressed - 2Critical elements of the Business Problem & our pledge :• Integrated approach of the different HR processes and systems is key for overall success :We understand just how critical this is and have a senior consultant dedicated to address thisat every stage of the project• Specialized and mature skills of consultants : Our consultants are well versed in the localnuances and are focused on providing customized solutions and personalized attention, tohandhold all the internal stakeholders and the organization to make them change-ready thethrough the entire transformation process• Adherence to timelines : Recognizing the urgency of this client imperative, we have plannedfor and kept our consultants ready for a quick turnaround to kickstart the project28-04-2013 16Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  17. 17. ABOUT USA SUMMARY OF THE TEAM FOR THE PROJECT (10 KEY CONSULTANTS)All the consultants on the team have repeatedly demonstrated some core values. Notable among them areProfessionalism, Personal Integrity, Responsiveness, Respect for Diversity, a Collaborative Approach, Commitment andInitiative.Neha, Mahesh, Sachin, Paroma and Shankar are part of the core delivery team. A few more specialists will be added tothe delivery team in the next few weeks. These will include specialists in PCMM methodology, Power Sector Specialistsand CIPD qualified consultants.WORK EXPERIENCE :• The cumulative experience in Academics, Consulting and Operational roles is 166 years• The total consulting experience within the team is an aggregate of 60 years• Their specialized Middle East experience is a cumulative 17 yearsEDUCATIONAL QUALIFICATIONS• All team member have a Masters or an MBA in HR• Total of 3 Ph.Ds with 2 Ph.Ds in relevant fields• 1 CIPD qualified28-04-2013 17Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  18. 18. OUR APPROACH AND SOLUTIONDiscovery &Fact FindingDevelop &Frame ChangeMandateDesign & RealignManagementStructures,Systems &ProcessesImplement andMonitorChange Communication Efforts4 weeks5 Weeks 12 weeksProject Plan& Set up1 WeekPrepare organization for change28-04-2013 18Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  19. 19. SECTION 2 –THE PROJECT PLAN28-04-2013 19Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  20. 20. STRATEGIC ALIGNMENT PHASE• Determine stakeholders, core project team, roles and responsibilities, confidentialityguidelines, reporting and expected outcomes• Clarify project scope, goals and objectives, timelines and measures of success• Establish communication strategy• This will include a 2 day offsite with the client team and our core team of consultants.28-04-2013 20Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  21. 21. STRATEGIC ALIGNMENT PHASE -2 Identify the Working/Steering committee and appoint the project sponsor Identify a cross functional client project team to work with us during the design andimplementation stages of the project Create a detailed project plan with key activities, milestones, timelines, roles andresponsibilities, confidentiality guidelines etc.. The plan will be created in consultation with youteam Finalize project update templates Develop a detailed communication plan Identify sources of information (employee data master, cultural and engagement studies,representative job descriptions, current organization structure and functional structures,current competence framework, etc.) to collect at the project pre launch stage and demarcateresponsibilities for the same Finalize project milestones, steering committee interaction dates and time commitments,project review dates and red flag process amongst other pre launch activities28-04-2013 21Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  22. 22. FACT FINDING AND DIAGNOSTICS PHASEUnderstand current businesspriorities and goals, leadershipstyle and impact perceivedissues and challengesReview current operating model,organization structure, responsibilitylevels, decision making boundariesand unique rolesReview current culture and leadershippractices and its impact onorganizational performance systemUnderstand futureBUSINESS goalsand prioritiesReview current HR policy/practices/systems effectivenessArticulate futureORGANIZATIONALgoals and prioritiesDevelop andfinalize theORGANIZATIONALCHANGE PLANCo-relatefindings toprojectscopeDiagnose current HR functionaleffectiveness and benchmark againstkey industry and functionalparameters28-04-2013 22Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  23. 23. FACT FINDING AND DIAGNOSTICS -2Current state diagnostic study - Using established frameworks such asGalbraith’s star model or McKinsey’s 7S framework to diagnose statusquoBring all leaders to a common platform to collectively articulate businessaspirations and quantify the success metrics; Collect, collate and analyze primary and secondary data including: Business vision, goals Industry, key competitors and industry dynamics Business drivers and policy regulations Understand organization core competence and business valuechain Understand critical talent implications of Business Strategy andhow they align with PCMM level 3 requirements. Understand current HR capability to translate business prioritiesinto Talent outcomes. Diagnose HR Functional Effectiveness in line with PCMM level 3requirements Benchmark HR process, functional parameters and metricsagainst Industry best practices Diagnose Change Management issues and cultural barriers tochange.Diagnostic reportChange ManagementPlanCapabilities for meetingfuture business prioritiesand outcomes HR Effectivenessdiagnostic report andbenchmark reportCurrent and desiredorganizational design Prioritization of HRInitiatives Based onBusiness Strategy andCurrent HR Capability. Identifying high-levelgaps and outcomes for allPCMM related areas Success measures forthe HR Transformationproject28-04-2013 23Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  24. 24. The HR Functional Effectiveness DiagnosticKey Highlights:• Benchmarked analysis of the effectiveness of the HR function• Segmented analysis by key organizational characteristics• Comprehensive roster of key attributes of an effective HR function• Complimenting the Business Alignment Tool and Performance Benchmarking Suite, part of acomplete suite of HR function assessment and benchmarking tools from a reputed andtrusted service provider.28-04-2013 24Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  25. 25. The HR Effectiveness Diagnostic CategoriesDiagnostic participants rate the importance of —and effectiveness at—each of the below elementsHR Functional EffectivenessTalent Management HR OperationsWorkforceManagementPerformanceManagementTrainingRetentionEmployee DevelopmentRecruitingWorkforce PlanningTransferring EmployeesEmployee RelationsWorkplace SafetyLegalHR ResourcesOrganization ChangeOrganization CultureCompensation andBenefitsDiversityMetrics andMeasurementHR StaffHR Business Partner/GeneralistsCompensation andBenefitsTrainingLearning andDevelopmentRecruiting Metrics SelectionMetrics Analysis• Create high-return targeted interventions through segmented feedback• Clear Understanding of where HR function is excelling or underperforming• Covers all PCMM areas28-04-2013 25Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  26. 26. PRESENTATION TO KEY STAKEHOLDERSKey DeliverablesActivitiesStrategy review Bring all leaders to a common platform to collectively articulate business aspirationsand quantify the success metrics; conduct a half day session with the steeringcommittee to share our first thoughts on the current organizational context andfuture strategic priorities and goals Validate priorities and obtain sign off on project implementation planStrategy review Business/ strategicorganizational prioritiesover a 1-2 years timeframe First thoughts on currentrealities and future goals28-04-2013 26Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  27. 27. PCMM LEVEL 3 READINESS PLAN• All the interventions we have proposed are in line with the requirements of PCMM Level 3.• Post the Discovery/ Diagnostics when we get more data on the ‘as is’ state, we would freezeon the final designs and implementation plans.• At this point we would also be in a position to propose the PCMM Roadmap and theMilestones.• On the team of consultants, we will have at least one specialist, who is extremely well versedwith PCMM methodology and who has been responsible for successfully taking anorganization through a full life-cycle of PCMM Level 3 Assessment.28-04-2013 27Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  28. 28. CHANGE MANGEMENT PLANTHE ELEMENTS OF OUR CHANGE MANAGEMENT PLAN AS FOLLOWS:• We would spend the first few weeks preparing the organization for change.• A strong focus on a Data Driven Methodology is key to our success.• Readiness for change, reasons for resistance to change and the key success factors inensuring a smooth transition to the new systems and practices would be designed using thedata collected in the initial Diagnostics/ Discovery phase.• This would include a strong focus on communication as a tool for change.• We would also effectively use Training and Workshops to help equip all employees of anunderstanding of and knowledge of the new policies and procedures.• An understanding of the culture of the organization is going to be important. Hence a focuson understanding cultural dynamics will play a large part in the exercise.• Involvement of the leadership team in this exercise is critical.28-04-2013 28Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  29. 29. Change Management Plan -2ApproachStage 1: Plan for Change• Diagnose the Change Problem.• Determine barriers and resistance to changeincluding cultural barriers.• Gauge preparedness of change initiative.• Determine Ownership of Change.Stage 2 : Manage Type of change• Customize change strategy for specificinitiative.Stage 3: Communicate and Engage throughChange• Prepare Leaders for change• Communicate change• Propose strategies to engage people throughchange.Stage 4: Measure Change Success• Track change initiatives• Human capital and organizational metrics tomeasure change outcomes postimplementation.Outcomes and Deliverables• Change Management RACI Matrix• Change Communication Channels, Timing,Strategy Matrix• Toolkits:– Change Management Checklist forLeadership and Senior Managers– Manager toolkit with mitigationstrategies for overcoming resistance toChange• Training for Change Management Champions• Draft content of key Change Communications• Change Management Dashboard• Post Implementation review checklist• Proposing the structure and operations of theChange Management function, for ongoingchange management post implementation.28-04-2013 29Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  30. 30. IMPLEMENTATION PHASEOur effort will be to also address thesecritical perspectives which are crucial tolong term successProfessionalizethe organizationCreate anawareness andacceptance ofchangeOne culturalidentityAlign themanagementteam in onedirection• Communicate whowe want to be & howwe will get there• Clarify the new waysof working• Monitor & reinforce• Then monitor andreinforce again• Collectively articulate what “futuresuccess will look like to createownership and accountability• Clarify collective and individual roles tobe performed• Integrate the old andthe new cultures toleverage the best ofboth worlds• Institutionalize professional talentmanagement systems and processes• Adopt professional governance & managementpractices• Re-jig the talent pool across business criticalroles• Establish individual accountabilities28-04-2013 30Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  31. 31. INTEGRATED TALENT MANAGEMENT FRAMEWORKBROAD LEVEL GROUPING OF VARIOUS SUB-SYSTEMS OF THE FRAMEWORKStrategic ClarityOrganizational Performance &AccountabilityOperating Model &Organization StructureOrganizational CompetenceOrganizational Roles &PerformanceTalent Development &EngagementFuture business aspirationsCorporate measures of success + functional/ divisional scorecards + individual KRA + KPIs +management accountabilityOrganization structure design + Job description + Job analysis + Job family modelling +Decision making levels + Job responsibility matrix + Job profile inventory + gradingstructureCompetency framework + Competence development plan + Career planning + Succession +Competency based practices + Assessment centresPerformance management system + reward management + individual accountabilityHuman resource policies + Best practices + Data analytics + HR systems familiarizationworkshops + Statutory policiesTerminology Used Representative of…28-04-2013 31Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  32. 32. INTEGRATED TALENT MANAGEMENT FRAMEWORK -2Strategy, Value Chain & Core BusinessProcess & TechnologyMarket Potential, Industry Dynamics &Economic EnvironmentCulture & ValuesLeadershipPeople & CapabilitySteering &WorkingCommitteeAdvisorsBusinessLeadersProjectteamsChangeEnablers &BlockersStakeholder ExpectationsExternal MarketStrategic ClarityOrganizational Performance &AccountabilityOperating Model &Organization StructureOrganizational CompetenceOrganizational Roles &PerformanceTalent Development &EngagementChange Levers Change Enablers ChangeOutcomesSystemic ChangeAttitudinal ChangeSystemsDesignImplementationChange Management & CommunicationLarge Scale Sustainable Corporate Transformation is anchored around this model(please refer to previous slide for the components of change outcomes)28-04-2013 32Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  33. 33. HOW WE INTEND TO OPERATIONALIZE THEFRAMEWORKStrategic ClarityOrganizational Performance &AccountabilityOperating Model &Organization StructureOrganizationalCompetenceOrganizational Roles &PerformanceTalent Development &EngagementFuture business aspirations•Corporate measures of success•Functional/ Divisional Measures•Individual KRA + KPIs + managementaccountability•Organization structure design•Job description•Job analysis•Job family modelling•Competency framework•Competence development plan•Career planning•Performance management system•Reward management I•Individual accountability•Human resource policies•Best practices•Data analytics•Succession planning•Competency based practices•Assessment centres•HR systems familiarizationworkshops•Statutory policies•Decision making levels•Job responsibility matrix•Job profile inventory + gradingstructure28-04-2013 33Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  34. 34. SECTION 3 –KEY DELIVERABLES28-04-2013 34Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  35. 35. ORGANIZATIONAL DESIGN AND STRUCTUREOrganizational Diagnosis8 mandays• Using established frameworks such as Galbraith’s star model orMcKinsey’s 7S framework to diagnose status quo• Diagnosis through a mix of senior leadership interviews, focusgroup discussions and surveys• Roles and responsibilities to be assessed4 mandays• The stakeholder model for assessing organization performance• management scoring grid to evaluate management practices6 MD’s• Existing practices and best practices in the sector• Recommended design/ model using ten levers of organization design28-04-2013 35Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  36. 36. ORGANIZATIONAL DESIGN AND STRUCTURE -2Organizational Design Implementation•Organization design and structure with clarity of roles and responsibilities•Use of integrated talent management systems to link roles and outcomes•Design of lateral linking mechanisms to ensure smooth functioning•Group/ leadership interventions to ensure successful implementation oforganizational design•Use of LSIP and other change management interventions28-04-2013 36Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  37. 37. ORGANIZATIONAL DESIGN AND STRUCTURE -3CRITICAL ASPECTS OF INTER-LINKAGES TO INTEGRATION FRAMEWORK• Organizational Structures need to show linkage with Total Rewards (C & B) re-structuring aswell as Headcounts analysis.• Creation of a brief Fitment Matrix in line with Principles of Organizational Structure followedby Job Family and associated Competencies.• The roll-out plan includes town-hall meetings, docket, FAQ and training.• Communication on structural changes i.e, suggested job band/title and change in Rewards/ C& B will to go hand in hand.28-04-2013 37Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  38. 38. JOB DESCRIPTIONS/ JOB ANALYSIS/ JOB FAMILYMODELLING/ JOB RESPOSIBILITY MATRIXTHE EXECUTION PLANUndertake three types of interviews – Critical incident technique, Repertory Grid interview, visionaryinterviews and focus group discussions in small groups of 5-8 people to identify the key responsibilities,job purpose, principle accountabilities, and person specification. This data will be a feeder to severaltasks – JDs, job modelling, role profile inventory and competency models. These interviews will befollowed by data analysis and presentation back to the departmental heads for validation. Once this isdone we would use the data for restructuring and designing, competency modelling and designingassessment exercises. The output from these activities would be an input for the Organizational Designand Structure task.The competency models and the assessment exercise will also be discussed with top management anddepartmental heads for validation.The competency model will have three components:1. Core,2. Functional3. General Managerial/Behavioural CompetenciesManagers and Supervisors would be trained on how to evaluate competencies as a part of the appraisalprocess.We would also include a one day process on appraisal feedback based on KRA and KPIs.28-04-2013 38Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  39. 39. COMPETENCY FRAMEWORK / ASSESSMENT CENTER/COMPETENCY BASED PRACTICESComponents of competency models:Core Competencies – there would be four or five core competencies and these could overlapwith general managerial competencies.General managerial competencies – there will be four levels of competencies and each levelwill have 7 or 8 competencies in the basket. The four levels are: entry, junior management, middlemanagement and senior management. The models will flow logically from lowest level to thehighest level in terms of its complexity. The lower level competencies will be more operational andthe higher level ones will be strategic.Each core and general managerial competency will be evaluated on a 1 to 5 scale, 1 beinglowest. The behavioural anchors for each of these will be described at levels 1, 3 and 5 only andnot for 2 and 4.Functional competencies - there will be proficiency levels for each level – entry, junior, middleand senior management levels.28-04-2013 39Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  40. 40. COMPETENCY FRAMEWORK / ASSESSMENTCENTER/COMPETENCY BASED PRACTICES -2Assessment Centres – Addressing complexity at higher levels in the organization• For Entry level & junior levels – three assessors with 15 candidates for one day (3x1 3consulting days). With additional 1 day for report generation.• For Middle management levels – 5 assessors with 15 candidates for 2 days (5x2 10consulting days) with additional 2 days for report writing.• For Senior management levels – 6 assessors with 15 candidates for 3 days (6x3 18 consultingdays) with additional 2 days for report writing.• In addition there will be Psychometric tests for all levels• The total number of days will depend on the employee size at each level28-04-2013 40Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  41. 41. COMPETENCY FRAMEWORK / ASSESSMENT CENTER/COMPETENCY BASED PRACTICES -3Assessment centres:• Each assessment centre will be undertaken for a group of 15 people with 5 assessors and onecentre manager.• There will a range of exercises like group discussion, in-tray, role plays, case studies,simulations, competency based interview, presentations and psychometric testing based onthe levels. Functional competencies will be assessed using a functional knowledge test.• Each Assessment Centre will include Assessment, Integration, Feedback and a DevelopmentPlanning exercise. The data from this will feed into career and succession planning.• Each participant will receive a written report in the agreed format.28-04-2013 41Shankar Nabar Consulting(shankarnabar@yahoo.com)
  42. 42. CAREER PLANNING/ SUCCESSION PLANNINGDESIGN:Interview stakeholders to:– Gain organizational context - strategic direction, business priorities, culture, leadership expectations,critical success factors etc.– Project Scope, roll out, expected outcomes, confidentiality– Establish a system for communicating succession planning information– Obtain buy-in and commitment for the process from key stakeholders• Establish Role Profile– Identify critical positions– Identify specific competencies, skills and values that leaders to succeed now and in the future– Establish Potential- Performance Matrix and Succession Readiness– Identify a systematic approach for identifying, nominating and selecting potential successors– Review background information on potential successors, such as education, experience, skills, appraisals andpotential– Create final list of high performers• Design Assessment methodology (Integrated with previous task)– Develop customized competency based assessment centre– Finalize external and internal assessors and train internal assessors– Finalize report format, feedback mechanism and stakeholder involvement– Develop operational plan for assessment centre roll out28-04-2013 42Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  43. 43. CAREER PLANNING/ SUCCESSION PLANNING -2EXECUTION:• Lead and Manage Assessment Centres (Integrated with previous task)– Execute assessment centres– Assess potential successors against key competencies– Analyze and generate reports– Determine strengths and developmental priorities, succession readiness and coachingstrategies• Feedback and Action Planning:– Provide 1-1 feedback and create individual development plans– Present composite trends on overall talent pool to the organization• Initiate Career Planning Discussions– Identify career aspirations, interests and motivations of– Design Developmental Activities/Projects– Provide Mentoring/Coaching– Create a Leadership Succession Plan28-04-2013 43Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  44. 44. CAREER PLANNING/ SUCCESSION PLANNING -3MAINTENANCE AND FOLLOW UP:• Measure and Evaluate outcomes– Review Performance and Development with Key Stakeholders– Evaluate process effectiveness and make changes accordingly• Establish tracking mechanism to ensure sustainability– Establish a system for monitoring candidates development plan progress bymanagement– Track the Plan and monitor individual and group progress– Conduct Yearly Calibration Discussions with Key stakeholders and HR to determineReadiness28-04-2013 44Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  45. 45. COMPETENCY DEVELOPMENT PLAN1. Scoping Meeting– Review of Business Strategy and linkage to requirements– Confirmation of project scope, Deliverables and outcomes– Determine positions, roles, Competency Profiles and behaviours to be developed based upon thenumber of unique roles or job families– Identify internal job documentation and other relevant information– Confirmation and clarification of roles and responsibilities of Internal and External resources– Identification of Subject Matter Experts (SMEs) and/or job incumbents– Confirmation of logistics, timeline, communication plan, contact protocol, follow up2. Development of Competency Profile Definitions (Integrated with previous task)– Develop preliminary list of competencies and behaviours for each roles/job families– Review of existing job information and materials, strategic plans, balanced scorecard, competenciesand any other relevant documentation that may facilitate in behavioural development.– Review of best practices research and databases for competencies profile(s)– Develop draft competency profiles that will be vetted with SME focus group– Using the information and documentation provided by the project team, industry best practices, andresearch the data would be compiled and analyzed to develop– definitions and supporting behaviours that could reflect current and future success28-04-2013 45Shankar Nabar Consulting(shankarnabar@yahoo.com)
  46. 46. COMPETENCY DEVELOPMENT PLAN -23. Customization, Validation and Prioritization of the Competency Profiles and Behavioural Descriptors– During this phase, the preliminary Competency Profiles would be validated and prioritized throughfocus group sessions.4. Finalize the Competency Profiles– Based upon the input from focus group sessions, documentation and project team, we wouldfinalize the Competency Profiles and behavioural definitions. The final version of the competencywork would be delivered to the Internal project team to obtain final approval. This step wouldinclude one round of simple revision.28-04-2013 46Shankar Nabar Consulting(shankarnabar@yahoo.com)
  47. 47. PERFORMANCE MANAGEMENT SYSTEMArticulate currentbusiness strategyIdentify future businessneedsIdentify indicators of corporate success(Balanced Score Card)Set short/ long termtargetsMD/ COO PerformanceexpectationsCascade to business units/corporate functionsSet short/ long termtargetsLeadership performanceexpectationsCascade to departments/teamsSet short/ long termtargetsEmployee performanceexpectationsMeasure extent of alignmentCommunicate performance expectation andrespond to feedbackPerformance architecture -Creating alignment between business goals & people performance…...illustrating alignment28-04-2013 47Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  48. 48. PERFORMANCE MANAGEMENT SYSTEM -2Design :Based on discussions & inputs from client, Bestpractices in the region & sector & success factors inthe PCMM framework to arrive at an uniqueframework .The Performance Management System will coverOverall People Philosophy, Business and GrowthPlans, the Performance framework (incorporating theCompetency Framework, linked with Rewards) &Timelines, including the subsidiaries, Goals, Reviews,Checklists, Communication and Recommendationsfor the futureExecution : Communication & roll outs toall employees, managers, report writers andBoard of DirectorsFollow up & Maintenance : Periodic audits& follow up action plans e.g. Metrics,Performance measurement and analytics28-04-2013 48Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  49. 49. PERFORMANCE MANAGEMENT SYSTEM -3Performance monitoring -The ideal overall performance cycle and its workingsQ1 plan andperformancereview withfeedbackFinancialYear startPrevious YearPerformancecycle closureMid year planandperformancereview andcorrection (ifany) withfeedbackQ3performancereview andcorrection (ifany) withfeedbackEnd of yearreview withfeedback onplan andperformanceYearstartgoalsettingFinalization ofbusiness planand goals fornew FYCommunicate tokey internalemployee groupsMid year businessplan and goalsreview for new FY(and corrections ifany)Communicate tokey internalemployee groupsMonitor and manage the performance process for maximum effectivenessBeginContd.28-04-2013 49Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  50. 50. PERFORMANCE MANAGEMENT SYSTEM -4ConsolidateorganizationalperformancedataNormalizeperformancerating (ifneeded)Link performance outcomesto capability enhancementinitiativesLink performance outcomesto reward (fixed pay and meritincrease)Link performance outcomesto role changeFinalizeperformancerating and signoffContd.CommunicateHR to enable line managersfor performanceconversationsHR to provide processsupport where neededHR to provide advise ondealing with exceptional casesand grievancesEndEstablishnormsFeed learnings intodesign and process fornext financial yearDefinenormalizationteamNormalizationto budgetarylimitationsPerformance monitoring -The ideal overall performance cycle and its workings (contd.)28-04-2013 50Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  51. 51. REWARD MANAGEMENTEngagement Plans• Base Salary• Short Term Incentives• ESOPs/Performance Shares• Cash retention plans• Benefits• Rewards & Recognition• Non-Monetary Rewards likegrowth, skill development,studies, etc.TotalRewardsLongTermWealthAnnualCashBusiness Expectations- Consistent Growth- Sustainable business Model- Maximize shareholders valueHR Strategy- Attract best talent- Engage & retain talent- Build high performance cultureOrg Structure &Job evaluationCompetencyFrameworkTalentManagementPerformanceManagementRewards Strategy• Competitive &performance basedpay and benefits• Wealth creation• Skill developmentDrive Behaviors• Create ownership• Motivate employees• Deliver resultsconsistentlyFramework and Design28-04-2013 51Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  52. 52. The Execution PlanREWARD MANAGEMENT -2Inputs• Inputs on current rewards andexpectations from all stakeholders• Statutory & labor norms• Existing compensation data andpolicies• Job evaluations inputs• C&B benchmarking report for theregion (can be delivered at extracost through a third partner)Process• Assessment of existing rewards• Assessment of HR budget andbusiness plans• Analysis of C&B benchmarkingsurvey and gap analysis• Create balanced inference ofstakeholder’s expectationsOutputs• Total Rewards strategy & delivery model• Grading structure• Rewards Policies & Processes - coveringall 3 aspects of Annual Cash, Total Cashand Total Rewards• Review & measurement systems• Communication plan• Automation plan**Excluding development & executionDesignPhaseImplementationPhase•HR KPI dashboard related to rewards•Rewards Education Workshop for allpeople managers and new joinees•Employee satisfaction survey onrewards policies and processes•Review of quarterly schemes such assales incentive plan, R&R, etc.Quarterly•Business impact analysis through newrewards program•Annual HR KPI dashboard•Management review and feedbacksessions•Policy and process review andrevision•Annual compensation revision andbonus payout exerciseAnnually•Impact analysis of rewards strategyon business and people•Sustainability analysis of rewardspolicies and processes•Support in hiring right talent tomanage rewards function•Handover the project to theoperations team•End of project feedback from allstakeholdersEnd of the Project28-04-2013 52Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  53. 53. HUMAN RESOURCE POLICIES• For an organization, with strong social and development values, poised for scaling the heights of excellence, thefoundation has to be strong• The vision for a compliance framework will be based on this expansive thinking and mechanisms will be built toaddress the needs of the organization, employees and the regulatory requirementsDesign :1. This will be for the complete Employee Life-cycle, covering People philosophy & approach, Business Ethics andCode of Conduct and Employee Communication2. Different HR processes like Manpower Planning, Recruitment and Selection – including Rehire, Relocation,Probation policies, Induction, Visa processing, Payroll and other Benefits like Advances, Retirement,Severance, Disability and Medical benefits, Performance and Talent management, Professional development,Internal redeployment & Promotions, Salary increases, Termination of services3. Legislations applicable to all employees – Safety, Health and Environment related regulations, Working hours,Attendance, Leave, Holidays, Grievance and disciplinary procedures etc.Execution :Documentation and roll out of the different areas in HRPolicies to be created for employees and managers, based on the processes finalizedFollow up & Maintenance : Process for regular updating, review and audit28-04-2013 53Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  54. 54. STATUTORY COMPLIANCESThe Statutory Compliances area will aim to incorporate the wish to act with integrity andresponsibility in the immediate and the larger economic and social environmentDesign :• Review of current operations and future plans which will have an impact on working hours, overtime and otheremployment conditions like safety, medical benefits etc.• Will cover all People related statutory compliances – Employment (Nationals and foreigners, Juveniles andwomen, Part Time work, Permits & Labour Cards etc.), Work Contracts, Disciplinary processes and disputes,Interactions with the Ministry, Wages, Leave and Shifts, Safety, Health and Hygiene, Inspections etc.Execution :• HR & Statutory Due Diligence, for all recent and updated applicable legislations• Checklists, Schedules, Awareness for employees (as required), Training for managers & other implementers e.g.Benefit Administrators, registers & record keepers etc.Follow up & Maintenance : Statutory Compliance Audit, follow up Action Plan & Advisory services28-04-2013 54Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  55. 55. BEST PRACTICES AND BENCHMARKINGOverall HR Excellence Score ComparisonsEmployeePerceptionMeasuresHR OperationalMeasuresCost RatiosIndustrybasedCrossIndustryGlobalBestRegionalBestProductivityMeasures•Revenue/FTE•EBITDA/FTE•Net Profit/FTE•HR costs/Revenue•HR Cost/OPEX•Salary/HR Cost•Rect. Cycle time•Bench strength•Training coverage•EngagementScore•Performance scoreExamplesDataBasedReportsCustomizedBenchmarkingConsultant’sNetwork/DatabaseDesktopResearch28-04-2013 55Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  56. 56. BEST PRACTICES AND BENCHMARKING -2Sample Benchmarking reportThe HR Performance Benchmarking Suite28-04-2013 56Shankar Nabar Consulting(shankarnabar@yahoo.com)
  57. 57. BEST PRACTICES AND BENCHMARKING -3A suite of resources to provide direct comparison with how HR staff and their line customers view theeffectiveness of the HR department. Across each key area, the organization will be able to analyze the HRstaff ’s assessment in direct comparison to the line-based assessment. Organizations can also view theline-based assessment of their individual HR Business Partners to provide further detail on HReffectiveness and analyze individual development areas for HR staff.Complete HR Function Assessment and Benchmarking28-04-2013 57Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  58. 58. NEW HR SYSTEMS FAMILIARIZATION WORKSHOPS• These will be taken up on an ongoing basis as and when new systems are designedand are ready to be implemented.• Extensive Training will be provided to equip the managers and supervisors toensure that they in turn can use these systems effectively.• This will be closely tied in with the Change Management Communication exercisesto ensure that there is no resistance in adapting to the new systems, processes,structure or policies.28-04-2013 58Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  59. 59. METRICS TO MEASURE AND TRACK SUCCESS (THE HRDASHBOARD)In the illustrated framework, data flows from the bottom of the framework upward.This path enables a transformation of the data whereby it becomes actionableinformation and ultimately refined into its core intelligence subsets.Consultants will leverage our Global Best Practices databases, experience on similar projectsand Knowledge experts for program planning and delivery.DashboardsReporting |Business RulesAnalysisIntegrationData Sources28-04-2013 59Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  60. 60. METRICS TO MEASURE AND TRACK SUCCESS (THE HRDASHBOARD) -2Month 1 Month 2 Month 3 Month 4Discovery Phase –Gathering Information needs ofBusiness. As-Is ReportingLandscape analysis & Pain areas.Analysis of HR Metrics andReporting Requirements from allHR sub-functions. Finalizenumber of Reports / dashboardsfor design / delivery. FinalizeInformation delivery method(online on portal or offlinethrough MS Excel)Preparation of ReportingDashboard SpecificationDocumentMap data supply chain fromrequired metrics / dashboardsbackward to source dataDesign of reports - Report definition, Metrics,dimensions, Calculation logic (if any), report Layout.Development & UAT of Reports & Dashboards forHR functions. Delivery of Reports28-04-2013 60Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  61. 61. METRICS TO MEASURE AND TRACK SUCCESS (THE HRDASHBOARD) -3THE ROLE OF METRICS IN INTEGRATING THE TALENT MANAGEMENT FRAMEWORK• Aligns with the Diagnostics Team• Define the data that need so be collected• Data Collection Formats are designed• Data Collected is analysed• Conclusions are drawn• Inputs given to Design Team and Execution Team• Tracking progress and Trends by updating the Data Collected periodically• Works closely with Best Practices and Benchmarking team• Institutionalize the Data Driven Methodologies with the client team28-04-2013 61Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  62. 62. SECTION 4 –EXECUTION TEAM DETAILS28-04-2013 62Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  63. 63. PROJECT TEAM STRUCTUREClientLeadership&HRteam/SteeringCommitteeManaging ConsultantProject DirectorAnd Integration ArchitectProject Manager Technical Advisor and QA<- - - - - - - - - - - - - >Managing Consultant Managing ConsultantConsultant Consultant Consultant Consultant Consultant Consultant ConsultantSenior AnalystSenior AnalystSenior AnalystSenior Analyst Senior AnalystAnalyst Analyst Analyst Analyst Analyst28-04-2013 63Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  64. 64. CONSULTANT PROFILES -1Dr. Neha is an Organizational Psychologist with over 15 years of International Consulting and deep expertise inTalent Management, Leadership Assessment and Development, Executive Coaching, Succession Planning, ConflictMediation, Employee Engagement Strategy. As a Consultant and Advisor, Neha partners with leaders in nationaland global organizations in developing strategies to drive results at an individual, team and organizational level.Her recent engagements include developing an organization-wide engagement strategy, alignment of seniorleadership team, conflict mediation and leadership development of high potentials and sales leaders.Neha adopts a rigorous methodology using a wide variety of high quality assessment tools such as cognitive,personality and multi-rater (360) surveys, competency-based behavioural interviews, in-basket exercises andsimulations. As an Executive Coach to senior level executives, Neha works closely with her clients to align theirstrengths and talents with their role expectations and navigate through the organizational realities to be strongand successful leaders. She has worked with senior and mid level leaders across a wide range of industrieshelping them grow and evolve as strong business leaders.Neha’s clients include AC Nielsen, Atomic Energy of Canada Ltd., AMD, Archives of Ontario, Astellas, BrockSolutions, AXA Assurances Inc., CAA, Cadillac Fairview, Daimler Chrysler, Direct Energy, Deloitte, Eli Lilly Canada,Gamma Dynacare, Getinge Canada, Great West Life, Intact, Jacques Whitford, John Deere, Johnson & Johnson,Kinross, KPMG, Loblaws, Manulife, Medtronics Canada, Molson, Ontario Power Genrartion, Orange BusinessServices, PCL Constructors, Pearson Custom Publishing, RBC, Rogers, Schenker of Canada and Smart Systems forHealth Agency, UNDP, WHO, FAO, UNICEF, Xstrata.Neha holds a Doctorate in Organizational Psychology and a Masters in Business Administration from NagpurUniversity, India. She is a member of Canadian Society of Organizational Psychologists and Canadian PsychologicalAssociation. She is also an Associate Faculty at University of Toronto.28-04-2013 64Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  65. 65. CONSULTANT PROFILES -2Dr. Mahesh a trained psychologist who holds a BA in Psychology and an MA in Industrial Psychology from PuneUniversity; an MSc. in Management from the National University of Singapore; and a Ph.D. in Applied Psychologyfrom the Indian Institute of Technology (IIT), Bombay. His doctoral thesis is the first in the country on the topic“Executive Coaching”.Mahesh is recognized as a change management, talent management & organization development professionalwith extensive experience in the design and implementation of Assessment Centers, Development Centers, SeniorLevel Executive Assessments, & Development, Job Analysis and Competency design projects, LeadershipDevelopment and Executive Coaching.Mahesh is an experienced trainer in the areas of competency based interview and feedback skills, performanceappraisal, processed based skill building in manufacturing organizations, personality questionnaires, ability tests,job analysis, competency designs and communication, personal excellence, leadership and coaching. Mahesh has20 years of HR experience in both industry and consultancy. His experience spans across private sectors - includingfinancial services, manufacturing, pharmaceuticals and information technology - as well as restructuring projectsin NGOs.Mahesh is an active member of American Psychological Association, Society for Industrial & OrganizationalPsychology, Academy of Management, International Coach Federation, European Mentoring & Coaching Council,Worldwide Association of Business Coaches, Institute of Coaching Professional Association, National Academy ofPsychology in India and is a life member of NHRD. He has Level I & II certification from SHL, is a trained seniorassessor with DDI, is trained in Hogan Assessments and holds the highest level of certification from Centre forCreative Leadership. Mahesh is a Certified Master Coach of Behavioral Coaching Institute of USA, and is also amember of its International Academic and Business Advisory Board. Mahesh is also trained with New VenturesWest in their world class Integral Coaching Methodology. He has more than 800 hours of coaching to his credit.28-04-2013 65Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  66. 66. CONSULTANT PROFILES -3Mayank has over 14 years of experience in consulting, business development and management, and has developed a comprehensiveoutlook and skills in both business and talent management areasHe has worked extensively across industry sectors such as Oil & Gas, Manufacturing, Chemicals, Steel, Financial Services with clientsacross the USA, UK, Middle East, Thailand, China, Malaysia, Sri Lanka and IndiaHis core expertise lies in - industry and market scanning, business portfolio review, strategy articulation, process effectiveness,governance and operating model definition, organization structuring, performance management architecture and leadership advisoryHe has a wide range of work experience across developing talent strategy and planning, talent analytics and effectiveness includingassessment, coaching and development planningLeadership and Capability ExperienceIndividually advised four Chairmen and three CEOs on their personal/ professional development agenda that would range acrosspersonal and professional relationships, family ties, self-versus others perceptions, specific behaviors exhibited at the workplace, pastincidents, professional interactions, personal likes and dislikes, specific needs of the role amongst other issuesConducted leadership development one-on-one sessions with leadership teams (first line reportees to CEOs) in Indian organizations.Each of these sessions would on an average range from 1 – 2 hoursExperience in organization competence needs identification based on future business priorities, competence framework development,mapping competence to roles, assessment of needs, the creation of development action plans and monitoring the same over a periodof time for a group of business leadersIdentification of organizational core competence and embed/ institutionalize the same through structure, process, roles and capability –key personal differentiatorExperience in succession planning efforts in organizations including criteria definition, critical roles identification, source and destinationrole identification, readiness/ success criteria, defining a process to internally and/ or externally source candidates for the same anddefining special programs for high potential talent to address retention effortsBeen an assessor on at least 70 Assessment/ Development Centers across 14 years of management consulting28-04-2013 66Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  67. 67. CONSULTANT PROFILES -4Brad has over 25 years of experience in Human Resource Leadership, Executive Coaching, Facilitating, BusinessDevelopment, Teaching and Consulting. Brad has held several leadership HR roles in international companies(MDS Pharma Services and Right Management) with global responsibilities. Currently he is providing advisoryservices to diverse clients in the areas of HR Strategy Leadership Development, Performance Management,Strategic Planning, Succession Planning and Training and Development.Some of Brad’s most recent engagements include Leadership Assessment, Senior Leadership TeamDevelopment/Coaching, Succession Planning, Competency Development, Management Training, HR Policy andProcedure Development, Compliance Consulting, Hiring and Termination Support and HR Generalist Support.As a Consultant and Advisor, Brad believes in a collaborative approach beginning with working hard to understandthe unique culture and circumstances of his client’s organization and their definition of a successful businessrelationship.Brad’s clients include CMA Ontario, Porter Airline, Allied Properties, William Sonoma, Surrey Place Centre, NewElectric, Path Financial, TorStar Digital, Gay Lea Foods, Global Knowledge, Celgene, Medtronic, Toronto Hydro andSchindler Elevator.Brad holds a Masters Degree in Adult Learning from the University of Nebraska – Lincoln with extensive doctoralstudies in Leadership at the same university.28-04-2013 67Shankar Nabar Consulting(shankarnabar@yahoo.com)
  68. 68. CONSULTANT PROFILES -5Paroma brings more than 15 years of experience in multiple HR domains, across multiple sectors – FMCG,Banking, IT and in large corporates in the Middle East, spanning Retail, Distribution & Education.In her corporate career as a HR Manager and Specialist in Talent Management, she has worked on bringingtogether different aspects of HR, relevant for employees and managers. She has used her depth of understandingand experience in internal client facing roles to simultaneously conceptualise and implement, various ODintervention programs in-house. For this, she has managed increasingly large and complex global projects andteams.With this background, she has worked as a Strategic HR consultant with large local corporates in the Middle East,who had achieved a certain level of success and were poised for bigger challenges. In a collaborative manner,incorporating local and sector specific nuances, she drove their Change management programs across end-to-endHR systems and processes, including identification, design and implementation across multiple employee groupsas well as advising the Board of Directors, while concurrently managing their HR ERP implementation.Her areas of expertise are :· HR Generalist functions across large employee bases, including communication & training· Change management· Talent and performance management· Consulting assignments in the Middle East regionParoma completed her Masters program in HR from XLRI, Jamshedpur in 1996.28-04-2013 68Shankar Nabar Consulting(shankarnabar@yahoo.com)
  69. 69. CONSULTANT PROFILES -6Shankar has over 14 years of experience and has strong competencies in Talent Management and TalentDevelopment. Having managed Talent Acquisition and Talent Engagement roles in the early 6-7 years of his career,he has now been deeply embedded into TALENT TRANSFORMATION and ORGANIZATIONAL TRANSFORMATIONactivities for the last 4-5 years.These typically include Organizational Development, Leadership Development, Learning and Development, newHuman Resource Management Systems design, Systems automation, Partnering with external consulting firms forDiagnostics, Change Action Planning and Plan Implementation across geographies. Also included is OrganizationalChange Management, Managing Growth and Managing Culture.Shankar has a deep understanding of Cultures, Diversity, Regional and Global Politics (International Studies orInternational Relations), Regional and Global Business and Regional and Global Economics.Having worked in the Information Technology sector, he has a strong understanding of technology businesses andthe markets for technology. He also has a deep understanding of business strategy.He has a Masters in Personnel Management from the University of Pune, and has studied at the SymbiosisInstitute of Business Management.28-04-2013 69Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  70. 70. CONSULTANT PROFILES -7Sachin has 13 years of expereince and great expertise is in the areas of Performance Management, Rewards andHR Excellence. He has extensive experience in designing and implementing initiatives in these areas for very largeorganizations with multinational environments. He has also conceptualized and deployed many innovativepractices, which have resulted in quantifiable business impact as well as improved employee satisfaction andretention. He is very keen to lead such initiatives in a progressive organisation, which can effectively utilize myexpertise and make a substantive impact on the organisation. He has been in the Middle East for the last 4 years.Key Achievements• Designed, developed and successfully implemented Performance and Rewards strategies and related initiatives,policies and processes for large organizations - including Business & functional BSCs, Business and Individual levelAssessment tools, Long Term Incentive Plans, Sales Incentive Plans, Annual bonus plans, C&B benchmarkingsurveys, Hay grading methodology, etc.• Designed and successfully deployed a customized HR Excellence Program for a large telecom organization withan objective of building a culture of continuous performance improvement.• Designed and implemented Global Mobility framework with supported policies.• Handled two HR Due Diligence projects.• Internalized and managed the process of job evaluation for a large telecom organisation.• Designed and launched many automated systems.28-04-2013 70Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  71. 71. CONSULTANT PROFILES -8Masood is a Senior level Human Resources professional with 19+ years of International HR experience (10 Years inMiddle East - UAE) in diverse industries like FMCG, Engineering, Petro Chemical, Information Technologies andManagement Consulting.Expertise in all aspects of Human Resources Management like Employee Relations, Compensation and Benefits,Talent Development, Performance Management, Organisational Development, Leadership Development, TalentAcquisition & Change Management.Has successfully initiated & implemented change management initiatives like Organizational restructuring, Crosscultural alignment, post merger alignment, Evolving and aligning HR Strategy to Business Strategy, Creating sharedVision & Values, fostering employee engagement & enhancing performance management culture by usingAppreciative Inquiry & Conversations (LSIP). Experiential learning and using art for Leadership Development.He Has a Masters in Personnel Management from the University of Pune and has a Certificate in Training Practicefrom the Chartered Institute of Personnel and Development.• I have studied at Ashridge Business School UK for strategic HR and Change Management & ConsultingStudies. Additionally I am certified Balanced Scorecard professional by George Washington University andInstitute of Balanced Score Card USA. And also have a EQi0.2 & EQi 360 certification. And have achievedFellowship grade from the Institute of Leadership and Management UK• I am preparing a small case let of my recent work on Organizational Transformation with in FMCG sector(turnover of 5 Billion US$ and workforce of 8000+ employees across 14 countries).28-04-2013 71Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  72. 72. CONSULTANT PROFILES -9Dr. Anuradha has a total of 22 years of experience in the field of Human Resources; primarily Learning &Development. Started off as a Principal Consultant (9years) for Presence Communication that offered trainingsolutions in the area of Language in the IT and ITES Industry. Significant Corporate experience as training lead forGE Capital International Services (Hyderabad), IBM BTO Operations (India), HR Director for Mphasis, Training Leadfor Genpact China and as Global Talent & Development lead for DBOI.Key accomplishments include:- Transition and Customize Leadership training to Genpact China- Set up HR policies and Procedures for the Domestic Biz for Mphasis- L & D Solutions across levels in IBM, Genpact China, and DBOISpecialties: - Human Resources (Policies & Procedure)- Talent Management and Development- Training & Development- Facilitation Skills- Executive Coaching28-04-2013 72Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  73. 73. CONSULTANT PROFILES -10Mona is a versatile and dynamic Human Resources Consultant with work experience of more than 17years and a background in HCM (Human Capital Management) Processes, HR Technology, HR Analytics ,HR Shared Services delivery, Employee Life Cycle Management and Policy implementation.Mona has worked in senior management capacities with world leading, global large and smallorganizations in various sectors such as IT, Investment banking and BPO and led various enterprise wideinitiatives to help the organization realize strategic value and catalyze change. She holds an MBA inHuman Resource Management from IISWBM Kolkata. Her career includes working with Credit Suisse asVice President HR Operations, Wipro BPO as AVP – HR, Sapient India as Director – People Strategy and HCLTechnologies as AGM – HR technology. Additionally she has worked with some of India’s biggest names inthe corporate sector – the Tata’s, Birlas and Mittals, through stints at Tata Infotech, Birla Technologies andIspat Industries with small and large organizations across the breadth of HR functions.Mona comes with strong communication, relationship building and organizational skills, which she hasused in implementing large scale change initiatives in organizations, with a focus on HR Transformationthrough HR automation, technology implementation and HCM Analytics. Throughout her career, she hasbeen involved in building the maturity of Human Capital practices through the design, development andimplementation of best in class processes and their automation. For 7 years in two big IT and Consultingfirms, she has led the Business Intelligence team providing HR reporting and analysis to businessleadership and HR. She was responsible for managing and controlling organization wide HRIS, Reportingand Data Analysis including Monthly and quarterly HR Transactional, Operational Metrics, BusinessMetrics reporting to senior management and the Board.28-04-2013 73Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  74. 74. Investments towards Professional Fee and othercommercial considerationsIn $USFee for Professional Services:OPERATING EXPENDITURE :(Estimated, to be billed as per actuals)• An advance fee of 25% of the professional fee needs to be deposited on signing the contract.• All bills once submitted, need to be paid within a period of 30 days from the date of billing.• Please note that these rates are for an estimated project period lasting 24 weeks.• OPERATING EXPENDITURE includes the cost of Third-Party Proprietary Psychometric Tests,Specialized Diagnostic tools and methodologies and industry data and reports for Best Practices andBenchmarking (This in addition to regular OPEX heads like Accommodation, International Travel,Local Conveyance, Food, Office Equipment etc.)28-04-2013 74Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  75. 75. ANNEXURES28-04-2013 75Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  76. 76. Annexure 1Case of Organizational RestructuringFrom our Team’s ExperienceAn oil company had assigned the consulting team to examine the roles of senior leadership team and theorganizations structure and submit recommendations to enable seamless functioning of the organizationand project team.The objectives of this assignment were to:Develop organizational structure that meets business needs and enables performanceLocate accountability and responsibility where most effective by clarifying/ redesigning roles andEnsure alignment among framework layersBased on the data obtained through interviews with the Chairman and the senior leadership team, focusgroup discussions with middle and junior managers and project management team, role set interviewsand questionnaires; we gained significant insights into the organizations functioning.The data indicated that along with problems with the existing configuration of roles, there were seriousissues about the prevailing work environment which prevented optimum performance. Throughout theorganization, there were telltale signs of defective organization and role structures - executives talkedabout lack of co-ordination, activities for which no one was held accountable, poor flow of informationand work, slow decision making and responsiveness, and destructive conflict. The concerns of employeesemerged around the following areas:28-04-2013 76Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  77. 77. Annexure 1 continued (2)...1. Project planning & monitoring the project progress2. Cash flows3. Unclear structure & reporting relationships4. Leadership styles5. Performance orientation6. Our analyses of the current structure, revealed the following deficiencies:7. Silos encouraged at the cost of organizational performance8. Duplication of resources9. Overlapping roles and low accountabilityOur recommendation covered three areas: Organization/Roles structure, Lateral linking mechanism and Interventionsfor Group / Leadership Processes.Organization/Roles structureChanges in the Corporate StructureRestructuring of Finance and HR departmentsRevised designation and role of various senior managersMovement of significant portion of head office team to plant team in order to move decision making personnel closerto action. Only people involved in policy making would be required at the head office.28-04-2013 77Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  78. 78. Annexure 1 continued (3)...Changes in the Refinery Organization StructureWe looked at the Organization structure in both the phases - project stage and steady stage and evaluated thestructures most suited to meet current and future demand. We have considered two options for Organizationstructure:Option 1: Matrix/ Asset –based structure with dual reportingOption 2: Existing Functional Structure with some enhancementsWhile questioning the relevance of each role and layers of the existing structure, we looked at change options from thepoint of a practicality and impact matrix and decided to only recommend those changes which have high impact/high implementability. Since lack of coordination emerged as one of the critical issues, we recommended a matrixstructure for the organization. This structure has the additional advantage of clearly specifying accountability.Project Team LeadershipIn view of the concerns expressed about the absence of an accelerated pace of Project progress and the widespreadlack of accountability /cohesion, we have examined three options for Project Leadership and suggested one to theorganization28-04-2013 78Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  79. 79. Annexure 1 continued (4)...• Revised Roles• To align organizational design principles with the proposed structures, roles of key positions were revised. Some of the keychanges made in these revised roles are• For Project State: Activities were grouped/regrouped based on whether they will enable faster speed of Project progress.• Steady State: Activities were grouped based on principle of Refinery optimization.• Roles and reporting relationships were restructured• Lateral Linking Mechanisms• One important requirement of the revised structure was that on matters having organization wide implications, staffworking in different business units or entities should be able to take a corporate view as against a purely function/ territorialview. The achievement of these objectives was proposed through the medium of Governing Councils. These three Councilsare: Steering Committee, Site Coordination Committee and Project Review Committee. Selected staff will participate inthese meetings. In steady state the three tiers will be converted into: Apex Council, Refinery Council and Plant Councils.• Interventions for Group / Leadership Processes• In the survey of senior leadership and also the cross section of other executives, we diagnosed two overarching concerns:working styles and performance orientation. Drawing from the lessons of recent experiments of successful refinerycommissioning and steady sustenance state, we proposed several interventions. The major ones are:• Visioning Workshops• Expectations clarity interventions• Leadership Pipeline Workshops• Executive Coaching28-04-2013 79Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  80. 80. ANNEXURE 2CASELET ON SUCCESSION PLANNNG IN THE ENERGY SECTOR (From our Consulting Team’s Experience)Through acquisition, a leading UK-based energy company established presence in the North American market to be one of theNorth Americas largest energy and energy-related services providers. The company rapidly grew from 240 employees to6000 employees in 5 years. As a talent strategy, the company build leadership development and succession planning into itscorporate expansion mandate in order to sustain competitive advantage. With this explosive growth it was critical for toactively manage the talent on board as well as quickly acquire new talent into the business.In 2001, the succession planning initiative was undertaken. It involved defining the desired leadership practices and benchmarks,assessing the critical talent pool through assessment centres against the leadership competencies and putting in placetargeted developmental strategies to facilitate and enable growth at an individual and collective level. the which involvedbenchmarking new players through performance and assessment tools.The outcomes were:• Over 60% of high potential employees had development moves in 3 years (compared to 27% of broader management group)• Half of the new VP roles filled in the year 2005 were internal promotions of high potential directors• Expatriate assignment trends were reversing and more high potential/high performing employees were getting anopportunity to work abroad• 2004 - 17 UK expatriates:1 NA; 2005 - 8:3; 2006 - 4:5• Progressive years of performance/potential data to build inventory• A transparent process that helped build credibility and participation• Clear set of global leadership competencies and A common framework and language• Succession planning has become part of the culture and across the business28-04-2013 80Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  81. 81. ANNEXURE 3A CASELET ON TALENT MANAGEMENT (From our Consulting Team’s Experience)A large scale talent management project was undertaken for a manufacturing organization. The project began with visioningand goal setting by the Chairman and the 9 CEOs of the group. Their vision was translated into a 2 day change managementworkshop that was conducted for the entire organization across 7 locations.The next phase was to assess the CEO team and create their developmental plans. This was followed by coaching to the topteam for over 6 months. The next phase involved redesigning the JDs and Job specifications across levels and also createcompetency models for 3 levels followed by a restructuring exercise. Once this was completed, a new PMS was created toaddress the changes and also incorporate competency based HR process across the organization.The next phase saw Sr VPs assessment and development post which they were trained as internal assessors and tasked tocomplete assessment of managerial workforce of more than 400 GMs and 1000 managers/Sr Managers. A novel program ofmentoring was introduced to cover all managerial workforce, for this purpose a large number of GMs (100) were trained asmentors.This continues to function beyond 5 years after its institutionalization. The benefits to organization was that they maintainedattrition levels below 4% against the industry average of 22% and this resulted in more than INR 40 crores of savings (direct& indirect) over a cumulative period of 3 years. To the individuals, it enhanced their skills and self-esteem that translatedinto higher productivity and overall well-being.28-04-2013 81Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  82. 82. ANNEXURE 4A CASELET ON TECHNOLOGY DEPLOYMENT (From our Consulting Team’s Experience)Driving Standards Agency UK is a government based agency responsible for organising ang managing driving examinations inthe UK.With an employee base of 1500, the agency had only an outsourced payroll provider in terms of any HR system. All other HRprocesses and data was either excel or paper based. The agency chose SAP HR as their choice of ERP as their financefunction and their sister agencies were on a similar platform and data sharing was important to them. The first cut ofbusiness process mapping and chartering showed that the priority was HR master data administration, organisationmanagement and training. Recruitment and absence management were moved to a later phase. Integration with theircurrent payroll provider and with their sister agency was also a priority as was development of best practice processes andsystems.The project went live with SAP HR v6 Phase I within 6 months from chartering and was followed by Phase II which includedrecruitment, absence management and employee self service.28-04-2013 82Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r
  83. 83. END28-04-2013 83Shankar Nabar Consulting(shankarnabar@yahoo.com)S H A N K A Rn a b a r

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