2. 2
Agenda for today
Strategic HR
Implementation
Performance
Management
Compensation
and Benefits
Recruitment
and Selection
Policy
Implementation
Training
Development
Work force planning
To have a
discussion on
the provided
topics
3. 3
Definition
An evaluation over the traditional HR, strategic HR is focused on developing and maintaining people
processes in alignment with the overall business strategy objectives, vision and mission of the organization
Vision & Mission
Business Strategy
HR Strategy
O D L & D Recruitment PMS IR
Strategic HRM and its linkage to vision mission & business
strategy
4. 4
L & D
PMS
COE
Other
COEs
BIZ Unit 1 BIZ Unit 2 BIZ Unit N
Serves as the SPOC between corporate HR and
functions
Drives corporate HR policies @ the business level
Ensures interest of the business are represented @ the
corporate level.
Should be accountable for the implementation of
the following in the BU
(HR BP)
Recruitment & Retention
Performance Management
HR MIS & Budgeting and Operations
Organization Development
Learning & Development
Leveraging the role of the HR Business Partner to drive HR
operations at the BU level
5. 5
Is a means to measure & develop talent leading to
outstanding Business outcome
Overview of PMS
Work &
Development
Feedback &
Review
Performance
Calibration
Goal Setting Using KPIs to
measure
performance
Linkage to
incentives and
increments
Regular
feedback
sessions
Additionally
linked to
behavior +
coaching
Align to
organization
L & D practices
Aligned to
career &
succession
planning
What can be done to improve it?
What is a performance management system and how can it
be improved
6. 6
Financial
Customer
Internal
Learning & growth
BSC consists of 4
perspectives
Each perspective is measured using KPIs, linked to each
other
Characteristics of
KPIs
ROCE
Revenue Profit Cash flow
Production Dealer chain HSE
C-SAT D-SAT
Core skills Info access
S
M
A
R
T
Specific
measurable
Achievable
Relevant
Time linked
Using Balance scorecard to build a robust performance
management system
7. 7
Total Rewards typically consists of the following
components
STIs and LTIs are an excellent means to drive
sustainable short & long term performance
Tangible
component
Special Training Opportunities
Fixed
salary
Benefits
Non
Tangible
Job
Rotation
Flexible
working
STI & LTI
Special
project
Linked to
annual PMS
Annual
payout
Focused on
short term
Linked to
long term
goals
Can be cash
or stock
based
Payout
linked to
achievement
of 3 year
performance
STIs
LTIs
Adopting a Total Rewards approach to traditional
compensation and benefits
8. 8
Is a means to relatively compare jobs using a systematic
measurement approach both internally & externally
Known JE methodologies
JE gives us access to salary data across industries we can run
comparisons to check for external alignment.
We can also access internal equity across roles at the same level.
What is Job Evaluation ? How can Job evaluation be leveraged effectively
Hay Group &
Mercer
more robust
Tower Watson
Hewitt
less robust
Compensation
( Job Grade )
outliers
outliers
Target Job
Comparator Job - 1
Comparator Job - 2
Comparator Job - N
Using job evaluation methodologies to drive better
compensation and benefits planning
9. 9
We can consider leveraging social
media channel such as Facebook,
Twitter & Linkedin.
We can consider using psychometric tools
upto middle management and BEIs for senior
management to improve quality of hire.
C V
Sourcing
Short Listing
1st Level
2nd Level
Evaluation
Offer &
Negotiation
On Boarding
Overview of a typical recruitment cycle
Typically done using channel such as:-
Recruitment portals networking
Recruitment consultants
Campus recruitment
Manpower agencies unskilled labor)
Internal Job Postings
Referrals
Typically consist of an HR round +
Technical round + all unstructured
Interview with the manager.
11. 11
01
02
03
04
05Compare
Compare how our
polices rank vis-à-vis
best in class companies
or are there new
policies in existence we
need to align.
Develop internal
policies basis
benchmark findings and
build alignment with
company culture and
strategy.
Simulate the financial &
legal implication of the
polices and make
modifications to mitigate
the same
Develop detailed
employee
communication packs,
conduct meetings
/workshops to
communicate the policy
Drive migration in a
phased manner. Identify
teething issues and
develop mitigation plans
Approach to develop market linked HR policies.
Simulate Migrate
Develop Communication
12. 12
Recognizing the different types of training Leveraging the role of HR business partner in
training
Competency / behavioral training which is
centrally designed and rolled out across the
organization
Skill based training which is BU specific and
HR can add only limited value
• Recommend individuals from BU for behavior training
• Identify BU specific training needs and provide feedback
to corporate
• Understand BU specific skill based requirement and drive
implementation of the same
Trainer
Behavior
Training
Technical
Training
Training and Development ( 1/2)
13. 13
Measures to effectively assess the impact of T & D Linked T & D to career planning.
Return on
Training
Investment
Has there been an increase in
productivity
Have sales increased
Has profitability increased
Has quality improved
Has the employee attitude
improved
If it is a vertical
movement in the
same functional
then what
incremental
change in skill &
behavior is
required &
identify the
training for it.
If it is a horizontal movement in the
same functional then what is the
significant change in functional skill
requirement and identify suitable
training for it
Core
N+2
N+1
Training and Development ( 2/2)
Enabling Advisory
14. 14
A scientific approach to workforce planning
1. Setting the
functional
context
4. Manpower
Projections
• Defining the functional
mandate
• Identify the Key Roles in
the department
• Identify how workforce
requirement will change
with change in primary
workload drivers
• Provide projections for
workforce requirements
2. a) Workflow
Analysis
2. b) Role
Analysis
Understanding the As-
is processes
Identifying areas of
improvement (if any) in
as is processes
Understanding the
current workload
drivers and utilization of
as is roles
Identifying areas of
improvement (if any)
3. Workforce rationalization levers
Workload Rationalization
Structural modifications
Process Reengineering
Removal of non value added work
Job level/ Grade mismatch
IT/ Technology related interventions
Span and Layer analysis
Other rationalization levers
15. 15
Leave Planning
Time & attendance system
Shift planning
Times & motion studies
Using industrial engineering techniques to
assess the manpower requirements and
optimizing the same01
Planning shift basis production load and
optimizing cost of manpower in each shift02
Scheduling worker leaves in a manner that
critical path production activities are not
impacted03
Using T & A system to bring discipline among
the workforce, break time and overtime
control etc.04
Approach to effective manpower planning at the shop floor
level.
