1. How can Human Resources
contribute in new Financial
Challenges
By: Malay Chaturvedi
Head HR-Idea Cellular Ltd.
2. What Problems the Telecom Sector
is facing:
• Telecom – A Volatile & Dynamic Industry
• New License Cancellation
• Spectrum Allocation at 10 Times Cost.
• Shrinking Margins.
• Telecom Infrastructure – Prohibitive Cost
• Adoption of 3G & Data usage.
• BOTTOMLINE under Intense Pressure.
3. Issues in Front of HR………..
Proactive Contribution in
SMART AOP
Increase Revenue
Higher Manpower Productivity with sustainability
Optimising /Reduction in Cost
4. Traditional HR
HR has a history– and let’s be honest – of
Not being strategic
More people skills than business skills.
No industry standardization
Lack of quality control
Behaviorally based processes
Poor understanding of the business
No clear ROI on HR initiatives
Poor alignment with the business
5. High Credibility of HR
But, in business, more credibility is given to hard skills
•Measurements,
•numbers,
•Profit, etc.
8. Measurement
How is HR contributing in business ????
Make product?
Or make products better?
Or make product less expensively?
Or make product faster?
Or sell more product?
Or open a second product store?
9. Measurement Vs Impact
For HR, the measurements can be
challenging to define.
But not impossible.
If you can’t find the impact, you have
to question the relevance of the
measurement or process.
Is it time and/or money wasted?
10. So the tool for improving your credibility
requires more effort because you are
challenged to:
Ensure projects, metrics, and services are aligned
with the business stakeholders’ needs
Maintain the standard by doing the job well –
executing the process well – over and over
Hold yourself accountable to those results – even
when other projects or demands are screaming for
your time and attention
Use a process, methodology or calculation that can be
replicated with each cycle without significant
variation.
11. Just to Share…..
HR & Admin. Cost constitutes X% of the Total
Cost in Business and managing this cost
impacts Bottom-line of business.
It Impacts Business EBIT
EBIT – Earnings before Interest & Tax
15. HR PYRAMID
- Org design
- Business Partnering
-Talent Management
-Capability Building
-Process Reengineering
-Measurement Metrics and Indices
-Cost Arbitrage
-Employee satisfaction/engagement
CE
P IE
-Repetitive but fundamental
-Hygiene
HR
-Voluminous`
Think about it, how many times have you seen the calculation used to measure turnover change? When it does, are the reasons for the changes documented and substantiated against changes in the business environment? And how often does the headcount differ between HR and Finance – and the reason is unknown? So this list is a call to action of a few areas that should be addressed:
But Not impossible because if you understand the business deeply enough, you can find the impact.
The length of your path to stronger credibility is directly correlated to your current state of credibility. If it is poor, the path is longer. If it is good or strong, this path will further enhance it. But before you commit – you should know what you are committing to because this will impact your ability to succeed with consistency and execution. Ask yourself these questions: What is the current state of my credibility? With the executive team With Finance With my customers With internal HR colleagues In order to measure how much value HR adds to a business we need to refocus on what it is we measure Internal operational measures traditionally track activity cost and quality but as HR transforms to be more business oriented traditional measures may no longer apply Measures should be realigned so that they are business driven not HR driven Quantify impact on business performance Innovative measures that demonstrate the value add of HR by driving business performance HR measures need to be realigned to activities and behaviors of HR professionals and line managers if HR practices are to impact the bottom line Customer Measures Employee satisfaction HR practices Customer satisfaction Market Value
