IPL


                                                    Boundaryless !!!
                                          Slumd...
A Snapshot - Tata Consultancy Services

               Diverse Workforce
                                                 ...
(Re) Defining and Managing of Global HR Practices
                                       ‘INSights
                       ...
The Quintessence


    The Objectives - Trigger Questions…              The Methodology - Exploratory



    • What were t...
Boundaryless HR - The Saga…




   A Dash of Yellow - Interactions to capture perceived expectations using 6 Hats


   Key...
Findings and Recommendations

       Appreciating Interdependencies - Holistic Management of the Boundaryless HR Function ...
Thank You
Appendix 1 - Culture Maps (A Dash of Yellow)




                                               PaperPresentation
        ...
Appendix 2 - Blueprint & Interventions
                                                                Key Satisfiers Blue...
Appendix 3 - Quantitative Benefits

                                                      SLA Compliance and Customer Sati...
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“Globalisation - Creating a Boundaryless HR” Defining & Managing of Global HR Practices

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“Globalisation - Creating a Boundaryless HR” Defining & Managing of Global HR Practices

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“Globalisation - Creating a Boundaryless HR” Defining & Managing of Global HR Practices

  1. 1. IPL Boundaryless !!! Slumdog Team Google Nike “Globalisation - Creating a Boundaryless HR” Defining & Managing of Global HR Practices Shilpa Anna Rajan CONFIDENTIAL Vidya Ramaswamy June 15, 2009
  2. 2. A Snapshot - Tata Consultancy Services Diverse Workforce Hungarian, 5% Chinese, 10% Chilean, 15% • Largest IT Employer(126150) • 140 offices in more than 42 countries across the British, 8% Ecuadoran, 13% globe • 30% women, 54% workforce 3 yrs exp kf 3+ Mexican, 10% • 67 nationalities, 773 Non Indian Hires (FY09) Brazilian, 11% • Global Solution Unit(Vertical) in TCS • 3500 employees in India, UK, Europe, US, Uruguayan, 6% American, 8% APAC Others, 12% Colombian, 2% , • Pioneer in Global HR practices The Differentiators • KOSMOS • iCALMS • Digitization • ACE • Shared Services • AE FLI • Global ESS • Knowmax As on 31st March 2009 PaperPresentation -1- CONFIDENTIAL
  3. 3. (Re) Defining and Managing of Global HR Practices ‘INSights Survey Spiral Dynamics Experienced Dash of Satisfiers Yellow Managing Global HR - Case of Sub Operating Unit (Re)defining - Change management Intervention called “A Dash of Yellow” To Understand Perceived Expectations Managing - Global HR & OD Interventions using “Spiral Dynamics & PROPEL” To E bl Movement f T Enable M t from Current to Desired St t C t t D i d State Sustaining - Continual Improvement Focus using “ESAT” To Institutionalize and Excel PaperPresentation -2- CONFIDENTIAL
  4. 4. The Quintessence The Objectives - Trigger Questions… The Methodology - Exploratory • What were the employee • Understanding Challenges in Global perception of Motivational Factors HR(Problem Area in focus) (Defining) • Experience Survey and Focus • How to indentify Interventions to Group Discussions for Gathering enable transition from current to Info (Data Collection) desired state? (Managing) • Case Study and Analysis of • How to validate Satisfaction Levels (pre & post) Outcomes • Pre and Post Implementation (Validation of Concepts) (Empirical Research) • How to Analyse Effectiveness wrt Business Outcomes? (Continual Improvement) PaperPresentation -3- CONFIDENTIAL
  5. 5. Boundaryless HR - The Saga… A Dash of Yellow - Interactions to capture perceived expectations using 6 Hats Key Satisfiers Blueprint - Derived from Focus Group Discussions Boundaryless Interventions ( HR&OD) on Top 5 Satisfier Categories Employee Satisfaction Survey Design - To measure Employee Satisfaction along top 5 satisfiers - Career & Job, Communication, Culture & Pride, Leadership, Supervisor ESAT Roll Out - To Gauge Effectiveness/Satisfaction and Analysis of Delta PaperPresentation -4- CONFIDENTIAL
  6. 6. Findings and Recommendations Appreciating Interdependencies - Holistic Management of the Boundaryless HR Function & the consequent bearing on business outcomes OD Interventions in line with the articulated Vision, Mission and Values of the business Vision Robust Communication for Shared Cultural identity Stakeholder Involvement in Interventions - Co creating Cultural Change alongside Structural Change HR & Leadership as Partners and Change Agents for sustaining the agility of the Boundaryless Organization Pre and Post Transformation ASI Change in Satisfaction Score- Pre and Post 76 Category Pre Post Delta 75 74 73 72 Pre Change Career & Job 74.24 75 (+0.76) AI S 71 Post Change 70 69 Culture & Pride 70.83 71 (+0.17) 68 67 Communication 70.29 71 (+0.71) e n b tio ip rid r Jo ll so ra sh ca P vi & ve er & ni er O r ad ee u re up m Leadership 73 73 Same Le tu ar S om C ul C C Cate gory Supervisor 70.25 73 (+2.75) PaperPresentation -5- CONFIDENTIAL
  7. 7. Thank You
  8. 8. Appendix 1 - Culture Maps (A Dash of Yellow) PaperPresentation -7- CONFIDENTIAL
  9. 9. Appendix 2 - Blueprint & Interventions Key Satisfiers Blueprint (as bt i d f ( obtained from A D h of Y ll Dash f Yellow E Exercise) i ) Career Opportunities Recognitions Compensation Good working Conditions Leadership Practices Excellent working Relations Good company Policies Participation in Decision Making Employment Security Role Clarity Degree of Autonomy & Responsibility Immediate Supervisor Learning & Competency Development Facilitation from Support Groups Robust Communication Scope to Innovate Work Life Balance Collaboration across Geographies Global Opportunities Culture & Sense of Belonging S Satisfiers “Boundaryless” Initiatives Effectiveness Measures Tracked No Category Immediate 1 Spiral Dynamics, PROPEL interventions, Soft skills training Qualitative feedback Supervisor Mentorship Index and Delayed Feedback 2 Leadership Leadership connects, Leadership Development programmes Index Knowledge Portal, Newsletters, Postings, strategy review meets, open Connectivity Index, Knowledge Deployment 3 Communication houses Index Mentorship programmes, Induction & Acculturization ,Rewards, Town halls, Culture and Mentorship Index, Induction Quality Index, 4 Cultural Sensitization programmes, Fostering Innovation (Labs, Pride No of employees participating Brainstorming) Job postings with new roles, updated roles on Competency Management HiPo Satisfaction Index, No of employees 5 Career and J b C d Job system, High Potential Programme (HiPo) for role rotation/enhancements rotated in last 3 months PaperPresentation -8- CONFIDENTIAL
  10. 10. Appendix 3 - Quantitative Benefits SLA Compliance and Customer Satisfaction Index 120.00% 100.00% 80.00% 80 00% 60.00% 40.00% 20.00% 0.00% Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 SLA CSI Employee Turnover Percentage 1.5% 1.25% 1% % 0.75% 0.5% 0 5% 0.25% 0% April May June July Aug Sep Oct Nov (08) (08) (08) (08) (08) (08) (08) (08) Month PaperPresentation -9- CONFIDENTIAL

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