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Erandika dissanayake Personal and Bussiness Plan

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Personal Plan, Business Plan, Strategic Plan, Business

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Erandika dissanayake Personal and Bussiness Plan

  1. 1. E.L.K. Dissanayake Deputy Director (Admin & HR) TRCSL, Sri Lanka @NIU - July 2014
  2. 2.   Personal Vision (Life-time) “Man's prime duty is to serve mankind”  Personal Vision (aligned with profession) By 2017, to become a Proactive and Effective Leader in Human Resource Management in Sri Lankan Public Sector  Mission To develop effective mechanisms: including Organizational restructuring, Process re-engineering, Procedural Reforms; to attract, retain, train & develop the Human Resource Pool of the TRCSL. Personal Leadership Plan
  3. 3. According to Myers-Briggs Type Indicator (MBTI),  Introversion  Sensing  Feeling  Perception According to David W. Keirsey’s Temperaments Personality Analysis
  4. 4.  Environmental Scan Internal Strengths  Being empathetic, caring and compassionate  Flexible and cooperative  Good in planning  Established career in public sector  In good health Internal Weaknesses  Highly reactive  High selectivity in building relationships  Weak in handling difficult people  Stick to personal principles  Imbalance in work, family & personal targets
  5. 5.  Environmental Scan External Benefits  Support from Top management  Recognized as ‘capable’  Enough resources  Ample opportunities for innovations External Dangers  Instability in current position  Resistance for changes in institutional culture  Restrictions under public sector gnomes  Family obligations
  6. 6.  Obstacles Institutional  Highly diverse staff  Ageing staff (need for successive measures)  Excessive admin tasks  Established rigidity/ inelasticity to change  Lack of focus towards policies & procedures  Self-centric culture Innate  Being Introvert (private space)  Reliance on collaborative problem solving  Discouraged by conflicts (moods/ emotions)  Optimism & Resilience (in line with Vision)  Family obligations
  7. 7.  Strategic Solution • Obstacle to be addressed: Ageing Staff (immediate need for successive measures) • Strategic Solution: Recruitment of new staff in terms of a Phase-out HR Plan
  8. 8.  Strategic Solution • Execution:  Organizational Restructuring- Already done (Jan 2013)  Remuneration Restructuring - Already done (Aug 2013)  Recruitment Procedure Reforms - Already done (Jan 2014)  Schemes of Recruitments Review - Already done (June 2014)  Internal Staff absorption into new structure – July to Aug 2014  Recruitments (advertising, selection, appointment & induction training) Posts 1st Cycle 2nd Cycle Management Aug – Dec 2014 Aug – Dec 2016 Technical June – Oct 2014 July – Dec 2015 Other Mar – Aug 2015 Mar – Aug 2017
  9. 9.  Strategic Solution • Execution (..contd):  Internal Transfers - Major transfers already done A Transfer Scheme to be designed by Nov 2014 & implemented in Jan 2015 onwards (annually)  Staff Training Policy - To be effective from Jan 2015  Disciplinary Control Procedure - Already done (Sep 2013)  Business Process Reengineering & System Automation (streamlined with HR) - In progress, to be completed by Dec 2015
  10. 10.  Thank You.

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