Lanka final 2009


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Lanka final 2009

  1. 1. Welcome to the Presentation HRD Intervention in NewVenture Creation: Strategic Approach Dr. M M Bagali, PhD in HR / Management Dean / IASMS / India / 19 September 2009
  2. 2. HR is an asset“you can get the workplace systems,style of management, and organizationcapital and erect building, but it takespeople to build a business”Thomas J WATSON,Founder of IBM
  3. 3. agendaBusiness TodayHR TodayStrategic Intervention : Strategic Role of HRAn Organization with Innovative HR Practices
  4. 4. Business Today• Collaborative cultures• Intelligence through knowledge transfer• Multidimensional Workforce• Focus on Performance and Result• Multi National Teams• Employability and not Employment
  5. 5. HR TodayOrganizations won’t pay forthe value of the job but for the value of the personPositions will be organized in teams focused on a task, notorganized around a hierarchyPositions will be defined by the competencies needed to beperformedEmployees will be increasingly measured by how much valuethey contribute to the business, not by whether they fulfilledpredetermined objectives
  6. 6. Strategic Role of HRSuccessful HR departments will focus on organizational managementHR will evolve from strategic business partnership to strategic business leadershipGood people management can be thestrategic advantageLeading change will become HR’s greatest contributionHR will have a "seat at the table" as part of the top managementteam
  7. 7. Paradigm thinking• Are we working for global Organization ?• Are we working with great place to work?• Are we working for people centric organization?• Are we working with break through HR practices ?• Am I working with PCMM level organization ?• Are we working with empowered people?
  8. 8. Strategic HR ModelThe need for strategic HRmodelHR is crucial and empowermentsystems are important componentsTo look at the RenaissanceStrategies for Creating HighPerformance WorkforceThus, an enquiry intovarious empowerment E M POWER M E N Tstrategies and practices em-pow-er-ment (im-pau [-] r-ment)
  9. 9. Theoretical and Conceptual framework E M POWER M E N T em-pow-er-ment (im-pau [-] r-ment) Rosabeth Moss Kanter (1977) Professor at Harvard Business School, Ernest L. Arbuckle Professorship “giving power to people who operate at an advantage in the organization success” Bowen and Lawler (1992) Director, the Centre for Effective Organization,Framework University of Southern California, “Power to make decisions that influence organizational direction and performance”
  10. 10. the making of an powered workforce essentially, empowerment • an environment where absolute control is given up, allowing everyone make decisions, set goals, accomplish results and receiveempowerment@work: rewards • it liberates people from constraints such as checking with the boss before taking actions • decision-making authority and responsibility percolates from managers to the employees at the lowest rung, and to everyone, per se
  11. 11. empowerment@work •The HR practices •The leadership •The culturewhat we saw •The Traits , and the •High performance work systems
  12. 12. hr systems – people centric practices •Each is accountable for his actions and can’t blame others;workplace hr practices •All information is open and shared;Complete FreedomTotal Transparency •Each is boss in himself;Keeping FaithComplete Responsibility •Common rooms are shared;Accountability for ones actionsLiberty to decide course of actions •Suggestions are given regularly and honestly;Involvement / ParticipationTransparent feedback •Each is responsible for his actions- whether Individual, group or team;Shared ResponsibilityDelegated authority •Management is open to ideas and moreNo hidden Agenda information sharing;Complete AutonomyPower to take decisions •Every one can have own objectives, mission, and goals;
  13. 13. employee traits Open and Transparent Positive Approach No defined mind set Empathy Freedom to do work in one’s own way Free from Biasinstitutional values No Supervision/ Foreman No Bureaucratic and Administrative No scapegoat attitude interference High Commitment No Red-tapism Disciplined Sharing Common Platform Trusting each persons actions Trustworthy Each one is encouraged Enjoys the work No restrictions for new inventions One can fail, no punishment Loyal and Truthful Suggestions are part of daily work
  14. 14. Don’t hold unto data Informal Relations Create Opportunity Desired Future •First ‘No’ RULE Power of Empowermentdiscipline of empowerment •Platform for Empowerment Define the Gains •Workplace Culture Education •Prioritise the area Time to empower or not to •Attitudinal Surveys empower •Accountability •Define the Purpose Can’t empower areas •Open Door Policy and Don’t impose Transparency empowerment •Ownership Culture Fun at workplace •Recognition •Passionate workplace •Psychological Empowerment
  15. 15. Endorsement on the WorkXLRI Editor,when published in XLRI-Management and Labour Studies JournalThe article printed below is a truly extraordinary example of employee empowerment. The methods followed by the organisationstudied would be considered revolutionary anywhere in the world and even more so in India. Infact, one sometimes wonders howthe whole effort did not end in chaos. The company has apparently succeeded in developing a work force and a leadership almostdevoid of the foibles of most other humans. (Printed on the Article XLRI-Management and Labour Studies, 26,2,April, 2001,pp.109-119)David Ang, MSHRIExecutive Director,Singapore Human Resources Institute, SingaporeA Talk to Senior Practising HR Managers of SingaporeThe presentation (your paper) was informative and interesting. They have learned insights on the aspects and benefits ofemployee empowerment. The talk was timely, as organizations have to give their employees both authority and responsibility toinspire renewed commitment, innovation and initiative.(19th Sep, 2003 / Through Personal Letter)Executive Director,Indian Journal of Training and Development, ISTD, IndiaThe article published in the area of Empowerment in ISTD has been adjudged as the Best Paper published during the year-2001.Kindlly accept our Heartiest Congratulations.(22July, 2002 / Through Personal Letter)
  16. 16. publicationsBagali, M M“Empowerment: Creating strategies in managing HR for high performance”Behavioral Scientist, Aug, 2(2), 2002,pp. 113-120Bagali, M M“Creating High Performance Workforce through Employee Empowerment: An Innovative HRD Approach”,The Business Review,8(1&2), March 2002,pp. 104-111(University of Kashmir, India)Bagali, M M“People centric Organisation-A Case of Empowered Employees”, Pratibimba, 2(1), Jan-June, 2002,pp.53-66Bagali, M M“Demystifying Empowered Culture: A Case of a practicing Organisation”, SAGE-Jl of Entrepreneurship, 11(1), Jan-June,2002,pp. 33-54Bagali, M M“Creating HPWS through Employee Empowerment: The Case of Practising Organisation”, AMDISA – SAJM, 10(4), Oct,2003,pp.50-57Bagali, M M“Creating A Winning Workforce Through Employee Empowerment: An Entrepreneurs Success Experiment in HR”,Amity Business Review, 4(1), Jan-June 2003,pp.57-67 (Also presented at High Profiled Regional HR Practitioners under thebanner of SHRI-Singapore Human Resources Institute, at Singapore, 19 Sep, 2003)
  17. 17. Great pleasure being with u all todaythank you, all, very much /
  18. 18. hr research @ work: connecting hr research to the practice
  19. 19. outcome2 2case 2 Empirical work Theory 20 30 50 19
  20. 20. level Organisational Level National Level State Level District Level 20%10% 60% 10% 20
  21. 21. ages hr researchbefore 1970 not significant1970’s social security1980’s welfare/ satisfaction1990’s law and disputes/ir/tu2000’s pmir,hrd,qwl2001’s hr,hrm,shrm2008 ?…p e o p l enext ? 21
  22. 22. detailing hrs top concerns in 2008 576 top hr directors at fortune 200 firms,us• skill level of the workforce• managing change• information technology• quality of education• work ethic, values and attitudes• managing diversity• improving productivity• employee communications• mnc / transnational• retention• reward practices• aspirations 22
  23. 23. cont:career management and mappinghr as a professionbalanced scorecardincentive systemscultural diversityhr issues in merger and acquisitionsesopfun and joy at workplace 23
  24. 24. harvard business review 2005-09leadership 14change management 04empowerment 06shrm 08decision making 02Others Includes HR related areas 24
  25. 25. is hr research taken seriouslytheory, theory, and theorymnc / transnational / globaldata validity and reliabilitypolicy implicationstoo long timereponses are not standardmacro levelhr return… roibranding hr research 25
  26. 26. hr research as value creatorthey should practice / implement itannual general meetingsboard meetingsrestructure …. vision / mission / objectivepatentmodel development / proposalgo back and see whats happening 26
  27. 27. cont:talk at the world conferenceshave own web-site and post the resultsnetwork with professional organisations nhrd; nipm; istd; hr in india; global hr groupcollaborationsreferred journals publishcd prepare / case / sponsor to publishcentre for excellence in hr 27
  28. 28. hr guruswayne brockbank,university of michigan, ross school of business make hr a player in organizations, not a dumping ground for resumes and exit interviewsrosabeth moss kanter,harvard business school, graduate school of business administration successful leaders at the top of their professions can apply their skills not only to managing their own enterprises but also to helping solve the most challenging national and global problems 28
  29. 29. vision of hr research-ers hr research should change from a support paradigm to avalue creation paradigm 29
  30. 30.