Ishlesh Bhaskar
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The document discusses the evolution of the HR value proposition and roles over time, from administrative expert to strategic partner. It then discusses HDFC Bank's pursuit of operational excellence in HR through multi-vendor outsourcing, optimized shared services, tailored service delivery, and global data standards. Specific initiatives at HDFC Bank include a manpower accounting system, leave management system, online exit system, and online transfer system to enhance processes and manage growing volumes.
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Michael S. Bowen has over 10 years of experience in human resources at the Chicago Transit Authority, where he currently serves as General Manager of HR Services. In this role, he directs the compensation, benefits, and HRIS divisions to ensure effective processes, compliance with laws and policies, and cost-reducing measures. Prior to this role, he held several other managerial positions in HR administration, compensation, and HRIS at CTA. He also has experience managing business publications at Sourcebooks, Inc. Bowen holds certifications as a Senior Professional in Human Resources and SHRM-SCP, and has degrees including a JD, MBA, and BA.
10 things HR transformation
This document discusses HR transformation and outlines 10 key points related to making HR more valuable to organizations. It addresses why HR needs to change and transform, focusing less on transactional tasks and more on strategic initiatives that support business objectives. Some of the main challenges HR faces in transforming include skills within HR departments, the business perception of HR's value, and effectively using technology. The document provides recommendations for how HR can enhance areas like leadership, skills, technology usage, and measurement to successfully transform and better support their organizations.
Driving Hr Transformation With Metrics V7
This document discusses how metrics can drive workforce transformation and enable HR to support organizational priorities. It argues that metrics should measure both operational effectiveness and strategic impact. Leaders increasingly need HR metrics to make data-driven people decisions. Real-world examples from the Navy demonstrate how metrics can analyze personnel readiness, incentive programs, and budget planning. The presentation advocates developing a "workforce intelligence architecture" using metrics and analytics to understand resource allocation, focus practices, and demonstrate return on investment from HR activities.
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Creating a strong talent pipeline how ready are you23072014
A person with a very high level of a competence is able to work
independently, solve problems intuitively and find new solutions. She/he
can coach and instruct others to come to a specific solution. The depth
f h /hi k l d ll h /hi l l d k
Exceptional
of her/his knowledge allows her/him to solve complex and new tasks.
She/he is able to develop new methods and approaches.
A Krishna | Sr. Vice President - HR | 23.07.2014 | © Bosch Limited 2014. All rights reserved, also regarding any disposal, exploitation,
reproduction, editing, distribution, as well as in the event of applications for industrial property rights
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The document summarizes Mahindra & Mahindra's efforts to drive organizational culture change towards their "Rise" philosophy through aligning human resource processes. Key initiatives included developing leadership competencies, reengineering recruitment and onboarding using competency-based approaches, launching internal communication platforms like the Rise portal, and conducting workshops to socialize the changes across 500+ senior leaders between 2010-2012. The goal was to transition Mahindra's culture from risk-averse to one that challenges conventions and drives positive change, in line with their new core purpose.
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This document discusses talent management strategies in turbulent times. It defines talent as high-performing individuals with the potential to succeed in senior positions. Potential is an evolution that now considers more than just competencies. BPCL evaluates potential based on ability, aspiration, and engagement. It faces challenges like changing demographics and skills gaps. Its talent strategies include developing culture, learning programs, and using tools like the Growth Factor Inventory to assess potential in new hires. The goal is to build capabilities to achieve goals, enable employee growth, and create a great place to work with engaged and empowered employees through learning and coaching programs.
Tomorrow’s Leader (Musings on Nirvana)
Tomorrow's Leader discusses the qualities needed in future leaders. It notes that the current environment of VUCA (Volatility, Uncertainty, Complexity and Ambiguity) plus countervailing forces means a new normal. It emphasizes that human beings are the source and discusses the need for leaders to have purpose, a whole new mind, mindfulness, a global mindset, innovation by leveraging failure, and creating a transformational work culture through engagement, dialogue and a win-win approach. It also discusses the importance of CSR, shared value, leadership development, teamwork and connecting to one's self. In closing, it outlines the key qualities of leaders as being led by purpose, touching a deep inner chord, asking
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Mr. Sidharath Tuli presented on talent management strategies in turbulent times. He discussed identifying talent internally and strategic hiring externally. He highlighted challenges in the oil and gas industry like skill shortages and outlined L&T's vision to expand internationally and develop talent. Case studies showed selecting candidates based on required competencies and benchmarking internal versus external candidates. Developing internal talent involves assessing potential versus performance and building a leadership pipeline.Importance of Effective Communication during Annual Performance & Rewards Cycle
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The document summarizes the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 in India. It outlines key rights of women related to equality and employment opportunities. It defines sexual harassment and outlines responsibilities of employers such as constituting Internal Complaints Committees to address grievances. The roles and functions of the committees in receiving complaints, attempting conciliation, conducting inquiries, determining compensation, and reporting are also summarized. Penalties for false complaints and non-compliance with the act are also provided.
HR Class
The document presents the HR-Class model for assessing and benchmarking excellence in HR practices and processes. It was developed based on global best practices models and Indian organizational experience. The model aims to establish benchmarks for HR excellence and enable companies to achieve excellence through a process involving registration, assessment by a panel, feedback and recognition of winners. It outlines the scoring system, timelines and calls organizations to register for the assessment process.
Using Benefits as a Differentiator
This document discusses using benefits as a differentiator for attracting and retaining talent. It notes that benefits supplement cash compensation and protect employees from financial risks. Benefits can attract and retain talent by branding the organization internally and externally and building a loyal workforce. However, benefits must be carefully designed and targeted to have high perceived value by employees in order to be an effective differentiator, as one size does not fit all. The document provides examples of benefits the author found impressive and differentiating over his career.
Learning Investments: Making Workforce Future Ready
This document discusses the need for Indian companies to make focused learning investments to build sustainable competitive advantages against global competitors. It outlines several challenges, including complex automotive supply chains, the need for multiple functional competencies, and global OEMs having more developed capabilities. Higher education in India is noted as needing to better serve industry needs. The document proposes establishing organization-wide competency models and mapping competencies to roles. It advocates for a learning management system and curriculum to develop these competencies over time through training courses. The goal is to move employees from "present ready" to "future ready" through continuous learning and development.
Using Benefits as a Differentiator
This document discusses talent management and total rewards as a way to engage employees. It notes that only 35 million of India's 400 million workforce are covered under social security. Low wages and poverty are challenges. While India's economy grew at 9.6% in 2006-07, growth is now projected to be only 5% for 2012-13. Benefits programs can help employees deal with uncertainty, provide financial security, and support healthcare and retirement. Flexible benefits focusing on health, family support, financial assistance, CSR, and leave management can drive business goals and create an engaged workforce.
Learning Investments: Making Workforce Future Ready
The document discusses Infosys BPO's training initiatives to make its workforce ready for the future. It outlines mandatory training modules for different career levels to develop critical skills like communication, customer orientation, and analytical abilities. Infosys provides internal and external training programs through collaborations with institutions. Technology platforms also support continuous learning. The goal is to bridge the gap between the skills required by the services sector and those provided by traditional education.
Using Benefits as a Differentiator
This document discusses using benefits as a differentiator for employee value proposition (EVP). It notes that employers need to revisit the benefits they offer to determine the perceived value by employees versus the real costs. The goal is to optimize total rewards by enhancing the benefits offered to better support business objectives while being valued more by employees. This involves communicating benefits effectively using various online tools and messaging to better align the perceived and actual value of the rewards program with the company's EVP.
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This document discusses using benefits as a way to differentiate an employer and attract top talent. It provides examples of how benefits can be aligned with an organization's employee value proposition. Specifically, it outlines ITC's approach of aligning benefits like pension plans, medical coverage, housing, and work-life balance perks to their goals of long-term engagement, talent development, and employee wellness. The document also discusses externalizing versus internalizing human capital and how benefits strategies may differ depending on whether a job is considered core, ancillary, or compulsory human capital.
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The document discusses social learning and how companies can benefit from social media and networking. It advocates for a strategic and measured approach to social learning that aligns with business goals. Key points include connecting people, both formal and informal learning approaches, and using social media to encourage employee networking, identify project teams, and ensure alignment with organizational vision. Companies should start with understanding how social learning can support their business strategy.
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1) The document discusses social learning in organizations and how a culture of learning can be nurtured. It emphasizes that learning now occurs through social interactions across organizations rather than just formal or individual learning.
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This document summarizes the results of a survey given to 85 managers at a company. The survey asked questions about how clearly defined their work plans were over the last six months, how well their priorities were understood by their seniors, how fully they were able to use their capabilities, and how clear their plans/priorities will be for the next six months. The results show that 28% of managers' time was wasted due to a lack of clear work plans, and 31% of managers' priorities were not fully understood by their seniors. Additionally, 33% of managers' capabilities went unused. The document then discusses the costs associated with employees' time and salaries, and poses additional questions about improving performance management, meetings, and training
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Ishlesh Bhaskar
- 1. HR Value Proposition In Pursuit of Operational Excellence Indian Habitat Center – May 20, 2011 Ishlesh Bhaskar Asst Vice President – Human Resources
- 2. Competency Model: HR Value Proposition Strategic Contribution Business Knowledge HR Technology Personal Credibility HR Delivery *Dave Ulrich (HR Value Proposition)
- 3. Strategic Partner Administrative Expert Employee Champion Mid-1990s Change Agent Strategic Partner – cum - Leader Functional Expert Employee Advocate/ Human Capital Developer Mid-2000s Strategic Partner Sum of first four roles Also leading the HR Function, Collaborating with other functions, ensuring Corporate Governance HR practices are delivered through administrative efficiency (technology), and others through policies, menus, & interventions EA focuses on today’s employee, HC Developer focuses on how employees prepare for the future Evolution Multiple dimensions – Business Expert, Change Agent, Knowledge Manager, and Consultant. Evolution of HR Roles *Dave Ulrich (HR Value Proposition)
- 4. Human Capital Developer Employee Advocate Functional Expert Strategic Partner HR Leader Evolution of HR Roles *Dave Ulrich (HR Value Proposition)
- 8. Concept 1 HR @ HDFC Bank North Regional HR Operations Central HR Operations West Regional HR Operations South Regional HR Operations East Regional HR Operations
- 9. HR @ HDFC Bank Processes FY 2010-11 Offers 12000+ New Joinee 9403 Confirmations 7248 Transfers 4515 HRMS Updations 42941 Payments 14209
- 10. NEW PROJECTS: MANPOWER ACCOUNTING SYSTEM Manpower Accounting for real time availability of employee data. ( Expected to go live - May 2011 ) LEAVE MANAGEMENT SYSTEM To enhance the existing leave system to manage the existing and future volumes ( Live w.e.f. 28 th March 2011 ) ONLINE EXIT SYSTEM To enhance the exit system to monitor the exits online and end to end ( Live w.e.f. April 2011 ) ONLINE TRANSFER SYSTEM Workflow based Transfer module for monitoring employee movements ( Expected to go live - June 2011 ) HR @ HDFC Bank
- 11. Thank You…