Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
The HR Goals and Objectives 2014 will be challenging again. The economy is still not improving enough to support the easy job of Human Resources. HR Department will have to stay focused on increasing productivity, attracting the best talents and simplifying its operations to cut costs.
HR Goals and Objectives 2014 will not change dramatically from 2013. Just social media and HR Big Data will be the next big thing in Human Resources.
Annual business plan hr template : play this in slide show modeVipul Saxena
This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts
The HR Goals and Objectives 2014 will be challenging again. The economy is still not improving enough to support the easy job of Human Resources. HR Department will have to stay focused on increasing productivity, attracting the best talents and simplifying its operations to cut costs.
HR Goals and Objectives 2014 will not change dramatically from 2013. Just social media and HR Big Data will be the next big thing in Human Resources.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Human Resource Metrics PowerPoint Presentation Slides SlideTeam
Help your company get empowered with the best human capital with the help of your analysis presented through these impactful Human Resource Metrics PowerPoint presentation slides. The slides cover all the Key Performance Indicators (KPIs) of a HR Metrics report like employee turnover, training, return on human capital, absenteeism, ratio of HR professionals to employees, ratio of business partners per employee, billable hours, costs of labor, returns and expenses per employee. The best KPIs should be able to reflect the human capital performance, such as financial outcomes, performance drivers, etc. The best way to design a good KPI is to communicate with the company business managers who know the jobs the best in their own divisions. You can compare the efficiency and effectiveness of the team through a dedicated slide provided. Quantifying the cost and the impact of talent management programs and HR processes, and measuring the success of HR initiatives can be done conveniently through the various slides provided. Your research based on theories such as Maslow’s hierarchy of needs can be displayed well in the pyramid diagram provided for it. Additional templates for details like agenda, mission, team, goal, finance, timeline, location, lego and magnifying glass have been provided. These slides can be used according to your presentation’s requirement. Set them up with our Human Resource Metrics PowerPoint Presentation Slides. Your team will take over from there.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
We work with CHRO's to develop an HR Strategy & Execution Roadmap . This brochure describes our methodology and approach at a very hight level. Should you be interested to know more about it , do write to niladri.roy@tatransform.com
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
Long term planning (Simulative MRP) is used to simulate the future demand and supply situation in all BOM levels. The main function is to check the capacity situation, material requirement and vendor ability to provide the material in desired time.
This is not an actual run but a simulative run where actual planning situation is not being affected, and we can see the capacity situation of the work centers well ahead in time. If such information is available in advance, then we can decide at an early date whether additional machines will be required to cope with capacity bottlenecks.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Human Resource Metrics PowerPoint Presentation Slides SlideTeam
Help your company get empowered with the best human capital with the help of your analysis presented through these impactful Human Resource Metrics PowerPoint presentation slides. The slides cover all the Key Performance Indicators (KPIs) of a HR Metrics report like employee turnover, training, return on human capital, absenteeism, ratio of HR professionals to employees, ratio of business partners per employee, billable hours, costs of labor, returns and expenses per employee. The best KPIs should be able to reflect the human capital performance, such as financial outcomes, performance drivers, etc. The best way to design a good KPI is to communicate with the company business managers who know the jobs the best in their own divisions. You can compare the efficiency and effectiveness of the team through a dedicated slide provided. Quantifying the cost and the impact of talent management programs and HR processes, and measuring the success of HR initiatives can be done conveniently through the various slides provided. Your research based on theories such as Maslow’s hierarchy of needs can be displayed well in the pyramid diagram provided for it. Additional templates for details like agenda, mission, team, goal, finance, timeline, location, lego and magnifying glass have been provided. These slides can be used according to your presentation’s requirement. Set them up with our Human Resource Metrics PowerPoint Presentation Slides. Your team will take over from there.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
We work with CHRO's to develop an HR Strategy & Execution Roadmap . This brochure describes our methodology and approach at a very hight level. Should you be interested to know more about it , do write to niladri.roy@tatransform.com
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
HR Strategy: What is it? Why do we need it?CreativeHRM
The modern organization cannot survive without the innovative HR Management. The modern HR Management is always based on the underlying HR Strategy. However, many companies do not have the competitive strategy and they do not utilize the full potential of Human Resources in the organization.
What is the HR Strategy? Generally, it is not just a document. It is a true roadmap for HR. It allows to HR employees to find the right way and it gives the certainty to top executives that Human Resources is on the right track.
The HR Strategy is a basis for your success.
Long term planning (Simulative MRP) is used to simulate the future demand and supply situation in all BOM levels. The main function is to check the capacity situation, material requirement and vendor ability to provide the material in desired time.
This is not an actual run but a simulative run where actual planning situation is not being affected, and we can see the capacity situation of the work centers well ahead in time. If such information is available in advance, then we can decide at an early date whether additional machines will be required to cope with capacity bottlenecks.
The SWOT analysis is one of the best tools for shaping ideas, introducing innovations and evaluating the current status. The analysis is simple and everyone can use it within minutes. Even Human Resources can benefit from the proper usage of the SWOT analysis.
The analysis can help to design better HR Processes, introduce new HR Models and Concepts. Each HR Function should conduct the analysis before shaping project goals and aims.
The SWOT Analysis helps to identify strengths and opportunities within minutes. It helps to receive best ideas from all team members, who can assign priorities to each idea. They all select ideas, group them and they can introduce highly innovative solution. The innovative HR Management is a key success factor today.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
A Long Term Business Goals talk at http://www.guaranteedprofit.com/ on setting and defining your long term business goal outcome. The focus on this business goals course is to create wholistic outcomes that give you the results you want.
Talent Management – Optimizing Your Workforce With a Unified Solution
It’s no longer just about talent for talent’s sake. It’s about the overall health of your organization and aligning your workforce to the rest of your business. Check the box on recruiting and retaining and make your way to truly engaging. Find out how a unified solution will give Johnson & Johnson a more complete operational picture of its workforce to provide that lever for optimization, and how it can do the same for you.
In this webcast you’ll learn:
- Johnson & Johnson’s journey to the cloud.
- How better access to real-time integrated people data results in more informed decisions.
- Why a more consistent and easy-to-use experience improves engagement.
How a unified set of data and metrics ensures the right talent, in the right roles, at the right time.
Operational Workforce Planning: Optimizing Talent and Maximizing ProfitabilityVisier
Operational workforce planning – planning that is focused on mapping existing skills, capabilities and resources against current operational business challenges – is a critical piece of the workforce management puzzle. Mollie Lombardi, vice president and principal analyst of Aberdeen’s Human Capital Management practice and Visier's Chief Strategy Officer Dave Weisbeck discuss operational workforce planning and its financial impact on your business.
View the full webinar recording here:
http://www.visier.com/lp/operational-workforce-planning-optimizing-talent-webinar/
#FIRMday Manchester 25th Feb 2016 - Tactical Workforce PlanningEmma Mirrington
Alistair Cartwright, Ingenium People presents ‘Best Practice in Tactical Workforce Planning’ - what ‘best in class’ tactical workforce planning can look like, and the multitude of operational benefits that come as a result of it, including reduced time to hire, reduced cost of hire and enhanced quality talent identification
This Power Point used for developing an action plan for HR department in a some companies in Iran, The method used in this workshop was LEGO Serious Play. In fact during this workshop facilitator tries to push HR Dep. to find their key actions to solve the companies problems.
All your comments are welcomed!!
Build the HR capabilities to manage, map and match people to the organisation in a fast and fluid way. Enhance and manage performance to build and sustain and business transformation. Mobilise and enable employees to master new skills faster than ever before. Learn how to design future and transitional structures, capabilities, leadership, talent and culture for a sustainable competitive advantage.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Aashman Foundation Summer Internship .docxAmanHamza4
The internship opportunity I had with “Aasmaan Foundation” was a great chance for learning and professional development. Therefore, I consider myself a very lucky individual as I was provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful people and professionals who led me though this internship period.
I am using this opportunity to express my deepest gratitude and special thanks to “Munish Pundir” “Director “who despite being extraordinarily busy with “her/his” duties, took time out to hear, guide, and keep me on the correct path and allowing me to carry out my internship at their esteemed organization.
I further want to thank Prof. Shikha Gera, who helped me to better understand concepts of professionalism and become a better person and employee in my life.
I would also like to thank my parents and friends who helped me a lot during my life and this internship period. I perceive this opportunity as a big milestone in my career development. I will strive to use gained skills and knowledge in the best possible way, and I will continue to work on their improvement, to attain desired career objectives. Hope to continue cooperation with all of you in the future.
4. 4
HR As A Partner For Business Growth
Talent Management &
Development
Achievement Oriented
Org. Culture
Employee Engagement
Team Building
Interventions
Leadership
Competencies Strategy
360 degree Feedbacks
Development Paths for
Leadership
Focus on Behavioural
Framework – SMILE
Strengthening the PMS
Performance Linked
Recognition
Capturing Voice Of
Employees
EE Survey
Employee Engagement
Interventions
Employee Connect
Success Stories
5. 5
HR As A Partner For Business Growth
Performance
Enhancement
Strategic Workforce
Planning & Alignment
Performance Review
through KPIs.
L & D Interventions
Recognition Platforms
Up-gradation of
academic knowledge
Right person at right
place
Alternative staffing
Succession Planning
7. 7
Current State
Silo working among group companies
Absence of required leadership competency strategy
Culture of risk aversion and reactive-ness
Future Need
Walk the Talk - 'Everything's great, we are a part of
family and we all get along, it's one big team passion‘;
Effective communication; culture of gratitude; sharing
organizational growth stories.
Build foundational leadership skills in the organization
Develop a culture of risk taking and culture of
innovation
1. Talent Development & Management
Our leaders need to think differently to address the new and complex world that we
face. We will review our leadership initiatives to ensure leaders have the support
mechanisms to enable them to tackle the internal and external challenges ahead. This
will include defining the leadership ethos and style we want our leaders to possess and
demonstrate, identifying shifts that need to take place, and defining the leadership and
management strategy for the Executive and Management Teams
8. 8
How are we going to achieve this? 2015-16 2016-17 2017-18
Focus on Team building intervention
a) Recognizing and building on each other strengths – Exploratory
interviews - This usually produces "aha" moments for both.
b) Brainstorming sessions and focus groups
c) Cross Functional Teams for Projects
d) Enhance trust within team members by sharing and guiding success
stories across the unit locations through Story Boards.
Q1
onwards
Develop and implement a leadership competency strategy.
a) Define the talent requirement across the level
b) Development of Leadership development programs – Senior
Leadership – 20 TML
c) Middle Level development program – STAR Performers – 60 No.
Q1
onwards
Identification of management competency gap through :
a) 360 Degree Feedback Process – Department Heads & Above
b) Development Centre (TML and STAR Performer)
c) Psychometric Assessment
Q2 - Q3
Action Plan – Talent Development & Management
9. 9
How are we going to achieve this? 2015-16 2016-17 2017-18
Creation of development path of leadership and management styles by :
a) Individual development plans
b) Training Program on “ Fear Of Failure” – 20 TML
c) Coaching & Mentoring initiatives through neutral coach - TML
d) Experiential Learning program (project based)
Q4
Onwards
Implementation and monitoring of Development Journey
a) Association with renowned management institutions – STAR
Performer
b) Project based performance assessment of experiential learning – TML
Q2
Onwards
Action Plan – Talent Development & Management
11. 11
Current State
We have had reviewed our existing organization
culture and identified a set of organizational values
and desired/ required culture
A number of teams are functioning well individually.
Inconsistency in group HR policies and procedures
Future Need
Defining ways of embedding our core values in our day-to-
day working.
Having systems in place that improve the sharing of
information across the teams so that we have quick access
to critical knowledge and don’t duplicate effort.
Identifying disconnects between that is required versus
what employees & teams are actually delivering
Culture of appreciation and recognition
Homogeneous group HR policies & Processes
2. Achievement Oriented Organizational Culture
To ensure we are fit for the future, we need to encourage our desired culture across all
components of the Group. We will review our Group culture and identify the systems
and processes that ensure consistency with the Business Plan.
12. 12
How are we going to achieve this? 2015-16 2016-17 2017-18
More focus on implementation of behavioral framework (i.e..Core Values)
through SMILE program
a) SMILE social contract actioin points completion
b) Identification and promotion of core values through Core Values
champions across the units.
Q1 – Q4
Review and monitor the current performance management systems
a) Manage individual alignment with Org. goals through KPIs
b) Monthly KPI’s review mechanism at all business units
c) Timely annual appraisals Q4
Q1
Q4
Q1
Q4
Working with managers to ensure timely performance linked recognition.
a) Quarterly Feedbacks session mechanism for staff
b) On-Spot recognition program
Q1
onwards
Communication of homogeneous HR policies, processes and procedures Q1
onwards
Develop the Corporate and business units linkage
a) Roles & Responsibilities – Till Department Heads (75 No.)
b) RACI Matrix
By the
end of Q2
Develop the framework of capturing voice of employee.
a) Communication Session – Once in a month
b) One to One meeting with department heads – 2 meetings per year
Q4
onwards
Action Plans - Achievement Oriented Organizational Culture
14. 14
Current State
Annual employee engagement survey, administered in
November 2014
Surveys results are recorded & analyzed at Corporate
Level systematically and identification of highlighted
issues
Business Units are encouraged to develop and
implement action plan in addressing issues
highlighted in the survey
Future Need
Further improving communication with the staff and to
support two way communication, ensuring that all our
staff, including ‘hard to reach groups’, are encompassed.
Encouraging and enabling meaningful and timely
consultation with the staff over major policy
Developing a culture of continuous improvement by
providing training and development opportunities.
Encouraging the involvement of staff in decision making at
all levels across the organisation.
3. Employee Engagement
There is a need to engage with our employees so that they feel a vested interest in the
organization's success, and are both willing and motivated to perform to high levels. We
will utilize participative techniques and methodologies, such as focus groups, surveys,
staff leading on projects, and large scale interventions, to co-create a future with staff.
15. 15
How are we going to achieve this? 2015-16 2016-17 2017-18
Undertake detailed diagnostics to get assessment of our culture.
a) Employee Engagement Survey - Annually
b) Identification & implementation of required action plan from
Employee engagement survey
Q1
onwards
Engagement Calendar
a) Monthly engagement theme at unit locations
b) Informal employees get-together
c) Annual formal get together at Group Level – SKH Emerge
d) Annual sports celebration at units
Q1
Q4
Q4
Develop platform for Voice of Employee -
a) One-on- one discussion of star performers with VC & CEO
b) Team meetings with VC & CEO
c) Bi-annual Town Hall Meetings at units with the CEO
d) Skip level Meeting – Managers & above
e) Employee feedback mechanism w.r.t. experiences, Policies etc
Q2
onwards
Action Plans - Employee Engagement
16. 16
How are we going to achieve this? 2015-16 2016-17 2017-18
Strengthen exit interviews to gather insight into why people are
leaving and to address any issues identified
a) All exit interviews (AM & above by Corp. HR).
Q4 onwards
Introducing new methods of recognizing success for on-off impact
success stories, consistent high achievers and those staff that excel
in their role.
Q2
onwards
Schedule a series of department visits by Executive Members to
promote visibility and engagement.
Q1
onwards
Action Plans - Employee Engagement
18. 18
Current Position
We have two appraisal processes - one for senior
managers and one for general staff.
A number of training initiatives are delivered to
support managers and staff in their participation in
the annual appraisal process.
What we need to focus on
Aligning and integrating processes, including financial
planning, budgeting and people management, as well as
business intelligence and analytics.
Ensuring that the performance enhancement processes
are meaningful for staff across the organisation
Skill Up gradation of employees
4. Performance Enhancement
The organizational performance landscape has shifted enormously. This requires a need
to review our current performance management frameworks. We will design, develop
and implement frameworks that support individual and organizational effectiveness and
growth.
19. 19
How are we going to achieve this? 2015-16 2016-17 2017-18
Review the current performance review systems through monthly KPI’s
review mechanism at all business units
Q1
onwards
Deliver a suite of learning and development interventions that will
equip managers and employees with skills to perform effectively.
a) Annual Training need identification through PMS
b) Monthly Corporate training calendar as per TNI
c) Measuring effectiveness on regular basis
Q1
Onwards
Device and develop mechanism to recognize and reward our people
a) Good job done note
b) Appreciation from HOD/ Plant Head/ Corp Heads
(Formal/Informal)
Q2 onwards
Actively seeking opportunities to participate in external award and
recognition events to celebrate the work of our teams
Q1
onwards
Association with renowned technical & management institutions for
academic up-gradation – STAR Performer
Q1
onwards
Review and enhance our feedback mechanisms related to employee
experience
Q1 onwards
Action Plans - Performance Enhancement
21. 21
Current State
No Succession Planning in place for critical positions
There are no organizational high level guidelines
on workforce planning, and so there are variations
in practice across the organisation
Future Need
Approach succession planning by supporting the
development of individuals while meeting the future skills
requirements of the group
Ensuring that we have relevant human resources to
diversify our offer and can survive in this competitive
environment.
Retaining high performing staff
Rewarding exceptional performance.
5. Strategic Workforce Planning & Realignment
Having a range of workforce planning initiatives and processes in place will ensure we
have a motivated workforce. With the right framework, we will identify, harness and
retain people with the skills and potential to move the organization forward
22. 22
How are we going to achieve this? 2015-16 2016-17 2017-18
Identify workforce planning strategies to have right people at right
place
a) Defining detailed job description for unique positions
b) Recruitment & selection as per organization values - Culturally Fit
c) Design and implement retention strategy
Q2 Onwards
Explore the opportunities to be more innovative by considering
alternative staffing options–
a) Introduction of OETs at the shop floor – Annual Basis
b) GETs hiring – Annual Basis
c) ITI’s hiring – Annual Basis
Q4
onwards
Introduce the succession planning initiatives
a) Identification of critical positions across the org. – Top 15
b) Internal development, movement and external hiring for the same.
Q3 onwards
Match the profile of our people with the skills, expertise-
a) STAR Performer to be ensured with their career ladder plan
b) Star performer retention and engagement plan
Q2 onwards
Developing and aligning the people dashboard to identify potential
areas of concerns and opportunities
a) Manpower headcount dashboard
b) Sales per manpower dashboard
Q4
onwards
Action Plans