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Continuous Development of HR, Leadership and Teams at HAL
1. Continuous Development of
Human Resources,
High Performance Leadership &
Teams at
Hindustan Aeronautics Ltd.
2. AERONAUTICAL INDUSTRY
Characteristics:
Long Design & Development cycle
Long Product Life
Strategic Technologies
High Quality Standards
Technology Intensive
Capital &Labour Intensive
Frontier Technologies
Segmented markets
Governmental support
Regulated supply chains
3. HISTORICAL PERSPECTIVE
Dec 1940 : Founded as Hindustan Aircraft Private Ltd
Apr 1942 : Taken over by GoI
Aug 1962 : Aeronautics India Ltd (fully owned by
GoI) incorporated for MiG-21 aircraft
Oct 1964 : Hindustan Aeronautics Limited
formed with amalgamation of
Hindustan Aircraft Limited &
Aeronautics India Limited
“70 years of Service
to the Nation”
8. FUTURE PROGRAMS
HELICOPTER
Light Combat Helicopter (LCH)
Light Utility Helicopter (LUH)
Medium Lift Helicopter (MLH) /
Indian Multi-role Helicopter (IMRH)
Weapon System Integration on
Dhruv - ALH - Mk – IV Variant
9. VISION
“To become a significant
Global Player in the Aerospace Industry”
10. MISSION
“To achieve self-reliance in design, development, manufacture,
upgrade and maintenance of aerospace equipment, diversifying
to related areas and managing the business in a climate of growing
professional competence to achieve world class performance
standards for global competitiveness and growth in exports”.
12. ORGANISATION IMPERATIVES
Global Competition
Order Book Position
Challenging Programmes
Technological Changes
Structural gaps in Leadership
Building the Leadership pipeline
Grow future leaders from within the organization
Entry of Global Players (Aerospace R&D & other
solutions)
Talent Retention – a challenge
Changing Business Model – Performance Based Logistic
(PBL)
13. HR CHALLENGES
Change
Mindset
Attitude
Behavior
Ways of Work
Making People Believe “We Can” through Intense
Action
Align HR with Business
Involve Business in Implementation of HR
Focus on Strategic HR
14. LINK To Strategy, Values, Best Practices, Culture
HAL
Future
Vision & Mission Capabilities;
Market Place &
HAL Competition
Values / Culture Business strategy / Perspective Plan
Best
Key success factors Practices
People /
Attraction & Creating a Leadership
Retention of Talent Performance Culture Development
15. CONTINUOUS DEVELOPMENT
INDIVIDUAL
Desire and pursuit towards deep, continuous learning in
the areas of current responsibilities and beyond.
ORGANISATION
Academics to Employment - Structured Induction
Training need identification through Annual Performance
Appraisal
Competency Gaps ( required vs possessed) identification
through Assessment Centres
Skill Matrix to identify skill gaps ( required vs possessed)
Development Inputs through:
Domain specific training
Stretched goals, cross functional teams & change of Role
Knowledge Management
16. HIGH PERFORMANCE LEADERSHIP & TEAMS
Desire to challenge themselves
Unite behind a shared Strategy / Vision
Clarity and commitment to purpose
Focus on Customer Satisfaction
Build a benchmark organization
Build organization as employer of choice
High level of employee engagement
Performance in teams
Capability building
Constantly learn & grow
Performance & Value Standards
Internalization & Institutionalization
Quality Results in shorter time frame
17. PERFORMANCE AT HAL
Excellent MOU ratings since 2001-02
38th Among Global Defence Companies
Leader among Defence PSUs
Profit Margin of 23%(2011-12)
Wide technology base
Diversified Global Aerospace Company
18. PEOPLE DEVELOPMENT - EXECUTIVES
52 week structured Induction Training for MTs/ DTs
4 week Training for Lateral Inductions
Custom Designed Technical Training.
HAL Management Academy
Advance Management Program
Senior Management Development Program
General Management Development Program
Function specific Training
Executive Sponsorship for Post Graduate programs in
Technology & Management at Cranfield University - UK,
IITs, MDI - Gurgaon, IMI - Delhi & XIME - Bangalore.
19. LEADERSHIP DEVELOPMENT
Job Description & Competency Mapping for Executives
in Grade – I to V (6500 Executives)
Assessment Centres
Job Description
Role Directory – 490 Roles
Behavioral Competency Model
Competency Frame work
Competency Mapping through Assessment Centres
covering 881 Executives
Competency Development Programmes at IIMs for
970 Executives
Two weeks training programme for 350 DGMs & above for
“ Managing for Global Competitiveness”
360 Degree Feedback for 350 DGMs & Above
“Born to Win” wisdom tools for 250 DGMs and above
20. BEHAVIORAL COMPETENCY MODEL
BUILDING BUSINESS
Strategic Orientation
Managing Critical Partnerships
Customer Orientation
Change Management
HAL Nurturing Teams
Execution Excellence
GETTING
Personal Effectiveness
ORGANISATION
RESULTS Achievement Orientation AND INDIVIDUAL
DEVELOPMENT
Impact and Influence
Planning & Decision
Making
Capability Building
21. LEADERSHIP DEVELOPMENT (Contd..)
Identification Of Critical Positions
Successor Identifications on the basis of
Performance
Potential
Strengths
Projects / Task handled
Organisation Restructuring
Career Planning
Job Rotation
Successor Identifications with focus on Action
Learning, Coaching & Mentoring
22. HR INTERVENTIONS : WORKMEN
Improvements in the Career Plan Promotion Scheme
Career opportunities for Qualified Professionals
Syllabus revised for Technician / Diploma Trainees
Tie up with IITs / BITS Pilani – Acquiring Higher
Professional qualifications
Certification in various NDT, Quality, AMI etc
Soft skills
Technical skills
23. CREATING PERFORMANCE CULTURE
Changes in Promotion Policy
Performance Related Pay
Performance based differentials
Incentive Schemes – Tagged components
20 % rationalization of SMH
Crucial initiatives on the anvil-The special/new projects Airbus Engineering Centre due for launch in early 2008-Focus on on high-end engineering analysis and design (Refer Aerospacemedia article) Boeing-Rs 185-crore announcement to set up a maintenance facility in Nagpur(Refer Avaition.doc)