positioning of HR to create value by sumit mukherjee

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d recent scenario of MNC s n INDIA----by sumit mukherjee

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positioning of HR to create value by sumit mukherjee

  1. 1. Many companies have nice sounding value statements displayed in the lobby, such as: Integrity Communication Respect Excellence
  2. 2. Enron, whose leaders went to jail, and which went bankrupt from fraud,had these values displayed in their lobby: Integrity Communication Respect Excellence 3
  3. 3. The actual company values, as opposed to the nice-sounding values, are shown by who getsrewarded, promoted, or let go 4
  4. 4. Actual company values are the behaviors and skills that are valued in fellow employees 5
  5. 5. At MNCs, they particularly value the following nine behaviors and skills in their colleagues… …meaning they hire and promote people who demonstrate these nine 6
  6. 6. You make wise decisions (people, technical, business, and creative) despite ambiguity You identify root causes, and get beyond treatingJudgment symptoms You think strategically, and can articulate what you are, and are not, trying to do You smartly separate what must be done well now, and what can be improved later 7
  7. 7. You listen well, instead of reacting fast, so you can better understand You are concise and articulate in speech and writingCommunication You treat people with respect independent of their status or disagreement with you You maintain calm poise in stressful situations 8
  8. 8. You accomplish amazing amounts of important work You demonstrate consistently strong performance so colleaguesImpact can rely upon you You focus on great results rather than on process You exhibit bias-to- action, and avoid analysis- paralysis 9
  9. 9. You learn rapidly and eagerly You seek to understand our strategy, market, customers, and suppliersCuriosity You are broadly knowledgeable about business, technology and entertainment You contribute effectively outside of your specialty 10
  10. 10. You re-conceptualize issues to discover practical solutions to hard problems You challenge prevailing assumptions when warranted, and suggest better approachesInnovation You create new ideas that prove useful You keep us nimble by minimizing complexity and finding time to simplify 11
  11. 11. You say what you think even if it is controversial You make tough decisions without agonizingCourage You take smart risks You question actions inconsistent with our values 12
  12. 12. You inspire others with your thirst for excellence You care intensely about their successPassion You celebrate wins You are tenacious 13
  13. 13. You are known for candor and directness You are non-political when you disagree with others You only say things aboutHonesty fellow employees you will say to their face You are quick to admit mistakes 14
  14. 14. You seek what is best, rather than best for yourself or your group You are ego-less when searching for the bestSelflessness ideas You make time to help colleagues You share information openly and proactively 15
  15. 15. Freedom & Responsibility 16
  16. 16. Doesn’t Picks up Self Self Self Acts like a wait to be the trash Self awaremotivating disciplined improving leader told what lying on to do the floor 17
  17. 17. Responsible People Thrive on Freedom,and are Worthy of Freedom 18
  18. 18. 19
  19. 19. Most CompaniesCurtail Freedom as they get Bigger Bigger Employee Freedom 20
  20. 20. Why Do Most Companies Curtail Freedomand Become Bureaucratic as they Grow? 21
  21. 21. Desire for Bigger Positive Impact Creates Growth Growth 22
  22. 22. Growth Increases Complexity Complexity 23
  23. 23. Growth Also Often Shrinks Talent Density Complexity % High Performance Employees 24
  24. 24. Chaos EmergesChaos and errors spike here – businesshas become too complex to runinformally with this talent level Complexity % High Performance Employees 25
  25. 25. Process Emerges to Stop the Chaos Procedures No one loves process, but feels good compared to the pain of chaos “Time to grow up” becomes the professional management’s mantra 26
  26. 26. Process-focus Drives More Talent Out % High Performance Employees 27
  27. 27. Process Brings Seductively Strong Near-Term OutcomeA highly-successful process-driven MNC – With leading share in its market – Minimal thinking required – Few mistakes made – very efficient – Few curious innovator – Very optimized processes for its existing market 28
  28. 28. • Market shifts due to new technology or competitors or business models• Company is unable to adapt quickly – because the employees are extremely good at following the existing processes, and process adherence is the value system 29
  29. 29. The Key: Increase Talent Density faster than Complexity Grows 30
  30. 30. Increase Talent Density • Top of market compensation • Attract high-value people through freedom to make big impact • Be demanding about high performance culture 31
  31. 31. Minimize Complexity Growth• Few big products vs many small ones• Eliminate distracting complexity (barnacles)• Be wary of efficiency optimizations that increase complexity and rigidity 32
  32. 32. With the Right People, Instead of aCulture of Process Adherence, We have a Culture ofCreativity and Self-Discipline, Freedom and Responsibility 33
  33. 33. We keep improvingour culture as we grow We try to get betterat seeking excellence 34

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