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”

4. HAL – TODAY: CORE BUSINESS
 Design & Development:
 Aircraft
 Helicopter
 Avionics
 Accessories
 Manufacturing & MRO:
 Aircrafts
 Helicopters
 Aero-engines
 Avionics
 Accessories
 Ground Support Equipment
 Aircraft Midlife Upgrades
 Manufacture of Launch Vehicle,
 Satellite Structures & IMGT
 Aeronautical Software Development

5. HAL – TODAY: FINANCIAL PERFORMANCE
 Sales Turnover = Rs. 14,001 crores
 PBT = Rs. 3200 crores
 Order Book value = Rs. 62,100 crores

6. HAL – TODAY: HUMAN RESOURCES
 Fixed Organisation Structure
Strength as on Officers Workmen Total
31.05.87
8495 35861 44356
(peak strength)
31.05.12 9480 22679 32159

7. FUTURE PROGRAMS
 AIRCRAFTS
 Fifth Generation Fighter Aircraft (FGFA)
 Multi-role Transport Aircraft (MTA)
 Basic Turbo-prop Trainer Aircraft
(HTT–40)
 Medium Multi-role Combat Aircraft
(MMRCA)

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”.

11. OUR BELIEF
“People are key differentiators for Sustained Success”

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

24. THANK YOU