Long Term HR Business Strategy
•
27 gefällt mir•7,101 views
The presentation includes long term HR strategy to develop the organization on skill enhancement, competency development and employee engagement
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (20)
Ähnlich wie Long Term HR Business Strategy
Ähnlich wie Long Term HR Business Strategy (20)
Long Term HR Business Strategy
- 1. 1 CORPORATE HR Long Term - HR Business Plan
- 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
- 23. 23