Shankar Nabar Consulting Show

Human Resources
Transformation Project
Proposal for Client -Country
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Shankar Nabar Consulting
(shankarnabar@yahoo.com)
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CONTENTS OF THIS PRESENTATION
SECTION 1 - INTRODUCTION AND APPROACH
Executive Summary
1.OUR UNDERSTANDING – POWER SECTOR
2.OUR UNDERSTANDING: POWER SECTOR IN Country
3.HUMAN CAPITAL CHALLENGES IN THE MIDDLE EAST
4.OUR UNDERSTANDING: Client
5.OUR UNDERSTANDING: Business Problem to be addressed
6.ABOUT US
7. OUR APPROACH AND SOLUTION
SECTION 2 - THE PROJECT PLAN
8.STRATEGIC ALLIGNMENT PHASE
9.FACT FINDING AND DIAGNOSTICS PHASE
10. The HR FUNCTIONAL EFFECTIVENESS DIAGNOSTIC
11. PRESENTATION TO KEY STAKEHOLDERS
12. PCMM LEVEL 3 READINESS PLAN
13. CHANGE MANAGEMENT PLAN
14.IMPLEMENTATION PHASE
15. INTEGRATED TALENT MANAGEMENT FRAMEWORK
SECTION 3 - KEY DELIVERABLES
16.ORGANIZATIONAL DESIGN AND STRUCTURE
17.JOB DESCRIPTIONS/ JOB ANALYSIS/ JOB FAMILY
MODELLING/ JOB RESPOSIBILITY MATRIX
18.COMPETENCY FRAMEWORK / ASSESSMENT
CENTER/COMPETENCY BASED PRACTICES
19.CAREER PLANNING AND SUCCESSION PLANNING
20.COMPETENCY DEVELOPMENT PLAN
21.PERFORMANCE MANAGEMENT SYSTEM
22.REWARD MANAGEMENT
23. STATUTORY COMPLIANCES
24. HUMAN RESOURCE POLICIES
25.BEST PRACTICES AND BENCHMARKING
26.NEW HR SYSTEMS FAMILIARIZATION WORSHOPS
27.METRICS TO MEASURE AND TRACK SUCCESS (THE HR
DASHBOARD)
SECTION 4 - EXECUTION TEAM DETAILS
28.PROJECT TEAM STRUCTURE
29.CONSULTANT PROFILES
30.Investments towards Professional Fee and other commercial
considerations
ANNEXURES
31.END
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SECTION 1 –
INTRODUCTION AND APPROACH
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EXECUTIVE SUMMARY : Our understanding
• The Power Sector worldwide has seen a consistent surge in growth, estimated to be an
overall 6 to 10%. This is evident in the Middle East region as well. The growth potential is
immense and there is a buzz about the many international players as well as governments,
who are making large investments to the tune of ~ $300 billion in ~ 20 energy projects by
2020 in GCC countries
• The government of Country has earmarked investments of up to $15 billion in new
petrochemical and infrastructure projects over the next 10 years. With Country having the
fastest growing Power sector in this region, investments would serve as an engine of
economic growth as well as social development. Moreover, as a forward looking government
entity in Country, Client’s ambitious growth plans too will have a multiplier effect on the
economic and social development in Country and have a noticeable impact particularly
within the local workforce and their development
• Exceptional economic growth in this region is not mirrored in labor and human resource
development. Supply of qualified national labor and dependence on expats remain a
concern
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EXECUTIVE SUMMARY : Our solution
There is an undeniable criticality of Client having a robust Human Resources plan, for an overall and
meaningful impact. With the decision of having an Integrated Talent Management Framework and
a PCMM certification plan, Client is thus looking for a partner with a thought through strategy,
methodology and implementation plan of their envisaged transformation process of HR and the
organization as a whole.
On studying the RFP and other available sources of information, and putting the diverse and deep
experience we possess, given below are the highlights of the solution we have proposed :
• Significant research and consultative approach of our multiple experts to bring together a
construct which has a sound theoretical base, and more importantly, a strong focus on the
realities of actual implementation
• With the limited information currently available on the existing systems, policies and
practices, our plan begins with sufficient time and diagnostic tools dedicated to building a rich
and real database required (i.e. hard and soft data) to arrive at the customized Project Plan,
and not plunge into a standard implementation
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EXECUTIVE SUMMARY : Our solution -2
• The Project Plan will be an expertise-based customized plan, which will take into account
specific client nuances and requirements, provide support and guidance in the
implementation process and take joint ownership i.e. partnering
• With the clear goal of PCMM certification and the associated systems and process driven
approach supported by technology, our plan brings together, from the Diagnostic phase, the
elements required to be incorporated and/or changed for PCMM readiness. This will ensure
that the change process is not at cross purposes with the rest of the transformation
initiatives and does not have to be repeated
• Best Practices and Benchmarking is a cornerstone of our approach – it ensures that the
learning already available is applied without having to go through the entire learning cycle
• Our integrated Project management methodology ensures that the large scale changes in
multiple areas within HR, many of which will be done concurrently, are planned and phased
and brought together by design.
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EXECUTIVE SUMMARY : Our solution - 3
• For the change process to be embedded at all levels, our plan has significant efforts directed
to communication and rollouts to all relevant cross sections of employee groups
• Our data driven approach will provide a clear picture at every stage of plans, progress made
and what next and will provide a set of dashboard and metrics to continue measuring
effectiveness and success
• Finally, the outcomes from this would have a clear linkage to the objectives of – organization
structure and grades, roles, competencies and talent pools, performance and reward systems
and policies, which will take the organization to its next stage of evolution
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EXECUTIVE SUMMARY : Our Credentials
• We bring together a diverse group of consultants, who possess specialized skills and
experience required for a transformation exercise of this scale and complexity
• They are driven by values of Professionalism, Personal Integrity, Responsiveness, Respect for
Diversity, a Collaborative Approach, Commitment and Initiative
• The basic philosophy driving this team is all about collaboration, partnering and providing
personalized attention through considerably complex situations. Not only do they bring their
expertise, they also bring their empathy and unstinting support to successful organizational
transformations
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OUR UNDERSTANDING – POWER SECTOR
• The need for electricity in emerging economies has driven a 70% increase in worldwide demand,
with renewables accounting for half of new global capacity
• Estimated overall 6 to 10% annual surge in demand for power, GCC countries to invest around
$300 billion in approx. 20 energy projects by 2020
• Phenomenal growth in the Power sector in the Middle East attracts international players to invest
into the generation, transmission and distribution of electricity in the region
• The MENA region has about 57% of the world’s proven oil reserves and 41% of proven natural
gas resources
• The per capita electricity consumption during the period 2007-2035 in the GCC is likely to
increase at an annual rate of 2.5%
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OUR UNDERSTANDING: POWER SECTOR -2
• The main challenges are Market uncertainty & responding to pricing pressure (especially in the
current global economic scenario), Rising competition and regulatory changes are the other key
challenges
• The top three priorities for the global Power industry in 2013 are improving operational
efficiency, expand in current market and focus on sustainability
• The power market in Africa and the Middle East is currently dominated by thermal power, which
accounted for almost 85% of total installed capacity in 2011. Cumulative installed power capacity
for these regions is estimated to be as much as 349 GW by 2020
• The growth potential is immense - In countries like Qatar and Country, with the electricity
consumption projected to grow at a double-digit CAGR during 2011-2014, due to an increasing
residential and industrial demand.
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OUR UNDERSTANDING: POWER SECTOR IN Country
• Estimated 6 to 10% annual surge in demand for power, GCC countries to invest ~ $300 billion in ~
20 energy projects by 2020
• Country has the fastest growing Power sector in the ME region
• Oil and gas dominates economic performance in Country, accounting for ~ half of GDP and ~ two
thirds of net fiscal revenue
• Country has the fastest growing Power sector in the ME region. Electricity production and
consumption saw a double-digit year-on-year growth. The government of Country has earmarked
investments of up to $15 billion in new petrochemical and infrastructure projects over the next 10
years
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OUR UNDERSTANDING: POWER SECTOR IN Country -2
• Oil and gas dominates economic performance in Country, accounting for about half of GDP and
around two thirds of net fiscal revenue. Country depends heavily on oil exports and has signed a
number of exploration agreements with foreign companies since 2005 in a bid to boost production
• New tax laws, a Free Trade Agreement with the US, new privatisation laws, aims to create a more
market friendly environment, and 70 per cent corporate ownership available to foreign investors,
Country continues to attract a large amount of foreign investment.
• The long-term Country Vision 2020 development plan highlight the need for diversification of the
Countryi economy by Countryisation, industrialisation and privatization. Priority has been given to
education in order to develop a domestic work force
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HUMAN CAPITAL CHALLENGES IN THE MIDDLE EAST
• In recent years, governments in the Middle East region have increasingly come to recognize
human resource development as the driving force behind economic growth
• Exceptional economic growth in the Arab region is not mirrored in labor and human resource
development. Supply of qualified national labor and dependence on expats remain a concern
• Two thirds of Middle East employees perceive their compensation structure lags behind that of the
market or peer companies. Human capital management is a pain point for Middle East
entrepreneurs looking to build capacity
• Fundamental human capital needs include a competitive compensation, basic training, clear
performance management procedures and basic benefits that include health insurance and
annual leave.
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OUR UNDERSTANDING: Client
• The Company has at its core the following objectives:
1. Develop and invest in profitable businesses within Country and internationally
2. Create meaningful employment within Country
3. Grow talent - business leaders and professionals
4. Maximise value from Country's resources
• Strategic impact of growth plans of Client has a multiplier effect in the development of the economy
• Ambitious business and growth plans for Client, with significant clarity on focus areas, especially to do with HR,
and the definitive decision of PCMM being the model to support and deliver this growth
• Region dominated by issues of availability of local talent – Client is recognized as leader in local talent
development
• Region-wide future focus on Talent and Total Rewards has been utilized as an opportunity, as is evident from the
plan for an Integrated Talent Management Framework – which would be Client’s key differentiator
• Nature of business : Client – Government-owned closed joint stock co. - established to implement Government policies for
electricity & related water sector in Country, holds shares of 9 subsidiary cos. - engaged in infrastructure dev, generation,
transmission, distribution, supply & procurement of electricity & related water
• Client responsibility - 1) Support & implement the government’s privatization policies for electricity & related water 2)
Implement government policy - financing of subsidiaries, to safeguard & maintain the interest of the government in these
cos. 3) provide centralized services to subsidiaries
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OUR UNDERSTANDING: Business Problem to be
addressed
The Background :
EHC initiated the development of Best Practices for the HR of the group, to achieve its
mission i.e. We strive to develop and empower our HR to deliver world class governance &
strategic direction to the group. EHC-HR dept proposed to develop an ITMFW for EHC group.
This is a comprehensive module that will meet the requirement to be certified Level 3
PCMM by the end of 2015. The ITMFW is a replacement of all to date approved HR
initiatives with the subsidiaries. EHC HR to manage & execute this project in coordination
with EHC Group HR managers
Specific and critical needs and expectations from the HR team have been filtered and
translated into expectations for a consulting firm, who will implement this
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OUR UNDERSTANDING: Business Problem to be
addressed - 2
Critical elements of the Business Problem & our pledge :
• Integrated approach of the different HR processes and systems is key for overall success :
We understand just how critical this is and have a senior consultant dedicated to address this
at every stage of the project
• Specialized and mature skills of consultants : Our consultants are well versed in the local
nuances and are focused on providing customized solutions and personalized attention, to
handhold all the internal stakeholders and the organization to make them change-ready the
through the entire transformation process
• Adherence to timelines : Recognizing the urgency of this client imperative, we have planned
for and kept our consultants ready for a quick turnaround to kickstart the project
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ABOUT US
A SUMMARY OF THE TEAM FOR THE PROJECT (10 KEY CONSULTANTS)
All the consultants on the team have repeatedly demonstrated some core values. Notable among them are
Professionalism, Personal Integrity, Responsiveness, Respect for Diversity, a Collaborative Approach, Commitment and
Initiative.
Neha, Mahesh, Sachin, Paroma and Shankar are part of the core delivery team. A few more specialists will be added to
the delivery team in the next few weeks. These will include specialists in PCMM methodology, Power Sector Specialists
and CIPD qualified consultants.
WORK EXPERIENCE :
• The cumulative experience in Academics, Consulting and Operational roles is 166 years
• The total consulting experience within the team is an aggregate of 60 years
• Their specialized Middle East experience is a cumulative 17 years
EDUCATIONAL QUALIFICATIONS
• All team member have a Masters or an MBA in HR
• Total of 3 Ph.Ds with 2 Ph.Ds in relevant fields
• 1 CIPD qualified
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OUR APPROACH AND SOLUTION
Discovery &
Fact Finding
Develop &
Frame Change
Mandate
Design & Realign
Management
Structures,
Systems &
Processes
Implement and
Monitor
Change Communication Efforts
4 weeks5 Weeks 12 weeks
Project Plan
& Set up
1 Week
Prepare organization for change
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SECTION 2 –
THE PROJECT PLAN
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STRATEGIC ALIGNMENT PHASE
• Determine stakeholders, core project team, roles and responsibilities, confidentiality
guidelines, reporting and expected outcomes
• Clarify project scope, goals and objectives, timelines and measures of success
• Establish communication strategy
• This will include a 2 day offsite with the client team and our core team of consultants.
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STRATEGIC ALIGNMENT PHASE -2
 Identify the Working/Steering committee and appoint the project sponsor
 Identify a cross functional client project team to work with us during the design and
implementation stages of the project
 Create a detailed project plan with key activities, milestones, timelines, roles and
responsibilities, confidentiality guidelines etc.. The plan will be created in consultation with you
team
 Finalize project update templates
 Develop a detailed communication plan
 Identify sources of information (employee data master, cultural and engagement studies,
representative job descriptions, current organization structure and functional structures,
current competence framework, etc.) to collect at the project pre launch stage and demarcate
responsibilities for the same
 Finalize project milestones, steering committee interaction dates and time commitments,
project review dates and red flag process amongst other pre launch activities
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FACT FINDING AND DIAGNOSTICS PHASE
Understand current business
priorities and goals, leadership
style and impact perceived
issues and challenges
Review current operating model,
organization structure, responsibility
levels, decision making boundaries
and unique roles
Review current culture and leadership
practices and its impact on
organizational performance system
Understand future
BUSINESS goals
and priorities
Review current HR policy/
practices/systems effectiveness
Articulate future
ORGANIZATIONAL
goals and priorities
Develop and
finalize the
ORGANIZATIONAL
CHANGE PLAN
Co-relate
findings to
project
scope
Diagnose current HR functional
effectiveness and benchmark against
key industry and functional
parameters
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FACT FINDING AND DIAGNOSTICS -2
Current state diagnostic study - Using established frameworks such as
Galbraith’s star model or McKinsey’s 7S framework to diagnose status
quo
Bring all leaders to a common platform to collectively articulate business
aspirations and quantify the success metrics;
 Collect, collate and analyze primary and secondary data including:
 Business vision, goals
 Industry, key competitors and industry dynamics
 Business drivers and policy regulations
 Understand organization core competence and business value
chain
 Understand critical talent implications of Business Strategy and
how they align with PCMM level 3 requirements.
 Understand current HR capability to translate business priorities
into Talent outcomes.
 Diagnose HR Functional Effectiveness in line with PCMM level 3
requirements
 Benchmark HR process, functional parameters and metrics
against Industry best practices
 Diagnose Change Management issues and cultural barriers to
change.
Diagnostic report
Change Management
Plan
Capabilities for meeting
future business priorities
and outcomes
 HR Effectiveness
diagnostic report and
benchmark report
Current and desired
organizational design
 Prioritization of HR
Initiatives Based on
Business Strategy and
Current HR Capability.
 Identifying high-level
gaps and outcomes for all
PCMM related areas
 Success measures for
the HR Transformation
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The HR Functional Effectiveness Diagnostic
Key Highlights:
• Benchmarked analysis of the effectiveness of the HR function
• Segmented analysis by key organizational characteristics
• Comprehensive roster of key attributes of an effective HR function
• Complimenting the Business Alignment Tool and Performance Benchmarking Suite, part of a
complete suite of HR function assessment and benchmarking tools from a reputed and
trusted service provider.
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The HR Effectiveness Diagnostic Categories
Diagnostic participants rate the importance of —and effectiveness at—each of the below elements
HR Functional Effectiveness
Talent Management HR Operations
Workforce
Management
Performance
Management
Training
Retention
Employee Development
Recruiting
Workforce Planning
Transferring Employees
Employee Relations
Workplace Safety
Legal
HR Resources
Organization Change
Organization Culture
Compensation and
Benefits
Diversity
Metrics and
Measurement
HR Staff
HR Business Partner/
Generalists
Compensation and
Benefits
Training
Learning and
Development
Recruiting Metrics Selection
Metrics Analysis
• Create high-return targeted interventions through segmented feedback
• Clear Understanding of where HR function is excelling or underperforming
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PRESENTATION TO KEY STAKEHOLDERS
Key DeliverablesActivities
Strategy review
 Bring all leaders to a common platform to collectively articulate business aspirations
and quantify the success metrics; conduct a half day session with the steering
committee to share our first thoughts on the current organizational context and
future strategic priorities and goals
 Validate priorities and obtain sign off on project implementation plan
Strategy review
 Business/ strategic
organizational priorities
over a 1-2 years timeframe
 First thoughts on current
realities and future goals
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PCMM LEVEL 3 READINESS PLAN
• All the interventions we have proposed are in line with the requirements of PCMM Level 3.
• Post the Discovery/ Diagnostics when we get more data on the ‘as is’ state, we would freeze
on the final designs and implementation plans.
• At this point we would also be in a position to propose the PCMM Roadmap and the
Milestones.
• On the team of consultants, we will have at least one specialist, who is extremely well versed
with PCMM methodology and who has been responsible for successfully taking an
organization through a full life-cycle of PCMM Level 3 Assessment.
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CHANGE MANGEMENT PLAN
THE ELEMENTS OF OUR CHANGE MANAGEMENT PLAN AS FOLLOWS:
• We would spend the first few weeks preparing the organization for change.
• A strong focus on a Data Driven Methodology is key to our success.
• Readiness for change, reasons for resistance to change and the key success factors in
ensuring a smooth transition to the new systems and practices would be designed using the
data collected in the initial Diagnostics/ Discovery phase.
• This would include a strong focus on communication as a tool for change.
• We would also effectively use Training and Workshops to help equip all employees of an
understanding of and knowledge of the new policies and procedures.
• An understanding of the culture of the organization is going to be important. Hence a focus
on understanding cultural dynamics will play a large part in the exercise.
• Involvement of the leadership team in this exercise is critical.
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Change Management Plan -2
Approach
Stage 1: Plan for Change
• Diagnose the Change Problem.
• Determine barriers and resistance to change
including cultural barriers.
• Gauge preparedness of change initiative.
• Determine Ownership of Change.
Stage 2 : Manage Type of change
• Customize change strategy for specific
initiative.
Stage 3: Communicate and Engage through
Change
• Prepare Leaders for change
• Communicate change
• Propose strategies to engage people through
change.
Stage 4: Measure Change Success
• Track change initiatives
• Human capital and organizational metrics to
measure change outcomes post
implementation.
Outcomes and Deliverables
• Change Management RACI Matrix
• Change Communication Channels, Timing,
Strategy Matrix
• Toolkits:
– Change Management Checklist for
Leadership and Senior Managers
– Manager toolkit with mitigation
strategies for overcoming resistance to
Change
• Training for Change Management Champions
• Draft content of key Change Communications
• Change Management Dashboard
• Post Implementation review checklist
• Proposing the structure and operations of the
Change Management function, for ongoing
change management post implementation.
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IMPLEMENTATION PHASE
Our effort will be to also address these
critical perspectives which are crucial to
long term success
Professionalize
the organization
Create an
awareness and
acceptance of
change
One cultural
identity
Align the
management
team in one
direction
• Communicate who
we want to be & how
we will get there
• Clarify the new ways
of working
• Monitor & reinforce
• Then monitor and
reinforce again
• Collectively articulate what “future
success will look like to create
ownership and accountability
• Clarify collective and individual roles to
be performed
• Integrate the old and
the new cultures to
leverage the best of
both worlds
• Institutionalize professional talent
management systems and processes
• Adopt professional governance & management
practices
• Re-jig the talent pool across business critical
roles
• Establish individual accountabilities
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INTEGRATED TALENT MANAGEMENT FRAMEWORK
BROAD LEVEL GROUPING OF VARIOUS SUB-SYSTEMS OF THE FRAMEWORK
Strategic Clarity
Organizational Performance &
Accountability
Operating Model &
Organization Structure
Organizational Competence
Organizational Roles &
Performance
Talent Development &
Engagement
Future business aspirations
Corporate measures of success + functional/ divisional scorecards + individual KRA + KPIs +
management accountability
Organization structure design + Job description + Job analysis + Job family modelling +
Decision making levels + Job responsibility matrix + Job profile inventory + grading
structure
Competency framework + Competence development plan + Career planning + Succession +
Competency based practices + Assessment centres
Performance management system + reward management + individual accountability
Human resource policies + Best practices + Data analytics + HR systems familiarization
workshops + Statutory policies
Terminology Used Representative of…
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INTEGRATED TALENT MANAGEMENT FRAMEWORK -2
Strategy, Value Chain & Core Business
Process & Technology
Market Potential, Industry Dynamics &
Economic Environment
Culture & Values
Leadership
People & Capability
Steering &
Working
Committee
Advisors
Business
Leaders
Project
teams
Change
Enablers &
Blockers
Stakeholder Expectations
External Market
Strategic Clarity
Accountability
Operating Model &
Organizational Competence
Performance
Engagement
Change Levers Change Enablers Change
Outcomes
Systemic Change
Attitudinal Change
SystemsDesign
Implementation
Change Management & Communication
Large Scale Sustainable Corporate Transformation is anchored around this model
(please refer to previous slide for the components of change outcomes)
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HOW WE INTEND TO OPERATIONALIZE THE
FRAMEWORK
Strategic Clarity
Accountability
Operating Model &
Organizational
Competence
Performance
Engagement
Future business aspirations
•Corporate measures of success
•Functional/ Divisional Measures
•Individual KRA + KPIs + management
accountability
•Organization structure design
•Job description
•Job analysis
•Job family modelling
•Competency framework
•Competence development plan
•Career planning
•Performance management system
•Reward management I
•Individual accountability
•Human resource policies
•Best practices
•Data analytics
•Succession planning
•Competency based practices
•Assessment centres
•HR systems familiarization
workshops
•Statutory policies
•Decision making levels
•Job responsibility matrix
•Job profile inventory + grading
structure
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SECTION 3 –
KEY DELIVERABLES
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ORGANIZATIONAL DESIGN AND STRUCTURE
Organizational Diagnosis
8 mandays
• Using established frameworks such as Galbraith’s star model or
McKinsey’s 7S framework to diagnose status quo
• Diagnosis through a mix of senior leadership interviews, focus
group discussions and surveys
• Roles and responsibilities to be assessed
4 mandays
• The stakeholder model for assessing organization performance
• management scoring grid to evaluate management practices
6 MD’s
• Existing practices and best practices in the sector
• Recommended design/ model using ten levers of organization design
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ORGANIZATIONAL DESIGN AND STRUCTURE -2
Organizational Design Implementation
•Organization design and structure with clarity of roles and responsibilities
•Use of integrated talent management systems to link roles and outcomes
•Design of lateral linking mechanisms to ensure smooth functioning
•Group/ leadership interventions to ensure successful implementation of
organizational design
•Use of LSIP and other change management interventions
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ORGANIZATIONAL DESIGN AND STRUCTURE -3
CRITICAL ASPECTS OF INTER-LINKAGES TO INTEGRATION FRAMEWORK
• Organizational Structures need to show linkage with Total Rewards (C & B) re-structuring as
well as Headcounts analysis.
• Creation of a brief Fitment Matrix in line with Principles of Organizational Structure followed
by Job Family and associated Competencies.
• The roll-out plan includes town-hall meetings, docket, FAQ and training.
• Communication on structural changes i.e, suggested job band/title and change in Rewards/ C
& B will to go hand in hand.
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JOB DESCRIPTIONS/ JOB ANALYSIS/ JOB FAMILY
MODELLING/ JOB RESPOSIBILITY MATRIX
THE EXECUTION PLAN
Undertake three types of interviews – Critical incident technique, Repertory Grid interview, visionary
interviews and focus group discussions in small groups of 5-8 people to identify the key responsibilities,
job purpose, principle accountabilities, and person specification. This data will be a feeder to several
tasks – JDs, job modelling, role profile inventory and competency models. These interviews will be
followed by data analysis and presentation back to the departmental heads for validation. Once this is
done we would use the data for restructuring and designing, competency modelling and designing
assessment exercises. The output from these activities would be an input for the Organizational Design
and Structure task.
The competency models and the assessment exercise will also be discussed with top management and
departmental heads for validation.
The competency model will have three components:
1. Core,
2. Functional
3. General Managerial/Behavioural Competencies
Managers and Supervisors would be trained on how to evaluate competencies as a part of the appraisal
process.
We would also include a one day process on appraisal feedback based on KRA and KPIs.
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COMPETENCY FRAMEWORK / ASSESSMENT CENTER/
COMPETENCY BASED PRACTICES
Components of competency models:
Core Competencies – there would be four or five core competencies and these could overlap
with general managerial competencies.
General managerial competencies – there will be four levels of competencies and each level
will have 7 or 8 competencies in the basket. The four levels are: entry, junior management, middle
management and senior management. The models will flow logically from lowest level to the
highest level in terms of its complexity. The lower level competencies will be more operational and
the higher level ones will be strategic.
Each core and general managerial competency will be evaluated on a 1 to 5 scale, 1 being
lowest. The behavioural anchors for each of these will be described at levels 1, 3 and 5 only and
not for 2 and 4.
Functional competencies - there will be proficiency levels for each level – entry, junior, middle
and senior management levels.
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COMPETENCY FRAMEWORK / ASSESSMENT
CENTER/COMPETENCY BASED PRACTICES -2
Assessment Centres – Addressing complexity at higher levels in the organization
• For Entry level & junior levels – three assessors with 15 candidates for one day (3x1 3
consulting days). With additional 1 day for report generation.
• For Middle management levels – 5 assessors with 15 candidates for 2 days (5x2 10
consulting days) with additional 2 days for report writing.
• For Senior management levels – 6 assessors with 15 candidates for 3 days (6x3 18 consulting
days) with additional 2 days for report writing.
• In addition there will be Psychometric tests for all levels
• The total number of days will depend on the employee size at each level
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COMPETENCY FRAMEWORK / ASSESSMENT CENTER/
COMPETENCY BASED PRACTICES -3
Assessment centres:
• Each assessment centre will be undertaken for a group of 15 people with 5 assessors and one
centre manager.
• There will a range of exercises like group discussion, in-tray, role plays, case studies,
simulations, competency based interview, presentations and psychometric testing based on
the levels. Functional competencies will be assessed using a functional knowledge test.
• Each Assessment Centre will include Assessment, Integration, Feedback and a Development
Planning exercise. The data from this will feed into career and succession planning.
• Each participant will receive a written report in the agreed format.
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CAREER PLANNING/ SUCCESSION PLANNING
DESIGN:
Interview stakeholders to:
– Gain organizational context - strategic direction, business priorities, culture, leadership expectations,
critical success factors etc.
– Project Scope, roll out, expected outcomes, confidentiality
– Establish a system for communicating succession planning information
– Obtain buy-in and commitment for the process from key stakeholders
• Establish Role Profile
– Identify critical positions
– Identify specific competencies, skills and values that leaders to succeed now and in the future
– Establish Potential- Performance Matrix and Succession Readiness
– Identify a systematic approach for identifying, nominating and selecting potential successors
– Review background information on potential successors, such as education, experience, skills, appraisals and
potential
– Create final list of high performers
• Design Assessment methodology (Integrated with previous task)
– Develop customized competency based assessment centre
– Finalize external and internal assessors and train internal assessors
– Finalize report format, feedback mechanism and stakeholder involvement
– Develop operational plan for assessment centre roll out
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CAREER PLANNING/ SUCCESSION PLANNING -2
EXECUTION:
• Lead and Manage Assessment Centres (Integrated with previous task)
– Execute assessment centres
– Assess potential successors against key competencies
– Analyze and generate reports
– Determine strengths and developmental priorities, succession readiness and coaching
strategies
• Feedback and Action Planning:
– Provide 1-1 feedback and create individual development plans
– Present composite trends on overall talent pool to the organization
• Initiate Career Planning Discussions
– Identify career aspirations, interests and motivations of
– Design Developmental Activities/Projects
– Provide Mentoring/Coaching
– Create a Leadership Succession Plan
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CAREER PLANNING/ SUCCESSION PLANNING -3
MAINTENANCE AND FOLLOW UP:
• Measure and Evaluate outcomes
– Review Performance and Development with Key Stakeholders
– Evaluate process effectiveness and make changes accordingly
• Establish tracking mechanism to ensure sustainability
– Establish a system for monitoring candidate's development plan progress by
management
– Track the Plan and monitor individual and group progress
– Conduct Yearly Calibration Discussions with Key stakeholders and HR to determine
Readiness
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COMPETENCY DEVELOPMENT PLAN
1. Scoping Meeting
– Review of Business Strategy and linkage to requirements
– Confirmation of project scope, Deliverables and outcomes
– Determine positions, roles, Competency Profiles and behaviours to be developed based upon the
number of unique roles or job families
– Identify internal job documentation and other relevant information
– Confirmation and clarification of roles and responsibilities of Internal and External resources
– Identification of Subject Matter Experts (SMEs) and/or job incumbents
– Confirmation of logistics, timeline, communication plan, contact protocol, follow up
2. Development of Competency Profile Definitions (Integrated with previous task)
– Develop preliminary list of competencies and behaviours for each roles/job families
– Review of existing job information and materials, strategic plans, balanced scorecard, competencies
and any other relevant documentation that may facilitate in behavioural development.
– Review of best practices research and databases for competencies profile(s)
– Develop draft competency profiles that will be vetted with SME focus group
– Using the information and documentation provided by the project team, industry best practices, and
research the data would be compiled and analyzed to develop
– definitions and supporting behaviours that could reflect current and future success
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COMPETENCY DEVELOPMENT PLAN -2
3. Customization, Validation and Prioritization of the Competency Profiles and Behavioural Descriptors
– During this phase, the preliminary Competency Profiles would be validated and prioritized through
focus group sessions.
4. Finalize the Competency Profiles
– Based upon the input from focus group sessions, documentation and project team, we would
finalize the Competency Profiles and behavioural definitions. The final version of the competency
work would be delivered to the Internal project team to obtain final approval. This step would
include one round of simple revision.
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PERFORMANCE MANAGEMENT SYSTEM
Articulate current
business strategy
Identify future business
needs
Identify indicators of corporate success
(Balanced Score Card)
Set short/ long term
targets
MD/ COO Performance
expectations
Cascade to business units/
corporate functions
targets
Leadership performance
expectations
Cascade to departments/
teams
targets
Employee performance
expectations
Measure extent of alignment
Communicate performance expectation and
respond to feedback
Performance architecture -
Creating alignment between business goals & people performance…...
illustrating alignment
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PERFORMANCE MANAGEMENT SYSTEM -2
Design :
Based on discussions & inputs from client, Best
practices in the region & sector & success factors in
the PCMM framework to arrive at an unique
framework .
The Performance Management System will cover
Overall People Philosophy, Business and Growth
Plans, the Performance framework (incorporating the
Competency Framework, linked with Rewards) &
Timelines, including the subsidiaries, Goals, Reviews,
Checklists, Communication and Recommendations
for the future
Execution : Communication & roll outs to
all employees, managers, report writers and
Board of Directors
Follow up & Maintenance : Periodic audits
& follow up action plans e.g. Metrics,
Performance measurement and analytics
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Performance monitoring -
The ideal overall performance cycle and its workings
Q1 plan and
performance
review with
feedback
Financial
Year start
Previous Year
Performance
cycle closure
Mid year plan
and
performance
review and
correction (if
any) with
feedback
Q3
performance
review and
correction (if
any) with
feedback
End of year
review with
feedback on
plan and
performance
Year
start
goal
setting
Finalization of
business plan
and goals for
new FY
Communicate to
key internal
employee groups
Mid year business
plan and goals
review for new FY
(and corrections if
any)
Communicate to
key internal
employee groups
Monitor and manage the performance process for maximum effectiveness
Begin
Contd.
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Consolidate
organizational
performance
data
Normalize
performance
rating (if
needed)
Link performance outcomes
to capability enhancement
initiatives
to reward (fixed pay and merit
increase)
to role change
Finalize
performance
rating and sign
off
Contd.
Communicate
HR to enable line managers
for performance
conversations
HR to provide process
support where needed
HR to provide advise on
dealing with exceptional cases
and grievances
End
Establish
norms
Feed learning's into
design and process for
next financial year
Define
normalization
team
Normalization
to budgetary
limitations
Performance monitoring -
The ideal overall performance cycle and its workings (contd.)
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REWARD MANAGEMENT
Engagement Plans
• Base Salary
• Short Term Incentives
• ESOPs/Performance Shares
• Cash retention plans
• Benefits
• Rewards & Recognition
• Non-Monetary Rewards like
growth, skill development,
studies, etc.
TotalRewards
LongTermWealth
Annual
Cash
Business Expectations
- Consistent Growth
- Sustainable business Model
- Maximize shareholders value
HR Strategy
- Attract best talent
- Engage & retain talent
- Build high performance culture
Org Structure &
Job evaluation
Competency
Framework
Talent
ManagementPerformance
Management
Rewards Strategy
• Competitive &
performance based
pay and benefits
• Wealth creation
• Skill development
Drive Behaviors
• Create ownership
• Motivate employees
• Deliver results
consistently
Framework and Design
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The Execution Plan
REWARD MANAGEMENT -2
Inputs
• Inputs on current rewards and
expectations from all stakeholders
• Statutory & labor norms
• Existing compensation data and
policies
• Job evaluations inputs
• C&B benchmarking report for the
region (can be delivered at extra
cost through a third partner)
Process
• Assessment of existing rewards
• Assessment of HR budget and
business plans
• Analysis of C&B benchmarking
survey and gap analysis
• Create balanced inference of
stakeholder’s expectations
Outputs
• Total Rewards strategy & delivery model
• Grading structure
• Rewards Policies & Processes - covering
all 3 aspects of Annual Cash, Total Cash
and Total Rewards
• Review & measurement systems
• Communication plan
• Automation plan*
*Excluding development & execution
DesignPhaseImplementationPhase
•HR KPI dashboard related to rewards
•Rewards Education Workshop for all
people managers and new joinees
•Employee satisfaction survey on
rewards policies and processes
•Review of quarterly schemes such as
sales incentive plan, R&R, etc.
Quarterly
•Business impact analysis through new
rewards program
•Annual HR KPI dashboard
•Management review and feedback
sessions
•Policy and process review and
revision
•Annual compensation revision and
bonus payout exercise
Annually
•Impact analysis of rewards strategy
on business and people
•Sustainability analysis of rewards
policies and processes
•Support in hiring right talent to
manage rewards function
•Handover the project to the
operations team
•End of project feedback from all
stakeholders
End of the Project
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HUMAN RESOURCE POLICIES
• For an organization, with strong social and development values, poised for scaling the heights of excellence, the
foundation has to be strong
• The vision for a compliance framework will be based on this expansive thinking and mechanisms will be built to
address the needs of the organization, employees and the regulatory requirements
Design :
1. This will be for the complete Employee Life-cycle, covering People philosophy & approach, Business Ethics and
Code of Conduct and Employee Communication
2. Different HR processes like Manpower Planning, Recruitment and Selection – including Rehire, Relocation,
Probation policies, Induction, Visa processing, Payroll and other Benefits like Advances, Retirement,
Severance, Disability and Medical benefits, Performance and Talent management, Professional development,
Internal redeployment & Promotions, Salary increases, Termination of services
3. Legislations applicable to all employees – Safety, Health and Environment related regulations, Working hours,
Attendance, Leave, Holidays, Grievance and disciplinary procedures etc.
Execution :
Documentation and roll out of the different areas in HR
Policies to be created for employees and managers, based on the processes finalized
Follow up & Maintenance : Process for regular updating, review and audit
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STATUTORY COMPLIANCES
The Statutory Compliances area will aim to incorporate the wish to act with integrity and
responsibility in the immediate and the larger economic and social environment
Design :
• Review of current operations and future plans which will have an impact on working hours, overtime and other
employment conditions like safety, medical benefits etc.
• Will cover all People related statutory compliances – Employment (Nationals and foreigners, Juveniles and
women, Part Time work, Permits & Labour Cards etc.), Work Contracts, Disciplinary processes and disputes,
Interactions with the Ministry, Wages, Leave and Shifts, Safety, Health and Hygiene, Inspections etc.
Execution :
• HR & Statutory Due Diligence, for all recent and updated applicable legislations
• Checklists, Schedules, Awareness for employees (as required), Training for managers & other implementers e.g.
Benefit Administrators, registers & record keepers etc.
Follow up & Maintenance : Statutory Compliance Audit, follow up Action Plan & Advisory services
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BEST PRACTICES AND BENCHMARKING
Overall HR Excellence Score Comparisons
Employee
Perception
Measures
HR Operational
Measures
Cost Ratios
Industry
based
Cross
Industry
Global
Best
Regional
Best
Productivity
Measures
•Revenue/FTE
•EBITDA/FTE
•Net Profit/FTE
•HR costs/Revenue
•HR Cost/OPEX
•Salary/HR Cost
•Rect. Cycle time
•Bench strength
•Training coverage
•Engagement
Score
•Performance score
Examples
DataBasedReports
Customized
Benchmarking
Consultant’s
Network/Database
Desktop
Research
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BEST PRACTICES AND BENCHMARKING -2
Sample Benchmarking report
The HR Performance Benchmarking Suite
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BEST PRACTICES AND BENCHMARKING -3
A suite of resources to provide direct comparison with how HR staff and their line customers view the
effectiveness of the HR department. Across each key area, the organization will be able to analyze the HR
staff ’s assessment in direct comparison to the line-based assessment. Organizations can also view the
line-based assessment of their individual HR Business Partners to provide further detail on HR
effectiveness and analyze individual development areas for HR staff.
Complete HR Function Assessment and Benchmarking
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NEW HR SYSTEMS FAMILIARIZATION WORKSHOPS
• These will be taken up on an ongoing basis as and when new systems are designed
and are ready to be implemented.
• Extensive Training will be provided to equip the managers and supervisors to
ensure that they in turn can use these systems effectively.
• This will be closely tied in with the Change Management Communication exercises
to ensure that there is no resistance in adapting to the new systems, processes,
structure or policies.
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METRICS TO MEASURE AND TRACK SUCCESS (THE HR
DASHBOARD)
In the illustrated framework, data flows from the bottom of the framework upward.
This path enables a transformation of the data whereby it becomes actionable
information and ultimately refined into its core intelligence subsets.
Consultants will leverage our Global Best Practices databases, experience on similar projects
and Knowledge experts for program planning and delivery.
Dashboards
Reporting |
Business Rules
Analysis
Integration
Data Sources
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DASHBOARD) -2
Month 1 Month 2 Month 3 Month 4
Discovery Phase –
Gathering Information needs of
Business. As-Is Reporting
Landscape analysis & Pain areas.
Analysis of HR Metrics and
Reporting Requirements from all
HR sub-functions. Finalize
number of Reports / dashboards
for design / delivery. Finalize
Information delivery method
(online on portal or offline
through MS Excel)
Preparation of Reporting
Dashboard Specification
Document
Map data supply chain from
required metrics / dashboards
backward to source data
Design of reports - Report definition, Metrics,
dimensions, Calculation logic (if any), report Layout.
Development & UAT of Reports & Dashboards for
HR functions. Delivery of Reports
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DASHBOARD) -3
THE ROLE OF METRICS IN INTEGRATING THE TALENT MANAGEMENT FRAMEWORK
• Aligns with the Diagnostics Team
• Define the data that need so be collected
• Data Collection Formats are designed
• Data Collected is analysed
• Conclusions are drawn
• Inputs given to Design Team and Execution Team
• Tracking progress and Trends by updating the Data Collected periodically
• Works closely with Best Practices and Benchmarking team
• Institutionalize the Data Driven Methodologies with the client team
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SECTION 4 –
EXECUTION TEAM DETAILS
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PROJECT TEAM STRUCTURE
ClientLeadership
&HRteam/
SteeringCommittee
Managing Consultant
Project Director
And Integration Architect
Project Manager Technical Advisor and QA
<- - - - - - - - - - - - - >
Managing Consultant Managing Consultant
Consultant Consultant Consultant Consultant Consultant Consultant Consultant
Senior AnalystSenior AnalystSenior AnalystSenior Analyst Senior Analyst
Analyst Analyst Analyst Analyst Analyst
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CONSULTANT PROFILES -1
Dr. Neha is an Organizational Psychologist with over 15 years of International Consulting and deep expertise in
Talent Management, Leadership Assessment and Development, Executive Coaching, Succession Planning, Conflict
Mediation, Employee Engagement Strategy. As a Consultant and Advisor, Neha partners with leaders in national
and global organizations in developing strategies to drive results at an individual, team and organizational level.
Her recent engagements include developing an organization-wide engagement strategy, alignment of senior
leadership team, conflict mediation and leadership development of high potentials and sales leaders.
Neha adopts a rigorous methodology using a wide variety of high quality assessment tools such as cognitive,
personality and multi-rater (360) surveys, competency-based behavioural interviews, in-basket exercises and
simulations. As an Executive Coach to senior level executives, Neha works closely with her clients to align their
strengths and talents with their role expectations and navigate through the organizational realities to be strong
and successful leaders. She has worked with senior and mid level leaders across a wide range of industries
helping them grow and evolve as strong business leaders.
Neha’s clients include AC Nielsen, Atomic Energy of Canada Ltd., AMD, Archives of Ontario, Astellas, Brock
Solutions, AXA Assurances Inc., CAA, Cadillac Fairview, Daimler Chrysler, Direct Energy, Deloitte, Eli Lilly Canada,
Gamma Dynacare, Getinge Canada, Great West Life, Intact, Jacques Whitford, John Deere, Johnson & Johnson,
Kinross, KPMG, Loblaws, Manulife, Medtronics Canada, Molson, Ontario Power Genrartion, Orange Business
Services, PCL Constructors, Pearson Custom Publishing, RBC, Rogers, Schenker of Canada and Smart Systems for
Health Agency, UNDP, WHO, FAO, UNICEF, Xstrata.
Neha holds a Doctorate in Organizational Psychology and a Master's in Business Administration from Nagpur
University, India. She is a member of Canadian Society of Organizational Psychologists and Canadian Psychological
Association. She is also an Associate Faculty at University of Toronto.
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Dr. Mahesh a trained psychologist who holds a BA in Psychology and an MA in Industrial Psychology from Pune
University; an MSc. in Management from the National University of Singapore; and a Ph.D. in Applied Psychology
from the Indian Institute of Technology (IIT), Bombay. His doctoral thesis is the first in the country on the topic
“Executive Coaching”.
Mahesh is recognized as a change management, talent management & organization development professional
with extensive experience in the design and implementation of Assessment Centers, Development Centers, Senior
Level Executive Assessments, & Development, Job Analysis and Competency design projects, Leadership
Development and Executive Coaching.
Mahesh is an experienced trainer in the areas of competency based interview and feedback skills, performance
appraisal, processed based skill building in manufacturing organizations, personality questionnaires, ability tests,
job analysis, competency designs and communication, personal excellence, leadership and coaching. Mahesh has
20 years of HR experience in both industry and consultancy. His experience spans across private sectors - including
financial services, manufacturing, pharmaceuticals and information technology - as well as restructuring projects
in NGOs.
Mahesh is an active member of American Psychological Association, Society for Industrial & Organizational
Psychology, Academy of Management, International Coach Federation, European Mentoring & Coaching Council,
Worldwide Association of Business Coaches, Institute of Coaching Professional Association, National Academy of
Psychology in India and is a life member of NHRD. He has Level I & II certification from SHL, is a trained senior
assessor with DDI, is trained in Hogan Assessments and holds the highest level of certification from Centre for
Creative Leadership. Mahesh is a Certified Master Coach of Behavioral Coaching Institute of USA, and is also a
member of its International Academic and Business Advisory Board. Mahesh is also trained with New Ventures
West in their world class Integral Coaching Methodology. He has more than 800 hours of coaching to his credit.
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Mayank has over 14 years of experience in consulting, business development and management, and has developed a comprehensive
outlook and skills in both business and talent management areas
He has worked extensively across industry sectors such as Oil & Gas, Manufacturing, Chemicals, Steel, Financial Services with clients
across the USA, UK, Middle East, Thailand, China, Malaysia, Sri Lanka and India
His core expertise lies in - industry and market scanning, business portfolio review, strategy articulation, process effectiveness,
governance and operating model definition, organization structuring, performance management architecture and leadership advisory
He has a wide range of work experience across developing talent strategy and planning, talent analytics and effectiveness including
assessment, coaching and development planning
Leadership and Capability Experience
Individually advised four Chairmen and three CEOs on their personal/ professional development agenda that would range across
personal and professional relationships, family ties, self-versus others perceptions, specific behaviors exhibited at the workplace, past
incidents, professional interactions, personal likes and dislikes, specific needs of the role amongst other issues
Conducted leadership development one-on-one sessions with leadership teams (first line reportees to CEOs) in Indian organizations.
Each of these sessions would on an average range from 1 – 2 hours
Experience in organization competence needs identification based on future business priorities, competence framework development,
mapping competence to roles, assessment of needs, the creation of development action plans and monitoring the same over a period
of time for a group of business leaders
Identification of organizational core competence and embed/ institutionalize the same through structure, process, roles and capability –
key personal differentiator
Experience in succession planning efforts in organizations including criteria definition, critical roles identification, source and destination
role identification, readiness/ success criteria, defining a process to internally and/ or externally source candidates for the same and
defining special programs for high potential talent to address retention efforts
Been an assessor on at least 70 Assessment/ Development Centers across 14 years of management consulting
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Brad has over 25 years of experience in Human Resource Leadership, Executive Coaching, Facilitating, Business
Development, Teaching and Consulting. Brad has held several leadership HR roles in international companies
(MDS Pharma Services and Right Management) with global responsibilities. Currently he is providing advisory
services to diverse clients in the areas of HR Strategy Leadership Development, Performance Management,
Strategic Planning, Succession Planning and Training and Development.
Some of Brad’s most recent engagements include Leadership Assessment, Senior Leadership Team
Development/Coaching, Succession Planning, Competency Development, Management Training, HR Policy and
Procedure Development, Compliance Consulting, Hiring and Termination Support and HR Generalist Support.
As a Consultant and Advisor, Brad believes in a collaborative approach beginning with working hard to understand
the unique culture and circumstances of his client’s organization and their definition of a successful business
relationship.
Brad’s clients include CMA Ontario, Porter Airline, Allied Properties, William Sonoma, Surrey Place Centre, New
Electric, Path Financial, TorStar Digital, Gay Lea Foods, Global Knowledge, Celgene, Medtronic, Toronto Hydro and
Schindler Elevator.
Brad holds a Masters Degree in Adult Learning from the University of Nebraska – Lincoln with extensive doctoral
studies in Leadership at the same university.
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Paroma brings more than 15 years of experience in multiple HR domains, across multiple sectors – FMCG,
Banking, IT and in large corporates in the Middle East, spanning Retail, Distribution & Education.
In her corporate career as a HR Manager and Specialist in Talent Management, she has worked on bringing
together different aspects of HR, relevant for employees and managers. She has used her depth of understanding
and experience in internal client facing roles to simultaneously conceptualise and implement, various OD
intervention programs in-house. For this, she has managed increasingly large and complex global projects and
teams.
With this background, she has worked as a Strategic HR consultant with large local corporates in the Middle East,
who had achieved a certain level of success and were poised for bigger challenges. In a collaborative manner,
incorporating local and sector specific nuances, she drove their Change management programs across end-to-end
HR systems and processes, including identification, design and implementation across multiple employee groups
as well as advising the Board of Directors, while concurrently managing their HR ERP implementation.
Her areas of expertise are :
· HR Generalist functions across large employee bases, including communication & training
· Change management
· Talent and performance management
· Consulting assignments in the Middle East region
Paroma completed her Masters program in HR from XLRI, Jamshedpur in 1996.
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Shankar has over 14 years of experience and has strong competencies in Talent Management and Talent
Development. Having managed Talent Acquisition and Talent Engagement roles in the early 6-7 years of his career,
he has now been deeply embedded into TALENT TRANSFORMATION and ORGANIZATIONAL TRANSFORMATION
activities for the last 4-5 years.
These typically include Organizational Development, Leadership Development, Learning and Development, new
Human Resource Management Systems design, Systems automation, Partnering with external consulting firms for
Diagnostics, Change Action Planning and Plan Implementation across geographies. Also included is Organizational
Change Management, Managing Growth and Managing Culture.
Shankar has a deep understanding of Cultures, Diversity, Regional and Global Politics (International Studies or
International Relations), Regional and Global Business and Regional and Global Economics.
Having worked in the Information Technology sector, he has a strong understanding of technology businesses and
the markets for technology. He also has a deep understanding of business strategy.
He has a Masters in Personnel Management from the University of Pune, and has studied at the Symbiosis
Institute of Business Management.
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Sachin has 13 years of expereince and great expertise is in the areas of Performance Management, Rewards and
HR Excellence. He has extensive experience in designing and implementing initiatives in these areas for very large
organizations with multinational environments. He has also conceptualized and deployed many innovative
practices, which have resulted in quantifiable business impact as well as improved employee satisfaction and
retention. He is very keen to lead such initiatives in a progressive organisation, which can effectively utilize my
expertise and make a substantive impact on the organisation. He has been in the Middle East for the last 4 years.
Key Achievements
• Designed, developed and successfully implemented Performance and Rewards strategies and related initiatives,
policies and processes for large organizations - including Business & functional BSCs, Business and Individual level
Assessment tools, Long Term Incentive Plans, Sales Incentive Plans, Annual bonus plans, C&B benchmarking
surveys, Hay grading methodology, etc.
• Designed and successfully deployed a customized HR Excellence Program for a large telecom organization with
an objective of building a culture of continuous performance improvement.
• Designed and implemented Global Mobility framework with supported policies.
• Handled two HR Due Diligence projects.
• Internalized and managed the process of job evaluation for a large telecom organisation.
• Designed and launched many automated systems.
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Masood is a Senior level Human Resources professional with 19+ years of International HR experience (10 Years in
Middle East - UAE) in diverse industries like FMCG, Engineering, Petro Chemical, Information Technologies and
Management Consulting.
Expertise in all aspects of Human Resources Management like Employee Relations, Compensation and Benefits,
Talent Development, Performance Management, Organisational Development, Leadership Development, Talent
Acquisition & Change Management.
Has successfully initiated & implemented change management initiatives like Organizational restructuring, Cross
cultural alignment, post merger alignment, Evolving and aligning HR Strategy to Business Strategy, Creating shared
Vision & Values, fostering employee engagement & enhancing performance management culture by using
Appreciative Inquiry & Conversations (LSIP). Experiential learning and using art for Leadership Development.
He Has a Masters in Personnel Management from the University of Pune and has a Certificate in Training Practice
from the Chartered Institute of Personnel and Development.
• I have studied at Ashridge Business School UK for strategic HR and Change Management & Consulting
Studies. Additionally I am certified Balanced Scorecard professional by George Washington University and
Institute of Balanced Score Card USA. And also have a EQi0.2 & EQi 360 certification. And have achieved
Fellowship grade from the Institute of Leadership and Management UK
• I am preparing a small case let of my recent work on Organizational Transformation with in FMCG sector
(turnover of 5 Billion US$ and workforce of 8000+ employees across 14 countries).
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Dr. Anuradha has a total of 22 years of experience in the field of Human Resources; primarily Learning &
Development. Started off as a Principal Consultant (9years) for Presence Communication that offered training
solutions in the area of Language in the IT and ITES Industry. Significant Corporate experience as training lead for
GE Capital International Services (Hyderabad), IBM BTO Operations (India), HR Director for Mphasis, Training Lead
for Genpact China and as Global Talent & Development lead for DBOI.
Key accomplishments include:
- Transition and Customize Leadership training to Genpact China
- Set up HR policies and Procedures for the Domestic Biz for Mphasis
- L & D Solutions across levels in IBM, Genpact China, and DBOI
Specialties: - Human Resources (Policies & Procedure)
- Talent Management and Development
- Training & Development
- Facilitation Skills
- Executive Coaching
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Mona is a versatile and dynamic Human Resources Consultant with work experience of more than 17
years and a background in HCM (Human Capital Management) Processes, HR Technology, HR Analytics ,
HR Shared Services delivery, Employee Life Cycle Management and Policy implementation.
Mona has worked in senior management capacities with world leading, global large and small
organizations in various sectors such as IT, Investment banking and BPO and led various enterprise wide
initiatives to help the organization realize strategic value and catalyze change. She holds an MBA in
Human Resource Management from IISWBM Kolkata. Her career includes working with Credit Suisse as
Vice President HR Operations, Wipro BPO as AVP – HR, Sapient India as Director – People Strategy and HCL
Technologies as AGM – HR technology. Additionally she has worked with some of India’s biggest names in
the corporate sector – the Tata’s, Birlas and Mittals, through stints at Tata Infotech, Birla Technologies and
Ispat Industries with small and large organizations across the breadth of HR functions.
Mona comes with strong communication, relationship building and organizational skills, which she has
used in implementing large scale change initiatives in organizations, with a focus on HR Transformation
through HR automation, technology implementation and HCM Analytics. Throughout her career, she has
been involved in building the maturity of Human Capital practices through the design, development and
implementation of best in class processes and their automation. For 7 years in two big IT and Consulting
firms, she has led the Business Intelligence team providing HR reporting and analysis to business
leadership and HR. She was responsible for managing and controlling organization wide HRIS, Reporting
and Data Analysis including Monthly and quarterly HR Transactional, Operational Metrics, Business
Metrics reporting to senior management and the Board.
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Investments towards Professional Fee and other
commercial considerations
In $US
Fee for Professional Services:
OPERATING EXPENDITURE :
(Estimated, to be billed as per actuals)
• An advance fee of 25% of the professional fee needs to be deposited on signing the contract.
• All bills once submitted, need to be paid within a period of 30 days from the date of billing.
• Please note that these rates are for an estimated project period lasting 24 weeks.
• OPERATING EXPENDITURE includes the cost of Third-Party Proprietary Psychometric Tests,
Specialized Diagnostic tools and methodologies and industry data and reports for Best Practices and
Benchmarking (This in addition to regular OPEX heads like Accommodation, International Travel,
Local Conveyance, Food, Office Equipment etc.)
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ANNEXURES
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Annexure 1
Case of Organizational Restructuring
From our Team’s Experience
An oil company had assigned the consulting team to examine the roles of senior leadership team and the
organization's structure and submit recommendations to enable seamless functioning of the organization
and project team.
The objectives of this assignment were to:
Develop organizational structure that meets business needs and enables performance
Locate accountability and responsibility where most effective by clarifying/ redesigning roles and
Ensure alignment among framework layers
Based on the data obtained through interviews with the Chairman and the senior leadership team, focus
group discussions with middle and junior managers and project management team, role set interviews
and questionnaires; we gained significant insights into the organization's functioning.
The data indicated that along with problems with the existing configuration of roles, there were serious
issues about the prevailing work environment which prevented optimum performance. Throughout the
organization, there were telltale signs of defective organization and role structures - executives talked
about lack of co-ordination, activities for which no one was held accountable, poor flow of information
and work, slow decision making and responsiveness, and destructive conflict. The concerns of employees
emerged around the following areas:
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Annexure 1 continued (2)...
1. Project planning & monitoring the project progress
2. Cash flows
3. Unclear structure & reporting relationships
4. Leadership styles
5. Performance orientation
6. Our analyses of the current structure, revealed the following deficiencies:
7. Silos encouraged at the cost of organizational performance
8. Duplication of resources
9. Overlapping roles and low accountability
Our recommendation covered three areas: Organization/Roles structure, Lateral linking mechanism and Interventions
for Group / Leadership Processes.
Organization/Roles structure
Changes in the Corporate Structure
Restructuring of Finance and HR departments
Revised designation and role of various senior managers
Movement of significant portion of head office team to plant team in order to move decision making personnel closer
to action. Only people involved in policy making would be required at the head office.
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Changes in the Refinery Organization Structure
We looked at the Organization structure in both the phases - project stage and steady stage and evaluated the
structures most suited to meet current and future demand. We have considered two options for Organization
structure:
Option 1: Matrix/ Asset –based structure with dual reporting
Option 2: Existing Functional Structure with some enhancements
While questioning the relevance of each role and layers of the existing structure, we looked at change options from the
point of a practicality and impact matrix and decided to only recommend those changes which have high impact/
high implementability. Since lack of coordination emerged as one of the critical issues, we recommended a matrix
structure for the organization. This structure has the additional advantage of clearly specifying accountability.
Project Team Leadership
In view of the concerns expressed about the absence of an accelerated pace of Project progress and the widespread
lack of accountability /cohesion, we have examined three options for Project Leadership and suggested one to the
organization
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• Revised Roles
• To align organizational design principles with the proposed structures, roles of key positions were revised. Some of the key
changes made in these revised roles are
• For Project State: Activities were grouped/regrouped based on whether they will enable faster speed of Project progress.
• Steady State: Activities were grouped based on principle of Refinery optimization.
• Roles and reporting relationships were restructured
• Lateral Linking Mechanisms
• One important requirement of the revised structure was that on matters having organization wide implications, staff
working in different business units or entities should be able to take a corporate view as against a purely function/ territorial
view. The achievement of these objectives was proposed through the medium of Governing Councils. These three Councils
are: Steering Committee, Site Coordination Committee and Project Review Committee. Selected staff will participate in
these meetings. In steady state the three tiers will be converted into: Apex Council, Refinery Council and Plant Councils.
• Interventions for Group / Leadership Processes
• In the survey of senior leadership and also the cross section of other executives, we diagnosed two overarching concerns:
working styles and performance orientation. Drawing from the lessons of recent experiments of successful refinery
commissioning and steady sustenance state, we proposed several interventions. The major ones are:
• Visioning Workshops
• Expectations clarity interventions
• Leadership Pipeline Workshops
• Executive Coaching
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ANNEXURE 2
CASELET ON SUCCESSION PLANNNG IN THE ENERGY SECTOR (From our Consulting Team’s Experience)
Through acquisition, a leading UK-based energy company established presence in the North American market to be one of the
North America's largest energy and energy-related services providers. The company rapidly grew from 240 employees to
6000 employees in 5 years. As a talent strategy, the company build leadership development and succession planning into its
corporate expansion mandate in order to sustain competitive advantage. With this explosive growth it was critical for to
actively manage the talent on board as well as quickly acquire new talent into the business.
In 2001, the succession planning initiative was undertaken. It involved defining the desired leadership practices and benchmarks,
assessing the critical talent pool through assessment centres against the leadership competencies and putting in place
targeted developmental strategies to facilitate and enable growth at an individual and collective level. the which involved
benchmarking new players through performance and assessment tools.
The outcomes were:
• Over 60% of high potential employees had development moves in 3 years (compared to 27% of broader management group)
• Half of the new VP roles filled in the year 2005 were internal promotions of high potential directors
• Expatriate assignment trends were reversing and more high potential/high performing employees were getting an
opportunity to work abroad
• 2004 - 17 UK expatriates:1 NA; 2005 - 8:3; 2006 - 4:5
• Progressive years of performance/potential data to build inventory
• A transparent process that helped build credibility and participation
• Clear set of global leadership competencies and A common framework and language
• Succession planning has become part of the culture and across the business
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ANNEXURE 3
A CASELET ON TALENT MANAGEMENT (From our Consulting Team’s Experience)
A large scale talent management project was undertaken for a manufacturing organization. The project began with visioning
and goal setting by the Chairman and the 9 CEOs of the group. Their vision was translated into a 2 day change management
workshop that was conducted for the entire organization across 7 locations.
The next phase was to assess the CEO team and create their developmental plans. This was followed by coaching to the top
team for over 6 months. The next phase involved redesigning the JDs and Job specifications across levels and also create
competency models for 3 levels followed by a restructuring exercise. Once this was completed, a new PMS was created to
address the changes and also incorporate competency based HR process across the organization.
The next phase saw Sr VPs assessment and development post which they were trained as internal assessors and tasked to
complete assessment of managerial workforce of more than 400 GMs and 1000 managers/Sr Managers. A novel program of
mentoring was introduced to cover all managerial workforce, for this purpose a large number of GMs (100) were trained as
mentors.
This continues to function beyond 5 years after its institutionalization. The benefits to organization was that they maintained
attrition levels below 4% against the industry average of 22% and this resulted in more than INR 40 crores of savings (direct
& indirect) over a cumulative period of 3 years. To the individuals, it enhanced their skills and self-esteem that translated
into higher productivity and overall well-being.
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ANNEXURE 4
A CASELET ON TECHNOLOGY DEPLOYMENT (From our Consulting Team’s Experience)
Driving Standards Agency UK is a government based agency responsible for organising ang managing driving examinations in
the UK.
With an employee base of 1500, the agency had only an outsourced payroll provider in terms of any HR system. All other HR
processes and data was either excel or paper based. The agency chose SAP HR as their choice of ERP as their finance
function and their sister agencies were on a similar platform and data sharing was important to them. The first cut of
business process mapping and chartering showed that the priority was HR master data administration, organisation
management and training. Recruitment and absence management were moved to a later phase. Integration with their
current payroll provider and with their sister agency was also a priority as was development of best practice processes and
systems.
The project went live with SAP HR v6 Phase I within 6 months from chartering and was followed by Phase II which included
recruitment, absence management and employee self service.
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END
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