HR Key Issues and Challenges-My Experiential Learning
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HR Key Issues and Challenges-My Experiential Learning is a campus presentation as a part of story telling and narrating/sharing my experience for imparting learning.
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HR Key Issues and Challenges-My Experiential Learning
- 1. HR–KeyIssuesandChallenges MyExperientialLearning… CampusPresentation–IMI,NewDelhi By Rahul Jain (DGM-HR, Uflex Ltd.)
- 2. TREYresearch PresentationCoverage • Introduction • My Journey in HR • Present Organization – Uflex Ltd. • What it takes to BeingHR? • What HR Professionals do? • My Experiential Learning - Key Issues and Challenges • Future Workplace • Future of HR • What Industry expects from you? 2
- 3. TREYresearch Introduction Rahul Jain • Heading HR with Uflex Ltd. (Chemicals Business) based at Delhi/NCR • Industry experience of 18 Years in APAC Region, Certified Coach (ACC) and Mentor, Speaker, Presenter and In House Certified Trainer • #Top100HRInfluencer on Twitter in India using handle @BeingHR • The Great Managers Award 2018 Winner (By People Business and ET Now) • Worked with diversified industries in all the rungs with different companies at locations in India and Singapore • Masters in HR & Administration, Commerce Graduate with Diploma in International Business and Software Engineering • Interests include Drawing Creative Cartoons, Photography, Reading, Travelling and Reiki Healing
- 4. TREYresearch MyJourneyinHR Diversified industry experience of 18 Years in APAC Region 4 Cargill India SIVA Group Philips India Coca-Cola India Hindustan Heavy Chemicals Uflex Ltd. (Chemicals Business) Dainik Bhaskar Group
- 5. TREYresearch Founded in 1985 Employs more than 8500 trained and skilled employees globally An Indian company with Global footprint with revenue in excess of $1.5 bn Focus on trust, value creation for customers, product quality and innovation Manufacturing Globally to serve Locally with state-of-the-art manufacturing facilities in 6 countries across globe and sales across 140 countries. INDIA DUBAI POLAND EGYPT US (KY) MEXICO UflexataGlance
- 6. TREYresearch GroupCompaniesStructure UFLEX LTD. INDIA OVERSEAS PLANT INDIA LOCATIONS FLEX MIDDLE EAST (DUBAI) FLEX P FILMS (EGYPT) FLEX EUROPA (POLAND) FLEX FILMS USA (KENTUCKY) FLEX AMERICAS (MEXICO) NOIDA JAMMU SANAND • Packaging • Cylinders • Inks & Adhesives • Holography • Engineering • Films • Packaging • Cylinders • Chemicals • Holography Aseptic Liquid Packaging
- 7. TREYresearch 7 Films • PET / BOPP / CPP Films • Metalized/Special Films Engineering • Packaging / Converting • Pouching Machines Packaging • Laminates Roll Stock • Pre-Formed Pouches Cylinder •Rotogravure Cylinders Holography • Wide Web/Stickers/Seals • 2D/3D/UV/ E beam Chemicals •Inks/Coatings/Adhesives MajorBusinesses
- 8. TREYresearch to catalyze Uflex’s growth….. ASEPTO…TheNextBigThing….
- 10. TREYresearch WhatBeingHR takes? #BeingHR 10 Attributes of HR Professionals Passion and Attitude Guardian of Human Capital Fair and Objective approach Balance of Task and People Orientation Disciplined, Trust Worthy Role Model Establishing Credibility Business Acumen Dealing with unpredictability and ambiguity Understanding Nitty Gritty of HR Networking Skills Driving / Managing Change Functional Skills Learning Agility Adaptability and Staying Relevant Compassion, High EQ High on Integrity Partnering Ability Conflict Management Skill Articulation and Communication Resilient
- 11. TREYresearch WhatHR Professionalsdo? #BeingHR 11 Juggling between priorities CEO’s Ally Managing VOE Attracting and Retaining Talent Building Culture Employee Communication and Branding Business Goals and Managing Performance Networking, Liasioning, Redressing Grievances Engaging Employee and Creating Experiences Manpower Planning, Budgeting, Optimizing Cost Organization Development & Capability Building Total Reward Management Dealing with Redundancy, Sticky Moments Transformation Talent Management Leading and Managing Changes People Analytics Managing HR Operations Diversity and Inclusion Employee Value Preposition Technology and Automation Designing Policies and Establishing Practices Compliances
- 12. HHC BK Birla Group of Company @ Kolkata Multiple Unions Promotor Driven Personnel Management Traditional High on Human Dynamics Centralized Decision Making Overall Dis-satisfaction Introduction of HR Function ISO Certification Implementation of Performance Appraisal HRD Climate Survey Employee Participation Measures Training and Development My Experiential Learning …. Backdrop Actions
- 13. Coca-ColaIndia COBO Unit @ Jammu My Experiential Learning …. VRS Scenario Political Environment Transition from FOBO to COBO Ferocious competition Socio Economic Environment Centralized Decision Making Hardship at locations Transition to KO System Productivity enhancement Initiatives ABP and Cost Optimization Employee Welfare Measures and CSR Seasonal Sales Support and Market Impact Programs Engagement, L&D and Recognition Initiatives Backdrop Actions
- 14. PhilipsIndia Lighting Division Plant at Vadodara My Experiential Learning …. Acquired Unit Long Term Settlement High Expectations Changes in Product Mix to deal with competition Challenges from local communities Managing Works Committee and Union Value Driven Performance Driven Culture CSR and Community Development Programs Skill Enhancement PST, PBE and Lean Manufacturing Last Man Standing Factory Engagement and L&D Initiatives Backdrop Actions High on Process Orientation
- 15. CargillIndia Multinational with diversified trading Biz. My Experiential Learning …. Poaching by Competition Shared Service HR Business with Seasonal Impact Recession Multi-locational Workforce Dissatisfaction on C&B World’s Largest Privately Held MNC Establishing Business HR Reduction in Forces Engaging Multi locational Workforce Talent Management Total Reward Management Competition Mapping Backdrop Actions
- 16. SIVAGroup Indian MNC with diversified Biz. Globally My Experiential Learning …. Diversified Global Workforce Start Up business at APAC Acquisition of Global Businesses Diversified Work Approaches Governed by Indian Promoters Unique Business Model Indian Multinational Customized HR Services Managing Diversity and Inclusion Outsourcing Compliance of Country Specific Laws Financial and Non Financial RecognitionManaging Knowledge Workers Backdrop Actions
- 17. DainikBhaskarGroup Media Company with largest readership My Experiential Learning …. Majithia Wage Board Transition in HR Multiple Legal Entities Aggressive Launch of Editions Promoter Driven Growing Organization Managing Emotions Policy Alignments CSR DB Cares Initiatives Media School of Education Dealing with Redundancy Backdrop Actions Restructuring Business Process Mapping
- 18. UflexLtd. Chemicals Business My Experiential Learning …. Visioning Process Orientation and System Compliance Journey of Transformation Instilling Confidence Socio Environmental Challenges Dealing with Constraints Empowerment Person Organization Fit and Retaining Talent Talent Management and Manpower Optimization Open and Joyful Work Environment Knowledge Based Culture – Offering Learning Solutions Diversity and Change in mind set Challenging Assumptions Backdrop Actions Focus on In- house supply Driving Performance, Co-creating culture of Recognition Gamification Takshila – Building Talent Pipeline Mentoring and Story Telling
- 21. TREYresearch 21 FutureTrendsof Workforce Socially Conscious Tech-savvy Workforce Short on attention span Growing Ambitions Boomerang employees Job hoppers Flexible Work Life Integration Artificial Intelligence Embedded Workplace Customized Upskilling of employees Creating a compelling employee experience Employee-centric work environment Higher diversity inclusion Personalized and Prioritized Services Shared workspaces Precise research and Automation Solid social media policy enabling employees to be brand ambassadors
- 22. TREYresearch Whyshould thismatter toHR? 22 Connect with a Purpose Stay Relevant Offer ‘Learning on the Go’ solutions Creating Opportunities In house Networks of teams in place of hierarchy (RE)ENGAGE #BeingHR
- 23. TREYresearch 23 Present •Business Acumen •Workforce Planning •Communication •Multi-tasking •Change Management •Problem Solving •Job Analytics •Individual Capability Building •HR Operations & Compliance •Performance Management •Employee Experience Future •Blended Workforce Management •Data Driven HR (Big Data) •Pilot Chat-bots (AI) •Quick Decision Making •Emotional Intelligence •Relationship Building •Team Development •Creativity •Cognitive Flexibility #BeingHR
- 24. TREYresearch WhatIndustry Expectsfrom You? 24 Differentiator at workplace, Displaying new skills in everything you do Forward thinking, Newer Perspective and Learning Agility Collaborative and solutions centric Approach Curiosity, High Energy, Adaptability Creative and innovative bent of mind Tech Savvy #BeingHR
- 25. TREYresearch 25 StayConnected… Blog http://followrahul.tumblr.com/ Twitter @BeingHR LinkedIn http://in.linkedin.com/in/rahuljain77 THANK YOU
Notes de l'éditeur
- Uflex is a three decade old organization founded by our Chairman and Managing Director “Mr. Ashok Chaturvedi” in 1985. Employs more than 8500 trained and skilled employees globally. The company over these years has grown exponentially and is today a truly Indian company with global presence with group revenue in excess of $1.5 billion, state-of-the-art manufacturing facilities in 6 countries across globe and sales across 140 countries. A unique feature of company’s growth has been the stability of its top leadership. All our top team members are well pedigreed professionals, joined the company 20 to 25 years back and have contributed immensely to the growth of the organization and have also grown along with the organization. Unique feature of company’s growth is journey of homegrown leaders and their stability at top World class manufacturing facilities of packaging films in India, Dubai, Mexico, Egypt, Poland and USA. We focused on innovation, new product development and faster reach to the customers. Highly experienced leadership and management team with long association, almost since inception with proven track record. We at Uflex are experiencing unique shift and in this context HR is playing an important role of managing talent to deliver greater business results.
- Uflex Customers at Glance. We are one of the largest flexible packaging solution provider and here are few names of our customers who believed in us. There are renowned and respected brand names worldwide.
- My Role : Role included Managing HR and Admin activities of Plant with Headcount of 500 employees, Training and Development (especially for ISO certification), HR Initiatives (Performance Appraisal, HRD Climate Survey, Suggestion Scheme and House Keeping Trophy Program), Administration of company guest house and staff recreation club.
- My Role : Annual Business Planning , HR Budgeting with variance analysis and HRIS Reporting Administration of Employee Engagement Survey (Partner : Gallup) Execution of quarterly Reward and Recognition STARs Program and award function Initiated Education scholarship programme for children of employees, supervised Annual health check-up camps, medical insurance for employees, Uniform & festival gift distribution and community lunch. Organized plant tours and celebration events. Implementing Sales Support Seasonal Programs, Incentive pay outs as per plan Internal Employee Communication through KO Window, Event Board, news letters Supervision of Time Office function, Representing in legal labour cases and Liasioning
- My Role : Strategic HR lead role is part of Plant Management Team involves Heading end to end HR function including IR and Admin & Security, leading a team of total 15 in one of the largest manufacturing units of lighting sector in the world. This unionized set up is a strategic supply centre for Philips worldwide - under its Golden Tail Operation strategy employing more than 2000 employees in 24x7x365 operations. Role involves - Organization Capability Development by Manpower Planning as per cost road map and Manufacturing Excellence KPIs for People, Talent Acquisition, Management and Succession Planning for Key and High Retention Risk Positions ensuring readiness ratio 1:3:5 Enhance Productivity through effective Employee, Contract Labor and Service provider management, Annual HR budget planning and ensuring Internal control systems (ICS) to restrict OCOO under INR 106 MN Maintaining positive relationship with union and government authorities to ensure ZERO down time due to IR issue. Overseeing legal cases and statutory compliances. Achieve operational excellence in HR and Admin service delivery by overseeing employee life cycle, transactional HR, Welfare activities as per activity calendar and partnering in Lean (Phase 4) implementation as change agent Sustain and improve Engagement (Survey partner CEB) levels by initiatives involving employees, family and community Facilitate change and culture building by imparting training and implementing Performance Management, Total reward programs and communication initiatives. Assistant Manager – HR Feb 2004–Apr 2006 Lead a team of 3 employees to handle HR, Administration and Industrial Relation. Competently lead the HR department for two months, in absence of Head / GM-HR. Conceptualized a skill matrix system linked with technical training and pay scales. Achieved training targets (5% of available man-hours). Identified needs, designed modules and Training manuals, coordinated and conducted training sessions, analysed trainings’ (L2) effectiveness. Also coordinated for Talent review discussions and Individual Development plans. Enhanced HR process maturity through Process Survey Tool (PST), Philips Business Excellence (PBE) model and partnered from HR for ISO certification. Designed and conducted In house quarterly Philips 4D Values survey, Social Responsibility surveys and administer Employee Engagement survey (Partner : Kenexa) and implemented actions. Negotiated and signed first Long term Wages Settlement introducing Performance linked Variable Pay (PLB scheme). Led monthly meetings of Works Committee meetings and played key role in Safety and Canteen Committees’ meetings. Conceptualized and Initiated Safety Week Celebrations. Handled disciplinary matters domestic enquiries, employee grievances. Coordinated the Corporate projects, ‘Honeycomb’ (Let’s Chat, Art of Wellness session, Care Zone and Best Buy programmes) for the plant and HR Projects (under QIT) to Improve Administrative services. Led the Corporate CSR projects ‘Arogyakiran’ with NGO partner, TRU. Initiated local CSR project ‘Sparsh’ to build relationships with surrounding villages by helping educational institutes with scholarships, infrastructure and financial contributions for group marriage and village sanitation.
- My Role : Led initiatives and drove people strategy for on and off rolls 300 employees by establishing HR processes and systems by involving line managers. Engaged geographically dispersed employees in 12 states and at 8 contractual manufacturing sites to deliver high performance in seasonal business involving - Manpower Planning in a seasonal, Indian government regulated business, functional re-structuring, managing short and long term Job rotation and Internal/International mobility. Handled performance / integrity cases of employees along with Redundancy Management (RIF Project 2009 during recession). Achieved highest employee engagement (Survey Partner: Hewitt Associates) score by consistently improving it from 64% to 92% over four years. Reduced attrition rate to single digit numbers from 22% and increased employee tenure with the business. Capability building and OE Interventions by facilitating in house workshops designed and delivered off site team building exercises and functional interventions. Introduced Electronic performance management process, Multi-rater feedback mechanism and conducted 360 degree performance evaluations. Established linkages between performance and compensation, Changed review cycle from April to July. Facilitated workshops on ‘Leading Compensation Conversation’ for functional managers and employees besides customized study to map competitions’ compensation structures. Implemented non-financial recognition ‘STARs’ programme in business and re-energised it with internal and external benchmarking for overall Cargill India. Formalized and introduced Talent Management Process by Conducted workshop on Talent Talks (9 box potential performance matrix model). Change Management, Vendor selection, SLAs negotiation, overall transition for outsourced employees, introduction of similar policies, Performance based pay and incentives. HR Projects : Planned and launched Cargill India’s intranet site “Indiaconnects” in record time. Planned, Executed CSR initiatives with NGO partners Mobile Crèches and Pragati. Initiated ‘Lunch with Leaders’ program to enhance across level communication. Participated in global branding project to develop Cargill India’s external website.
- My Role : (Indian group with international presence in Shipping, Commodity Trading, Telecom, Wind Energy, Project Engineering, Realty, Exports and e-Education/ Software industry) Head HR (SIVA Shipping, SIVA Bulk Limited and Rudhra Minerals Pte. Ltd) Recruited to lead and manage employee base at Singapore, Indonesia, Thailand and Norway in Group's start up trading and post acquisition of a Shipping Businesses based at Singapore. Established HR systems as per geographic and business needs in matrix reporting structure, Designed and adopted HR policies and processes with due customization. Introduced Talent Acquisition guidelines and built team in newly set up Trading Business in Singapore, Thailand and Indonesia. Introduced and implemented Performance Management System after creating awareness by conducting workshops. Initiated participation in Compensation surveys, Designed long term performance linked incentive plans, changed compensation cycle and structure with respect to AWS (13th month pay) and introduced Payroll Outsourcing Services.
- Design, develop, implement, align and revise HR Policies, Benefits and Programs in DB Group under DB Cares initiative across employment entities and as part of HR Strategy. HR Policies integration, Re-structuring and alignment of compensation structure across legal and employment entities. Supervise Employee Insurance and Payroll, transition of service provider and leading Strategic projects. Processes mapping for HR as part of Business Process Mapping System Implementation and its compliance by HR data and process audit. AGM - Editorial HR Dec 2011–May 2013 Head HR for Editorial function of Print Media business managing headcount of 2800 Journalists in a National level strategic and leadership development focus role. Designing and ensuring Editorial HR Policy and process compliances, customization and implementation of HRIS PeopleSoft for Editorial function. Manpower rationalization in Editorial function, Involuntary exit case of 35 employees resulting in financial saving of INR 1.80 Cr. to organisation. Talent Acquisition via various sources like Employee referral, Internal Job Posting, Professional Networking and Social Media, Campus and job portals. Planning, Communication and Coordination ambitious learning and development project through Dainik Bhaskar School of Media Education for Editorial, AD Sales and HR function covering more than 1500 participants in residential workshops. Handled Corporate HR role for Employee Engagement Management for enterprise level and Business Excellence Process Management project as HR process champion.
- My Role : Heading HR function in HR Business Partner Role for Chemicals business by leading a team. Annual Business Planning , HR Budgeting with variance analysis and HRIS Reporting Administration of Employee Engagement Survey (Partner : Gallup) Execution of quarterly Reward and Recognition STARs Program and award function Initiated Education scholarship programme for children of employees, supervised Annual health check-up camps, medical insurance for employees, Uniform & festival gift distribution and community lunch. Organized plant tours and celebration events. Implementing Sales Support Seasonal Programs, Incentive pay outs as per plan Internal Employee Communication through KO Window, Event Board, news letters Supervision of Time Office function, Representing in legal labour cases and liasoning
- › Tech-savvy – Younger generations grew up as digital natives, not knowing a world without the internet. › Socially conscious – Seventy-five percent of millennials think highly of companies that support social causes. › Short on attention span – Multitasking is the new norm, with some workers using an average of five devices at once. › Ambitious – Many workers expect to be promoted every year or two. › Job hoppers – Ninety-one percent expect to stay with a company for less than three years. › Boomerang employees – There’s no shame in their game for leaving a company only to return to work later.