1. Mission
Christ University is a nurturing ground for an
individual’s holistic development to make effective
contribution to the society in a dynamic environment
Vision
Excellence and Service
Core Values
Faith in God | Moral Uprightness
Love of Fellow Beings | Social
Responsibility | Pursuit of Excellence
Case Study
on
Towards a new HR Philosophy
Presented by:
Group 2

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 The role of HR is assumed to be that of
administrative with little or no strategic
impact.
 They tend to be a mediator in case a problem
arises between the manager and employees.
But is that all the HR does?
What is the appropriate role of HR function?
CASE

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Reasons for Gap
 Managers and Executives focus on financial results
rather than managing people.
 HR then has to 'lean in' to take responsibilities.
This entire process separates managers from it's
employees and enforces a result VS people approach

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SOLUTION SUGGESTED
 Helping Managers manage
 Developing Leaders
 Letting Management manage
 Compensation
 Dealing with conflict
 People People

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Helping Managers Manage
Invlove employees in the change
process.
Interview employees regarding their
feelings.
Concentrate on effective delegation.
Ask employees for committment.

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Devloping Leaders
 Outsourcing leadership development is risky.
 Building it from inside is always a better option.
 Values like integrity, intelligence along with “thinking like an
owner”, innovation and ability to inspire others.
 Should be developed by both managers and employees.
 Leadership to be taught from the orientation of new hires.
 Managers are supposed to assess the needs of the company,
design, build curricula and teach.

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Letting Management Manage
• Management make the critical HR decision.
• Managers should be empowered to make relevant decision and be responsible for
the outcome.
• HR constrains decision: a) Hiring, b) Payment & c) Performance Rating
Managers losing their freedom to obtain desired results.
• Freedom = Responsibility
• Recruitment – Flow of qualified candidates, managers conduct interviews to
hire.
• People and Organizational Development only provides;
• actionable data
• useful tools
• in-house recruitment certification.
• Evaluate candidates with standardized tests.
• Same philosophy to other people processes, including performance assessment.

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Compensation
 Minimum and maximum pay numbers are not restricted
instead market salaries are researched and guidelines are
provided to managers.
 Departments make compensation because they are
responsible for hiring the right people and managing
how those people perform
 They believe that improving results in company
performance benefits all employees.

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Dealing with conflict
 Talking with the other person
 Focus on behaviour and events, not on
personalities.
 Listening carefully.
 Identify points of agreement and
disagreement.
 Priortize the areas of conflict.
 Develop a plan to work on each conflict.

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People
 Hiring is quite lean and a rigorous process.
 Candidates are interviewed extensively both by senior
memebers of the department and by internal clients.
 Interest takes the front seat rather than big company HR
experience.
 Candidates scaled on various parameters.
 Companies this way would become more productive.

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Conclusion
Success of an organisation lies entirely on their
employees and employers. So, there should be
no false dichotomy between both.
By taking what appears to be a less active role,
HR is acheiving greater influence and greater
success both for company and themselves.

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