Business Mindset

1. MASTERCLASS 1:
BUSINESS MINDSET
FUTURE
HR LEADER
CERTIFICATION
5th EDITION

3. KEY
MILESTONES

8. PROGRAM
CONSTRUCT
BUSINESS
mindset
INCLUSIVE
mindset
CHAMPIONING
mindset
DIGITAL & DATA
mindset
COLLABORATIVE
mindset

9. DEVELOPMENT
JOURNEY
MASTERCLASS 1 :
Business Mindset
10 Dec, 2022
MASTERCLASS 2 :
Championing
Mindset (&
Inclusive Mindset)
17 Dec, 2022
MASTERCLASS 3 :
Digital & Data
Mindset
7 Jan, 2023
MASTERCLASS 4 :
Collaborative
Mindset (&
Inclusive Mindset)
21 Jan, 2023
Run by Senior Facilitators with a focus on perspective sharing and mindset building,
enabled with interactions via Chat, Mentimeter and Breakout Rooms
Self-paced Digital Learning via a Mobile Learning app for
reinforcement and application of learning

10. ABOUT TODAY’S
MASTERCLASS
● Gathering perspectives from
○ Celebrated HR influencers
○ Jombay’s research on the 5
mindsets of the Future HR Leader
○ Fellow participants
● Sowing the seeds for mindset
building vs. skill building
● Actively participating in the session
via Chat, Mentimeter, Participant
Handbook and Breakout Rooms

11. An organization that
succeeds at the
marketplace!
- Dave Ulrich (Father of Modern HR)
This does NOT mean, the focus on
fundamentals of the PEOPLE function should
reduce!
But what matters in the BUSINESS
is the BUSINESS!

12. BUT THE MARKETPLACE!!!
The Business Landscape Around Us Is
Changing…
And gravely entangling, intertwining,
overlapping and so much more with all
that's happening with the world
around…

13. Honing
THE BUSINESS MINDSET =
Understanding what it takes to
‘BUILD’ AN ORGANIZATION
that succeeds at the marketplace

14. THE FOUR INDUSTRIAL REVOLUTIONS
The 4th isn’t making 1st - 3rd irrelevant, rather rejuvenating them…

15. BIG DEAL OR NOT?
Which of these do you think
have caused a significant impact
(whether positive or negative) on
your business in the last 12
months?
2 mins
Visit www.menti.com
Code : 3340 8288

17. Are these shifts in
the business
landscape a part
of YOUR regular
conversations?

18. Are you able to
connect the dots
between the shifts;
the allied business
dynamics and their
impact on HR?

19. Are you
choosing a
default
response to
these shifts?
Or, are you taking a
design & systems
driven approach
before responding
& in-responding???

20. TAKING A DESIGN-BASED APPROACH BY
UNDERSTANDING FUNCTIONAL PRIORITIES
Profitability, Scalability,
Sustainability
Business
Building long term alliances
with customers
Driving profitability while
creating sustainable value
Efficiency, Accuracy,
Security
Action, Execution, Results
Marketing
Finance
Technology/
Digital
Operations

21. THESE SHIFTS DEMAND
A SHIFT IN THE ROLE OF AN HR AS WELL
Source: White Paper An Investigation on the Colossal Success of L & T Ltd: - Human Resource Management Perspective

22. BIG PICTURE
THINKING
CLIENT
COMPREHENSION
BUSINESS
mindset
WHAT THE
BUSINESS
WANTS YOU
TO KNOW
CHAMPIONING
A CAUSE
CHAMPIONING
mindset BRAND
STEWARDSHIP
INFLUENCE WITHOUT
AUTHORITY

23. SYNERGISTIC
THINKING
SYSTEMS
THINKING
COLLABORATIVE
mindset
COLLABORATION IS
MULTIPLICATION
ART OF BEING
INDEPENDENTLY TOGETHER
INCLUSIVE
mindset PSYCHOLOGICAL
SAFETY
BALANCING
BIASES

24. DIGITAL ACUMEN
& DATA ACUMEN
DATA & DIGITAL
mindset
THE DIGITAL WORLD
WAITS FOR NO ONE

25. EVALUATION CRITERIA
Assessment
Center
Digital Learning
Journey
Pre-Jury
Assessment
(Asynchronous
Video Interview)
25%
weightage
15%
weightage
60%
weightage
announced
100under40
Score
Jury
Score
50%
weightage
50%
weightage
TOP
100under40
progress to
Jury Round

26. RELATABLE ?
Q1 2022
Hire everyone at 100%
hike!
Q4 2022
Hiring Freeze & massive
layoffs.
Minimum hike &
incentives
Share your response (Yes / No) in chat

27. Q1 2022
Everyone gets their
budget approved !
Q4 2022
We need to stop
spending now !
40% reduction in the
budget.
RELATABLE ?
Share your response (Yes / No) in chat

28. DAY 1
This offer is
non-negotiable !
DAY 3
Let’s do it at 60 % !
RELATABLE ?
Share your response (Yes / No) in chat

29. THEN
We need to increase
diversity in the
organization.
NOW
The salary for same role
will depend on whom we
are hiring / promoting!
RELATABLE ?
Share your response (Yes / No) in chat

30. SOME DAY
My people are not
performing. Let’s put
them under training.
SOME OTHER DAY
My people can’t spend
so much time in training.
I need them on the field
to perform.
RELATABLE ?
Share your response (Yes / No) in chat

31. Q1 2022
The migration to new
ERP will finish by the
end of Q1.
Q4 2022
The migration to new
ERP will finish by the end
of Q1.
RELATABLE ?
Share your response (Yes / No) in chat

32. SUCCEEDING AS A YOUNG HR in these times
requires you to work through certain dilemmas
/ conflicts originated from Business
Let’s explore some of them…

33. HOW DO YOU RISE TO THE CHALLENGE ?
Dynamism Stability
vs
Standardization Personalization
vs
Technology Centred Human Centred
vs
Profitability Sustainability
vs

34. Let’s see how these dilemmas play
out in the context of evolving
business dynamics…

35. Dynamism Stability
vs
Shifts
Telemedicine
Patient centricity
Bespoke drug trials
Moving to Home-spital
Challenges
Rising cost & pricing
pressures
Regulatory norms
Cybersecurity
These shifts require healthcare sector to be adaptable
and nimble, without losing credibility & stability.
Healthcare Workplace Implications: Healthcare is not limited to just doctors, pharma
companies, hospitals. The ecosystem needs skills for holistic solutioning,
patient care, connects with KOLs, digital savviness, etc.

36. Retail
Trends
Hyper-localization (requires Personalization)
Integrated Omni- channel Marketing & Distribution (requires
Standardization of experience)
Workplace Implications: Employees truly need to understand design
thinking, sourcing, systems thinking, supply chain, customer journey.
The power of retail is in spread and accuracy. The employees need to be nimble.
Standardization Personalization
vs

37. Challenge
Transitioning to alternate/sustainable technologies,
without hampering the current production or losing the
current market share.
Imperative
Minimizing carbon footprint - moving to more sustainable
ways of production
Manufacturing Workplace Implications: Organizations need engineering mindset,
efficient technology, culture of innovation & sensitization on regulations.
The employees need to be Modern-Traditionals.
Profitability Sustainability
vs

38. Trends
Industrial Internet and human-robot collaboration in intelligent manufacturing
Safer, smoother, and intelligent driving
Healthy and sustainable meat supply with 3D printing
Smart Living & Working Spaces
ICT-powered flexible manufacturing for on-demand production
Supply chain visualization powered by digital technologies..
And so on..
There is a strong case for tech advancements in all sectors,
but is technology fundamental to everything we do?
Workplace Implications: Organizations need to work with ethics, humane values, adaptability
to truly harness the power of Digital.
Technology Centred Human Centred
vs

40. Here are a few Guiding Principles
to Remember!!!

41. GUIDING PRINCIPLES
Dynamism vs Stability Dynamic Stability
Standardization vs Personalization Personalization through Standardization
Profitability vs Sustainability Ambidexterity
Technology Centred vs Human
Centred
Human-centred Approach powered by
Technology

42. Helicopter pilots maintain
constant awareness of changes
in the environment and actively
and frequently adjust the
controls to hover
or fly to where they want.
DYNAMIC STABILITY
HR Leaders need to build dynamic capabilities & a stable backbone in the
organization,
to enable organization grow and thrive during good times
and hold out on its own during a crisis.
Case in Point: Telecom organizations like Airtel work with agility & flexibility at Scale

43. Personalize the User Experience
Standardize the Processes & Structure that create the experience
Case in Point: Fintech Apps like Jupiter personalize the experience of money management
PERSONALIZATION THROUGH
STANDARDIZATION

44. “Technology is a good servant and a bad master.”
HUMAN CENTERED APPROACH
POWERED BY TECHNOLOGY
At a Bank in Europe, AI kept turning customers
down for loans, leaving them upset. Customers
didn't know it was AI that was rejecting them.
The bank made very bad press, and later they
tweaked AI to allow interpretability wherein
customers could speak with a call-centre
executive to ask clarification questions.
Thus to say, that Human touch will need to
prevail.
Source: pwc.com | How do we ensure humanity stays ahead of technology? | Take on Tomorrow Podcast

45. The Roman God Janus had two sets of eyes -
one focussing on what lay at the back and
one on what lay ahead.
Ambidexterity : to excel in current conditions,
with an eye on future innovations alongside.
Case in Point: IKEA, AB Volvo - these firms have always had their sight on meeting customer
expectations today, even as the innovation pipeline never runs dry.
AMBIDEXTERITY

46. TIMELY AND TIMELESS… by Dave Ulrich!
To create value, HR must be both timely and timeless.
Timely Timeless
HR responds to or anticipates “hot topics” or
challenges by being relevant and immediate.
HR rigorously and sustainably embeds foundational
and long-term precepts.
Focusing on either one or the other lessens HR impact.
Navigating the Paradox:
Contextualizing today’s HR
challenges with previous
experiences
Examining current responsive
practices and identifying insights
evolving from previous generations
Adapting practices that can
change quickly while incorporating
principles that endure.

47. BUILDING THE PLAYBOOK:
HR as a Business Consultant
Understanding the Business Priorities of various
Functions and donning the CXO Hat !

48. CLIENT COMPREHENSION
Knowing the key priorities of Business
Functions
BIG PICTURE THINKING
Thinking like Business Leaders &
aligning People & Business Strategy
Overall
Business
Marketing
Technology /
Digital
Finance
Operations
Thinking
like a CEO
Thinking
like a CMO
Thinking
like a CTO
Thinking
like a CFO
Thinking
like a COO
HONING THE BUSINESS MINDSET

50. CEO’s Message to CHRO :
● They both want the exact same thing !
● We as an organization ‘need to exist
tomorrow’ to care about people.
CHRO’s Message to CEO :
● The problem is not in the HRMS.
● It's important to get the People Game right !
SAME DESTINATION, DIFFERENT PATHS !

51. Growing the customer market share & the
revenue market share
Centering on the long-term Why, Creating and
implementing organization vision and direction
Ensuring a strong & timely return on investment
(ROI) for the organization
Profitability, Scalability, Sustainability
WEARING THE CEO’S HAT
UNDERSTANDING THE PRIORITIES
OF BUSINESS FUNCTION

52. Growing the customer market share & the
revenue market share
Centering on the long-term Why, Creating and
implementing organization vision and direction
Ensuring a strong & timely return on investment
(ROI) for the organization
UNDERSTANDING THE PRIORITIES
OF BUSINESS FUNCTION
Building a talent strategy that caters to diverse
growth needs of various departments
Ensuring penetration of the Credo to all levels so
that all decisions at all levels can be aligned to it.
Enabling elevated performance to deliver even
during the times of crisis/ urgencies
Profitability, Scalability, Sustainability Performance, Agility, Engagement
WEARING THE CEO’S HAT
HOW TO THINK LIKE A CEO

53. I spend a lot of time just visiting the countries
we operate in, in order to get to know our
talent, our customers and our brand
teams there.
Leena Nair in an interview, when she was
the CHRO at Unilever

54. Focusing on probable growth options in the
existing as well as newer and wider markets.
Creating strategic partnerships & long term
relationships with the customer & consumer
Analyzing the mega trends in the market and
directing the team accordingly for new product
developments.
Building long term alliances with Customers
WEARING THE CMO’S HAT
UNDERSTANDING THE PRIORITIES
OF THE MARKETING FUNCTION

55. Focusing on probable growth options in the
existing as well as newer and wider markets.
Creating strategic partnerships & long term
relationships with the customer & consumer
Analyzing the mega trends in the market and
directing the team accordingly for new product
developments.
Creating an Ecosystem that is equipped to capitalize on
the growth opportunities
Creating and sustaining a culture of collaboration at
various levels in and outside the organization
Creating a culture of experimentation and innovation
which can aid the organization in building/upgrading it's
unique value proposition
Building long term alliances with
Customers
Relationship Management, Growth,
Innovation
HOW TO THINK LIKE A CMO
WEARING THE CMO’S HAT
UNDERSTANDING THE PRIORITIES
OF THE MARKETING FUNCTION

56. Balancing investments for technological
upgradation, sustainability and future growth
Keeping a close eye on market trends,
fluctuations and current affairs.
Monitoring & reviewing return on investment
(ROI) for the organization
WEARING THE CFO’S HAT
UNDERSTANDING THE PRIORITIES
OF THE FINANCE FUNCTION

57. DID YOU KNOW?
THE STORY OF CFO-CHRO COLLABORATION
In 2011, McGraw-Hill
was an
underperforming
information
conglomerate, with a
variety of separately
branded offerings.
John Berisford (CHRO) and Jack Callahan (CFO) collaborated
and during the next six years, their partnership helped
McGraw-Hill realize more than US$23 billion in value, as the
company dramatically reduced costs, divested its education
business, and…
relaunched itself as a growth-oriented operating company
called S&P Global, with distinctive core capabilities in financial
information and analytics.

58. Balancing investments for technological
upgradation, sustainability and future growth
Keeping a close eye on market trends,
fluctuations and current affairs.
Monitoring & reviewing return on investment
(ROI) for the organization
Educating the workforce with basic finance literature,
it's importance and implications on business
Studying the market trends and being preemptive,
when required.
Enabling the workforce to prioritize based on financial
considerations,
Driving profitability while creating sustainable value for the business and customers.
HOW TO THINK LIKE A CFO
WEARING THE CFO’S HAT
UNDERSTANDING THE PRIORITIES
OF THE FINANCE FUNCTION

59. Creating the Technological roadmap for the
organization.
Seeking sponsorship for and driving adoption of
solutions that may be critical to business
success
Ensuring collaboration at all levels to create an
integrated / unified experience for the
customers
WEARING THE CTO’S HAT
Efficiency, Accuracy, Technology
UNDERSTANDING THE PRIORITIES
OF THE TECHNOLOGY / DIGITAL
FUNCTION

60. Creating the Technological roadmap for the
organization.
Seeking sponsorship for and driving adoption of
solutions that may be critical to business
success
Ensuring collaboration at all levels to create an
integrated / unified experience for the
customers
Understanding the organization’s purpose in deploying
any digital transformation.
Creating awareness about the digital resources of the
organization and avenues to facilitate collaborative
solutioning.
Creating a culture that works with a digital mindset.
Ensuring the humane element amidst technological revolution
HOW TO THINK LIKE A CTO
Efficiency, Accuracy, Technology Trans-disciplinary, Adaptability, Evolution
WEARING THE CTO’S HAT
UNDERSTANDING THE PRIORITIES
OF THE TECHNOLOGICAL FUNCTION

61. Designing and implementing the policies,
process & strategies that promote the
organization’s culture and vision.
Executing the company’s business plan,
according to the established business model
Driving results through day-to-day
administrative and operational functions of the
business.
Action, Execution, Results
WEARING THE COO’S HAT
UNDERSTANDING THE PRIORITIES
OF THE OPERATIONS FUNCTION

62. Designing and implementing the policies,
process & strategies that promote the
organization’s culture and vision.
Executing the company’s business plan,
according to the established business model
Driving results through day-to-day
administrative and operational functions of the
business.
Enabling the workforce to demonstrate a bias for action
to ensure timely execution.
Propelling agility, flexibility and speedy execution
through well defined, concise and holistic processes and
policies.
Aligning the workforce to focus on result orientation.
HOW TO THINK LIKE A COO
Bias for Action, Agility, Flexibility
WEARING THE COO’S HAT
UNDERSTANDING THE PRIORITIES
OF THE OPERATIONS FUNCTION
Action, Execution, Results

63. KEY
MILESTONES

64. DEVELOPMENT
JOURNEY
MASTERCLASS 1 :
Business Mindset
10 Dec, 2022
MASTERCLASS 2 :
Championing
Mindset (&
Inclusive Mindset)
17 Dec, 2022
MASTERCLASS 3 :
Digital & Data
Mindset
7 Jan, 2023
MASTERCLASS 4 :
Collaborative
Mindset (&
Inclusive Mindset)
21 Jan, 2023
Run by Senior Facilitators with a focus on perspective sharing and mindset building,
enabled with interactions via Chat, Mentimeter and Breakout Rooms
Self-paced Digital Learning via a Mobile Learning app for
reinforcement and application of learning

65. INTRODUCING
Your self-paced
digital learning partner

66. SELF-PACED, App-Based Learning
At the point
of Need
Evenings &
Weekends
At your
Desk
During breaks
& at Lunch
On the go

67. MEET iDev Plus
Your Digital Learning Partner in the Journey
Refer to
masterclass
recordings and
additional material
Reflect and
Apply your
Learning with
Activities
15-20 mins a
week is all you
need to spend :)
Read
engaging learning
modules in less
than 5 minutes
Facilitating on-the-go,
on-the-job learning

68. iDEV PLUS - APP DOWNLOAD
For Android users: Goto Play Store Application => search for iDev Plus => Download the app
For iPhone/iOS users: GotoApp Store => search for iDev Plus => Download the app
Alternatively, click on the below links to Directly Download the App
Android (Play Store) - https:/
/bit.ly/2ITDTZv
iPhone (App Store) - https:/
/apple.co/2VOyAzF
Please note: Download iDev Plus App and NOT iDEV
Web Version : https:/
/idevplus.jombay.com/login

69. Enter Username: <Registered_Email_ID>
Enter Password: <Jombay@123>
Click LOGIN to enter the app
LOGIN Screen

70. Milestones:
Important stops in your Development Journey
Your Development Areas
Modules:
Bite sized learning content
Milestone name
HOME Screen
Future HR Leader

71. Activities/
Caselets
Lessons
Quizzes
Sequential Unlocking
Move to the next milestone
only when you complete
the previous one!
DIFFERENT Content Formats

72. Video
Text Image Audio
MULTIMEDIA Support

73. Text
Responses
Audio
Responses
Video
Responses
RESPOND via Text, Audio, Video

74. You will be asked to retake
the quiz in case you fail to
clear the cutoff score.
QUIZ for Knowledge Check

75. NOTIFICATION Panel
Notifications for new content etc.
Future HR Leader

76. View Completed
Content Modules
REVISIT Completed Modules

77. LEADERBOARD
Milestone wise
Leaderboard
Dynamically
updated based
on your overall
completion
against assigned
modules
Leaderboard is
located in the
hamburger menu
at top left of home
screen

78. IMPORTANT POINTS to note
● Weekly 2 modules will be scheduled -
1 each on Tuesday and Friday.
● You will receive an app notification for
the same. Even if app notification is
disabled, you will be reminded on
WhatsApp Group.
● All the assigned modules can be
viewed and completed any time.
● A module is marked complete only
when you answer the questionnaire
towards the end of it.
● You will receive modules under
4 milestones - 1 pertaining to each
masterclass.
● You have to complete all the
modules within one milestone in
order to proceed to the next milestone.
● The deadline to complete all the
modules is Jan 31, 2023.
● REMEMBER : There’s 15% weightage
for a meaningful completion of your
digital learning journey modules as
part of your evaluation to get
shortlisted under 100under40. (25%
weightage for Assessment Center
and 60% for Pre Jury Assessment)

79. For any queries, please connect at:
support@jombay.co.in
Thank you.