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Module No: 2 Human Resources
Learning Objectives



• Explain why people are key
• How to manage different sect of people
• What / How research should be done in this
  area
agenda




Managing High Fliers
Developing the next generation
Let us look at



•   What's the workplace today
•   Talent Acquisition and People Flow
•   The Organizational Transformation strategies
•   What Research can go in this area
“The challenge today is not just retaining
talented people, but fully engaging them,
capturing their minds and hearts at each stage
of their work lives.”
Core Assumptions

20th Century Model       21st Century Model

Labor Cost               Human Asset
Individual               Collaborative
Unitary                  Multi-Stakeholder
Centralized leadership   Empowered
Not gen Y                More gen Y
Single skilled           Multi-skilled
Factors for person to stay


•   Great place to work
•   Freedom / Liberity@workplace
•   Open space to express
•   Great comp and ben…
Mercers Survey on “What's Working”
Times of India, 7th Sep, 2011, p:6




•   Career Advancement
•   Respectable workplace
•   Long term leave for best work
•   Best Incentives, perks, variable pay
Data Quest Sep, 2011
Best Employer Survey
• Job Security and          • Overseas
  Stability                   Oppournities
• Growth Oppournities/      • Leadership/
  Career Development          Management
• Flexibility Work Hours/   • Transparent Appraisal
  Work-Life Balance           System
• Strong Brand Image        • Great Polices and
• Positive Work               procedure
  Environment               • Welfare
• Training and Devp         • Communication
  Oppournity                  straight
                            • Attending Employee
                              Issues
Few supporting
•   Image
•   Managing Slow Dawn
•   Perks and Benefits
•   Salary hikes
•   Job Contents



• Performance matter, so am I here
Reasons people quit jobs
•   Career Advancement
•   Compensation
•   Education
•   Location
•   Competition
    – Poaching from Competitors
    – Peer Pressure
• Family
Characteristic of High Fliers


•   Fast at workplace
•   Fast track record of change
•   Freedom and liberty
•   Free from all supervision
•   Free transparent communication
Expectations Areas


•   Compensation
•   Place of work
•   People and work systems
•   Flexibility
•   Freedom
How to Manage


•   Interesting work challenge
•   Opportunity for development
•   Promote International experience
•   Opportunity for career advancement
Assistance services




•   Tax compliance
•   Visa / immigration
•   Property management
•   Educational benefits for family
•   Communicate a vision or
Research in High Fliers area

   Work
 culture &                   Salary &    Leadership
                 Job
Environmen                  Compensati        &
             Satisfaction
     t                          on       Colleagues
Research in High Fliers area
• Specific objectives of this study could be:

   – View global mobility from the standpoint of the employee

   – Examine the support that employees receive from their
     companies (e.g., policies, training, relocation, repatriation)

   – Explore the impact of different types of global mobility on
     employee growth, quality of life, and well-being
Questions to Determine
              Employée Engagement (Q 10)
1. Do you know what is expected of you    6. Is there someone at work who
    at work?                                  encourages your development?
2. Do you have the materials and          7. At work, do your opinions seem to
    equipment you need to do your             count?
    work right?                           8. Does the mission/purpose of your
3. At work, do you have the opportunity       company make you feel your job is
    to do what you do best every day?         important?
4. In the last seven days, have you       9. Are your associates (fellow
    received recognition or praise for        employees) committed to doing
    doing good work?                          quality work?
5. Does your supervisor, or someone at    10. Do you have a best friend at work?
    work, seem to care about you as a
    person?
Leaders Role
STRATEGIST—Develops a long-range course of
  action or set of goals to align with the
  organization’s vision

ENTREPRENEUR—Identifies and exploits
  opportunities for new products, services, and
  markets
MOBILIZER—Proactively builds and aligns
 stakeholders, capabilities, and resources for
 getting things done

TALENT ADVOCATE—Attracts, develops, and
  retains talent to ensure that people are at
  right place at the right time for the right
  reasons
CAPTIVATOR—Builds passion and commitment
  toward a common mission



GLOBAL— Bring in a Big picture and what's in it
CHANGE DRIVER—Creates an environment;
 makes change ; helps others to accept new
 ideas

ENTERPRISE GUARDIAN—Ensures decision-
  making that supports enterprise—or unit-wide
  interests
HR Research… Current Areas
7 Biggest Challenges for HR Chief


              Talent            Career            Employee
            Acquisition                                               Talent
                               Planning          Engagement
                                                                     Retention



                 Managing
                  Critical            Compensati              Leadership
                 Workforce            on package              Development




Sources: Economic Times, 3rd September, 2011, p: 4. Deloitte Compensation Survey, 2011
Sep 2010 to Sep 2011



Sep 2010      Oct 2010       Nov 2010        Dec 2010                 Sep 2011




  Jan – Feb                                                           July – Aug
              March 2011        April 2011     May 2011   June 2011
    2011                                                                 2011
Strategic HRM



•   Transforming HR through Technology
•   Virtual Organization : Challenges and Issues
•   Employer Branding as Strategic Tool
•   Leadership
Talent Acquisition



• Emerging trends in Global mobility
• Attracting Talent
• Engaging Talented Employees
Performance Management




• Competency Mapping and Management
• Workforce Productivity
• Competency Model for Education Sector
Learning and Development,
           including Knowledge Management




• Training Designs
• Building Learning Culture
Compensation / Rewards / Pay



• Pay…. JD defined
• Market based Pay structure
• Retention bonus strategies
Coaching




• Cross Cultural coaching
• Executive coaching
Diversity




• Managing diversity
• Managing MNC: HR way
Reading List

Fortune
Great place to work
Harvard Business School Press
MIT- Sloan Management Review

What makes HBR great after so many years of running
What makes HBR great after so many years of running




Most of the papers / articles / cases / research
 paper / interviews and write ups at HBR from :
    Fortune Companies
    Macro Study / Major study
    Huge Data at Countries involved
    Burning Issues
    CEO level analysis
A word of warning…
•   Good data is must
•   Questionnaire elaborate
•   Statistical Analysis
•   Pilot Study
•   Document everything in the process
•   As case study, the style will be different
Research in High Fliers area

   Work
 culture &                   Salary &    Leadership
                 Job
Environmen                  Compensati        &
             Satisfaction
     t                          on       Colleagues
Work
 culture &
Environmen
     t

    • The Company’s infrastructure is good and makes my work easier
    • The culture of the company creates a very positive work environment
    • The company is very open to ideas and suggestions given by employees
    • This company believes in giving back to society and has a lot of social work
      initiatives
    • This company conducts its business in a fair manner
    • This company has high standards of corporate governance
    • I feel my opinion matters in this company
    • Major decisions or changes are immediately communicated to us
    • This company behaves in a very professional manner-with employees,
      customers, and others
•   I have the freedom to make decisions on my own relating to my work
•   I am not encouraged to take risks in my work
•   The company is sensitive to its women employees
•   People in my company treat each other with mutual trust and respect
•   I respect this company’s work values and ethics
•   I feel a sense of belongingness in this company
•   The company responds immediately to any issues or problems I have
•   The company and my manager help me maintain a work-life balance
•   This company puts a high value on honesty and integrity
•   I have fun working here
Job
Satisfaction


      •   The work I do is crucial to the company’s growth
      •   I am very excited about the work I handle here
      •   People around me are passionate about their work
      •   I have exciting growth opportunities in this company
      •   I am very excited by the technology I am working on
      •   I am very stressed at work
      •   My job is secure here
      •   My goals are clearly defined and I know what I am expected to do
      •   I am satisfied the with amount of training given to me in a year
      •   I am satisfied with the quality of training the company provides
      •   The training given to me is relevant to the kind of work I do
      •   The training given in this company genuinely helps me in my professional and personal growth
Salary &
Compensati
    on

    •   I am paid enough for the work do in this company
    •   My salary structure is quite tax efficient
    •   I am not paid at par with industry standards
    •   I am satisfied with the kind of salary hikes I get
    •   I am satisfied with the perks and benefits available to me
    •   The company has the same and equal salary structure for male and female
        employees
    •   The appraisal system in this company is transparent
    •   The appraisal system in this company is fair
    •   The appraisal parameters are well thought out and relevant
    •   Special initiatives and efforts are duly recognized at the time of appraisal
    •   The appraisal system is not partial towards male employees
    •   My company has different KRAs/performance measures for female employees
Leadership
     &
Colleagues

    •   I believe that the company’s leadership is doing what is required for the company’s
        growth
    •   My manager is always available when I need help or advice.
    •   My manager encourages me to speak freely at meetings
    •   My manager genuinely cares about my professional and personal growth
    •   My superiors give recognition immediately for outstanding work done
    •   I get regular and constructive feedback from my manager/superiors
    •   My colleagues help me when I need them
    •   My relationship with my peers make for a better work environment
    •   I had been treated differently because of my gender
    •   My male co-workers interact differently with me than they do with one another
    •   My ideas and thoughts are not given priority by management
    •   Glass ceiling for female employees exists in my company
    •   My company provides support during and after the maternity period
    •   My company has mentoring programs for female employees
    •   My company has family friendly work place policies for female employees
Seminar
Presentation on:
Great place to work strategies




15 min presentation / 10 Q-A /
Any questions or comments about the presentation can be sent to
   sanbag@rediffmail.com / sanbagsanbag@rediffmail.com

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High fliers Bagali MM

  • 1. Wel-come all Module No: 2 Human Resources
  • 2. Learning Objectives • Explain why people are key • How to manage different sect of people • What / How research should be done in this area
  • 4. Let us look at • What's the workplace today • Talent Acquisition and People Flow • The Organizational Transformation strategies • What Research can go in this area
  • 5. “The challenge today is not just retaining talented people, but fully engaging them, capturing their minds and hearts at each stage of their work lives.”
  • 6. Core Assumptions 20th Century Model 21st Century Model Labor Cost Human Asset Individual Collaborative Unitary Multi-Stakeholder Centralized leadership Empowered Not gen Y More gen Y Single skilled Multi-skilled
  • 7. Factors for person to stay • Great place to work • Freedom / Liberity@workplace • Open space to express • Great comp and ben…
  • 8. Mercers Survey on “What's Working” Times of India, 7th Sep, 2011, p:6 • Career Advancement • Respectable workplace • Long term leave for best work • Best Incentives, perks, variable pay
  • 9. Data Quest Sep, 2011 Best Employer Survey
  • 10. • Job Security and • Overseas Stability Oppournities • Growth Oppournities/ • Leadership/ Career Development Management • Flexibility Work Hours/ • Transparent Appraisal Work-Life Balance System • Strong Brand Image • Great Polices and • Positive Work procedure Environment • Welfare • Training and Devp • Communication Oppournity straight • Attending Employee Issues
  • 11. Few supporting • Image • Managing Slow Dawn • Perks and Benefits • Salary hikes • Job Contents • Performance matter, so am I here
  • 12. Reasons people quit jobs • Career Advancement • Compensation • Education • Location • Competition – Poaching from Competitors – Peer Pressure • Family
  • 13.
  • 14. Characteristic of High Fliers • Fast at workplace • Fast track record of change • Freedom and liberty • Free from all supervision • Free transparent communication
  • 15. Expectations Areas • Compensation • Place of work • People and work systems • Flexibility • Freedom
  • 16. How to Manage • Interesting work challenge • Opportunity for development • Promote International experience • Opportunity for career advancement
  • 17. Assistance services • Tax compliance • Visa / immigration • Property management • Educational benefits for family • Communicate a vision or
  • 18. Research in High Fliers area Work culture & Salary & Leadership Job Environmen Compensati & Satisfaction t on Colleagues
  • 19. Research in High Fliers area • Specific objectives of this study could be: – View global mobility from the standpoint of the employee – Examine the support that employees receive from their companies (e.g., policies, training, relocation, repatriation) – Explore the impact of different types of global mobility on employee growth, quality of life, and well-being
  • 20. Questions to Determine Employée Engagement (Q 10) 1. Do you know what is expected of you 6. Is there someone at work who at work? encourages your development? 2. Do you have the materials and 7. At work, do your opinions seem to equipment you need to do your count? work right? 8. Does the mission/purpose of your 3. At work, do you have the opportunity company make you feel your job is to do what you do best every day? important? 4. In the last seven days, have you 9. Are your associates (fellow received recognition or praise for employees) committed to doing doing good work? quality work? 5. Does your supervisor, or someone at 10. Do you have a best friend at work? work, seem to care about you as a person?
  • 21. Leaders Role STRATEGIST—Develops a long-range course of action or set of goals to align with the organization’s vision ENTREPRENEUR—Identifies and exploits opportunities for new products, services, and markets
  • 22. MOBILIZER—Proactively builds and aligns stakeholders, capabilities, and resources for getting things done TALENT ADVOCATE—Attracts, develops, and retains talent to ensure that people are at right place at the right time for the right reasons
  • 23. CAPTIVATOR—Builds passion and commitment toward a common mission GLOBAL— Bring in a Big picture and what's in it
  • 24. CHANGE DRIVER—Creates an environment; makes change ; helps others to accept new ideas ENTERPRISE GUARDIAN—Ensures decision- making that supports enterprise—or unit-wide interests
  • 26. 7 Biggest Challenges for HR Chief Talent Career Employee Acquisition Talent Planning Engagement Retention Managing Critical Compensati Leadership Workforce on package Development Sources: Economic Times, 3rd September, 2011, p: 4. Deloitte Compensation Survey, 2011
  • 27. Sep 2010 to Sep 2011 Sep 2010 Oct 2010 Nov 2010 Dec 2010 Sep 2011 Jan – Feb July – Aug March 2011 April 2011 May 2011 June 2011 2011 2011
  • 28. Strategic HRM • Transforming HR through Technology • Virtual Organization : Challenges and Issues • Employer Branding as Strategic Tool • Leadership
  • 29. Talent Acquisition • Emerging trends in Global mobility • Attracting Talent • Engaging Talented Employees
  • 30. Performance Management • Competency Mapping and Management • Workforce Productivity • Competency Model for Education Sector
  • 31. Learning and Development, including Knowledge Management • Training Designs • Building Learning Culture
  • 32. Compensation / Rewards / Pay • Pay…. JD defined • Market based Pay structure • Retention bonus strategies
  • 33. Coaching • Cross Cultural coaching • Executive coaching
  • 34. Diversity • Managing diversity • Managing MNC: HR way
  • 35. Reading List Fortune Great place to work Harvard Business School Press MIT- Sloan Management Review What makes HBR great after so many years of running
  • 36. What makes HBR great after so many years of running Most of the papers / articles / cases / research paper / interviews and write ups at HBR from : Fortune Companies Macro Study / Major study Huge Data at Countries involved Burning Issues CEO level analysis
  • 37. A word of warning… • Good data is must • Questionnaire elaborate • Statistical Analysis • Pilot Study • Document everything in the process • As case study, the style will be different
  • 38. Research in High Fliers area Work culture & Salary & Leadership Job Environmen Compensati & Satisfaction t on Colleagues
  • 39. Work culture & Environmen t • The Company’s infrastructure is good and makes my work easier • The culture of the company creates a very positive work environment • The company is very open to ideas and suggestions given by employees • This company believes in giving back to society and has a lot of social work initiatives • This company conducts its business in a fair manner • This company has high standards of corporate governance • I feel my opinion matters in this company • Major decisions or changes are immediately communicated to us • This company behaves in a very professional manner-with employees, customers, and others
  • 40. I have the freedom to make decisions on my own relating to my work • I am not encouraged to take risks in my work • The company is sensitive to its women employees • People in my company treat each other with mutual trust and respect • I respect this company’s work values and ethics • I feel a sense of belongingness in this company • The company responds immediately to any issues or problems I have • The company and my manager help me maintain a work-life balance • This company puts a high value on honesty and integrity • I have fun working here
  • 41. Job Satisfaction • The work I do is crucial to the company’s growth • I am very excited about the work I handle here • People around me are passionate about their work • I have exciting growth opportunities in this company • I am very excited by the technology I am working on • I am very stressed at work • My job is secure here • My goals are clearly defined and I know what I am expected to do • I am satisfied the with amount of training given to me in a year • I am satisfied with the quality of training the company provides • The training given to me is relevant to the kind of work I do • The training given in this company genuinely helps me in my professional and personal growth
  • 42. Salary & Compensati on • I am paid enough for the work do in this company • My salary structure is quite tax efficient • I am not paid at par with industry standards • I am satisfied with the kind of salary hikes I get • I am satisfied with the perks and benefits available to me • The company has the same and equal salary structure for male and female employees • The appraisal system in this company is transparent • The appraisal system in this company is fair • The appraisal parameters are well thought out and relevant • Special initiatives and efforts are duly recognized at the time of appraisal • The appraisal system is not partial towards male employees • My company has different KRAs/performance measures for female employees
  • 43. Leadership & Colleagues • I believe that the company’s leadership is doing what is required for the company’s growth • My manager is always available when I need help or advice. • My manager encourages me to speak freely at meetings • My manager genuinely cares about my professional and personal growth • My superiors give recognition immediately for outstanding work done • I get regular and constructive feedback from my manager/superiors • My colleagues help me when I need them • My relationship with my peers make for a better work environment • I had been treated differently because of my gender • My male co-workers interact differently with me than they do with one another • My ideas and thoughts are not given priority by management • Glass ceiling for female employees exists in my company • My company provides support during and after the maternity period • My company has mentoring programs for female employees • My company has family friendly work place policies for female employees
  • 44. Seminar Presentation on: Great place to work strategies 15 min presentation / 10 Q-A /
  • 45. Any questions or comments about the presentation can be sent to sanbag@rediffmail.com / sanbagsanbag@rediffmail.com