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GOOD AFTERNOON & WELCOME. SEKHAR.S.IYER, VP-HR, REI ELECTRONICS,MYSORE. PRELUDE-1. IT IS H R(Employees) WHO LEVERAGE RESOURCES RESET BOUNDARIES BRING NEW VALUE TO ORGANISATIONS BOOST STAKE HOLDERS CONFIDENCE PROVIDE THE COMPETETIVE EDGE

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good afternoon welcome
GOOD AFTERNOON & WELCOME

SEKHAR.S.IYER,

VP-HR,

REI ELECTRONICS,MYSORE

prelude 1
PRELUDE-1
  • IT IS H R(Employees) WHO
  • LEVERAGE RESOURCES
  • RESET BOUNDARIES
  • BRING NEW VALUE TO ORGANISATIONS
  • BOOST STAKE HOLDERS CONFIDENCE
  • PROVIDE THE COMPETETIVE EDGE
  • THROUGH INNOVATION AND CREATIVITY KEEP THE PRODUCTS LIVE
prelude 2
PRELUDE-2
  • HR- THE MOST VALUED RESOURCE
  • PEOPLE ARE UNIQUE TO ANY ORGANISATION
  • TECHONOLOGY CAN BE COPIED BUT NOT THE CULTURE
hrm restructured
HRM RESTRUCTURED
  • 1/3 OUTSOURCED
  • 1/3 BACK TO THE SHOP FLOOR
  • 1/3 COMPUTERISED
  • ????
hrm redefined
HRM REDEFINED
  • NO MORE AN ISOLATED ISLAND
  • INTEGRATED WITH OTHER FUNCTIONS
  • BUSINESS PARTNER
  • ENABLING PROCESS
  • FACILITATOR
hrm redefined1
HRM REDEFINED
  • AGENT OF CHANGE
  • EMPLOYEE CENTERED APPROACH
  • EMPLOYEES ARE RESOURCES/PROFIT CENTRES
  • HRM BECOMES A STRATEGIC FUNCTION
  • THIN LINE BETWEEN DOMESTIC AND GLOBAL HRM
hr manager becomes
HR MANAGER BECOMES
  • TEAM BUILDER
  • KNOWLEDGE GENERATOR
  • KNOWLEDGE DISSEMINATOR
  • SYNERGISER
  • ENTREPRENEUR
  • BUSINESS PARTNER
  • CULTURE BUILDER
  • PERFORMANCE MANAGER
new hr mechanisms
NEW HR MECHANISMS
  • CONTINUOUS JOB REDESIGN
  • TRAINING TRANSFER
  • TEAM BUILDING
  • REWARD STRUCTURE
  • QUALITY OF WORK LIFE
  • ETHICAL WORK CULTURE
  • CAREER DEVELOPMENT
  • RIGHT SIZING
challenges
CHALLENGES
  • SOURCING
  • SKILL DEVELOPMENT(TRAINING TRANSFER)
  • BUILDING TEAMS THAT PERFORM
  • RETAINING COMPETENT PEOPLE/PREVENTING ATTRITION
  • PERFORMANCE FACILITATION
  • BUILDING ORGANISATIONAL CAPABILITIES
contributing factors of hr that add value
CONTRIBUTING FACTORS OF HR THAT ADD VALUE
  • PERFORMANCE MEASUREMENT SYSTEM MANAGEMENT
  • MANAGING QUALITY MANPOWER SHORTAGE
  • IR MANAGEMENT-PRODUCTIVITY LINKED WAGE SETTLEMENT
  • VRS
hr competencies for competitive advantage
HR COMPETENCIES FOR COMPETITIVE ADVANTAGE
  • HR WILL BE A MAJOR SOURCE OF COMPETETIVE ADVANTAGE
  • HR ROLE IS INCREASINGLY AND STRATEGICALLY PROACTIVE
  • HR NEED TO TRANSFORM WITH THE CHANGING BUSINESS SCENARIO
  • SUCCESS OF ORGNS WILL DEPEND ON HOW QUICKLY HR MANAGERS ACQUIRE THE COMPETENCIES
redefined hr competencies
REDEFINED HR COMPETENCIES
  • BUSINES KNOWLEDGE
  • CHANGE MANAGEMENT
  • SERVICE ORIENTATION
  • DIVERSITY MANAGEMENT
  • EXECUTIVE EXCELLENCE
  • FINANCIAL PERSPECTIVE
  • DOMAIN EXPERTIE
  • PERSONAL CREDIBILITY
  • IPR SKILLS
  • STRATEGIC THINKING
strategic hrm for excellence
STRATEGIC HRM FOR EXCELLENCE
  • HR STRATEGY IS LONG TERM DIRECTION OF HR FUNCTION
  • BEST OPTIONS SUITED TO AN ORGANISTION TO MANAGE ITS HR
  • ENABLES AN ORGN. TO REMAIN EFFECTIVE IN MANAGING ITS HR WITH THE CHANGING BUSINESS ENVORINMENT
strategic hrm
STRATEGIC HRM
  • BUSINESS BRINGS OPPORTUNITIES & ALSO THREATS ALONG WITH IT
  • THE TURBULENT SITUATION HAS MADE US TO THINK IN THE DIRECTION OF MANAGEING HR IN LINE WITH BUSINESS
  • STRATEGIC HR CAN BE EXAMINED ONLY IN THE CONTEXT OF BUSINESS SCENARIO IN WHICH THEY OPERATE
  • ORGANISATIONS ADOPT MESURES LIKE RESTRUCTURING, BPR,RIGHTSIZING ETC.
  • DEALING WITH HR IS INCREASINGLY CHALLENGING
framework for integrating hrm with business strataegy
FRAMEWORK FOR INTEGRATING HRM WITH BUSINESS STRATAEGY
  • LINKING HR POLICIES WITH THE STRATREGIC MANAGEMENT PROCESS-VISION, MISSION AND CORE VALUES
  • INTEGRATION OF MIMPORTANC EOF HR IN LINE MANAG4EMENT
  • INTEGRATION OF WORKERS INTO THE ORGN-IDENTITY OF INTEREST
  • FIT BETWEEN COMPETITIVE STRATEGY & INTERNAL HR STRATEGY
integrating hr with business strategy
INTEGRATING HR WITH BUSINESS STRATEGY
  • EXTERNAL CHANGES DRIVE MGMT TO MAXIMISE THEIR INVESTMENT IN HUMAN CAPITAL
  • INTEGRATION HR WITH BUSINESS STRATEGY WILL ENSURE THAT EMPLOYEES UNDERSTAND THE RATIONALE FOR CHANGE AND ACCEPT CONTEMPORARY MGMT PRACTICES
integration framework
INTEGRATION FRAMEWORK
  • SHAPING THE WORK ENVIRONMENT
  • ETHICAL WORK CULTURE
  • DEVELOPING ORGANISTIONAL COMPETENCIES-SOURCING, TRAINING PERFORMANCE MGMT, ETC
  • SHARED VISION, MISSION AND VALUES
  • PERFORMANCE ACCOUNTABILITY
  • CONTINUOUS LEARNING
integration framework1
INTEGRATION FRAMEWORK
  • INVOLVING HRM IN FRAMING STARATEGIC BUSNSIESS PLAN(SBP)
  • INVOLVING HRM IN FORMULATING AOP
  • CORPORATE DRIVEN HR INITIATIVES & PERIODIC REVIEW
  • HR IN THE STEERING COMMITTEE OR APEX COMMITTEE
  • HR IN VARIOUS CFTs & MFTs
  • INVOLVING HRM IN CERTIFICATION PROCESS-ISO, QS, TS ETC
thank you best wishes
THANK YOU &BEST WISHES

SEKHAR.S.IYER

CONNECTIVITY: mysoreiyer@gmail.com