HRM

1. HRM

2. Today class coverage… • Skill – will matrix • HR Effectiveness model • Role of line Manager as HRM Manager • Role of HRM Deptt & HRM Manager • DeloitCampus recruitment • Video film Leader Talk • Leadership passage & competency at two levels • Next class – Recruiting – The Cisco Way.

3. Today class Training aids • Warren Buffet case • Conditions for excellence ppt • Video film leader talk.

4. Deloit Camus Recruitment • Deloit Profile. • Job profile; Helping clients in USA in taxation matter- filing taxation & consulting them on taxation matter • 25 selected out of 250. • 250 – 180 – 140 – 50 – 25. • 6 steps selection process. • 1st round ; listening & reading test • Listening; Candidate listen to audio visuals & will reproduce what she has listened to the character in video film. How much you have retained what you have listened to? • Reading ; Candidate will read given paragraph & will answer certain questions based on reading of paragraph. • 2nd round- written test on domain-accountancy, logical/reasoning & excel microsoft • Written, multiple choices..

5. Deloit Camus Recruitment • 3rd Round; Speaking Round; several tests • Candidate will be given a topic for example ‘ child will be better taken care by the her uncle rather than parents’ & candidate will speak extempo. • Candidate will listen to an American or British Citizen recorded voice in jumbled or slang language & will be asked to reproduce. • Reading of sentences & paragraphs. • 3 round of Interviews • HR – 10 mts. Why Deloit, Why US Taxation, Achievements, Open to work in Hyd/night shifts…Short & long term goals, Recording of interviews by lady. • Accounting & finance; Basics mostly elementary such as about journal entry… • Sr leader interview; How are you, What do you expect from company/job…why you will like the job & company…Salary briefing • Job description • Dummy cheque Rs 20,000/ • Welcome Letter from CEO • Questions & discussion • What competencies? • What process/system- is it rigorous • Who does assessment – Line Manager or HR Manager • Role of HR Manager – laying down policy & help line mgr • Role of leader/sr leaders

6. Deloit Camus Recruitment • Deloit Profile. • Job profile; Helping clients in USA in taxation matter- filing taxation & consulting them on taxation matter • 25 selected out of 250. • 250 – 180 – 140 – 50 – 25. • 6 steps selection process. • 1st round ; listening & reading test • Listening; Candidate listen to audio visuals & will reproduce what she has listened to the character in video film. How much you have retained what you have listened to? • Reading ; Candidate will read given paragraph & will answer certain questions based on reading of paragraph. • 2nd round- written test on domain-accountancy, logical/reasoning & excel microsoft • Written, multiple choices..

7. Course objectives

8. Course Evaluation • Quizzes • Group Assignment – Best Practices Presentation • Midterm • Final exam

9. Personal Effectiveness Model • Am I doing what I do best • What are my goals? • Clear. • Passion & love what I am doing. • Big. • Also beyond self. • Am I learning. • Am living in the present. • Do I believe in self. • Do I feel good about self. • Do I keep taking actions & do not give up. • Am I making a difference.

10. What is HRM • Effective use of Human Resources. • Competence, Commitment & Culture. • Discipline & IR, Personnel & HRD • IR; Minimum code of conduct employees must observe for smooth operation. • Personnel; Things that will address dissatisfaction. • HRD; • Subjects read in IR, Personnel & HRD. • SHRM is about using HR Function to achieve organizational goals.

11. What is HRM • What is HRM? Effective use of Human Resources to achieve organizational goals. • People is one of the factors for organizational excellence. • Leadership • Strategy. • Organization design(people & leadership need an organization) • Focus on 3 Cs • All HRM Systems or subsystems intend to build 3 Cs. • HR is job of both HR Manager & Line Manager. • 3 Cs are best built when organizations have correct approach. What is a correct approach?

12. What is HRM..cont • HRM effectiveness is result of • HR aligned with business. • Line Manager. • HR Manager competency. • HR Systems. • The Leader – vision-values.. • Correct approach

13. What is HRM..cont • Correct approach • Talent-Role-Organization Fit. Best option. • …next best option – enable the person to leverage his strengths which ever role he is in.’ • Care, respect, fairness fundamental to commitment. Begets trust. • Addressing basic needs are important. Money/compensation, Safe work environment…. • Leader & Managers…determine Cs to a certain extent. • Consistency & alignment is key. • What are behaviors aimed at? • Are all organizational process reinforce them consistently

14. SHRM.. Examples.. • .jkosr leader recruitment • Growth & innovation. • Risk taking & innovation, change management. • Ram kumar. • LG Trainee Induction – stretch targets. • M & A of Ispat & Execution Culture. • Meetings as intervention. • jsw cost differentiation as strategy --- ‘we will have optimum man power equipped with world class skill’. • jkpm….mentoring as a strategic tool to build bridge between workmen & management. • Infosys recruitment strategy. • jkpm…training as a strategic tool to build new skill & retain talent. • Hundred hot jobs in HUL. • Campus recruitment by Deloit

15. When you can bring the best of people in organization • Talent-Role-Organization Fit. Can you think of a Sachin or Messi in any other role. Ofcourse, organization does not matter to them. For others it does matter. • Enable the person to leverage his strengths to the hilt in whatever ROLE he is in. Case of Warren Buffet. • Talent or Individuals need support. Case of JSW or Reliance. • Leader, his vision & values matter a lot. JFK Kennedy’s vision. Leader creates climate. • Managers do matter a lot. People join organization but leave it because of Boss/Manager. • Individuals are different, hence individualized approach.

16. When you can bring the best of people in organization • Trust create conditions where people give their extra. Lee Iococa. JRD Tata. Trust comes from – Respect, Care, Fairness. Discretionary efforts. Rational & Emotional commitment. • Basics are important. Money is important. Case of JKO & Reliance. • People look for external equity also. • Individuals can do better if his development needs are met. There is scope for improvement for every one. • Consistency & alignment.

17. Group Discussion.. • You are a group of experts engaged by CEO of an organization with a turnover of Rs 10,000 crores & an employee strengths of 8,000. Other details are – multiple locations in 13 states, export to 12 countries, 3 major businesses such as tyre, paper & cement. Market leader in most of it’s market segments. • Assignments • Suggest the principles or conditions that will ensure individual & collective excellence of employees. • HRM challenges the organization might face & should prepare itself for.

18. Group Discussion.. • Your company is a big organization with Rs 5,000/crore turn over. Of late, there is a concern that competitors are taking away your market share. One of the reasons for this is motivation & skill level is not up to the mark in the organization. • You are Manager of the Deptt & 30 employees working under your supervision. Although you are excellent individually, you need to improve you managerial ability to motivate & develop your 30 people. Top Management has told that you will be promoted only when you have done this. As a first step, you have done mapping as given • Assignments • What you will do to build competence & commitment of your people. Will you follow a standard approach or an individualized approach? What steps you will take. • What are the other HRM issues you are likely face in the short & long run in general?

19. Skill – Will Matrix high will ; low will low skill high skill

20. Skill – Will Matrix high will ; low will low skill high skill

21. Skill – Will Matrix.. • Direct(skill & will are both low) • First build the will • Provide clear briefing • Identify motivations • Develop a vision of future performance. • Then build the skill • Structure tasks for quick win • Coach & train • Then sustain the will • Provide frequent feedback • Praise & nurture. • But supervise closely with tight control & clear rules/deadline • Guide(low skill, high will) • Invest time early on • Coach & train • Answer questions/explain • Create risk free environment to allow early mistakes/learning • Relax control as with progress.

22. Group Discussion.. • Excite • identify reasons for low will – task/management style/personal factors • Motivate.. • Monitor, feedback • Delegate • Provide freedom to do job • Set objectives not method. • Praise, do not ignore. • Encourage to take more responsibility • Involve in decision making. • Use ‘you tell me what you think’ • Take appropriate risks • Give more stretch goals. • Do not overmanage

23. Group Discussion.. • Your company is a big organization with Rs 5,000/crore turn over. Of late, there is a concern that competitors are taking away your market share. One of the reasons for this is motivation & skill level is not up to the mark in the organization. • You are Manager of the Deptt & 30 employees working under your supervision. Although you are excellent individually, you need to improve you managerial ability to motivate & develop your 30 people. Top Management has told that you will be promoted only when you have done this. As a first step, you have done mapping as given • Assignments • What you will do to build competence & commitment of your people. Will you follow a standard approach or an individualized approach? What steps you will take. • What are the other HRM issues you are likely face in the short & long run in general?

24. Manpower l Top leadership, 35 Senior Managerial, 150 Middle, 400 Frontline;2000 Engineer Diplomas/BSC ITI MBAs

25. DEVELOPING THE LEADERSHIP PIPELINE Enterprise manager Group Manager Passage Six Passage Five Business Managers Passage Four Functional Managers Passage Three Manage Managers Passage Two Manage Others Manage Self Passage One

26. Role of Manager.. • Select a person… • Set expectations……. • Motivate the person……… • Develop the person….

27. Role of Manager.. ..wrong approach • Select a person….based on his experience, intelligence & determination. • Set expectations…….by defining the right steps. • Motivate the person………..by helping him identify and overcome his weaknesses • Develop the person….by helping him learn & get promoted

28. Role of Manager.. • Select a person… • Set expectations……. • Motivate the person……… • Develop the person….

29. Role of Manager.. ..right approach • Select a person, select for talent.. not simply based on his experience, intelligence & determination. • When setting expectations, define the right outcomes..not the right steps. • When Motivating some one, focus on strengths…not on weaknesses • When Developing some one, help him find the right fit…not simply the next rung on the ladder.