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HR Best Practices @Lear . About Us……. Moving the Seat Forward ™

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slide2

About Us……

Moving the Seat Forward™

At Lear, we bring our global customers industry-leading innovations delivered by the best go-to team in the industry. As a leader in vertical integration, our team has expertise with every element of the seat — from structure systems, head restraints, foam and adjusters, to leather and fabric

slide3

About Us……

Powering Ideas that Deliver™

At Lear, our capabilities include wire harnesses, smart junction boxes, terminals, connectors and selected electronics — all designed to reduce weight, complexity and material costs while delivering outstanding performance. Whatever the vehicle application, we deliver the flexibility and speed required to manage continuous improvements, while maintaining consistency and reliability.

slide4

About Us……

Innovation and Technology Get Connected

Our high quality connection options suit a great variety of applications including automobiles, appliances, industrial open-and-closed-loop controls, telecommunications, and home-entertainment electronics.

slide6

Lear India History

1996 - 1997

Commenced Operations in India with facility at Halol for GM-India. JV in Chennai for Hyundai seating and interiors 1998 - 1999

Signed contract with Mahindra for design, engineering and manufacture of Scorpio SUV complete interiors

India Engineering center established. Facilities in Mumbai and Nashik for seat supply to Mahindra

SOP in Chennai for seating and interiors supply to Hyundai

2000 - 2004

Added business with Ford, Mitsubishi, GM and Hyundai

Launched new facility in Nashik for Mahindra seating and interiors

All locations certified ISO/TS16949 and ISO14001

2005

Awarded new business with Hyundai, Mahindra, Renault, and GM

2006

Awarded new business with BMW, TATA Motors. New plant in Ambad

2007

New business from M&M Export SUV, GM Global Mini Car and BMW

2008

New business from M&M Export SUV, GM Global Mini Car and BMW

Established first plant at Pune (Chakan)

New Customer Nissan added with small car business award and new JV with Tachi-S

Major award from M&M for Global SUV. Entry into commercial truck seating (Mahindra Navistar)

2009

Bhosari facility established as corporate HQ, Engineering Center and JIT plant for TATA Motors

New Customer Volkswagen India added with 250/251 award. Additional award from TATA Motors and BMW

Launched Lear Metals vertical integration facility with Tracks and Recliners at Pune

2010

New Business award added from Ford, Mahindra & Mahindra, BMW, GMI & NISSAN

New Plant started at Chennai (TACLE) and Chakan (VW, GMI) , Metals additional facility started at Chennai

2011

Chakan-IV plant established as combined facility. Chakan-I and Chennai New JIT facility kicked off

New Business awards from Renault, First electric car seating (MREVA) award. VW and BMW Awards

slide10

Passenger Car Locations

  • 7th largest vehicle manufacturer in the world
  • 4th largest exporter of cars in Asia
  • Passenger car market dominated by 3 Indian and 14 foreign OEM’s

DELHI

KOLKOTTA

Sanand

West

East

MUMBAI

North

PUNE

South

CHENNAI

Increasing entry of global OEM’s

slide11

Lear Operations

Metals

Trims

JIT

Chakan -2

Chakan -3

Chakan - 4

Bhosari

Dymos Lear

Dymos Lear

Chennai Plant

Chennai Plant

Ambad

Gonde

Lear Chennai I

TACLE Chennai

Chennai Plant

Halol

lear upcoming plants in india renderings
Lear Upcoming plants in India (Renderings)

19 Acre plant in Chakan, Pune

  • Operational by Oct’ 12

4 Acre plant in Chennai

  • Operationalsince Aug’12
slide15

Corporate Policies and Standards

Corporate Policies

  • Bomb Threat Procedure Policy
  • Compliance Policies
  • Environmental, Health & Safety Policy
  • Equal Employment Opportunity Policy
  • Global Labor Standards
  • Global Travel and Business Expense Reimbursement Policies
  • IT Policies
  • Minority Procurement Policy
  • Quality Policy
  • Vision / Mission Statement
  • Weapons Policy
goals objectives 2012
Goals & Objectives 2012
  • Stamping/Welding & Powder Coating
  • Mechanism – ECO track and Mini recliner
  • Leather Expansion at Halol

Satish Dubule

Amar Arepalli

Samir Kukade

Prateek Kumar

Amit Sharma

Shrikant Chaudhari

Ashwani Batra

Hariprasad Rao

Sri Thota

Uday Deshmukh

compensation and benefits
Compensation and Benefits
  • Benchmarking of C&B data with Market Data
  • Proposal worked out for various pay bands considering market equations
  • Participation in Annual Salary surveys conducted by various agencies such as Mercer etc.
  • Kicked off Project on Standardization of Job Descriptions for various Positions
  • Streamline of Peoplesoft database
  • Superannuation fund status made available online
  • PF Tracking System for withdrawals and transfers is streamlined
  • Confirmation Process is regularized
l d vision
L&D : Vision
  • To create a Comprehensive Talent Management System that develop leadership capability to –

produce and retain great talents,

build great teams &

to achieve great results.

l d mission
L & D : Mission
  • Align with business strategies and key initiatives for future growth & success
  • Boost sustainable leadership capability and competencies across teams to meet its financial & business goals
  • Build a leadership culture of high performance and effective teamwork
  • Provide efficient training, effective learning
learning development key focus initiatives
Learning & Development Key Focus Initiatives

Good to Great

Basic to Good

Good At Basics

2015 to 2016

2013 to 2014

2012

  • Strengthen LD Capabilities
  • Dedicated Country LD Managers
  • Set LD policies, processes, portal
  • Facilitate Career Development
  • Career development framework
  • Career roadmaps for job functions
  • Individual development plans focusing on
  • on-the-job learning

2

1

  • Foster A Culture of Learning
  • Enable e-learning
  • Establish core functional progs to address skills
  • gaps
  • Upgrading of critical skills to support business
  • strategies
  • Knowledge management

1

2

  • Build Employee Capabilities
  • identify employee development needs through
  • Learning Needs Analysis & Learning Plan
  • Develop functional competencies and learning roadmap:
  • Finance, Sales, HR

3

3

  • Drive Leadership Development
  • Core leadership development modules for all managers
  • Core functional knowledge: Finance 101, HR 101
  • Grow Talent
  • Establish talent management process
  • Establish talent pool and leadership bench strength
  • Talent retention

4

  • Facilitate Organizational Effectiveness & Engagement
  • Establish effective onboarding processes and program
  • Build awareness of our Lear Values via communication and program

Embed Learning Effectiveness . Tie to Performance Metrics . Direct / Indirect Impact to Business

leadership development
Leadership Development

Leadership Development program starting in this month

Additional intervention

For India (External)

External Facilitators

Country & Regional

LD Managers

Leadership Development Intervention

6 Days

Coaching For Success

2 Days

Leadership Greatness

3 Days

VP, Directors, Senior Managers, Plant Managers

Leading Leaders to Inspire Others

Unit / Department Managers

Supervisors

CDAP

Leading Self & Others: Working Effectively With Others

Coaching For Success

Problem Solving

&

Decision Making

Hourly emp Progression

Leading Self : Habits of Excellence

LeadingOthers: Working Effectively With Others

Leadership Fundamentals for Managing & Motivating Teams

FINANCE 101

HUMAN RESOURCES 101

Core Functional Knowledge

new in ld portal monthly learning theme

Master

http://10.71.192.159/ld/Learning/Welcome.html

New in LD Portal: Monthly Learning Theme

2012 Learning Calendar

learning and development
Learning and Development
  • Systematic approach on L&D
  • Preparation of Learning Calendar based on the Learning Needs Analysis
  • Adherence to Learning Calendar approx. 60%
  • Streamline the On boarding Process
  • Completion of Leadership Profiles
  • Leadership Development Programs are being planned for HIPOs and for development of Successors
  • Launched Leadership: Great Leaders, Great teams,Great results program by Franklin Covey
  • Launched Mentoring Program by Pragati Leadership
training programs
Training Programs

Conflict Management

Communicate with Impact

Motivation

Negotiation Skills

talent acquisition
Talent Acquisition

Things moving in the right direction:

  • Streamline the Recruitment Process
  • Launch of Employee Referral Scheme
  • Stopped using Placement Consultants
  • Linking Recruitment with HC Forecast Month over month
  • Increased use of innovative Sources for Recruitments:
    • Employee Referral Scheme
    • Job Fare
    • News Paper Advertisement
    • Online Portal
    • Walk in Interviews
  • 100% Compliance with APO hiring guidelines and People soft requirements
  • Reduction in Hiring Lead Time
recruitment and selections
Recruitment and Selections
  • Competency based interviews.
  • Maintained strong data base for
  • reducing TAT ( Current TAT 40 Days )
  • Sourcing : Portal, Referral, Consultant,
  • Lear intranet & others etc.
slide31

CAREERS @ LEAR

रेफरल प्रोग्राम

industrial relationship management
Industrial Relationship Management
  • Initiated Employee Engagement activities for Hourly employees
  • Hourly employees Training Process started
  • Started Bio Metric attendance and time office system for Hourly employees
  • Skill Improvement training completed for Hourly employees
  • Library for the Hourly employees
  • Proactive measure /road map to stop the external union getting involved in Halol and Chennai
grievance and compliant process
Grievance and Compliant Process
  • Lear’s intent to ensure that employees have the opportunity to have issues and disputes appropriately discussed and evaluated by management beyond their immediate supervisor if required. Employees are encouraged to utilize the Dispute Resolution Process to resolve any disputes that cannot be resolved between the employee and his/her immediate supervisor with the help of Legal Department.
  • Harassment Free Workplace
  • Code of Conduct
  • Employee Counseling Mechanism
  • Anti Bribery
  • Gift and Entertainment Policy
  • Whistle Blow : Raising Concern
environment health and safety
Environment Health and Safety
  • 7 Key Elements –
  • a) Policy & Leadership b) Communication
  • c) Hazard Assessment d) Training
  • e) Feedback Systems f) Loss Management
  • g) Continuous Improvement
  • LOTO – Lock Out /Tag Out
  • Safety Walk/Safety Tracker
  • Global Safety Report
  • Predictive Maintenance – Infrared Scanning
  • Preventive Maintenance
employee engagement
Employee Engagement
  • Each Monthone Employee Engagement Activity in various areas:-
    • Work hard Play hard :
      • Lear Cricket League
      • Indoor Sports Week
    • Family Friendliness:
      • Employee Family Get-together
      • Newly Married Couple welcome
      • Employee Family Visit
    • Communication:
      • Monthly / Quarterly Employee Communication Meets
      • Quarterly MD updates
      • Quarterly News Letter
    • Health and Safety:
      • 7 Elements Training
      • EHS Training
      • World Environment Day Celebration
      • Safety Week Celebration
employee engagement1
EMPLOYEE ENGAGEMENT

Employee Engagement is an individual’s sense of purpose, evident to others

in the display of personal initiative, efforts and persistence directed

towards organizational goals.

To achieve higher level of Employee engagement -

  • DEVELOP
    • Stretch capabilities.
    • Provide Learning Environment .
    • DEPLOY
      • Identify their need, rooted skills, interests.
      • Find their best fit in organization.
      • Craft conditions to help them perform.
  • CONNECT
    • Build network to enhance Goal congruence.
    • Improve interaction.
engagement drivers
ENGAGEMENT DRIVERS
  • Right Employees in the Right Jobs
  • Exceptional Leadership
  • Organizational Systems and Strategies

37

work environment
WORK ENVIRONMENT
  • Aligned Effort and Strategy
  • Empowerment
  • Teamwork/Collaboration
  • Growth and Development
  • Support and Recognition

38

engaged employees
ENGAGED EMPLOYEES
  • Greater Loyalty
  • Enhanced Effort
  • Committed to work
  • Cares about future of organization
  • Exceeds desired expectations
  • Increased work satisfaction
  • Goal Congruence achievement

39

organizational success
ORGANIZATIONAL SUCCESS
  • Satisfied/Loyal Customers
  • Increased Retention
  • Higher Profits and Profitability
  • Revenue Growth
  • Sales Growth
  • Greater Work Environment
  • Low Attrition
  • Increased Productivity

40

engagement activities2
ENGAGEMENT ACTIVITIES

Engagement Cal

  • HRMS which will give user friendly access to Leave, Policies, FAQs, trainings, Payroll information, events and updates
key findings
KEY FINDINGS
  • We need to address the following areas :
    • Line manager interest in employee skills and career
      • Again employees find Lear difficult and demanding
      • Need training, coaching and mentoring
    • Competitive pay and benefits for demanding workload
      • Turnover prompt employee think they are higher paid than jobs elsewhere
      • Employees feel they need more Rupees to compensate work pressure

Key Feedback

Key Feedback

key findings1
KEY FINDINGS
  • We need to address the following areas :
    • Work – life balance
      • Employees work long hours : overtime and week-end
      • Need to review resources in certain areas
    • Sense of achievement with recognition
      • Employees find Lear demanding and inflexible
      • Need more praise and award
    • Communication on company direction
      • Doing more is never enough
      • Within the Country and across Region

Key Feedback

Key Feedback

Key Feedback

action plan
ACTION PLAN
  • means started
  • means planned
action plan1
ACTION PLAN
  • means started
  • means planned
employee engagement2
Employee Engagement

Chess Tournament

Cricket League

Carom Tournament

Womens’ Day

corporate social responsibility
Corporate Social Responsibility
  • Lear supports a wide range of non-profit organizations in the communities where we do business. The focus areas are education, health, human services, arts, and civic and community.
  • At Lear, we strive to do more for the community we work in. By giving back gifts of goods and services, volunteer hours, and financial support, we hope to enhance lives and preserve local neighborhoods for future generations.
  • Structured Drive for CSR Activities
    • Formation of CSR Team
    • Tie up with local schools/ NGOs running for needy and under privilege children
    • Donations of Stationary and other necessary items for the schools
    • Blood Donation
reaching out beyond customers
Reaching out beyond Customers…

Lear Donated Cow, Mats, Laboratory equipments etc.

slide51

Best Practice Initiatives

  • In house Magazine: To keep updating the happenings all across the Lear, we have our magazine called Lear Connect.
  • Monthly MD Meeting- Interaction with Top most management gives a different kind of motivation and it represents the open culture of the company.
  • Fun @ Work celebrations- We do believe in celebrating every festival with much fervor and fun.
  • A fun workplace add a bonus point to work environment. Lear is determined to make its work places more enjoyable by implementing these initiatives
  • Freaky Fridays- Once in a month we celebrate Fridays with lots of fun and some learning too.
  • Random Acts- Be it best workstation award to Karaoke arrangements, we keep doing things to surprise our employees.
  • Service Providers Day – To ensure the desired level of services are demanded, monitored and achieved.
  • DOA – for better clarity and ease.
  • Leadership Reviews – Year on Year for better succession planning
  • ERM – Periodic review on Developing employees and Recruitment & Retention
  • Marriage Gift – Marriage gift to Newly married employee.
  • Medi claim/GPA/Life Insurance - Three Lakh floater / 96 times of monthly base/ Rs. 10 Lac/ 4 times of Annual Base