GOOD AFTERNOON

1
GOOD AFTERNOON WELCOME

• SEKHAR.S.IYER,
• VP-HR,
• REI ELECTRONICS,MYSORE

2
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

3
PRELUDE-2

• HR- THE MOST VALUED RESOURCE
• PEOPLE ARE UNIQUE TO ANY ORGANISATION
• TECHONOLOGY CAN BE COPIED BUT NOT THE CULTURE

4
HRM RESTRUCTURED

• 1/3 OUTSOURCED
• 1/3 BACK TO THE SHOP FLOOR
• 1/3 COMPUTERISED
• ????

5
HRM REDEFINED

• NO MORE AN ISOLATED ISLAND
• INTEGRATED WITH OTHER FUNCTIONS
• BUSINESS PARTNER
• ENABLING PROCESS
• FACILITATOR

6
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

7
HR MANAGER BECOMES

• TEAM BUILDER
• KNOWLEDGE GENERATOR
• KNOWLEDGE DISSEMINATOR
• SYNERGISER
• ENTREPRENEUR
• BUSINESS PARTNER
• CULTURE BUILDER
• PERFORMANCE MANAGER

8
NEW HR MECHANISMS

• CONTINUOUS JOB REDESIGN
• TRAINING TRANSFER
• TEAM BUILDING
• REWARD STRUCTURE
• QUALITY OF WORK LIFE
• ETHICAL WORK CULTURE
• CAREER DEVELOPMENT
• RIGHT SIZING

9
CHALLENGES

• SOURCING
• SKILL DEVELOPMENT(TRAINING TRANSFER)
• BUILDING TEAMS THAT PERFORM
• RETAINING COMPETENT PEOPLE/PREVENTING ATTRITION
• PERFORMANCE FACILITATION
• BUILDING ORGANISATIONAL CAPABILITIES

10
CONTRIBUTING FACTORS OF HR THAT ADD VALUE

• PERFORMANCE MEASUREMENT SYSTEM MANAGEMENT
• MANAGING QUALITY MANPOWER SHORTAGE
• IR MANAGEMENT-PRODUCTIVITY LINKED WAGE SETTLEMENT
• VRS

11
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

12
REDEFINED HR COMPETENCIES

• BUSINES KNOWLEDGE
• CHANGE MANAGEMENT
• SERVICE ORIENTATION
• DIVERSITY MANAGEMENT
• EXECUTIVE EXCELLENCE
• FINANCIAL PERSPECTIVE
• DOMAIN EXPERTIE
• PERSONAL CREDIBILITY
• IPR SKILLS
• STRATEGIC THINKING

13
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

14
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

15
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

16
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

17
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

18
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

19
THANK YOU BEST WISHES

• SEKHAR.S.IYER
• CONNECTIVITY mysoreiyer_at_gmail.com