1. HR Development Dimensions

2. HR Development Dimensions

3. HR Development Dimensions

4. Building ‘Execution’ Competence
The Leader’s Seven Essential Behaviours
Know your Set Clear Follow Expand
Insist on Goals and Reward People’s Know your
People & Realism Through Doers
Priorities capabilities self
Business
Creating the framework for cultural change
Link Guide-
Belief – Cultural Setup Tell people coach, set Demonstr Inculcate
Behaviour- Change to mechanism what you principle based ate Organisati
Action- Business to change are looking consequen Accounta onal
Culture Outcomes beliefs for ces bility Beliefs
Having the right people in the right place
Great guy Overcome commit Be
in ‘A’ area psycholo for right Energise. decisive Courage Select a
need not gical hire & Don’t drain on tough for Doer than
be Great in comfort people People issues unvarnish Talker
B factor dev. Energy ed Truth
HR Development Dimensions

5. Leader ensures to recruit right
people
• Organisation Success and People
Selection
• How much time leaders spend to build?
• In a successful company 85% of
executives are promoted from within
HR Development Dimensions

6. Psychological comfort factor
• Who put the round ones in squares?
• Loyalty issues
• Ex: Building a Finance Team in an MNC
• What normally Leaders do when they
recognise the problem of wrong fit?
HR Development Dimensions

7. Psychological comfort factor
• Jobs are filled by wrong people because
leaders are comfortable with them.
• There is a serous problem if the loyalty is based
on wrong factor
• VP-Finance 1. hiring his team from earlier
company. VP-Fin 2 also did the same..The
group became too many soldiers with no pool
of leaders
• When leaders recognise the problem of wrong
fit, the just watch it with out taking any actions
HR Development Dimensions

8. Leaders are Decisive on
Tough Issues
• The Dancing of Decisions
• Emotional Fortitude and unwavering
• Make it swift, well and act
Ex: Case of a Safety Manager
HR Development Dimensions

9. Leaders get things done
through others
• Not spending time on
Micromanaging
• Relation of Insecurity to Trust
• Other style: – let people grow – sink
or swim.
Drill sergeant – Ex: Procurement Manger Som 80 hour week and
plant people on Saturday’s and Sundays
HR Development Dimensions

10. Evaluation – the unvarnished
truth
• Rewarding wrong people – The
Consequences
• Leader closely reviews on Delivery,
Consistency and creativity in adversity.
The easy wins and meeting commitments
in a –ve and +ve ways
HR Development Dimensions

11. THE THREE CORE
PROCESSES OF
EXECUTION
HR Development Dimensions

12. Execution
Strategy Process
HR Development Dimensions

13. THREE CORE PROCESSES
OF EXECUTION
The People Process
Making the Link with Strategy and
and Operations
The Strategy Process
Making the Link with People and
Operations
The Operation Process
Making the Link with Strategy and
People
HR Development Dimensions

14. People Process
HR Development Dimensions

15. THREE CORE PROCESSES
OF EXECUTION
• Importance of People process
• Who can make judgments and create
strategies and translate them into
operational realities?
• A robust people process does 3 things.
1. Evaluation
2. Framework.
3. Pipeline
HR Development Dimensions

16. BUILDING BLOCKS OF
ROBOST PEOPLE PROCESS
• Linkage – Plan and Targets
• Succession Planning.
• Deciding what to do about non-
performers
• Transforming HR
HR Development Dimensions

17. Four Tools To Develop The
Leadership Pipeline
The Leadership Assessment Summary
The Continuous Improvement Summary
The Succession Depth Analysis
The Retention Analysis
HR Development Dimensions

18. Leadership Assessment Summary
High Potential
Exceeds
Standard Promotable
PERFORMANCE
Experienced
At Professional
Standard
Too New
Needs heavy
Below
Standard
X coaching for
Exceeds new job
Below At
Standard
Standard Standard X Needs job
change
BEHAVIOUR
HR Development Dimensions

19. Continuous Improvement Summary
Employee Name: Suhas, VP Marketing Success, Attributes and Behaviours
Competencies Excellent At Standard Below Standard
Business Acumen
Customer Focus
Strategic Insight
Vision and Purpose
Values and Ethics
Action orientation
Commitment
Team work
Innovation
Developing people
Staffing
Performance HR Development Dimensions

20. Continuous improvement Summary
Employee Name: Suhas, VP Marketing
Performance Highlights Targets Missed
Developed after market strategy for Missed 2 major global accounts
solution selling environment coverage in Honkong and China
Developed marketing and profit Did not recruit a chinese marketing
improvement for Asia market executive for greater china market
Summary strengths Developmental Needs
Extraordinary business insights Needs to excel in recruiting staff
Upholds highest standards and Must develop energy to develop his
sets right example staff
Move faster to upscale weak people
Development Plan Potential Next Moves
Must work with a coach or With significant improvement, he
mentor in the area of people will be able to run a business
skills unit
HR Development Dimensions

21. Retention Risk Analysis
• Person’s marketability
• Risk business faces if one leaves
• Too long in existing job – susceptible to head
hunter’s call
• Whether the company has enough HPs to fill
key posions
• Any HPs in wrong job slots
• People process at GE, Colgate and Honeywell
provide their bench strenth
HR Development Dimensions

22. What The Recipient May
Experience
Others see Others don’t see
what I see what I see
CONFIRMATION SURPRISE
I see I see I see I see
me low, me high, me low, me high,
others see others see others see others see
me low me high me high me low
DISAPPOINTMENT VALIDATION ENCOURAGEMENT DENIAL
ACCEPTANCE ACCEPTANCE
IMPROVEMENT GREATER GREATER IMPROVEMENT
UTILIZATION UTILIZATION
HR Development Dimensions

23. Dealing with Non-performers
• No best process can make everyone a good
performer
• Some mangers promoted beyond their
capabilities need to be put in lesser jobs
• Others just have to be move out.
• Failures don’t mean people are bad. Job
fitness, performance issue..Being fair and
preserving the dignity of the people is essential
•
HR Development Dimensions

24. Linking HR to Business Results
• HR is becoming more important in its changed role.
• It must be linked to strategy and operations and to the line
people’s people assessment
• Identifying and filling critical jobs
• Developing Pipeline for succession
• Ensuring objective appraisal and reward system
• Building and Upholding HR systems, Business Ethics and
legal compliance
• Building a culture of accountability for high performance to
demand the best associates
• Ensure top executives hold each others mutually accountable
to be reasonable and fair to push back one another.
• If Information about employees are constantly collected right
people will be in right jobs.
• The one-on-one assessments practiced as a total process it
becomes an incredibleDevelopment Dimensions
HR execution tool.

25. Operation Process
Operating and executing Short
term scale of 4 quarters
Process of alignment
Encompasses programs of the
year
OP specifies synchorisation
OP responsibility of a Leader
HR Development Dimensions

26. Execution – The Blockage Survey
HR Development Dimensions

27. Building ‘Execution’ Competence
The Leader’s Seven Essential Behaviours
Know your Set Clear Follow Expand
Insist on Goals and Reward People’s Know your
People & Realism Through Doers
Priorities capabilities self
Business
Creating the framework for cultural change
Link Guide-
Belief – Cultural Setup Tell people coach, set Demonstr Inculcate
Behaviour- Change to mechanism what you principle based ate Organisati
Action- Business to change are looking consequen Accounta onal
Culture Outcomes beliefs for ces bility Beliefs
Having the right people in the right place
Great guy Overcome commit Be
in ‘A’ area psycholo for right Energise. decisive Courage Select a
need not gical hire & Don’t drain on tough for Doer than
be Great in comfort people People issues unvarnish Talker
B factor dev. Energy ed Truth
HR Development Dimensions