1. Process or Practice led HR transformation
S.B. Parjanya, Asst Consultant
Gracefully acknowledge contributions of S. Indupriya, Junior consultant
(HR& Strategy) in the development of process led HR transformation .
The images used in the presentation are owned by respective copyrights owners. We thank them.

2. Why HR is undervalued in most small and medium companies
 86% of the CEO/COO felt HR function remained struck with payroll, follow ups and
at best basic employee engagement activity
 68% of HR staff time is tied to repetitive administrative tasks.
 Birthday cakes cutting, festivals and annual day celebrations are the most
commonly used platforms to engage employees
 Most HR professionals incapable of devising approaches to create and preserve
organizational culture unique to their organizations

3.  Role definition and skill gaps resulting in wrong selection, high turnover, poor
life-cycle management
 Employee Management issues
 poor communication and learning
 unclear accountability at key customer facing levels
 No centralised group to address employee issues
 Induction & training poorly handled
 Absenteeism
 Motivation – lack of bonding
 Activities to create bonhomie and great place to work absent
 Service issues
 customer complaints
 Inadequate response
 HR team issues
 No separate focus on talent acquisition & life-cycle management
 Lack of process to standardize and improve
 No unique organizational culture built and preserved over years
 HR as a competitive advantage lost!!!!!!
HR Problems faced by Small & medium organizations

4. HR Transformation Framework: Process approach
As –is Analysis
Process
approach
Implementation
& review
Improve,
innovate &
Extend
© Browne & Mohan, 2008
HR transformation can be achieved through two distinct approaches. One is by
deploying standardized process that are aligned to a well known benchmarking
process. Second is to create unique practice led approaches where HR culture &
process get built over period in an informal work setting, where outcomes and
ownership are shared .

5. Process approach to HR transformation
 Companies are increasingly using best practices to develop HR from reactive to
proactive knowledge partner
 Globally, companies use external benchmarks such as GPTW, Lovable place or Best
employer awards.
 Underlying all these benchmarks , the effort is to ensure
1. HR as a continuous integrated process, no islands
2. Proactively use data to make decisions, eliminate subjective assessment
3. Create learning and development environment where employees own and direct changes
4. Adopt a Do-improve-innovate framework where employees initially adopt a established
practice and move towards improvement and innovation after they have mastered an
area.
© Browne & Mohan, 2013

6. Automation
ConsolidationStandardisation
Process approach to HR transformation
1. Global benchmarking
2. Identify areas to improve
3. Design appropriate process,
structure and systems
4. Monitor & extend

7. Aligning your company to global benchmark?
 Our Vision : what we want to achieve?
 To create company Culture that is Result oriented and make employees who are enabled, professional,
process oriented, self motivated and work with less supervision
 Our Mission : How we should achieve?
 Process led (use an established process like ISO or others to align, document, standardize and measure
repeatability, consistency and predictability)
 Practice ingrained (people based, trust driven cultural process where norms are informal, institutionalization
happens by way of life at work)
 Designing a benchmark
 Decide what processes across the word to benchmark
 Source info about process
 Evaluate fit & customization
 Implementation
© Browne & Mohan, 2013

8. Examples of benchmark HR process: GPTW
 Employee Perspective:
 TRUST the people they work for
 Have PRIDE in what they do
 ENJOY the people they work with.
 Manager Perspective
 Achieve organizational objectives
 With employees who GIVE THEIR
PERSONAL BEST
 WORK TOGETHER AS A TEAM / FAMILY in
an environment of TRUST
** GPTW is a registered trademark of Great place to
Work Institute

9. Examples of benchmark HR process: Lovely place to Work
 Employee Perspective:
 Professionalism
 Empowerment
 Knowledge
 Respect
 Infrastructure
 Manager Perspective
 Leadership
 Experiment
 Goals

10. Value drivers in process led HR transformation
Consolidation Of roles, tasks, levels and hierarchy, Re-Align the teams, Re-define their
roles, Goals, Expectations
Elimination Resources, structural elements, Redundancy, incomplete processes
Outsourcing Payroll, Recruitment, Supply Chain Management, Training, auditing,
entire accounting function, Tax Management and Invoicing, Marketing
Communications.
Creation Align Practice, new positions, diminish the communication gap,
execution efficiency, validate whether ownership and outcome are
distributed across the organization

11. HR process changes based on Benchmarking
© Browne & Mohan, 2013
•Source
candidates from
recruitment
agencies
•No internal
recruitment
•No campus
selection
AS-is
•Telephonic
interview process
•Data capture at
each stage of
recruitment
process
Areas which
require
change with
GPTW
•No long term
induction plan
•Induction taken
only by HR
team
•One day affair,
no immersion
AS-is
•Training on
relevant job
areas
•Evaluation of
Training contents
& trainer and
performance of
new hire
Changes
based on
Lovable
place to
Work

12. HR process changes based on benchmarking
•Yearly performance
appraisal
•HR team not involved
•Evaluation is sent to
MD to fix % of hike
•Focus on attendance
& punctuality rather
on performance
AS-Is
•Establish KRA
•Roll out the
proposed plan
•Aggregation of
employees based on
their performance
Changes based
on BSE High
growth
companies
• SD – 52 days training
• ESD – 50 days on the
job training
• ITeS – 3 days training
on data entry
AS-Is
• Training analysis
based on
performance of the
individual
• Training content
and trainer scrutiny
Areas which
require change
with GPTW

13. Celebrate festival,
annual day and sports
Day
AS-is
• Create quarterly/annual
employee engagement
calendar
• Engage all employees of
Quest working from
different geographies
GPTW
• Specific notice period for
diff designation and exp
level
• Exit interview
questionnaire
• Response communicated
through resp. departments
AS-is
• Exit interview
• Process of
communication
through HR
• Interconnectivity of
processes
• Knowledge transfer
Alignment with
Lovable place to
work
HR process changes based on benchmarking

14. Leadership development process based on benchmarking
• Identify
Juniors
• Personal
Mission
Statement
Step 1
• Superior
delegation
statement
• Plan B Model
Step 2
• Training
• Knowledge
Transfer
Step 3
• Gap
Identification
• Corrective
measures
Step 4
• Program
Extension
• Assign New
task
Step 5
• Quarterly
review
• Next Quarter
Plan
Step 6
14

15.  Do’s
 Evaluate multiple frameworks
 Benchmark practices that could be embraced by organization
 Evaluate resource munificence
 Create strong “operations” and “documentation” owners
 Incentivize quick gains to encourage faster adoption
 Don’t
 No roll out without consensus of process boundaries, ownership
 Too many process owners
 Too many process objectives
 High investment initiatives
Process approach works best when the organization has rudimentary
experience in adopting best-in class process and has sufficient
bureaucracy to buffer review and control.
Do’s and Don’t of Process led HR transformation

16. HR Transformation Framework: Practice approach
Identify what
values,
governance,
risks
Identify role
models,
champions
Encourage
groups to evolve
and grow
adherence to
value
Celebrate rituals,
institutionalize
community
© Browne & Mohan, 2008
HR transformation can be achieved through two distinct approaches. One is by
deploying standardized process that are aligned to a well known benchmarking
process. Second is to create unique practice led approaches where HR culture &
process get built over period in an informal work setting, where outcomes and
ownership are shared .

17. Practice approach to HR Transformation
 Practice approach requires companies build “common sense” HR process wherein all
associates are treated as adults capable of managing self.
 Underlying Practice approach is
1. HR as a human centered process, emphasis on evolution and enlightenment
2. Create teams that imbibe good old family ways of doing things, connect to roots and value
3. Strong focus on common ethos, values, cohort, lead y examples
4. Celebrate failures and learning by doing
5. Carry everybody in the system
6. Self-directed teams that co-own outcomes and quality
7. Anchor process based on culturally relevant experiences, mythologies, rituals to build close
knit family bonds

18. Visualize culture
Practice approach to HR transformation
Define rituals, practices Community champions, leader, follower
Institutionalize routines, schemas
Celebrate adoption, perseverance

19.  Fuse by values and principles
 Trust, Professional, quality
 Encourage sense of urgency
 First-time-effectiveness, Initiative taking must,
uncertainty handling, think on feet
Practice approach to HR Transformation

20.  Highly aligned teams
 Ambition & Intuition
 Complementary roles
 Collaboration matters
 Every body to contribute
 Ownership, initiative, improvements
Innovations happen at all levels
Practice approach to HR Transformation

21.  Seniors help in uncovering talent
 Culture drives,
 authenticity helps busts self-doubt
 Encourage every body to
 Plan, prepare before leap
 Innovate, discover practical solutions
to difficult problems
Practice approach to HR Transformation

22.  Encourage self-management
 Self-awareness, self-discipline,
 Self-Improvement
 Keep alive curiosity
 leap, fail and learn
 markets, technology, practices
Practice approach to HR Transformation

23.  Prejudice and pre-judge
 Let go bias, pre-judge.
 Be prepared for unprepared
 Acknowledge what you do
not know, learn faster
 Communicate with love
 Listen before react
 Be concise and articulate
 Treat people with respect
Practice approach to HR Transformation

24.  Bring Passion to work
 Inspire others with thirst for the best.
 Support others in work.
 Practice positivity
 Routines to motivate
 Collate, comprehend
 act under no duress
Practice approach to HR Transformation

25.  Do’s
 Prepare for iterative, collaborative learning
 Initiate in adult oriented organization
 Open communications, diligent management of uncertainty
 Emphasis on planning to ensure high first rate
 Factor in for failures, rework
 Administrative confusion,
 Don’t
 Expect immediate effects
 Attempt too many cultural routines
 Push dominant approach
 Attempt with “expiry dates middle level employees”
Do’s and Don’t of Practice led HR transformation

26. Thank You
Browne & Mohan
154/A, 2nd floor, 10th A Main
Jayanagar 1 Block
Bangalore. 560 011
marcom@browneandmohan.com
Tel: +91-80- 26565164