HR Objectives and Plans for 2015 in #Syscraft as a unit
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As an integral part of business management, human resources has an important job to do. The HR function serves to protect your company from employment liability and litigation, and it works to enable growth for your business through employee management. #KnowledgeTransferSession: Syscaft HR Goals and Objectives in 2015 as a unit. Presented by Syscraft HR Team: Miss. Neha Mangal and Mr. Saurabh Pandey
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HR Objectives and Plans for 2015 in #Syscraft as a unit
- 1. Syscraft HR Initiatives CONFIDENTIAL HR Objectives and Plans for 2015 in Syscraft as a Unit.
- 2. • Grow Future Team • Accept Big Technology Challenges • Win Bigger Clients In Short to Rise Our LEVEL… We have Plans To…
- 3. …Are We Ready? What is our current state… “The usual stuff’s not working…”
- 4. Level 1 Initial InconsistentInconsistent managementmanagement Repeatable practices Standardized best practices Quantitatively managed practices CapabilityCapability managementmanagement Level 5 Innovating ChangeChange managementmanagement Continuously improving practices Capability MCapability Maturity Model:aturity Model: A FrameworkA Framework forfor Measuring OrganizationalMeasuring Organizational CapabilityCapability Level 2 Managed Work unitWork unit managementmanagement Level 3 Standardized Business lineBusiness line managementmanagement Level 4 Predictable So Where We Are Right Now???
- 5. We Do Have A Standard Framework Future Focus CurrentFocus Personal Performance Does our Organization have the Capability to Execute its Strategy?
- 6. We are Facing Challenges @ Level 1 Without end to end process visibility, the hidden costs grow down stream How to Proceed and Whom to Look for??
- 7. Don’t you think We face Rework and Firefighting Situations Occasionally People capability variation Transaction workers: +/- 100% Knowledge workers: +/- 1000% This Pushes our Front Line to Heavy lift
- 9. Search for the ‘Holy Grail’ of HR managementSearch for the ‘Holy Grail’ of HR management 1940s 1940s 1950s 1950s 2000s 2000s 1990s 1990s 1980s 1980s 1970s 1970s 1960s 1960s NowNow Kaizen TQM 7 Habits Change Management MBWA Intrapreneuring Hierarchy of Needs Matrix Empowerment Delayering Quality Circles One Minute Managing Theory X & Y Plan-Organize-Direct-Control Rightsizing Emotional Intelligence Customer Service Self-Directed Teams Work Simplification Human Relations Downsizing Reengineering Excellence Portfolio Management Managerial Grid Management by Objectives Balanced Scorecard EVA Continuous Improvement Corporate Culture Organization Renewal Value Chain Management Science Work-life Balance Benchmarking Relationship Marketing Diversification Hygiene and Motivators Decision Tree ?
- 10. Norms Values Underlying Assumptions Artifacts & Behavior What they sayWhat they say,, What we would be told is the reason thingsWhat we would be told is the reason things are the way they are and should be. Company philosophy, normsare the way they are and should be. Company philosophy, norms and justifications.and justifications. What we seeWhat we see,, what a newcomer, visitor or consultant would noticewhat a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree and formality,(e.g., dress, organization charts, physical layout, degree and formality, logos, and mission statement.logos, and mission statement. What we seeWhat we see,, what a newcomer, visitor or consultant would noticewhat a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree and formality,(e.g., dress, organization charts, physical layout, degree and formality, logos, and mission statement.logos, and mission statement. Syscraft Culture
- 11. Corporate Measurement and Reporting System Vision Mission Business Planning and Strategy Goals and Objectives Balanced Scorecard Goal Accomplishment Through Matrix Policy Formulation & Evolution
- 12. Policy making can’t be adequately understood without understanding environmental factors those are: •Culture & Systems • Employee Welfare • Global Standards • Economic system Factors influenced the policy formulation
- 13. A problems perceived A set of policy objective established The consequences of Alternative Strategies are estimated The preferred Strategy of Plan implemented The consequences of the implemented Plan are investigated EvaluationofStrategies Formative Summative Evaluationofperformance Alternative strategies to attain The objectives are identified Model of policy formulation & evolution
- 14. …Syscraft re-define model of policy formulation & evolution Communication purpose to stakeholders…
- 15. A problems perceived A set of policy objective established The consequences of Alternative Strategies are estimated The preferred Strategy of Plan implemented The consequences of the implemented Plan are investigated Formative Summative Evaluationofperformance Alternative strategies to attain The objectives are identified Empirical Analysis of the nature/Extent /Magnitude of the problems A range of potential policy Objective is outlined EvaluationofStrategies
- 16. …Is redefinition is easy to understand Now the simpler one…
- 17. revision revision revision What you see is this
- 18. Business partnersBusiness partnersBusiness partnersBusiness partners Change agentsChange agentsChange agentsChange agents Administrative specialists Employee advocates How HR wants to be viewed = Missed opportunity!= Missed opportunity!
- 19. LEAN CULTURE OVERVIEW MODEL FOR RECRUITMENT Human Resources INPUTS Assessment ENGAGEDEVELOPATTRACT ENROLL ORGANIZATIONAL STRUCTURE & SYSTEMS ORGANIZATIONAL LEADERSHIP & ENVIRONMENT Quality People OUTPUTS Quality Organizations
- 20. Dilbert’s version of HRM!
- 21. Human Resources transformation To knowledge-based enterprise From industrial enterprise individual employees regulatory authorities workplace policies workplace stability workforce administrator stockholders CEO business performance tools core competencies finance officer for human capital Service to Creation of Service to Guardian of Chief
- 22. THANK YOU 601, MAHASAGAR CORPORATE, 10/1 MANORAMAGANJ, INDORE (M.P.), INDIA – 452001 T.+91 731 4090138 Call Aman +91 9039229250 Avnish +91 9826041566 www.syscraftonline.com
Notas del editor
- This slide is intended to reinforce the principle outlined in the previous slide: that HR needs to optimise workforce performance and contribute to business outcomes instead of searching for and introducing the latest ‘fad’, regardless of whether it has any identified/real benefit! (i.e. Throughout the last 50 years, there has been a search for the Holy Grail of management. Just consider some of the jargon and programs that we have initiated over the years! Is it really any wonder that when HR unveils its latest program the organisation meets it with skepticism at best and outright defiance at worst? The key understanding is to accept that there is no Holy Grail. The best thing HR professionals can do is to partner with their clients and respond to real business needs that clients struggle with day in and day out.)
- Continuing the same theme, this slide provides a humorous reflection of how line managers may see/value the HR department’s current offering.
- This slide is intended to highlight the changing role that HR has played in leading organisations over the past decade, and where the transitions in thinking have occurred.