We (HR) can't work the way, we worked in past. HR need to be more proactive and understand the business to make the impact. HR is now a strategic business partner. However HR professionals need to embed with new skill sets.

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Human Resource: Enabler & Driver
Vinod Bidwaik
Director-HR
DSM India Pvt. Ltd.

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Contents..
1
Introduction
Changing face of HR
HR Transformation
Challenges to HR & HR Strategy
1
2
3
4
Conclusion5

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Changing Face of HR..
2
Welfare
officer
• Employee Advocate and mainly involve in arranging welfare activities for employees.
• Legal requirement as per the Factories Act 1947,
• Service Function
Admn.
officer
• Purely administrative limited to time office and payroll,
• Compliance,
• No impact on the business,
Personnel
Manager/
IR
Manager
• Administrativee focus, Service function
• Management representative,
• Compliance Mindset.
• Industrial Relations
Transformed
HR/Strategic
HR
• Business Differentiator, Part of the business vision
• Well-defined skill sets,
• HR Expert,
• Business understanding
HRM
• Reactive approach,
• Scope of activities enlarged,
• Isolated from the business,
• Support function.
BusinessImpact

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3
Why should HR change?

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“The Future arrived
when we weren’t
looking, so we’re
still dealing with
issues, ideas and
programs that don’t
fit the world’s new
realities.”
:Peter Drucker

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Business Challenges
5
Empower, Enlighten, Educate, Enrich, Entertain, Encourage
HR Process as per the DSM HR Requirements

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Key HRM challenges
Rapid change Inclusion &
diversity
Globalization
Technology
explosion
Legislation &
NGOs
EBA
Rise of the
service
sector
War of Talent
6
Values Expectations
Work life
balance
Demography
Social
Responsibility
Gen Next
Fun Life Style
Restructuring Rightsizing
Employee
Relations
Engagement
Cost Technology
Life
Expectancy
Economy
Environmental Individual Organizational

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7
How can HR
professionals
Produce
significant
value
and deliver
results???

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HR has the
challenge to
design HR
strategies which
can match
Business
Strategies

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Strategic HR
Strategic
HR
Cross
boundaries
of the
function
Sustainable –
Long term &
beyond the
vision
Totality:
Inter-linkage
to part of
organization
Link to
external
environment

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4C of
Strategy
Clear
Consistent
Concrete
Complete
Strategy 4C

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Leadership Capabilities for HR Professional
12
STRATEGIC THINKING
Creating an inspiring
vision for the future
IMAGINING
FUTURE
SCENARIOS
SEEING
PATTERNS
EXTERNAL
SCANNING
LONG-TERM
PLANNING
COLLABORATION
Collaborating across the
business with a true
partnership mindset
ACTIVE
INTEREST IN
OTHERS
EMPATHY AND
LISTENING
EXPRESSION AND
INFLUENCE
WORKING
THROUGH
NETWORKS
LEADING PEOPLE
Bringing out the full
potential in individuals
and teams
ACTIVE
INTEREST IN
OTHERS
EMPATHY AND
LISTENING
COMMUNICATION
AND COACHING
DEVELOPING
AND ENABLING
LEADING CHANGE
Facilitating adaptability
and transformation
EXPRESSION AND
INFLUENCE
SYSTEMS
UNDERSTANDING
PARTICIPATION
USING STORIES

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Future HR
HR in 2020
Leaders Readiness and
maturity for the new economic era
HR Transformation
Strategic Workforce
planning &
Selective Hiring of
Fresher
HR Demographics & Analytics
(RE) emergence of
Industrial Relations Role
Focus on OD & Culture Agenda
HR as a differentiator,

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Questions!
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