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---By Vipul Saxena
Typical Challenges for HR when
Organisation seeks Change
No Clarity on Role & Responsibility
No Clarity on Targets
No Clar...
Remedies to HR Challenges










Role & Responsibility clarity (JDs)
Measurable KRAs
Mapping of KRA achievement...
VP HUMAN
RESOURCES

Senior
Manager - HR
DGM - HR

Senior
Manager - HR

Asst
Manager-HR

Senior
Executive

AGM –
CORPORATE
...
Recruitment Status – 1st April 20… to 31st March 20…

Location

Total

Vacancies

Closed

Hold

Balance
Recruitment Cost 20….
No. of New Joinees - April – Mar.
No. of Candidates sourced through Portal and other sources
No. of ...
Challenges faced
by Recruitment team
 Vacancies given without clarity on actual expected profile
 Final decision after i...
Particulars

Total No of Training Hours
Conducted
Total No of Employee

Cost of Training (Rs.)
Per Hour Cost of Training
(...
Manpower and Salary Data

No. of Employees as on
Salary Cost (P.A.) as on
Cost of increment ( 2011-12 )
Salary Cost post i...
No. of Employees –
Salary Cost Increment Cost (… %) -
RATING

A

B

C

D

IDEAL DISTRIBUTION
NORMAL DISTRIBUTION
CURRENT DISTRIBUTION

56
111
3

56
334
15

888
556
127

56
89
6...
Units

Trivandrum
Banglore/ Mang
Jamnagar
Mumbai
Indore
Chennai
Bhavnagar
Bhuj
Hyderabad
Total

Total
No. of new
No. of
To...
HR Way Ahead
Manpower Planning &
Organisation Restructuring
Action Plan Preparation of Organization Charts to support Business
Plan.
A...
Strengthening the Organisation with right person
with right attitude at right job at right time
Action Plan Closure on cr...
Total Vacancies as on 31st March

Location
Ler
Jam Khambalia
Trivendrum
Madhapar & Baraya
Mumbai , Dapoli,
Shrivardhan & O...
Vacancies to be completed by 31st

Location
Bhuj
Jamnagar

Trivendrum
Hyderabad
Mumbai
Total

Manager &
Above

Officer/Eng...
Vacancies to be completed by 31st

Location
Bhuj
Jamnagar
Trivendrum
Hyderabad
Mumbai
Total

Manager &
Above

Officer/Engr...
Manpower Rationalization
Action Plan Manpower Optimization/ Rightsizing
Activities to be undertaken Study Function wise/...
Training & Development
Action Plan  Improvement in Training Process & Measuring training impact/
effectiveness
Activities...
Knowledge Management
Action Plan  Initiating, developing and Implementing the knowledge management
policy
Activities to b...
HR Process Development
& Improvement

Action Plan Making HR practices process driven
Activities to be undertaken Define a...
Employee Engagement

Making HR practices more employee friendly
Action Plan Review & modification of HR Policies to meet ...
Employee Engagement
Establish communication link with employees and enhance their
involvement in various activities
Action...
Career &
Succession planning
Action Plan Succession Planning & Development Plan of Key Talents
for Key Positions
Induct ...
Performance Management
System
Action Plan  Revamping of PMS system by making it more transparent and
objective.
Activitie...
Employer Branding & Employee Satisfaction:
Enthuse workforce through Reward and
Recognition Strategy

Action Plan  Award/...
Compensation
& Benefits Strategy

Action Plan Restructure Compensation Package as per Industry
benchmark
Activities to be...
Labour Law &
Statutory Compliances

Action Plan Study of applicable Labour Laws and adherence to the Same.
Activities to ...
Risk Mitigation
Action Plan Study of Risk pertaining to talent retention and employee
safety
Provide health support
Enh...
New Initiatives

Action Plan  5 S – A Japanese mythology for organised workplace
 Buddy System
 Management of interdepa...
TEN COMMANDMENTS
by
Vipul Saxena
Have confidence in you and
your actions.
Trust your team but keep
guiding them.
Follow
 I am ok, You are ok instead vice versa
 Everyone is nice unless proved
otherwise
 Do not deprive anyone of pers...
Keep off from HALO and HORN
effect.
Give a patience hearing to
everyone who approaches
you. (Offer him/her a chair &
allow him/her speak first)
A Rupee belonging to the
organization is costlier than your
own rupee. Better be a miser while
dealing with organizational...
Make sure you communicate so clear
that the receiver understands the
exact meaning you wanted him/her
to understand.
Panic/Tension is no solution to
any problem/situation
Giving up under pressure situation is a
clear sign of lack of proper knowledge
and confidence. Better accept it and do
som...
“CHANGE” is inevitable, those who accept it
are able to face the latest challenges &
grow, those who don ’ t - remain
stag...
Contents of the slides are neither instructions nor
guidelines.
These are purely based on my personal experiences
over the...
Those who think they know it all have no way of finding out they don’t
Treat all
setbacks as
temporary
For things to change,
first I must change
Cultivate curiosity, for it is the seedbed
of discovery and the author of invention
The key to
successful
leadership today
is influence, not
authority
The difference
between the
impossible and
the possible lies
in a person’s
determination
“Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the Opportunity,
Lets Do It…”
Those who think they know it all have no way of finding out they don’t
Treat all
setbacks as
temporary
For things to change,
first I must change
Cultivate curiosity, for it is the seedbed
of discovery and the author of invention
The key to
successful
leadership today
is influence, not
authority
The difference
between the
impossible and
the possible lies
in a person’s
determination
“Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the Opportunity,
Lets Do It…”
Those who think they know it all have no way of finding out they don’t
Treat all
setbacks as
temporary
For things to change,
first I must change
Cultivate curiosity, for it is the seedbed
of discovery and the author of invention
The key to
successful
leadership today
is influence, not
authority
The difference
between the
impossible and
the possible lies
in a person’s
determination
“Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the Opportunity,
Lets Do It…”
Those who think they know it all have no way of finding out they don’t
Treat all
setbacks as
temporary
For things to change,
first I must change
Cultivate curiosity, for it is the seedbed
of discovery and the author of invention
The key to
successful
leadership today
is influence, not
authority
The difference
between the
impossible and
the possible lies
in a person’s
determination
“Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the
Opportunity, Lets Do It…”
Those who think they know it all have no way of finding out they don’t
Treat all
setbacks as
temporary
For things to change,
first I must change
Cultivate curiosity, for it is the seedbed
of discovery and the author of invention
The key to
successful
leadership today
is influence, not
authority
The difference
between the
impossible and
the possible lies
in a person’s
determination
“Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the Opportunity,
Lets Do It…”
Annual business plan hr  template : play this in slide show mode
Annual business plan hr  template : play this in slide show mode
Annual business plan hr  template : play this in slide show mode
Annual business plan hr  template : play this in slide show mode
Annual business plan hr  template : play this in slide show mode
Annual business plan hr  template : play this in slide show mode
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Annual business plan hr template : play this in slide show mode

This is the Template which can be used for presenting Annual Business Plan for HR Deptt.
I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts

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Annual business plan hr template : play this in slide show mode

  1. 1. ---By Vipul Saxena
  2. 2. Typical Challenges for HR when Organisation seeks Change No Clarity on Role & Responsibility No Clarity on Targets No Clarity of Performance Evaluation Process/career planning Flat Organisation Possibility of potential leaders/performer remain in hiding Groupism, Personal bias, Regional bias etc New joinee’s discomforts Inter departmental conflicts Communication barriers between Management and Employees Uneven Distribution of Increments Top performer’s lot is combination of actual performers and diplomats His man/Her man feeling among employees Names of Employees in the list of Promotion or Awards predictable Bell Curve / Hierarchical Pyramid becomes reverse
  3. 3. Remedies to HR Challenges         Role & Responsibility clarity (JDs) Measurable KRAs Mapping of KRA achievement with reference documents Process driven Orgainsational restructuring Increment and Promotion Policy Bell Curve Multi Cultural Human Resource Informal Communication Platform- Tea with HR, Tea with MD and People Connect etc  Cross Functional meetings  Buddy System  Increase people involvement in planning and organising various events and activities
  4. 4. VP HUMAN RESOURCES Senior Manager - HR DGM - HR Senior Manager - HR Asst Manager-HR Senior Executive AGM – CORPORATE HR Senior Executive Assistant Manager - HR Senior Executive Executive - HR Executive Senior Executive - HR
  5. 5. Recruitment Status – 1st April 20… to 31st March 20… Location Total Vacancies Closed Hold Balance
  6. 6. Recruitment Cost 20…. No. of New Joinees - April – Mar. No. of Candidates sourced through Portal and other sources No. of Candidates sourced through Consultants CTC Value of the New Joinees Total amount of Professional Fees paid to Consultants Total Cost saved on Recruitment Cost of Hiring through Consultant in % of CTC
  7. 7. Challenges faced by Recruitment team  Vacancies given without clarity on actual expected profile  Final decision after interview unreasonably delayed resulting in losing candidate  After CVs are shortlisted/candidates shortlisted position goes on hold  Candidates are made to wait for long hours  Candidates are called for second round which is not possible for most candidates  After selection, candidate is offered salary/Designation he is currently drawing or lower, resulting into losing candidates  Candidates from good Companies are not interested/decline the offer due BIFR tag
  8. 8. Particulars Total No of Training Hours Conducted Total No of Employee Cost of Training (Rs.) Per Hour Cost of Training (Rs.) Training Hour Per Employee (Hr.min.) Total Group HO Unit 1 Unit 2 Unit 3
  9. 9. Manpower and Salary Data No. of Employees as on Salary Cost (P.A.) as on Cost of increment ( 2011-12 ) Salary Cost post increment (P.A.) No. of Employees joined till date New joining employee salary cost (P.A.) Total No. of Employees as on 31st Mar. Total Salary Cost (P.A.) as on 31st Mar. 9
  10. 10. No. of Employees – Salary Cost Increment Cost (… %) -
  11. 11. RATING A B C D IDEAL DISTRIBUTION NORMAL DISTRIBUTION CURRENT DISTRIBUTION 56 111 3 56 334 15 888 556 127 56 89 659 E TOTAL No. of Employees 56 1112 22 1112 308 1112 1000 Rating Ideal Normal Current Ideal Normal Current Rating % Rating % Rating % Distribution Distribution Distribution A B C D E 5 5 80 5 5 10 30 50 8 2 0.2 1.3 11.4 59.2 27.6 900 800 NO. OF EMPLOYEES 700 600 CURRENT DISTRIBUTION 500 IDEAL DISTRIBUTION NORMAL DISTRIBUTION 400 300 200 100 0 0 1 A 2 B 3 C -100 GRADES 4 D 5 E 6 56 56 888 56 56 111 334 556 89 22 3 15 127 659 308
  12. 12. Units Trivandrum Banglore/ Mang Jamnagar Mumbai Indore Chennai Bhavnagar Bhuj Hyderabad Total Total No. of new No. of Total Attrition Employees as joinees from employees left Employees as rate on 1st. Apr '12 Apr '12 to in Apr '12 to on 31st Mar Mar '13 Mar '13 '13
  13. 13. HR Way Ahead
  14. 14. Manpower Planning & Organisation Restructuring Action Plan Preparation of Organization Charts to support Business Plan. Activities to be undertaken Prepare Organization Chart to meet the Organisation Process and Business need Target - 30th June 2013 14
  15. 15. Strengthening the Organisation with right person with right attitude at right job at right time Action Plan Closure on critical positions within stipulated TAT (Turn Around Time) Activities to be undertaken Identify & recruit key strategic resources Roll out recruitment plan for vacancies for all locations for FY 13-14 Target – As per Recruitment Plan 15
  16. 16. Total Vacancies as on 31st March Location Ler Jam Khambalia Trivendrum Madhapar & Baraya Mumbai , Dapoli, Shrivardhan & Other locations Total Manager & Above Officer/Engr. To Dy. Below Officer & Mgr. Trainees Total
  17. 17. Vacancies to be completed by 31st Location Bhuj Jamnagar Trivendrum Hyderabad Mumbai Total Manager & Above Officer/Engr. To Dy. Below Officer & Mgr. Trainees Total
  18. 18. Vacancies to be completed by 31st Location Bhuj Jamnagar Trivendrum Hyderabad Mumbai Total Manager & Above Officer/Engr. To Dy. Below Officer & Mgr. Trainees Total
  19. 19. Manpower Rationalization Action Plan Manpower Optimization/ Rightsizing Activities to be undertaken Study Function wise/ Department wise/ Section wise existing manpower in terms of roles ,responsibility, reporting relationships and nature of work being carried out. Maintain Manpower Records. Target - 31st Mar 2014 19
  20. 20. Training & Development Action Plan  Improvement in Training Process & Measuring training impact/ effectiveness Activities to be undertaken  Develop process for Training Need Identification.  Prepare training calendar based on TNI inputs, failures, wastage and cost loss  Identify/ developing in-house Instructor/Trainers or Subject matter experts for all the domains.  Prepare Training Assessment Sheet to record quality of training/ learning index of trainees  Prepare Training Impact Assessment process st Target - 2 man-days per employee, per annum - by 31 Mar. 2014 20
  21. 21. Knowledge Management Action Plan  Initiating, developing and Implementing the knowledge management policy Activities to be undertaken  Recording and documenting process flow chart and SOPs/SMPs  Recording of stage wise process parameters / limits / yields / check lists in manufacturing / technical / financial / administration / Quality etc.  Security / confidentiality of KM data Target - 30th Sept. 2013 21
  22. 22. HR Process Development & Improvement Action Plan Making HR practices process driven Activities to be undertaken Define all processes involved in HR practice viz: Recruitment, Training, Salary Disbursement, Career Planning, PMS, Succession Planning, Separation etc. Target - 30th Sept 2013 22
  23. 23. Employee Engagement Making HR practices more employee friendly Action Plan Review & modification of HR Policies to meet Company Business Plan Activities to be undertaken Review and modification of HR policy Well structured induction plan for new joinees th Target - 30 June 2013 23
  24. 24. Employee Engagement Establish communication link with employees and enhance their involvement in various activities Action Plan – Introduce Two way communication channels with employees to increase interaction for organisational development. Activities to be undertaken  People Connect has already been launched  Enhancement of employee involvement on People Connect to increase Communication  Formation of Event team to plan and organise Management and Fun events during the year Target - 30th June 2013 24
  25. 25. Career & Succession planning Action Plan Succession Planning & Development Plan of Key Talents for Key Positions Induct young force Activities to be undertaken Seek inputs from HODs about their successor and development plan Introduction of well motivated GET/Mgmt Trainee scheme th Target - 30 Sept. 2013 25
  26. 26. Performance Management System Action Plan  Revamping of PMS system by making it more transparent and objective. Activities to be undertaken  Define clear cut job roles & measurable KRAs (JD & KRAs)  Align PMS with business plan, transparent measurement and evaluation system  Increment and promotion policy and Bell Curve implementation th Target - 30 Sept. 2013 26
  27. 27. Employer Branding & Employee Satisfaction: Enthuse workforce through Reward and Recognition Strategy Action Plan  Award/ Reward scheme and recognition  Employee engagement activities Activities to be undertaken  Setting up Reward & recognition schemes e.g. Employee of the month, Long service award etc.  Prepare yearly Event Calendar and execute it Target - 30th June 2013 27
  28. 28. Compensation & Benefits Strategy Action Plan Restructure Compensation Package as per Industry benchmark Activities to be undertaken Recast Salary grid w.r.t. Education, Skills, Designations, Experience and salary breakup Study Compensation / Market benchmark th Target - 30 Sept. 2013 28
  29. 29. Labour Law & Statutory Compliances Action Plan Study of applicable Labour Laws and adherence to the Same. Activities to be undertaken Prepare Checklist for all the applicable Labour laws with the compliance points. Establish the Owners for all the compliances. Monitor and Comply all the applicable laws. th Target - 30 June 2013 29
  30. 30. Risk Mitigation Action Plan Study of Risk pertaining to talent retention and employee safety Provide health support Enhance security of intellectual property Activities to be undertaken Prepare Risk-list for all the Units Chart out and implement mitigation plans Mediclaim policy for employees with family floater inclusive of parents Signing of Non-Disclosure Agreement by all employees th 30 Target - 30 June 2013
  31. 31. New Initiatives Action Plan  5 S – A Japanese mythology for organised workplace  Buddy System  Management of interdepartmental conflicts  Management of manpower distribution based on Performance Activities to be undertaken  Beginning of 5 S initiative  Introduction of Buddy system (Initiated)  Cross functional meetings among the departments (Initiated)  Bell Curve (initiated and to be implemented in phased manner over 3 years) 31 st Target - 31 Dec. 2013
  32. 32. TEN COMMANDMENTS by Vipul Saxena
  33. 33. Have confidence in you and your actions.
  34. 34. Trust your team but keep guiding them.
  35. 35. Follow  I am ok, You are ok instead vice versa  Everyone is nice unless proved otherwise  Do not deprive anyone of personal needs due to unsatisfactory performance.  Assess the performance not the physical appearance.
  36. 36. Keep off from HALO and HORN effect.
  37. 37. Give a patience hearing to everyone who approaches you. (Offer him/her a chair & allow him/her speak first)
  38. 38. A Rupee belonging to the organization is costlier than your own rupee. Better be a miser while dealing with organizational fund than feeling a pinch later if not spent gainfully.
  39. 39. Make sure you communicate so clear that the receiver understands the exact meaning you wanted him/her to understand.
  40. 40. Panic/Tension is no solution to any problem/situation
  41. 41. Giving up under pressure situation is a clear sign of lack of proper knowledge and confidence. Better accept it and do something about it. Those who can absorb and know how to handle the pressure can only grow.
  42. 42. “CHANGE” is inevitable, those who accept it are able to face the latest challenges & grow, those who don ’ t - remain stagnated.
  43. 43. Contents of the slides are neither instructions nor guidelines. These are purely based on my personal experiences over the years. Hence applicability & results of these depend upon judicious use of these.
  44. 44. Those who think they know it all have no way of finding out they don’t
  45. 45. Treat all setbacks as temporary
  46. 46. For things to change, first I must change
  47. 47. Cultivate curiosity, for it is the seedbed of discovery and the author of invention
  48. 48. The key to successful leadership today is influence, not authority
  49. 49. The difference between the impossible and the possible lies in a person’s determination
  50. 50. “Today’s Problems are Results of Yesterday’s Indecisions; Indecision Erases the Opportunity, Lets Do It…”
  51. 51. Those who think they know it all have no way of finding out they don’t
  52. 52. Treat all setbacks as temporary
  53. 53. For things to change, first I must change
  54. 54. Cultivate curiosity, for it is the seedbed of discovery and the author of invention
  55. 55. The key to successful leadership today is influence, not authority
  56. 56. The difference between the impossible and the possible lies in a person’s determination
  57. 57. “Today’s Problems are Results of Yesterday’s Indecisions; Indecision Erases the Opportunity, Lets Do It…”
  58. 58. Those who think they know it all have no way of finding out they don’t
  59. 59. Treat all setbacks as temporary
  60. 60. For things to change, first I must change
  61. 61. Cultivate curiosity, for it is the seedbed of discovery and the author of invention
  62. 62. The key to successful leadership today is influence, not authority
  63. 63. The difference between the impossible and the possible lies in a person’s determination
  64. 64. “Today’s Problems are Results of Yesterday’s Indecisions; Indecision Erases the Opportunity, Lets Do It…”
  65. 65. Those who think they know it all have no way of finding out they don’t
  66. 66. Treat all setbacks as temporary
  67. 67. For things to change, first I must change
  68. 68. Cultivate curiosity, for it is the seedbed of discovery and the author of invention
  69. 69. The key to successful leadership today is influence, not authority
  70. 70. The difference between the impossible and the possible lies in a person’s determination
  71. 71. “Today’s Problems are Results of Yesterday’s Indecisions; Indecision Erases the Opportunity, Lets Do It…”
  72. 72. Those who think they know it all have no way of finding out they don’t
  73. 73. Treat all setbacks as temporary
  74. 74. For things to change, first I must change
  75. 75. Cultivate curiosity, for it is the seedbed of discovery and the author of invention
  76. 76. The key to successful leadership today is influence, not authority
  77. 77. The difference between the impossible and the possible lies in a person’s determination
  78. 78. “Today’s Problems are Results of Yesterday’s Indecisions; Indecision Erases the Opportunity, Lets Do It…”
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This is the Template which can be used for presenting Annual Business Plan for HR Deptt. I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts

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