
Recent I got the opportunity to attend an HR Conclave held at BBSR.
PFB the list of speakers:
1. Mr. Dharmarajan, Head HR – L & T ECC
2. Mr. Ramesh Shankar, Director HR – ABB
3 Mr. R. Sridhar, Executive VP – HR, ITC
4. Mr. Aquil Busrai, Chief Advisor – HR, JSPL
5. Mr. Emmanuel David, Group HR Head – Ramky Group
6. Mr. D. K. Mohapatra, VP – Global Learning & Develepment, Suzlon Group
7. Mr. Raj Narain, Director – HR, Metro Cash & Carry
Some of the learnings from the session:
Session by Mr. Dharmarajan, Head HR – L & T ECC:
Topic- Crafting HR Practices capturing people, performance, information and work Salient Points:
1. L&T believes in a culture of innovation to improve productivity
2. Action Plan : To create HR processes for the institutionalization of ROTE (Return on talent employed)
3. Focus : Engaged Employees (One who says good things about the org, wants to stay long term, goes an extra mile)
4. People Orientation by founders of L&T: Real assets are people.
5. The following are the building blocks for HR actions items-People-Work/Motivation-Opportunities-Quality of Life-Procedures-Rewards
6. Under “People” bucket, several intergration programs are in place like the following-GET TOP-Dedicated HR Resource-6 day orientation program for GETs (Gradudate Engineer Trainee)-Communication Skills-Techno managerial skills
7. An exhaustive HR Portal
8. Quality policy for HR
9. A Lean HR team 1:200
10. The Pay & Benefits program is sensitive to market changes (ESOPs)
11. Performance Management System is known as FAIR (Framework linked to Appraisals & Rewards). It is a 3-tier system with a top management committee approach.
12. They have tie-ups for educational programs with institutues like IIT-BIS, XLRI, SPJ, IIMA
13. There is well structured career advancement program for high fliers
14. Gallup Q12 Engagement Hierarchy
15. WHEEL : Working towards higher employee engagement levels
Session by Ramesh Shankar, Director HR - ABB:
The presentation basically covered the below points. ·
ABB people strategy·
Business Principles·
Performance Management·
Information processes·
HR processes
1. HR is divided into the below segments -Business Excellence-Talent Management -Rewards & Benefits
2. Business Principles are based on Responsibility, Respect and Determination
3. Performance Management : It is based on preparation of yearly PDA. Results VS Behavioral Matrix. They firmly believe that behavior of an individual is as important as results.
4. HR information and communication processes:-Sampark (SMS based communication services)- HR helpdesk-HR Cockpit (Policies)-Support Service Points in HR Portal-Health Space
5. Key HR Processes-Strategic HR-Business HR (40 Business Units –BP HR)-Administrative HR (Recruit, T&D, Leave, Payroll)(Source & Select, Develop & Counsel, Reward & Retain, Redeploy & Retire)
6. Business Excellence :-E-Recruitment-E-Campus-Graduate Assessment Center-HR Helpdesk-BU HR Workbench-Café HR-Travel management-System-HR cockpit-HR Kiosk (For blue collared employees just like an ATM counter, to facilitate leave application)-Sampark-PDA-Recognition Program (Empower)-Online Compensation Management System.-E exit tool (Apply Online)
7. Administration- Relocation of offices and infrastructure requirements- Review of rentals – offices and company leased premises- Process re-engineering for re-imbursement of mobile and travel expenses- Food coupons- Energy savings- Safety audits- Disposal of un-utilised assets
Summary :
1. Focus on innovation in HR
2. Focus on improving our processes and systems
3. Engaging employees
4. Authentic communication
5. Creating a better and enjoyable work place.
Session by R. Sridhar, EVP – HR, ITC:
1. A process must create value for customers and organization.Processes can be categorized as follows:-Customer-Developent-Staff & Services-Integration-Planning & Control
2. Contextuality within Processes:-The importance of fit and consistency among a firm’s processes-Processes are found to provide sustainable competitive advantage only when they are designed and implemented as to exhibit dense interactions and different interactions
3. People in Processes-Multidisciplinary, cross functional Process Teams is one of the crucial success factors to the evolution of process excellence-Achievement of Process excellence necessitates change of managerial roles like front line entrepreneurs and mid level: capability developers and “Linkers”
Session by Emmanuel David, Group Head HR, Ramky Group :
He spoke on building HR capabilities to build value. The main areas of his focus were, HR strategic road map, business results, key performance drivers (Improve Workforce Productivity, quality of people management, leveraging innovation, stakeholders value creation, engaged employees), human capital capabilities (Leadership capability, workforce performance, ability to change, employee satisfaction, workforce adaptability, resource management), human capital processes (Competency management, career development, PMS, Succession planning, recruiting, workforce planning, workplace design.
Session by Aquil Busrai, founder, Aquil Busrai Consulting (Ex- IBM HR Head)
The session primarily focused on changing business trends. Competitive advantage has shifted from capital, technology, access to market to PEOPLE. Managing people has become part of business imperative. The profession of HR has undergone major evolution. 70s-Employee Relations80s-Change Agent90s-Business Partner HR should become a business influencer, help grow the business not maintain it. The need of the hour is to get of our own vortex of transactional attitude and add value to our processes. We must develop a mindset of touching business.
At IBM, the concept of People’s Managers (Line managers) was prevalent. They were entirely responsible for around 25 folks under them. HRs acted as their advisors. Session by Dilip Mohapatra, VP, Global L&D, Suzlon Dilip talked about HR professionalism: The key to survival. How the rate of technological innovation is increasing and cost of mobilizing capital, information and people is going down.
CEO’s expectations of HR: -
Knowledge Management-
M & A initiatives-
Workforce Scenario Planning.
Employee’s expectations:
1. Compensation
2. Learning opportunities
3. Career growth
4. R&R
5. Autonomy and freedom
HR needs to behave like a credible activist.
-Delivering results with integrity
-Strive to be error free
- Ask important questions
-Figure out key information to share
-Build a communication plan
-Build relationships of trust
-Doing HR with attitude (Positive, upfront)
Operational executor:
-Implementing workplace policies: Labour legislation
-Manage the arrangement of physical space and workplace environment
-Design flexible work schedules Business Ally:
-Serving the value chain-Interpreting social context
-Articulating the value proposition-Leveraging business technology.
Overall, it was a very enriching experience. It was more special for me personally, 'coz it was held in my college, from where I did my MBA, meeting up my professors after one year, catching up with them really made me nostalgic. All of them looked so glad to see me after such a long time. he he....