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Cut throat competition with no Geographical limit
Rapid change in Technology, Product & Services
Ever increasing expectations of Customer, driving from satisfaction to
delightfulness.
Consistent pressure on Cost Reduction & Productivity Improvement.
High expectation of Talent & quick move for growth opportunity.
Economy with High Inflation erosion of profitability & margin.
High regulation of Government agencies in relation to Environment,
Health, Safety & Corporate Governance.
Scenario to get aggravated on ongoing basis throwing complex challenges
to all Business leaders and more to HR Professionals.
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A contemporary leader is one who has responsibility to lead and
consistently deliver results/expectations at respective leadership
roles with Participative style of Management
Professionally competent & thriving to work, lead and deliver on Short
term & Long term basis under uncertain work environment.
Strong envisioning & missioning of the business.
Branding Leadership & adding value to the Business.
Lead from the Front & follow the principal of Walk-the-talk.
Numbers friendly with Financial parameters of Performance.
Friendly with some of the Key HR Processes & able to align them with
the Business Processes for Superior performance.
Good track record of attracting and retaining talent and Good TeamLeader.
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BASIC COMPETENCIES
Planning & Organizing
Problem Solving
Conflict resolution
Team Work
Self Reliance & Confidence
Decision Making
Dependability
Initiative & Drive
Effective Communication
ADVANCED COMPETENCIES
Customer Centric
Managing Performance (Self, Team &
Business)
Interpersonal Relationship
Empowering & Delegation
Achievement Orientation
Networking
Innovation & Creativity
Influencing;
Resilience & Stress Management
Strong in Ethics & Value system
Strategic Thinking
STRONG IN MAJORITY OF 21 SET OF
COMPETENCIES
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Key HR Processes
PRE REQUISITES
Manpower Planning
Recruitment & Selection
Compensation & Reward
Organization Structure
BASIC PROCESSES
PMS
Building competency of
Employee / Business
Advanced HR Processes
Delegation & Empowerment
through Job Description
OB & OD Intervention at
appropriate stage
Integrate & excel the involvement
of Employees as Business
partner/ business leader.
Use of Integrated model for
Business Excellence through -
TQM / TPM / World Class
Manufacturing practices
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LEADERSHIP IS REQUIRED FOR
Group of IndividualsOrganisation/Institution
Community
Society
Nation
Government
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Issues emerging from Leadership Position of theBusiness
Business can be categorised in four stages:
1) Inception Stage
2) Stagnant Stage
3) De-growth Stage
4) Growth Stage
Challenges vary from stage to stage based on the situation in which
the business lies
Challenge for the leader is to understand the requirements and adopt
strategies accordingly
CONTEMPORARY CHALLENGES FOR
A LEADER
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Buy-in of Organisational Vision & Mission and the
Key Objectives with all Business Units- Defining a clear cut Vision & Mission for the Organisation
Identification of elements which are not in alignment with Organisational Vision & Mission
and key objectives and either transform or reject them
Alignment of all business processes with the Core Values and Organisational Goals
Short term and Long Term Business Plans to be aligned, ensuring cohesiveness, and better
bondage with the Organisation
Talent Acquisition- Attracting and deploying leaders wedded to Organisational Philosophy
Understanding the issues and requirements of present generation which has an insatiable
hunger for fast growth and bridging the gap
Talent Retention- Moving towards building an Employee & Business centric Organisation with benchmarked
HR Practices like PMS, Performance linked Compensation & Rewards, Fast track Growth
opportunities for High Potential employees
Creating On and Off the Job Learning opportunities
Open & transparent work culture
CONTEMPORARY CHALLENGES FOR
A LEADER
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Performance Alignment and Monitoring Mechanism- Establishing a sound performance monitoring mechanism to review the
performance at various levels in the Organisation, with support from Top
Management
Performance alignment at Cross functional level, Dept, Function, HOD,Business, Top Management and Board Level
Leaders Transition From Controller to Facilitator- Adopting a Process, Systems & SOP driven culture in the Organisation
Change in Leadership attitude from Diffused to Diffracted State Delegation of Authority
Building Skills of Coaching, Counseling and Mentoring at various levels ofManagement
CONTEMPORARY CHALLENGES FOR
A LEADER
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Institutionalization of Best Work Practices- Internalization of all world class recognized work practices like TQM, TPM, KAIZEN,
5S, Lean Manufacturing
Integrated Management Integrated approach towards decision making, Involvement
of all stakeholders in improving business performance
Brand Building: Conversion of Employees asAmbassadors of the Business
Building Corporate Brand Image through reinforcement of Vision, Mission & Core
Values of the company, Benchmarked HR Practices, Corporate Communication,
Corporate Social Responsibility Initiatives, Industry Academia Interface
Established systems for providing speedy responses to all needs and requirements of
employees including the exit formalities
Physiological needs (transport, health, safety, infrastructure support etc) to be taken
care of on Auto mode
Celebration of formal and informal events
CONTEMPORARY CHALLENGES FOR
A LEADER
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Improvement in Employee Engagement Addressing areas of Employee Engagement like Role Clarity, Availability of
Materials & Equipment, Empathy & Caring Measures, Career Growth
Opportunities, Learning and Development, Mentor or Buddy at Work,
Quality as a Way of Work life, Competency Utilization (Right Person for the
right job), Sense of pride in association with Organisation, Alignment with
Vision, Mission & Values of the Organisation, Rewards & Recognition,Empowerment & participative Decision Making,
Stress Management at all Levels Identification and resolution of Stress causing factors
Stress resolving techniques to be adopted like ensuring Work life Balance,Meditation and Yoga for employees, providing them with Good, Philosophical
Readings, Association with Inspiring people, Working towards buildingSpiritual Quotient in employees, following Ethical Work Practices
CONTEMPORARY CHALLENGES FOR
A LEADER
MASLOWS
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Self Esteem Needs
The organisation improves the systems and establishes people processes andmoves beyond compliance. SOP compliance and systems becomes a practice.The organisation grows better than the market and achieves significant outcomeswhich might yet not be sustainable. Processes and results are benchmarked andpeople attach pride to work with such organisation.Lot of branding effort takes place (Infosys during the early turn of the century)
Self Actualization NeedsThe organisations systems and processes are well grounded and are benchmarked
with the best. The Organisation achieves maturity and plans to move beyond thecompetition. Abundance of talent & leadership, Operational Excellence, contemporary
integrated People Processes to take the organisation to the next level. People takepride in being associated with the organisation
However, the challenges are manifold due to the scale of operations; need to improvethe flexibility of the structure due to the monolithic nature and bureaucracy. Change
management becomes important
Social NeedsOrganisation is still in compliance mode; however attempts are made to improve
the social life. Beginning of teamwork, some interdepartmental cohesion.However the organisation still continues to be in Industrial Organisation modeManagement Practice - Lacks balance between concern for people and concernfor production. Leadership and vision mostly missing
Safety & Physiological NeedsThe organisation focuses on compliance, lacks flexibility. Employee commitment to the job is limited toachieving his personal needs and no organisation specific commitment.HR Practices is limited to developing policies and ensuring compliance. No career orientation
Management - Operational in nature. Leadership and Vision missingIndustrial Organisation - the Businesses to be participated are based on External Environment
MASLOWS MODEL NEED HIERARCHY OF ORGANIZATION/BUSINESS
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MASLOWS MODEL NEED HIERARCHY
OF EMPLOYEESSELF ACTUALIZATION
Excellence In Performance
OE to BE
Benchmarked Processes
ESTEEM NEEDSCompetency Mapping; Building
Competencies; Train the Trainers;Mentoring Scheme; Leadership
Development; Rewards &Recognition; OHS; Cross Functional
Needs; Monthly DOC Meetings
SOCIAL NEEDSCelebrations; Caring Measures;
Communication; Affiliation & network withdifferent Management bodies
SAFETY NEEDSHousing Loan, House Purchase/Renovation Loan; Marriage Loan for Self &
Dependent; Education Loan; Medical Loan; Short Term Loan; Award &Scholarships; Family Relief; Medical Relief; Benchmarked Compensation;
Organization Structure; SOPs; ISO Audit; Insurance; Mediclaim; PMS
PHYSIOLOGICAL NEEDS
Hygiene Factors; Basic Infrastructure; Facility for Transport, Canteen& Recreation; Compensation & Benefits
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BY CORPORATE STRATEGIC HR GROUP
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2007 - 2009
Manpower Planning
Compensation & Benefits
Organization Structure
PMS & Rewards
Job Description
SOP
2010
HR POLICY GUIDELINES
Induction
Competency Mapping & Training
Building Competency of SBUHeads
Organization Health Survey
Mentoring Scheme
Suggestion Scheme
Employee Referral Scheme
Exit Interviews
2011
Competency Mapping across theOrganization
Building Competencies ofEmployees at all Levels
Benchmarking of Compensation &Reward
High Potential Employees
Delegation of Authority
Magnet Award ; Star PerformerAward; Manager of the Year Award
Corrective Measures based OHS
Findings
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HIGH
SPIRITEDEMPLOYEES
TALENT
RETENTION
CADILA
EMPLOYEROF CHOICE
PREFERED
EMPLOYER
(Talent
Attraction)
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It aims to make New Joinees comfortable
Welcome of Employees by HR & other departments by Bouquet &Name on the Board
Employees Inducted on Vision & Mission; Cadila Group & sistercompanies; HR Policies ; SOP; Organization Structure & PMS
Induction Duration Below GM 2days & GM & above 3 days
100% of the employees go through Induction on joining
INDUCTION
Each SBU & division with Profit & Loss accountability is entitled forVariable Pay
Variable Pay linked to budgeted PBT
Corporate & support functions are entitled on over all achievement
Communication at all management level of Employees
HYPERLINK PAY OUT CHART
VARIABLE PAYSCHEME
Build competencies of Leadership Talent in the Organization
Workshop on PMS & Goal Setting conducted on July 15 17 &August 3 by DR. T.V Rao up to the level on DGM & above
A Workshop on Strategic Marketing Mapping will be conducted byProf. Abraham Koshy on December 13 14 2010
BUILDINGLEADERSHIP
COMPETENCIES OF
SBU HEADS
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Proactively create conducive environment for successful induction of newmember
Executive & above category up to GM are eligible. Scheme implemented inBhat from August 1, 2010
2 Day workshop on Building Mentorship Competencies conducted in 2phases & Total 53 Top Executives AGM & above trained
11 New joinees in Bhat are allotted Mentors
(HYPERLINK COMPASS FOR FEEDBACK)
MENTORSHIPSCHEME
Integrated Care of Employees through MBFS - Financial support through increase inamount in various loans. Financial relief in case of major sickness & unfortunateevent as death. Education Awards & Scholarships for Employee Children. Publication& Distribution of Booklet on MBFS
CELEBRATIONSMarriage & Birthday Party Celebrations; Team Success Celebrations;New Joinee Get Together
Alternate Saturdays Off & Flexible Working Hours
Vision, Mission, Values Communication
CARING MEASURES
CADILOGUE distribution at FO level
INTERNAL BRANDING - Initial phase intends to create a platform forstructured but informal communication
VEHICLES Know Your (XYZ) Series; Expressionz; Cultural Cab;Personalization (Proud People); Volunteering
COMMUNICATION
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COMPETENCY MAPPING
Core; Generic; Managerial; Functional & Behavioural Competencies
framework to be finalized
Behavioural Indicators for Top 21 Corporate Competencies defined
Proficiency Level from Basic to Expert Defined
Career Crossroad Model Developed
Mapping of Benchmarked Roles & Competency
Model developed by December 2010
Competency Mapping for Managers & above June 2011
BUILDING COMPETENCIES
Managerial; Generic; Functional & Behavior Training Needs
Identified
Analysis of Level wise & Location wise needs done
Identified Top 10 Training Needs level wise to be delivered in Phase 1
Phase 1 to be covered in January - July 2011
No. Of Employees to be covered:- 795
(LEVEL 1 561; LEVEL 2 162; LEVEL 3 - 72 )
Investment Involved Rs. 4738500/-
LEADERSHIP DEVELOPMENT
360 DEGREE FEEDBACK
A Multi Rater feedback approach involving Self; Boss; Subordinates;
Peers & External Customers
Planned to be implemented on voluntary basis in October 2010
In first phase, 20 Senior members to volunteer
Total Investment Involved Rs. 4,40,000
Rs. 1,00,000/ - for individual assessment
Rs. 3,40,000 for 3 day session for Counselling & Feedback
TRAIN THE TRAINERS
A Scheme (TORQUE) has been developed
Use Internal Talent for Building Competencies In House
Internal Trainers to be Trained in a 2 days workshop by NITIE to build
their competency as Trainers
Cross Functional Committee constituted to assess the efficacy of
Trainers. 17 out of 34 nominations validated
Estimated Annual cost saving for 17 trainers Rs. 10,00,000
Deployment of Trainers from November 15 2010
NURTURING SELFESTEEM
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CORE EMPLOYEE DEVELOPMENT
The scheme for developing High Potential Leaders (Core Employees)
developed.
The objective is to retain the Internal Talent by providing faster Career
growth; Training & Development; Specialized PMS & Reward Process
& Special Incentives along with 2 annual job rotations
Criteria for Talent to be linked with Performance
No. of High Potential Talent will be 20 across group
To be implemented in January 2011
EFFECTIVE PMS
Post PMS workshop, Facilitating & Inhibiting factors identified
Recommendations invited from HODs for increasing
Facilitating Factors
Recommendations collated & will be shared with employees
for their feedback
Action Plan for implementation in 4th Week of October
DELEGATION OF AUTHORITY
Each SBU Head / HOD has nominated one of his
Subordinates as Second Line for Development
Empowerment below SBU Heads done
Employees below the level of HOD up to department
Manager level to be empowered
To be implemented by March 2011
THOMAS PROFILING
RIGHT PERSON AT RIGHT JOB
Thomas Profiling is a psychometric tool based on DISC
(Dominance; Influence; Steadiness; Compliance) Theory
Support to validate the judgment of Management for Selection
Recommended to use this tool for Key Positions
A trained HR Facilitator is available to Initiate
To be implemented in November. Cost per Person Rs. 1500/-
Total Cost 1,50,000/-
CREATINGPOSITIVE
ENVIRONMENT
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FEEDBACK MECHANISMS
Induction
Mentorship Scheme
Performance Review Discussions
Facilitating & Inhibiting Factors
Exit Interviews
EXIT INTERVIEWS
Effective exit interviews conducted 1 day prior tothe leaving
Detailed feedback taken
Quarterly analysis of feedback done
Report to be circulated from 4th week of Octoberwith recommendations from HR for corrective
measures
EMPLOYEE SUGGESTION SCHEME
The Scheme is developed & implemented in Bhat
Encourages Cadilians give suggestions on ProductionMethod improvement; Financial Savings; ProcessEnrichment & Operational Efficiency; Energy Efficiency;Organization resource saving; Health , Safety &Environment Measures & Communication Methods
7 Suggestion boxes displayed across Bhat campus
Suggestions collected & documented by HRF everyfortnight. 21 suggestions received & 1 implemented
(HYPERLINK - FEEDBACK COMPILATION)
ORGANISATION HEALTH
SURVEY
Feedback system for employers that would identify &measure elements of employees engagement
Perception of Internal Employees on Parameters like -HR Processes; Business Processes like BE; Product
Quality; Corporate Responsibility; Corporate Branding& Image; Leadership Style; Communication;
To be conducted across organization in December 2010
LISTEN TOEMPLOYEES
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SELF ACTUALIZATIONExcellence In Performance
OE to BE
Benchmarked Processes
ESTEEM NEEDSCompetency Mapping; Building
Competencies; Train the Trainers; MentoringScheme; Leadership Development; Rewards& Recognition; OHS; Cross Functional Needs;
Monthly DOC Meetings
SOCIAL NEEDS
Celebrations; Caring Measures; Communication
SAFETY NEEDS
Modi Benevolent Fund Scheme; Benchmarked Compensation; Organization Structure;
SOPs; ISO Audit; Insurance; Mediclaim
PHYSIOLOGICAL NEEDS
Hygiene Factors; Basic Infrastructure; Facility for Transport, Canteen & Recreation; Compensation & Benefits
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PREFERED
EMPLOYER
EMPLOYER
BRANDING
TALENT
RETENTION
HAPPY
EMPLOYEES
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JUNE 2011:
Complete implementation of all HR Policies
Corrective & preventive measures based on voice captured of employees
Employees to be partnered in Improvement
Implementation of Business Excellence Model (OE to BE)
DECEMBER 2011: POSSIBLE OUTCOMESConsistently Achieving Budgeted Business Plan & Performance; HighDelivery of Ownership; Better Compliance for Systems, Processes,SOPs & Direction; Increased Satisfaction Level of Employees; Open& Transparent Work Culture, Employee Partnering in Business;Enhanced Performance of Employees
2012 ONWARDS : JOURNEY STARTS
Organization Health study from 2012 in alternate 2 years
Benchmarking of Business processes & HR processes
Branding of Cadila through initiatives on Community Education & Health in the surroundingvillages
Scholarships, Awards, Medals & Trophies for academically bright students in ReputedInstitutions
Participation in various National Level Competitions like Jamnalal Bajaj Quality Awards, RajivGandhi Award to establish the Cadila Brand and become the EMPLOYER OF CHOICE
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