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GOOD AFTERNOON & WELCOME

GOOD AFTERNOON & WELCOME. SEKHAR.S.IYER, VP-HR, REI ELECTRONICS,MYSORE. PRELUDE-1. IT IS H R(Employees) WHO LEVERAGE RESOURCES RESET BOUNDARIES BRING NEW VALUE TO ORGANISATIONS BOOST STAKE HOLDERS CONFIDENCE PROVIDE THE COMPETETIVE EDGE

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GOOD AFTERNOON & WELCOME

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  1. GOOD AFTERNOON & WELCOME SEKHAR.S.IYER, VP-HR, REI ELECTRONICS,MYSORE

  2. PRELUDE-1 • IT IS H R(Employees) WHO • LEVERAGE RESOURCES • RESET BOUNDARIES • BRING NEW VALUE TO ORGANISATIONS • BOOST STAKE HOLDERS CONFIDENCE • PROVIDE THE COMPETETIVE EDGE • THROUGH INNOVATION AND CREATIVITY KEEP THE PRODUCTS LIVE

  3. PRELUDE-2 • HR- THE MOST VALUED RESOURCE • PEOPLE ARE UNIQUE TO ANY ORGANISATION • TECHONOLOGY CAN BE COPIED BUT NOT THE CULTURE

  4. HRM RESTRUCTURED • 1/3 OUTSOURCED • 1/3 BACK TO THE SHOP FLOOR • 1/3 COMPUTERISED • ????

  5. HRM REDEFINED • NO MORE AN ISOLATED ISLAND • INTEGRATED WITH OTHER FUNCTIONS • BUSINESS PARTNER • ENABLING PROCESS • FACILITATOR

  6. HRM REDEFINED • AGENT OF CHANGE • EMPLOYEE CENTERED APPROACH • EMPLOYEES ARE RESOURCES/PROFIT CENTRES • HRM BECOMES A STRATEGIC FUNCTION • THIN LINE BETWEEN DOMESTIC AND GLOBAL HRM

  7. HR MANAGER BECOMES • TEAM BUILDER • KNOWLEDGE GENERATOR • KNOWLEDGE DISSEMINATOR • SYNERGISER • ENTREPRENEUR • BUSINESS PARTNER • CULTURE BUILDER • PERFORMANCE MANAGER

  8. NEW HR MECHANISMS • CONTINUOUS JOB REDESIGN • TRAINING TRANSFER • TEAM BUILDING • REWARD STRUCTURE • QUALITY OF WORK LIFE • ETHICAL WORK CULTURE • CAREER DEVELOPMENT • RIGHT SIZING

  9. CHALLENGES • SOURCING • SKILL DEVELOPMENT(TRAINING TRANSFER) • BUILDING TEAMS THAT PERFORM • RETAINING COMPETENT PEOPLE/PREVENTING ATTRITION • PERFORMANCE FACILITATION • BUILDING ORGANISATIONAL CAPABILITIES

  10. CONTRIBUTING FACTORS OF HR THAT ADD VALUE • PERFORMANCE MEASUREMENT SYSTEM MANAGEMENT • MANAGING QUALITY MANPOWER SHORTAGE • IR MANAGEMENT-PRODUCTIVITY LINKED WAGE SETTLEMENT • VRS

  11. HR COMPETENCIES FOR COMPETITIVE ADVANTAGE • HR WILL BE A MAJOR SOURCE OF COMPETETIVE ADVANTAGE • HR ROLE IS INCREASINGLY AND STRATEGICALLY PROACTIVE • HR NEED TO TRANSFORM WITH THE CHANGING BUSINESS SCENARIO • SUCCESS OF ORGNS WILL DEPEND ON HOW QUICKLY HR MANAGERS ACQUIRE THE COMPETENCIES

  12. REDEFINED HR COMPETENCIES • BUSINES KNOWLEDGE • CHANGE MANAGEMENT • SERVICE ORIENTATION • DIVERSITY MANAGEMENT • EXECUTIVE EXCELLENCE • FINANCIAL PERSPECTIVE • DOMAIN EXPERTIE • PERSONAL CREDIBILITY • IPR SKILLS • STRATEGIC THINKING

  13. STRATEGIC HRM FOR EXCELLENCE • HR STRATEGY IS LONG TERM DIRECTION OF HR FUNCTION • BEST OPTIONS SUITED TO AN ORGANISTION TO MANAGE ITS HR • ENABLES AN ORGN. TO REMAIN EFFECTIVE IN MANAGING ITS HR WITH THE CHANGING BUSINESS ENVORINMENT

  14. STRATEGIC HRM • BUSINESS BRINGS OPPORTUNITIES & ALSO THREATS ALONG WITH IT • THE TURBULENT SITUATION HAS MADE US TO THINK IN THE DIRECTION OF MANAGEING HR IN LINE WITH BUSINESS • STRATEGIC HR CAN BE EXAMINED ONLY IN THE CONTEXT OF BUSINESS SCENARIO IN WHICH THEY OPERATE • ORGANISATIONS ADOPT MESURES LIKE RESTRUCTURING, BPR,RIGHTSIZING ETC. • DEALING WITH HR IS INCREASINGLY CHALLENGING

  15. FRAMEWORK FOR INTEGRATING HRM WITH BUSINESS STRATAEGY • LINKING HR POLICIES WITH THE STRATREGIC MANAGEMENT PROCESS-VISION, MISSION AND CORE VALUES • INTEGRATION OF MIMPORTANC EOF HR IN LINE MANAG4EMENT • INTEGRATION OF WORKERS INTO THE ORGN-IDENTITY OF INTEREST • FIT BETWEEN COMPETITIVE STRATEGY & INTERNAL HR STRATEGY

  16. INTEGRATING HR WITH BUSINESS STRATEGY • EXTERNAL CHANGES DRIVE MGMT TO MAXIMISE THEIR INVESTMENT IN HUMAN CAPITAL • INTEGRATION HR WITH BUSINESS STRATEGY WILL ENSURE THAT EMPLOYEES UNDERSTAND THE RATIONALE FOR CHANGE AND ACCEPT CONTEMPORARY MGMT PRACTICES

  17. INTEGRATION FRAMEWORK • SHAPING THE WORK ENVIRONMENT • ETHICAL WORK CULTURE • DEVELOPING ORGANISTIONAL COMPETENCIES-SOURCING, TRAINING PERFORMANCE MGMT, ETC • SHARED VISION, MISSION AND VALUES • PERFORMANCE ACCOUNTABILITY • CONTINUOUS LEARNING

  18. INTEGRATION FRAMEWORK • INVOLVING HRM IN FRAMING STARATEGIC BUSNSIESS PLAN(SBP) • INVOLVING HRM IN FORMULATING AOP • CORPORATE DRIVEN HR INITIATIVES & PERIODIC REVIEW • HR IN THE STEERING COMMITTEE OR APEX COMMITTEE • HR IN VARIOUS CFTs & MFTs • INVOLVING HRM IN CERTIFICATION PROCESS-ISO, QS, TS ETC

  19. THANK YOU &BEST WISHES SEKHAR.S.IYER CONNECTIVITY: mysoreiyer@gmail.com

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