Presentation is loading. Please wait.

Presentation is loading. Please wait.

WHY DOESN’T THE HR DEPARTMENT GET ANY RESPECT?. 2 Company Analysis Problem Analysis Initiatives Taken at Loft Action Plan Areas to be covered Research.

Similar presentations


Presentation on theme: "WHY DOESN’T THE HR DEPARTMENT GET ANY RESPECT?. 2 Company Analysis Problem Analysis Initiatives Taken at Loft Action Plan Areas to be covered Research."— Presentation transcript:

1 WHY DOESN’T THE HR DEPARTMENT GET ANY RESPECT?

2 2 Company Analysis Problem Analysis Initiatives Taken at Loft Action Plan Areas to be covered Research Methodology Agenda

3 CHALLENGES FACED BY THE HR DEPARTMENT 1.HR is perceived to be a clerical job 2.Unable to retain talented employees leading to high attrition rate 3.Conflicting opinions about work environment at Loft 4.HR department wasn’t considered competent enough to resolve internal problems faced by employees and it had constantly failed to resurrect its image 5.Inaccurately issued bonus checks causing problem in payroll which took too much time to resolve was further detrimental to HR’s image

4 INITIATIVES TAKEN AT LOFT 1.One to one discussions with senior executives probing about skills required in their employees. 2.Establishment of internal service standards, performance guarantees and ongoing customer satisfaction measurement programs 3.Comprehensive assessment of the quality of the HR staff 4.Drafted plans to help educate company’s employees about the role of HR 5.Implemented an “HR ambassador “ program to help people voice their issues

5 THINGS TO BE DONE 1.The very first step to be taken would be that of a thorough HR audit – to diagnose the problem from its root, and not concentrate at the symptoms alone 1.Look at what the HR department at Loft actually does 2.Finding out what exactly Washington brought to the table when he was CEO 1.Feedback to be taken from all stakeholders, especially the senior management that was very closely associated to him 2.The motive should be to try and bring the same values, culture and assurance that Washington brought to Loft Diagnosis Action Planning Results

6 THINGS TO BE DONE 2.After properly analyzing the root-cause of the problem through primary and secondary sources, the next step is that of identifying intervention areas 1.Raising the ‘Freshness Index’ 1.Confidence-building measures 2.Recruitment and Selection 3.Human Resource Development 4.Retention 5.Employee as well as Employer Branding Diagnosis Action Planning Results

7 7 THE INTERVENTION Raising the ‘Freshness Index’ Recruitment & Selection Human Resource Development Retention Branding Is only the HR department being looked down upon? If it is a company-wide functional trend, then a comprehensive intervention is needed The ‘Freshness index’ of Loft has to be raised to much higher levels and confidence in HR department needs to be built Flight of talent and high staff attrition rates in general have a lot to do existing HRM policies —Low employee morale due to frequent change in management team and other factors etc —HRD policies ensure ‘Chance to grow’ and ‘Motivation to stay’ —Without Motivation and proper remuneration, talent- flight is imminent Branding a firm develops a ‘sense of belongingness’ among the employees

8 8 THE INTERVENTION Raising the ‘Freshness Index’ Recruitment & Selection Human Resource Development Retention Branding After a certain point of low morale in the firm, an effective way to rejuvenate an entity is by raising its ‘Freshness Index’ —The HR department has to play a critical role here —Can be raised by several measures like – ‘audio-visual sessions on Loft’s glorious past, what name it holds in the industry, outdoor activities etc However, the HR department will have to build its credibility first to achieve this Appropriate systems and processes in place; communicating them clearly to employees Ensuring that communication lines in Loft are not only top-down, but also bottom-up and horizontal too —Building a ‘personal credibility’ with the employees

9 9 Recruitment and Selection Raising the ‘Freshness Index’ Recruitment & Selection Human Resource Development Retention Branding Proper job-analysis and then recruitment and selection To ensure person-job fit and person-organization fit Proper competency mapping and preparation of replacement charts will ensure When any senior manager leaves, there is an adequate replacement – one that takes the employees along with him in work

10 10 Human Resource Development (1/2) Raising the ‘Freshness Index’ Recruitment & Selection Human Resource Development Retention Branding Identification of high-performing employees, whom the management would like to retain —‘Career growth’ and ‘Motivation to stay’ are the two most important things that determines their stay –Continuous knowledge enhancement should be ensured through higher studies meant for handling higher responsibilities –Adequate tangible (in the form of promotion) and non-tangible benefits (in the form of recognition) –Regular supply of assignments so that morale does not go down –Can be sent for higher studies during lean period

11 11 Human Resource Development (2/2) Raising the ‘Freshness Index’ Recruitment & Selection Human Resource Development Retention Branding Proper induction of new recruits, both freshers and experienced Proper grooming of new employees so that they can replace existing high-performing employees —Proper potential / talent assessment should be done –Should be assigned dummy projects (based on previous crucial / complicated projects) initially –Should be made to work in proximity with existing high-performing employees For freshers, ‘Career Planning’ and ‘Skill Development’ from the onset can ensure their long association —Should be mentored by highly motivated individuals

12 12 Retention (1/2) Raising the ‘Freshness Index’ Recruitment & Selection Human Resource Development Retention Branding A thorough intra-firm study on ‘What motivates an employee’ needs to be conducted —Employees should be sub-divided into categories like age, experience, performance etc. –Will help the firm align its focus on the precise needs of each employee category –For example - For high-performing employees, recognition and job enrichment are usually most important Exit interviews currently taking place should be more focused and not a mere formality —Past data should be compiled

13 13 Retention (2/2) Raising the ‘Freshness Index’ Recruitment & Selection Human Resource Development Retention Branding Benchmarking of reward systems at Loft with the industry needs to be done —Highly possible that employees being wooed by competitors are the ones that are experienced, high- performing individuals –Being an average paymaster in this case will not help –Apart from job enrichment, they need to be given ‘best-in-class’ rewards —Cash bonuses being offered might be sufficient only in the eyes of the management –Industry standards might differ considerably

14 14 Branding Raising the ‘Freshness Index’ Recruitment & Selection Human Resource Development Retention Branding Branding helps a company associate with its audience in a targeted manner —Branding itself as a ‘brand-par-excellence’ that employees will ‘like to associate with’ –HCL is currently employing this technique –Google regularly employs this technique through its advertisements —Employee-centric branding augurs well for Loft’s expansion plans too Apart from HRM focus, branding Loft as a ‘brand to work with’ can work wonders to the company’s future growth plans


Download ppt "WHY DOESN’T THE HR DEPARTMENT GET ANY RESPECT?. 2 Company Analysis Problem Analysis Initiatives Taken at Loft Action Plan Areas to be covered Research."

Similar presentations


Ads by Google