1. T V R L S Prof. T. V. Rao Chairman, TVRLS Transforming HR: Thinking Beyond Traditional HR

2. T V R L S Four Types of Managers Doers Doers Achievers Achievers Visionaries & Entrepreneurs Visionaries & Entrepreneurs Missionaries Missionaries What type of Manager are you? What type of Manager are you?

3. T V R L S

5. Human Resources: Whose Job? Old Paradigm HR should be done by HR department HR should be done by HR department HRM by Personnel Department HRM by Personnel Department Training by L&D or Training College Training by L&D or Training College OD & HRD by HRD OD & HRD by HRD New Paradigm HR is for all- by the people, for the people and of the people HR is for all- by the people, for the people and of the people Every one should be his own HR Manager Every one should be his own HR Manager HR Departments can at best facilitate -mostly they don’t - they are more department serving than people serving HR Departments can at best facilitate -mostly they don’t - they are more department serving than people serving

6. T V R L S HRD Managers should be Missionaries Work for Intellectual Capital formation and sustainability and not merely for tangible outcomes Work for Intellectual Capital formation and sustainability and not merely for tangible outcomes Culture Building is critical Culture Building is critical OCTAPACE Values should be the focus OCTAPACE Values should be the focus

7. T V R L S Recruitment Old Paradigm HR prepares job descriptions and quality requirements and ensures good and appropriate people are selected on the basis of manpower plans HR prepares job descriptions and quality requirements and ensures good and appropriate people are selected on the basis of manpower plans New Paradigm HR’s job is to find best and perhaps low cost recruitment agencies to recruit employees Outsourcing is the order of the day HR’s job is to find best and perhaps low cost recruitment agencies to recruit employees Outsourcing is the order of the day Competency mapping should be as a basis for recruitment Competency mapping should be as a basis for recruitment

8. T V R L S Induction Organize a detailed Induction as candidate joining a family Attrition rates are high. Have a short Induction or no induction

9. T V R L S Performance appraisal Boss appraises every employee and develop them Employees appraise their boss and change him

10. T V R L S Training Training needs are to be determined at then end by gap analysis Training needs are determined in the beginning of the year

11. T V R L S Five Conditions for Training to be Effective It should be based on the need felt by the trainee or learner It should be based on the need felt by the trainee or learner The content should be relevant to the need The content should be relevant to the need It should end with a plan of action on the part of trainee It should end with a plan of action on the part of trainee Post training the candidate should present his/her action plan to his organization Post training the candidate should present his/her action plan to his organization The organization should support implementation and review it a few months after the training The organization should support implementation and review it a few months after the training

12. T V R L S Job Descriptions HR Prepares them Even establishment sections used to do it in sixties Even establishment sections used to do it in sixties Line Managers prepare their JDs Consultants do competency mapping and prepare them Consultants do competency mapping and prepare them Competency Mapping should be the basis of all HR interventions. CM is to be done internally. Competency Mapping should be the basis of all HR interventions. CM is to be done internally.

13. T V R L S Career Planning It is HR’s job to prepare career paths and plan careers You plan your own career Employee always has more information about his own career aspirations and opportunities. Employee always has more information about his own career aspirations and opportunities. There is little HR can do. They only prevent career growth by ensuring retention There is little HR can do. They only prevent career growth by ensuring retention

14. T V R L S Promotions and Career Development Promotions should be by seniority- old paradigm Develop Leadership competencies at all levels

15. T V R L S Rewards Rewards are motivating Increments and promotions are rewards Increments and promotions are rewards Rewards demotivate many and motivate a few Use multiple rewards Use multiple rewards Have flat structures and low differentiation Have flat structures and low differentiation Have more hierarchies and differentiate less Have more hierarchies and differentiate less Give big rewards and differentiate more Give big rewards and differentiate more

16. T V R L S HRD and OD linkages If organization develops People develop If organization makes profits share price goes up Brand gets built Brand gets built It can develop more It can develop more Recruit more people form outside at higher salaries Recruit more people form outside at higher salaries

17. T V R L S Performance Appraisal Can be designed objectively No appraisal can eliminate subjectivity

18. T V R L S HR Policies HR policies should be uniform – same policy for all HR Polices should be heterogeneous Three generations under same roof Three generations under same roof Gen Y wants instant gratification Gen Y wants instant gratification Older generation wants pension Older generation wants pension Different polices for different people Different polices for different people

19. T V R L S HR and Line HR people are service providers and employees are service receivers Get experts only when needed Get experts only when needed Consultants are service providers and HR are receivers. Line managers take care of your self HR people are busy with conferences HR people are busy with conferences They re Nation Builders They re Nation Builders They have less time for doing all these. They have less time for doing all these. These are outsourcing days These are outsourcing days

20. T V R L S Get your HRD Audited HRD Audit is Business driven and strategy Driven HRD Audit is Business driven and strategy Driven Should be done by trained Auditors Should be done by trained Auditors Develop in-house competencies Develop in-house competencies Involve Line Managers Involve Line Managers

21. T V R L S Establish your HRD Score Card How competent are your HRD Managers? How competent are your HRD Managers? How much Learning Oriented are your officers and other staff? How much Learning Oriented are your officers and other staff? How development oriented are your GMs, EDs and CMD? How development oriented are your GMs, EDs and CMD? How Mature are your systems? How Mature are your systems? How good is your HRD Climate? How good is your HRD Climate? How impact making is your HRD How impact making is your HRD

22. T V R L S Choose your career Choose your career Understand the Nature of the Job and the competency Requirements Understand the Nature of the Job and the competency Requirements Join for success and making a difference Join for success and making a difference Plan your work, and talent utilization strategies Plan your work, and talent utilization strategies Keep reviewing it periodically with your boss to have a sense of satisfaction and morale Keep reviewing it periodically with your boss to have a sense of satisfaction and morale Discuss your vision, difficulties and accomplishments and plans with boss. Discuss your vision, difficulties and accomplishments and plans with boss. Identify your developmental needs and get them taken care of Identify your developmental needs and get them taken care of Appraise your own performance and show it to your boss Appraise your own performance and show it to your boss Get a 360 Feedback done periodically and discuss with your juniors and seniors Get a 360 Feedback done periodically and discuss with your juniors and seniors Have a coach if you feel like Have a coach if you feel like Why do you Need a HR Manager? Why do you surrender your Development and Satisfaction to your HR? Why do you Need a HR Manager? Why do you surrender your Development and Satisfaction to your HR? Be your own HR Manager

23. T V R L S Knowing business Knowing business Doing business Doing business Having a global view: products, markets, business opportunities, customers Having a global view: products, markets, business opportunities, customers Knowing other cultures and countries Knowing other cultures and countries Understanding employees and customers and vendors and other stake holders Understanding employees and customers and vendors and other stake holders Looking for business opportunities Looking for business opportunities Building teams Building teams etc etc Challenge 1: Thinking ahead of their CEOs

24. T V R L S Communicating Communicating Building personal credibility Building personal credibility Managing routines and thinking ahead Managing routines and thinking ahead Removing traditional images of HR Removing traditional images of HR Information sourcing Information sourcing Strategizing Strategizing Talent management practices Talent management practices Challenge 2: Influencing their thinking

25. T V R L S Building teams Building teams Conducting HR audit Conducting HR audit Self renewal and learning Self renewal and learning Challenge 3: Restructuring their role or structuring it appropriately

26. T V R L S How to get them to 360 and benefit from it How to get them to 360 and benefit from it How to get them to participate and use ADCs and understand limitations How to get them to participate and use ADCs and understand limitations Designing and implementing Leadership development interventions Designing and implementing Leadership development interventions Challenge 4: Developing Leaders and Leadership

27. T V R L S They are so well connected that if an employer does not meet their expectation, they can tell thousands of their peers with a click of a ‘mouse’. (Sujaya Banerjee, Perfect Professional) They are so well connected that if an employer does not meet their expectation, they can tell thousands of their peers with a click of a ‘mouse’. (Sujaya Banerjee, Perfect Professional) Interacting with Gen Y Interacting with Gen Y Reading literature and books Reading literature and books Magazines like BT, Indian Management, BI, BW, HC, PM, Perfect Professional etc. Magazines like BT, Indian Management, BI, BW, HC, PM, Perfect Professional etc. Challenge 5: Continuous learning and learning from Juniors (Gen Y)

28. T V R L S Designing incentive and reward systems Designing incentive and reward systems Creating a culture of innovations Creating a culture of innovations Challenge 6: Making the corporation innovative and promoting innovations

29. T V R L S Aiming long term Aiming long term Balancing short and long term goals and results Balancing short and long term goals and results Building structural, relationship and human capital Building structural, relationship and human capital Challenge 7: Developing Intellectual capital through Culture and Values

30. T V R L S Example: Perfect Professional Mahalingam’s article: Leadership capability Build or Buy: It is always useful to build leaders and make a leadership pipeline than to buy leaders Mahalingam’s article: Leadership capability Build or Buy: It is always useful to build leaders and make a leadership pipeline than to buy leaders Sumeet Verghese: suggests Evaluating leadership through the prism of financial management suggests that leadership styles and financial results may as well be predictable on the basis of the personal financial styles of the CEO or the Manager Sumeet Verghese: suggests Evaluating leadership through the prism of financial management suggests that leadership styles and financial results may as well be predictable on the basis of the personal financial styles of the CEO or the Manager Jayantee Mukherjee: PROACT to sustain. Use crisis situations for renewal through PROACT Jayantee Mukherjee: PROACT to sustain. Use crisis situations for renewal through PROACT Vivekananda Discusses setting up of parallel organizations to promote action learning and develop leadership through action Vivekananda Discusses setting up of parallel organizations to promote action learning and develop leadership through action Ajoy Chawla: Discusses the five critical roles of a leader to be a role model. Ajoy Chawla: Discusses the five critical roles of a leader to be a role model. Nirali Desai discusses the youth talent and leadership development through yoga. Nirali Desai discusses the youth talent and leadership development through yoga. Kandaswamy discusses leadership lessons from film industry Kandaswamy discusses leadership lessons from film industry Roland Sullivan discusses whole system transformation of a Bank Roland Sullivan discusses whole system transformation of a Bank

31. T V R L S

32. People is Business Intellectual capital Building e HRD focus Intellectual capital Building e HRD focus All HR systems contribute to Sustainable outcomes All HR systems contribute to Sustainable outcomes HR impact should be measured and monitored to keep HR give its best and build Future. HR impact should be measured and monitored to keep HR give its best and build Future.

33. T V R L S Future of HRD is Future of Bank HRD is the Future of Bank HRD is the Future of Bank Bank is People Bank is People Banking is People working for people Banking is People working for people Banking on People Banking on People With the help of Bank’s People With the help of Bank’s People To service People To service People Increase Assets Increase Assets Reduce NPAs Reduce NPAs

34. T V R L S THANK YOU

35. T V R L S Open Forum Thank You tvrao@tvrao.com

36. T V R L S HR Competencies-1 (Take into account Michigan Studies) HR Competencies-1 (Take into account Michigan Studies) Business Knowledge: Knowledge of business (products, services, customers, technology, competitors, developments, R&D) and all functions (Sales and marketing, Production and operations, Finance, systems, MIS, logistics, services etc.), Knowledge of Business capital (intellectual+++) and its constituents and methods of building Business capital Business Knowledge: Knowledge of business (products, services, customers, technology, competitors, developments, R&D) and all functions (Sales and marketing, Production and operations, Finance, systems, MIS, logistics, services etc.), Knowledge of Business capital (intellectual+++) and its constituents and methods of building Business capital

37. T V R L S HR Competencies-2 Functional Excellence: (iii) HR Knowledge, (ii) HR Delivery including culture sensitivity, empathy, coaching and facilitation, Functional Excellence: (iii) HR Knowledge, (ii) HR Delivery including culture sensitivity, empathy, coaching and facilitation,

38. T V R L S HR Competencies- 3 Leadership and Change management: (i) Communication, (ii) Initiative, and (iii) creativity and (iv) Change management Leadership and Change management: (i) Communication, (ii) Initiative, and (iii) creativity and (iv) Change management

39. T V R L S HR Competencies-4 HR Competencies-4 Strategic Thinking Strategic Thinking

40. T V R L S HR Competencies- 5 Personal credibility Personal credibility

41. T V R L S HR Competencies-6 Technology Savvy including HR technology and Research Methods Technology Savvy including HR technology and Research Methods

42. T V R L S HR Competencies- 7 Personnel Management and Administrative skill Personnel Management and Administrative skill

43. T V R L S HR Competencies- 8 Vision of the function and Entrepreneurship Vision of the function and Entrepreneurship

44. T V R L S HR Competencies- 9 Learning Attitude and Self management : (i) self awareness and desire to learn (ii) Time management, (iii) Networking, (iv) Research and analytical skills Learning Attitude and Self management : (i) self awareness and desire to learn (ii) Time management, (iii) Networking, (iv) Research and analytical skills

45. T V R L S HR Competencies- 10 Execution Skills: (i) Planning and Monitoring skills, (ii) cultural sensitivity, (iii) persuasive skills, (iv) Behavior modification techniques and group dynamics, (v) ability to craft interventions for implementation, (vi) cost and quality sensitivity Execution Skills: (i) Planning and Monitoring skills, (ii) cultural sensitivity, (iii) persuasive skills, (iv) Behavior modification techniques and group dynamics, (v) ability to craft interventions for implementation, (vi) cost and quality sensitivity

46. T V R L S COMPETENCY FRAMEWORK DEVELOPED BY T V RAO LEARNING SYSTEMS