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    HR fast trackHR Enablement and Development

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    Contents

    Assumptions

    Top Performers

    Aspirations

    Types

    Selection Criteria

    Zoom

    Gurukul

    Lets Go

    ADDIE way

    Analysis

    Design

    Development

    Implementation

    Evaluation

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    Assumptions

    The talent pool has been recognized and hand-

    picked/acquired. It is a selective and exclusive program.

    Development Program is recognized as an effective way

    of retaining the identified talent pool.

    The organization has the requisite infrastructure in place

    for the program or has the ability to arrange the same

    according to the need.

    The program is in tune with the culture and the ideology

    of the company.

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    Top performers

    Aspirations

    Recognition & Reward

    New opportunities vertically and horizontally

    Lifelong career

    Technical and Managerial advancement

    Monetary growth and financial independence

    Ned for Challenge

    http://www.hreonline.com/HRE/story.jsp?storyId=106208767

    Frankly, we treat our high performers worsethan any other employee," says Mark Murphy,Leadership IQs CEO. "When a manager has atough project upon which the whole companydepends, to whom do they turn? Who gets thelate hours and the stress? It's not the low

    performers.

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    Contd

    Types

    For all operational purposes, ABC would classify its

    top performers into the following categories High Performers existing in the system

    With requisite masters degree (MBA)

    Without a masters degree

    High Potential Candidates identified through campus

    recruitment and other sources.

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    Contd

    Eligibility Criteria

    Consistent performance rating of 4 or 5 (5 being highest)

    in the last 1/2 appraisals (existing pool)

    MBA in HR from ABC recognized institutes

    A basic personality profiling through trait based

    psychometric analyses like 16PF, Thomas Profiling etc.

    (Not a criterion for elimination but as a guide for

    identifying developmental needs)

    Instead of the performance criteria, the candidate can be

    selected based on employee worth assessment model

    (attached separately) to meet the eligibility criteria.

    An existing high

    performer with 4 or

    5 in last 2 appraisals

    but without a MBAdegree would be

    supported by the

    organization to

    pursue the same after

    fulfilling certain

    conditions

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    Fast Track Program

    Given the need of the hour, ABC would roll out the following

    two programs

    1. Zoom for existing high performance candidates

    meeting all the relevant criteria

    2. Gurukul for existing high performers without a MBA

    degree

    3. Lets Go for high potential new hires meeting the

    requisite educational criteria

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    Zoom

    Existing high performance employees with a MBA degree

    and a performance rating of 4 or 5 in the previous years

    rating plus 4 or 5 in the current half-yearly review would

    not have to wait for 2 years continuous high rating to meet

    the promotion criteria.

    They would be put through a trait based personality

    analysis and would be allowed to choose onedepartment/function of their interest.

    They would additionally be allowed 1 or 2 certifications in

    their desired function based on the companys budget.

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    Contd

    Additionally, they would be put through a 6 month on-

    the-job assignment in their desired department/function

    and would be evaluated for the same at the end of the

    period. They would be assigned a coach during the

    project duration.

    On being confirmed for the role, a new position would be

    created for them and they would be awarded anadditional certification in that function.

    For candidates desiring higher roles, assistance-based

    assignments would be given and they would be assisting

    the project head of the function.

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    Contd

    Besides these, they would also be put through the

    requisite behavioural trainings as reflected in their needs

    analysis. (The list is provided on a later slide). The

    number would depend on organizational factors. These

    would be besides the certifications that they undergo.

    Some functions where certifications are popular

    Psychometric Testing Type and Trait based tools. Performance Management Systems.

    360 degree feedback.

    HR Audit.

    HR Score Card and many more.

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    Gurukul

    Specifically designed for high performance employees

    without a requisite MBA degree.

    These candidates would be put through a part time MBA

    program either recognized either through company

    sponsored executive-MBA programs or company identified

    b-schools.

    During the course, they would simultaneously undergo a

    job rotation program just like new hires in the Lets Go

    program. (would be discussed later)

    Their promotion would depend on their completion of the

    course and successful execution of on-the-job projects.

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    Run Lola Run!

    The prospective participants of all the three

    programs would be required to sign an

    agreement with ABC to not to discontinue their

    employment until the completion of their

    respective programs plus one year after the end

    of that program.

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    LETS GO

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    Analysis

    Organizational Analysis

    Growing numbers leads to growing HR team

    Imperative for HR to become Strategic Partner

    Skills and Managerial Inventories in the HR dept.

    Operational Analysis

    Need for immediate implementation ofsuccession planning framework

    Need to develop functional HR competencies

    Individual Analysis

    Overall development required to take upmanagerial positions.

    High performance calls for retention strategies.

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    Design

    FunctionalDevelopment

    Soft SkillsDevelopment

    ManagementDevelopment

    Program

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    ProgramObjectives

    At the end of the program, the candidate would be

    able to -

    Provide direction to various teams in HR Dept.

    Assist Process Heads to so lving implementation and

    operational problems.

    Innovate and implement new methods, values, processes

    and structures.

    Understand business needs and be able to provide

    concrete solution or assistance toBusinessHeads/teams.

    Exhibit competent levels of HR Functional Competencies

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    DesignConsiderations

    How much time can the organization allocate to

    implementation andconclusion ofthe fast track program?

    How many departments is the HR team bifurcated into?

    (assumed6 in thisexample)

    What is t he expectation of the VP-HR and the Process

    Headsfrom thisprogramme?

    What are the areas where the development needs to be

    focusedupon?

    How would the participantsbe facilitated andevaluated?

    Whatcompetencies need tobe focusedupon?

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    HRCompetencies

    Leadership

    Functional

    Employee Relationship

    ExecutionExcellence

    Service Orientation

    StrategicThinking and Alignment

    Financial Perspective

    RelationshipManagement

    Diversity Management

    Change Management

    HRProcessExpertise

    Personal Credibility

    Business Knowledge

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    Overview

    Duration of the Program 27 months.

    Eligibility Criteria

    MBA in HR from ABC recognized B-school with 65%

    aggregate.

    If internal employee without MBA, consistent

    performance rating of 4 or 5 for last 2 years makes

    him eligible for company sponsored MBA programme

    simultaneously.

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    Contd

    Lets Go-

    Structure

    EducationalExperience

    (MBA)

    Coachingand

    Mentoring

    JobRotation

    SpecificSkills

    Training

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    Agenda part1

    Time Duration Activity

    0-4 weeks Orientation Meeting various departmental andfunctional Heads Across the Organization and understanding the business.

    4 weeks 13

    months

    Mandatory On-the-job Assignments (6 months each) 1. TalentAcquisition andManagement2. Employee Engagement andRelationshipTheoretical Assignments On any of the other 4departments mentionedbelow.

    13th Month Interim PRD with Mentor/VP-HR

    13 months to 27

    months

    Any 2 of the following On-the-Job assignments with

    mutual consent (7 months each) 1. Learning andDevelopment2. HR Analytics andResearch3. Performance ManagementSystems4. Compensation andBenefits

    27th Month Final PRD with Mentor/VP-HR and final posting of

    participants.

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    Agenda part3

    Technical Certifications

    Depending on the budgets allocated, the candidate would be

    allowed 1 4 certifications depending on the role/function selected

    for assignment.

    The various certifications could fall under one of the domains

    discussedearlier.

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    Mentoring

    The AVP or someone else takes up the role of

    the mentor to all/some ofthe candidates in the

    program.

    There can be one or more mentors depending

    on the batch size.

    Mentoring is showingpeople how the people who are

    really good atdoingsomethingdo it

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    Development

    Instructional Strategies

    Off-the-job training coupled with various VARK

    techniques like games, etc. for specific skills training.

    On-the-job skill development through job rotation.

    Expert guidance by way of coaching and mentoring.

    Constraints

    Cost would be too high.

    Organizational time might not be that flexible.

    Coach/Mentors time and availability.

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    Contd

    Cost

    Developmental cost cost of specific skills trainings and other

    design cost.

    Direct cost associated with the program like MBA program for

    existing employees, personality profiling etc.

    Indirect cost time and cost factors of coach and mentors,

    Overheard costs documentation, infrastructural arrangements and

    flexibility.

    Evaluation costs costs incurred during the evaluation of the

    candidates.

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    Implementation

    There would be constant monitoring of the

    candidate who would be assignment to

    somebody in the L&D team.

    The overall visionary, ideally the VP-HR, should

    guide and drive the entire program(s).

    There would be a half-term review of the

    program by the steering panel to decide on

    effectiveness and solutions to problems.

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    Evaluation

    Evaluation would be in 3 stages

    Assignment based Planning would be done at the

    beginning of every assignment with KRAs and

    measurement criteria. At the end of each assignment

    there would be a PRD with the coach to discuss the

    performance. The scores/suggestions would be

    incorporated for final assignment. One expectationcommon across any assignment would be idea

    generation to solve problems or improvise the

    processes.

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    Contd

    Mid-term A mid term review with the Mentor would be

    carried on to identify developmental areas and correction

    paths.

    End-term The participant would be evaluated based on hisperformance across all assignments, certifications undergone

    and idea generation during the whole program duration.

    Based on this and on mutual consent, he would be assigned

    a role which is enriched or enlarged or diagonally better than

    the previous role held.

    The candidate would also be evaluated based on the

    increase in his worth post the program (refer to employee

    worth assessment model)

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    ROI

    The employee worthassessmentmodelattempts

    toquantifythe totalworthofanemployee ata

    giventime andagivenrole.

    Fromboththe candidatesandthe organizations

    pointofview, Employee WorthAssessment

    modelgivesaquantificationofincrease inhis/hercontributiontothe organizationand

    therefore prove the successorthe failure ofthe

    program

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    Fast Track Program

    Advantages

    Composite development

    techniques imply overall

    development of the participant.

    Helps in retention and succession

    planning opening up wide

    opportunities by way of larger

    talent pool.

    Disadvantages

    Jack of all trades, master of none!

    Participants might develop focus

    on short-term results rather than

    long term.

    Actual job might get affected due

    to frequent change in position

    holders.

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    Hitesh BabaniSibm-bMba-hr9916682877

    [email protected]

    Thank You