Syscraft HR Initiatives

CONFIDENTIAL

HR Objectives and Plans for 2015 in Syscraft as a Unit.

• Grow Future Team• Accept Big Technology Challenges• Win Bigger Clients

In Short to Rise Our LEVEL…

We have Plans To…

…Are We Ready?

What is our current state…

“The usual stuff’s not working…”

Level 1Initial

InconsistentInconsistentmanagementmanagement Repeatable practices

Standardized best practices

Quantitatively managed practices

CapabilityCapabilitymanagementmanagement

Level 5Innovating ChangeChange

managementmanagement

Continuously improvingpractices

Capability MCapability Maturity Model:aturity Model:

A FrameworkA Framework for for Measuring Organizational Measuring Organizational

CapabilityCapability

Level 2Managed Work unitWork unit

managementmanagement

Level 3Standardized Business lineBusiness line

managementmanagement

Level 4Predictable

So Where We Are Right Now???

We Do Have A Standard Framework

Future Focus

Current Focus

Personal Performance

Does our Organization have the Capability to Execute its Strategy?

We are Facing Challenges @ Level 1

Without end to end process visibility, the hidden costs grow down stream

How to Proceed and Whom to Look for??

Don’t you think We face Rework and Firefighting Situations Occasionally

People capability variation

Transaction workers: +/- 100%

Knowledge workers: +/- 1000%

This Pushes our Front Line to Heavy lift

Syscraft Philosophy

Search for the ‘Holy Grail’ of HR managementSearch for the ‘Holy Grail’ of HR management

1940s1940s

1950s1950s

2000s2000s

1990s1990s

1980s1980s

1970s1970s

1960s1960s

NowNow

Kaizen

TQM

7 Habits

Change Management

MBWA

Intrapreneuring

Hierarchy of Needs

Matrix Empowerment

Delayering

Quality Circles

One Minute Managing

Theory X & Y

Plan-Organize-Direct-Control

Rightsizing

Emotional Intelligence

Customer Service

Self-Directed TeamsWork Simplification

Human RelationsDownsizing

Reengineering

Excellence

Portfolio Management

Managerial Grid

Management by Objectives

Balanced Scorecard

EVA

Continuous Improvement

Corporate Culture

Organization Renewal

Value Chain

Management Science

Work-life Balance

Benchmarking

Relationship Marketing

Diversification

Hygiene and Motivators

Decision Tree

?

Norms

Values

Underlying Assumptions

Artifacts & Behavior

What they sayWhat they say,, What we would be told is the reason things What we would be told is the reason things are the way they are and should be. Company philosophy, norms are the way they are and should be. Company philosophy, norms and justifications.and justifications.

What we seeWhat we see,, what a newcomer, visitor or consultant would notice what a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree and formality, (e.g., dress, organization charts, physical layout, degree and formality, logos, and mission statement.logos, and mission statement.

What we seeWhat we see,, what a newcomer, visitor or consultant would notice what a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree and formality, (e.g., dress, organization charts, physical layout, degree and formality, logos, and mission statement.logos, and mission statement.

Syscraft Culture

Corporate Measurement and

Reporting System

Vision

Mission

Business Planning and StrategyGoals and Objectives

Balanced Scorecard

Goal Accomplishment Through Matrix

Policy Formulation & Evolution

Policy making can’t be adequately understood without understanding environmental factors those are:

• Culture & Systems • Employee Welfare

• Global Standards

• Economic system

Factors influenced the policy formulation

A problems perceived

A set of policy objective established

The consequences of Alternative Strategies are estimated

The preferred Strategy of Plan implemented

The consequences of the implemented Plan are investigated

Eval

uatio

n of

Stra

tegi

es

Form

ativ

e

Sum

mat

ive

Eval

uatio

n of

per

form

ance

Alternative strategies to attain The objectives are identified

Model of policy formulation & evolution

…Syscraft re-define model of policy formulation & evolution

Communication purpose to stakeholders…

A problems perceived

A set of policy objective established

The consequences of Alternative Strategies are estimated

The preferred Strategy of Plan implemented

The consequences of the implemented Plan are investigated

Form

ativ

e

Sum

mat

ive

Eval

uatio

n of

per

form

ance

Alternative strategies to attain The objectives are identified

Empirical Analysis of the nature/Extent /Magnitude of the problems

A range of potential policy Objective is outlined

Eval

uatio

n of

Stra

tegi

es

…Is redefinition is easy to understand

Now the simpler one…

revision

revision

revision

What you see is this

Business partnersBusiness partners

Business partnersBusiness partners Change agentsChange agentsChange agentsChange agents

Administrative specialists

Employee advocates

How HR wants to be viewed

= Missed opportunity!= Missed opportunity!

LEAN CULTURE OVERVIEW MODEL FOR RECRUITMENT

Human Resources

INPUTS

Assessment

ENGAGEDEVELOPATTRACT ENROLL

ORGANIZATIONALSTRUCTURE &

SYSTEMS

ORGANIZATIONAL LEADERSHIP &

ENVIRONMENT

Quality People

OUTPUTS

QualityOrganizations

Dilbert’s version of HRM!

Human Resources transformationTo

knowledge-based enterpriseFrom

industrial enterprise

individual employees

regulatory authorities

workplace policies

workplace stability

workforce administrator

stockholders

CEO

business performance tools

core competencies

finance officer for human capital

Service to

Creation of

Service to

Guardian of

Chief

THANK YOU

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T.+91 731 4090138

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