hr plan for polaris2005

8/10/2019 HR Plan for Polaris2005

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HR Function review and a

Blue Print for action 2005..

Some thoughts..


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Purpose

1. To assess the current status of HRfunction in Polaris

2. To formulate a strategy HR plan


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Presentation path

1. Stakeholders expectation

2. SWOT

3. HR strategy

4. HR forward plan


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Stake holders expectation..

Top Management:

Ensure optimum utilisation of human resources

Co should have the good HR practices in the industry

and should be a preferred employer of choice

Ensure retention of talent

To facilitate succession planning and career planning

SECs:

Provide manpower at the right time with the right skill

Minimise recruitment lead time and cost

HR to ensure two communication with the Associatesand provide inputs for building the workplace

HR to ensure a structured framework for training and

development of Associates


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Associates:

Resolve their grievances and issues expeditiously

HR to play an active role in making their workplace a good

place to work.

Policies and procedures should be employee oriented

HR to ensure fairplay

To facilitate a structured approach to career planning

..Stake holders expectation


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SWOT on HR Function in Polaris..Strengths :

Good talent available in house with experience

Basics are in place

Good employee recognition schemes in place-GEMs, Konarksscheme, Team excellence, Stream outing etc

Good image built of Nalanda as Corporate University

Weaknesses :

HR is fractured as SEC HR and Corporate HR and therelationship is more of personal liaison and informal

Like other corporate functions, no or very low accountability ofSEC HR to Corporate HR

SEC HR operates more to the dictat of the the respective EG orSEC Heads and interests of Corporate is compromised. CorpHR more of a spectator many at times.

Low credibility due to lack of ownership and clarity in initiativesplanned through Hewitt. Timelines expired on deliverablesannounced to Associates in Nov/Dec 2004


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Opportunities:

Good visible support of the Top Management

Aura of expectation built on the change process

Corporate need to improve performance and productivity

Threats : SEC HR Vs Corporate HR- Me and You attitude rather

than We

The threat of Operation success and patient diedapproach and missing the wood for the tree

Absence of leadership with Pat leaving and non-HRprofessionals being brought to provide leadership ( If CFOleaves will Non Finance professionals be brought formanaging Finance function)

Threat of loosin HR Talent

..SWOT on HR Function in Polaris


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Polaris HR priorities

Need to enunciate a HR philosophyVision and MISSION

Need to articulate the picture of How HR function should look

or be in 2/3 years time and define the path ,milestones andresponsibilities for the journey

Subject to iteration, the following could a two phased agenda

Phase 1

Recruitment- Integrate and synergise

Hewitt exercise-quick focus on role clarification,compensation structure-to adhere to stated committments

Trainingstructured training for executive development andleadership development

Performance Management-modify the system to address

issues Program for strengthening the work place-to facilitate greater

motivation and retention

Associate handbookon line

Map all HR processes and standardise across the Company


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Phase 2 Identify the top 20% of Talent from Non-Konark

population

Succession planning upto EG Head Level and later

upto PM level Career planning for all Konarks and top 20 % of the

remaining population

Assessment Centre for the senior management to

ensure better Person role FIT Review under employment and channelise for

higher value addition to Business

Polaris HR priorities


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Phase 1

RECRUITMENT-Issues for addressal

Absence of data base of candidatesMany recruiters chasing the same skill/ person

Integration with an RMG function could ensure betterutilisation of internal resources

Scope for standardisation of the process and standardsFit anomalies due to fitment by different SECs


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TRAINING : Training highly focussed on specifc technical skills-to

continue

A structured 3 Tier programs with following focus on softskills

Execution skills at Junior level

People management and leadership skills at Lead/ PM level

Senior Leadership Development at PD level

Recast the structure of Nalanda Need for strengthening faculty-by direct and Association

Phase 1


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HEWITT Initiative : Publicised timelines have not been adhered-credibility

issue

Role clarification of an Associates role as similar positionshave different responsibilities sets-need for customised rollout??

Compensation structure and banding definition would helpin clarification of Fitment

Building and strengthening the work place engagement of

Associates Noise on appraisal process- need to refine the process

Phase 1


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Phase 2

To be addressed on specific issues like Phase 1

-to be spelt out


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Thank You

hr plan for polaris2005

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