Continuous Development of Continuous Development of Human Resources, Human Resources,

High Performance Leadership & High Performance Leadership & Teams at Teams at

Hindustan Aeronautics Ltd. Hindustan Aeronautics Ltd.

Characteristics: Long Design & Development cycle Long Product Life Strategic Technologies High Quality Standards Technology Intensive Capital &Labour Intensive Frontier Technologies Segmented markets Governmental support Regulated supply chains

AERONAUTICAL INDUSTRY

Dec 1940 : Founded as Hindustan Aircraft Private Ltd

Apr 1942 : Taken over by GoI

Aug 1962 : Aeronautics India Ltd (fully owned by GoI) incorporated for MiG-21 aircraft

HISTORICAL PERSPECTIVE

Oct 1964 : Hindustan Aeronautics Limited formed with amalgamation of Hindustan Aircraft Limited & Aeronautics India Limited

“70 years of Service to the Nation”

HAL – TODAY: CORE BUSINESS

Design & Development: Aircraft Helicopter Avionics Accessories

Manufacturing & MRO: Aircrafts Helicopters Aero-engines Avionics Accessories Ground Support Equipment

Aircraft Midlife Upgrades Manufacture of Launch Vehicle, Satellite Structures & IMGT Aeronautical Software Development

HAL – TODAY: FINANCIAL PERFORMANCE

Sales Turnover = Rs. 14,001 crores

PBT = Rs. 3200 crores

Order Book value = Rs. 62,100 crores

HAL – TODAY: HUMAN RESOURCES

Strength as on Officers Workmen Total

31.05.87 (peak strength)

8495 35861 44356

31.05.12 9480 22679 32159

Fixed Organisation Structure

FUTURE PROGRAMS

AIRCRAFTS

Medium Multi-role Combat Aircraft (MMRCA)

Basic Turbo-prop Trainer AircraftBasic Turbo-prop Trainer Aircraft (HTT–40) (HTT–40)

Multi-role Transport Aircraft (MTA)

Fifth Generation Fighter Aircraft (FGFA) Fifth Generation Fighter Aircraft (FGFA)

FUTURE PROGRAMS

HELICOPTER

Light Combat Helicopter (LCH)

Light Utility Helicopter (LUH) Light Utility Helicopter (LUH)

Medium Lift Helicopter (MLH) / Indian Multi-role Helicopter (IMRH)

Weapon System Integration on Weapon System Integration on Dhruv - ALH - Mk – IV VariantDhruv - ALH - Mk – IV Variant

VISION

“To become a significant Global Player in the Aerospace Industry”

MISSION

“To achieve self-reliance in design, development, manufacture,

upgrade and maintenance of aerospace equipment, diversifying

to related areas and managing the business in a climate of growing

professional competence to achieve world class performance

standards for global competitiveness and growth in exports”.

“People are key differentiators for Sustained Success”

OUR BELIEF

ORGANISATION IMPERATIVES

Global Competition

Order Book Position

Challenging Programmes

Technological Changes

Structural gaps in Leadership

Building the Leadership pipeline

Grow future leaders from within the organization

Entry of Global Players (Aerospace R&D & other solutions)

Talent Retention – a challenge

Changing Business Model – Performance Based Logistic (PBL)

HR CHALLENGES

Change Mindset Attitude Behavior Ways of Work

Making People Believe “We Can” through Intense Action

Align HR with Business

Involve Business in Implementation of HR

Focus on Strategic HR

LINK To Strategy, Values, Best Practices, Culture

Business strategy / Perspective Plan

Key success factors

Vision & MissionHAL

Values / Culture

Attraction & Retention of Talent

Creating a Performance Culture

People / Leadership

Development

Future Capabilities;

Market Place & Competition

Best Practices

HAL

INDIVIDUAL INDIVIDUAL Desire and pursuit towards deep, continuous learning in the areas of current

responsibilities and beyond.

ORGANISATION Academics to Employment - Structured Induction Training need identification through Annual Performance Appraisal Competency Gaps ( required vs possessed) identification through

Assessment Centres Skill Matrix to identify skill gaps ( required vs possessed) Development Inputs through:

Domain specific training Stretched goals, cross functional teams & change of Role Knowledge Management

CONTINUOUS DEVELOPMENT

Desire to challenge themselves Unite behind a shared Strategy / Vision Clarity and commitment to purpose Focus on Customer Satisfaction Build a benchmark organization Build organization as employer of choice High level of employee engagement Performance in teams Capability building Constantly learn & grow Performance & Value Standards Internalization & Institutionalization Quality Results in shorter time frame

HIGH PERFORMANCE LEADERSHIP & TEAMS

Excellent MOU ratings since 2001-02 38th Among Global Defence Companies Leader among Defence PSUs Profit Margin of 23%(2011-12) Wide technology base Diversified Global Aerospace Company

PERFORMANCE AT HAL

PEOPLE DEVELOPMENT - EXECUTIVES

52 week structured Induction Training for MTs/ DTs 4 week Training for Lateral Inductions Custom Designed Technical Training. HAL Management Academy

Advance Management Program Senior Management Development Program General Management Development Program Function specific Training

Executive Sponsorship for Post Graduate programs in Technology & Management at Cranfield University - UK, IITs, MDI - Gurgaon, IMI - Delhi & XIME - Bangalore.

LEADERSHIP DEVELOPMENT

Job Description & Competency Mapping for Executives in Grade – I to V (6500 Executives) Assessment Centres

Job Description Role Directory – 490 Roles Behavioral Competency Model Competency Frame work Competency Mapping through Assessment Centres

covering 881 Executives

Competency Development Programmes at IIMs for 970 Executives Two weeks training programme for 350 DGMs & above for

“ Managing for Global Competitiveness” 360 Degree Feedback for 350 DGMs & Above “Born to Win” wisdom tools for 250 DGMs and above

BEHAVIORAL COMPETENCY MODEL

GETTING RESULTS

ORGANISATION AND INDIVIDUAL DEVELOPMENT

BUILDING BUSINESS

HAL

Strategic Orientation

Customer Orientation

Achievement Orientation

Nurturing Teams

Capability Building

Impact and InfluencePlanning & Decision

Making

Execution Excellence

Managing Critical Partnerships

Personal Effectiveness

Change Management

Identification Of Critical Positions Successor Identifications on the basis of

Performance Potential Strengths Projects / Task handled

Organisation Restructuring Career Planning Job Rotation Successor Identifications with focus on Action

Learning, Coaching & Mentoring

LEADERSHIP DEVELOPMENT (Contd..)

Improvements in the Career Plan Promotion Scheme

Career opportunities for Qualified Professionals

Syllabus revised for Technician / Diploma Trainees

Tie up with IITs / BITS Pilani – Acquiring Higher Professional qualifications

Certification in various NDT, Quality, AMI etc

Soft skills

Technical skills

HR INTERVENTIONS : WORKMEN

Changes in Promotion Policy Performance Related Pay Performance based differentials Incentive Schemes – Tagged components

20 % rationalization of SMH

CREATING PERFORMANCE CULTURE

THANK YOUTHANK YOU