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7/29/2019 Balaji Hr Presentation -1
1/52
Student Capability Development
at
BIMM - HRD
An Approach by:
S Venkateshwaran
Jan 2013
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Agenda
Changing face of HR.
What the industry expects
Setting the Context
Methods of Engagement & Key Deliverables
Review and Progress Methods
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Changing Face of Human Resources
HR Metrics & Measurement
Change Management
Leadership Development
Performance Monitoring
Talent Management
Productivity
Knowledge Enhancement
HR as a Manager
Diversity in Work Place
Cultural Integration
Integrity of Purpose
Social Issues in workplace
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Top Workplace Trends According to HR Professionals
Work intensification as employers try to increase
productivity with fewer employees
Retirement of large numbers of baby boomers (those born
between 1945 and 1964) at around the same time.
New attitudes towards aging and retirement as babyboomers reach retirement age.
Increased use of outsourcing (offshoring) of jobs to other
countries
Increased demand for work/life balance
Work place diversity issues
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Top 10 Demographic Trends
Growth in the number of employees for whom English is
not their first language
Generational issues: Recognizing and catering to groups
such as Gen Y (born 1980-2000) and Gen X (born
1965-1980)
Increase in the migration leading to cultural diversity
issues.
Skill shortage leading to retention issues.
Changes in work style, cultural styles
Increased use of contract labour leading to IR issues.
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Top Employment Trends
Privacy concerns of employees
Establishment of a link between pay and performance
Greater demand for flextime
A continued change in negotiating strategies, tactics and
processes used by labor and management caused bybusiness pressure to remain competitive
Work intensification as employers try to increaseproductivity with fewer employees.
A greater emphasis on employers to develop retentionstrategies for current and future workforce
Greater emphasis on Multi Skill.
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Top HR Profession Trends
Increased focus on selective retention for keeping
mission-critical talent
Increased use of HR technology
Growing complexity of staffing function as it links to
the financial and operational performance of the
organization
Linking employee performance and its impact on
organizations business goals
Business units taking on more of HRs strategic
functions and tasks
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Top HR Profession Trends
Need to develop retention strategies for current
and future workforce
Building people management or human capital
component into key business transactions (change
management, mergers and acquisitions)
Preparing for the next wave of retirement/labor
shortages
Growing complexity of legal compliance.
increased development with focus on individual
plans.
SOURCE: SHRM Workplace Forecast
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The CEOs Top Seven People-Related HR Issues
1. Retaining Talent
2. Attracting Talent with Critical Skills
3. Improving Workplace Performance
4. Gaining Control of Health Care Costs
5. Using the Web Effectively for Information/Service Delivery
6. Creating People Measures for a Balanced Scorecard
7. Building New Workforce Skills for the Next Round of Growth
SOURCE: Towers Perrin
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The CFOs Top Five Workforce Priorities
1. Developing Leadership Capabilities
2. Increased Productivity
3. Acquiring Key Talent
4. Retaining Key Talent
5. Measuring Human Capitals Contribution to Business
Performance
SOURCE: Mercer HR Consulting
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The Top Five Challenges for HR Managers
1. Ensuring compliance with various employment laws
2. Retaining talent in an improving economy
3. Managing performance
4. Developing leadership
5. Dealing with rising health care costs
SOURCE: Business & Legal Reports 5/06
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Competence in Five Key Domains
Strategic Contribution 43%
Personal Credibility 23%
HR Delivery 18%
Business Knowledge 11%
HR Technology 5%
Source: HR Competency Toolkit (% indicates HRs total impact on business performance)
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Competencies in order to Succeed in the Future
Strategic thinking
Talent management
Business acumen
Technology/ technical
skills
International/ globalperspectives
Finance capability
Flexibility/ adaptability
Change management
Innovation and
creativity
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BASIC FRAMEWORK
HR AUDIT
LEADERSHIP
ASSESSMENT
TALENT ATTRACTIONPLANNING
COMPETENCY
MODELING
INDIVIDUAL
ASSESSMENT
TEAM ASSESSMENT
ORGANIZATIONAL
ASSESSMENT
COACHING
LEADERSHIP
DEVELOPMENT
TEAM
DEVELOPMENT
PROFESSIONAL SKILL
DEVELOPMENT
SUCCESSION
MANAGEMENT
TIME AND SPACE
ALIGN CULTURE
ORG STRUCTURING
OPERATIONAL
EXCELLENCE
EMP ENGAGEMENT &
COMMUNICATION
EMPLOYMENT
BRANDING
STRATEGY
IMPLEMENTATION &
CHANGE
MANAGEMENT
PERFORMANCE
MANAGEMENT
CAREER TRANSITION
OF PEOPLE AFFECTED
BY M&A OR
DOWNSIZING
CAREER
MANAGEMENT
ORGANIZATIONAL
TRANSITION
PLANNING
ORGANIZATIONALTRANSITION
IMPLEMENTATION
REDEPLOYMENT
ATTRACT &ASSESS DEVELOP
ENGAGE &ALIGN TRANSITION
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PILLARS OF ACTIVITY
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Engagement Objectives
The overarching objective of the engagement is to partner with Balaji Society in
addressing the development of HR Student Group to be industry fit and ready for
the organization (s) they join. This would get translated into following specific
objectives:
To define the Leadership Competency Framework or the Leader Profile aligned to
the business and strategic needs of industry. This will be the basis of leadership
development
To design and facilitate a Talent Appreciation Process for the students and to
provide a leadership profile & an indicative development plan for each along with
one on one feedback
To design and conduct suitable interventions for the student team so that theycan leverage each others strengths and arrive at a overall direction to meet the
future growth needs of the organization
To provide structured and necessary skills and knowledge that support them in
their personal/professional growth and development
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Approach for the Programme
Step III:DEVELOPING
Step II:
ASSESSING
Step I:DEFINING
What are the Leadership Behaviors important
for the organization and for my own
development as a Leader in this organization
What are my own strengths and opportunities
for development; Which are the areas in my
own leadership style that I need to be sensitive
about
How do I as a member of the Leadership Team
contribute towards defining a collective vision
and a way forward for the organization
How do I leverage my strengths and work on
my opportunities of development to become a
leader of consequence and to build an
organization of consequence
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SELF DEVELOPMENT - COMPETENCY PROFILING
COMPETENCY PROFILING
DEFINITION
COMPETENCIES THAT ARE IMPORTANT TO HR HAS TO BE PROFILED SO
THAT THE PERSON POSSESSES THE REQUIRED KNOWLEDGE, SKILLS ANDATTITUDE
BROAD AREA OFCOVERAGE
THE LIST OF COMPETENCIES THAT WOULD BE USEFUL AND HAS TO BE
MEASURED IS GIVEN BELOW.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS COMPETENCY PROFILE COMPLETION
PLANNED
DURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
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Competency Level
Business, Commercial & Financial Acumen Lvl 2
Customer Focus Lvl 2
Team work and Alliance Building Lvl 2
Direction & Visioning Lvl 1
Innovation & Creativity Lvl 1
Decision Making Lvl 1Development & Coaching Lvl 1
Communication & Presentation Skills Lvl 2
Achievement Motivation Lvl 2
Project Management Planning & Scheduling Lvl 2
Change Management Lvl 1
Learning & Development Lvl 1
Analytical Ability Lvl 1
Level
LEVEL 1 IS
THE
MIN LEVEL
OF SKILL
REQUIRED
LEVEL 2 IS
THE
INTERMEDI
ATE LEVEL
LEVEL 3 IS
THE EXPERT
LEVEL,CAPABLE
TO TRAIN
SELF DEVELOPMENT - COMPETENCY PROFILING
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SELF DEVELOPMENT - COMPETENCY PROFILING
COMPETENCY CASE TESTS GROUP ROLE PLAY SIMULATION BEI
DISCUSSION EXCERCISESBUSINESS, FINANCIAL ORIENTATION
CUSTOMER ORIENTATION
TEAM WORK & ALLIANCE BUILDING
VISIONING & FOCUS
INNOVATION & CREATIVITY
DECISION MAKING
DEVELOPMENT & COACHINGCOMMUNICATION & PRESENTATION
ACHIEVEMENT MOTIVATION
PROJECT MANAGEMENT
CHANGE MANAGEMENT
LEARNING & DEVELOPMENT
ANALYTICAL ABILITY
DETERMINATION METHODS
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SELF DEVELOPMENT - PSYCHOMETRIC PROFILING
PSYCHOMETRIC PROFILING
DEFINITION
PROFILING THE INDIVIDUALS FOR THEIR BEHAVIOUR, SKILLS,; CAN BE
USED IN MANY SITUATIONS IN HR AND IN AREAS WHERE PSYCHOLOFICALTRANSACTIONS TAKES PLACE.
BROAD AREA OFCOVERAGE
FOR THE PURPOSE OF THIS EXERCISE, COVERAGE WILL BE RESTRICTED TO
SOME SPECIFIC INSTRUMENTS DETAILS OF WHICH ARE GIVEN BELOW.
METHODOLOGYMANY OF THE INSTRUMENTS ARE PROPRIETY AND NEED TO BE
PURCHASED. THEY NEED TO ADMINISTERED BY CERTIFIED
PROFESSIONALS. THIS WILL HAVE TO DISCUSSED AND FINALSED.
METRICS PROFILE COMPLETION
PLANNED
DURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
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TESTS TO BE ADMINISTERED Level
MBTI PROFILING ALL
DISC PROFIILNG ALLENNEGRAM (EXTERNAL CONSULTANT) ALL
THOMAS KILMAAN CONFLICT RESOLUTION ALL
LEADERSHIP STYLES INVENTORY ALL
EMOTIONAL INTELLIGENCE TESTS ALL
ASSERTIVENESS TEST ALL
BELBIN TEAM ROLES ALL
SELF DEVELOPMENT - PSYCHOMETRIC PROFILING
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SELF DEVELOPMENT - EMOTIONAL INTELLIGENCE
EMOTIONAL INTELLIGENCE
DEFINITIONEMOTIONAL INTELLIGENCE IS THE ABILITY TO IDENTIFY, ASSESS AND
CONTROL ONES AND GROUPS EMOTIONS.
BROAD AREA OF
COVERAGE
THE STUDENTS WILL BE MEASURED FOR THEIR EMOTIONAL STABILITY
AND THEIR ABILITY TO TAKE DECISIONS UNDER DIFFERENT STRESS
CONDITIONS. ABILITY EI AND TRAIT EI WILL BE MEASURED.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS TEST COMPLETION AND FOLLOW UP
PLANNEDDURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUPAND 15 DAYS FOR SECOND GROUP
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METHODOLOGY Level
EMOTIONAL INTELLIGENCE TESTS ALL
CASE STUDIES ALL
SIMULATION EXCERCISES ALL
NEURO LINGUISTIC PROGRAMS ALL
STRESS MANAGEMENT ALL
VIPAASANA PROGRAM ALLCELEBRATION THEMES ALL
TRANSACTIONAL ANALYSIS
SELF DEVELOPMENT - EMOTIONAL INTELLIGENCE
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SELF DEVELOPMENT -CREATIVE & INNOVATIVE THINKING
CREATIVITY AND INNOVATION
DEFINITIONCREATIVITY IS THE IDEA GENERATION, WHILE INNOVATION IS APPLYING
THE IDEAS GENERATED.
BROAD AREA OF
COVERAGE
THE STUDENTS WILL BE MEASURED FOR THEIR CURRENT LEVELS OF
THINKING AND IDEATION AND HOW THINKING CAN BE STRUCTURED.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS TEST COMPLETION AND FOLLOW UP
PLANNEDDURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUPAND 15 DAYS FOR SECOND GROUP
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METHODOLOGY Level
USE OF RIGHT & LEFT BRAIN ALL
USE OF MIND MAPS ALL
SIMULATION EXCERCISES ALL
NEURO LINGUISTIC PROGRAMS ALL
CASE STUDIES
KAIZEN AND 5S PRINCIPLECREATIVITY AT WORK PLACE SUGGESTION SCHEME
SELF DEVELOPMENT - CREATIVE & INNOVATIVE THINKING
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METHODOLOGY Level
CASE STUDIES ALL
SPORTS EXAMPLES ALL
SIMULATION EXCERCISES ALL
NEURO LINGUISTIC PROGRAMS ALL
MOVIES DISCUSSION ALL
MEETINGS WITH PHYSICALLY CHALLENGED ALL
SELF DEVELOPMENT - MENTAL TOUGHNESS
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WORK SKILLS - TALENT MANAGEMENT
TALENT MANAGEMENT
DEFINITION ANITICIPATING THE REQUIRED HUMAN CAPITAL BY SETTING A PLAN TOFULLFILL THOSE NEEDS. THIS ENCOMPASSES THE ENTIRE STEAM OFRECRUITMENT, RETENTION, REWARD AND PERFORMANCE.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON VARIOUS NEW TECHNIQUES
LIKE BEHAVIOURAL EVENT INTERVIEWS, NEW RECRUITMENT
TECHNIQUES, WHICH WILL BE USEFUL TO THEM IN THEIR ROLES.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNED
DURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
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METHODOLOGY Level
RECENT TRENDS IN TALENT MANAGEMENT ALL
INTERVIEW TECHNIQUES ALL
BEHAVIOURAL EVENT INTERVIEWS ALL
CASE STUDIES ALL
SIMULATION GAMES ALL
ROLE PLAYS ALL
WORK RELATED SKILLS - TALENT MANAGEMENT
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DIVERSITY MANAGEMENT
DEFINITIONWORK PLACE DIVERSITY IS A PEOPLE ISSUE THAT FOCUSES ON THE
DIFFERENCES AND SIMILARITIES THAT PEOPLE BRING TO AN
ORGANISATION. IN THE GLOBAL SET UP, THIS IS IMPORTANT.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON WHAT IS WORK PLACE
DIVERSITY, WHAT ARE THE VARIOUS METHODS TO FACE THE WORK PLACE
DIVERSITY.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNEDDURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUPAND 15 DAYS FOR SECOND GROUP
WORK RELATED SKILLS - DIVERSITY MANAGEMENT
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METHODOLOGY Level
RECENT TRENDS IN DIVERSITY MANAGEMENT ALL
ISSUES IN DIVERSITY MANAGEMENT ALL
FACTORS THAT ONE SHOULD DEVELOP ALL
CASE STUDIES ALL
SIMULATION GAMES ALL
ROLE PLAYS ALLRECRUITMENT OF DIFFERENT SKILL TYPES ALL
WORK RELATED SKILLS - DIVERSITY MANAGEMENT
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PERFORMANCE MANAGEMENT
DEFINITIONWORK PLACE DIVERSITY IS A PEOPLE ISSUE THAT FOCUSES ON THE
DIFFERENCES AND SIMILARITIES THAT PEOPLE BRING TO AN
ORGANISATION. IN THE GLOBAL SET UP, THIS IS IMPORTANT.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON WHAT IS WORK PLACE
DIVERSITY, WHAT ARE THE VARIOUS METHODS TO FACE THE WORK PLACE
DIVERSITY.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNEDDURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
WORK RELATED SKILLS - PERFORMANCE MANAGEMENT
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METHODOLOGY Level
RECENT TRENDS IN PERFORMANCE MANAGEMENT ALL
SETTING KPAS / KRAS ALL
GOAL SETTING ALL
CASE STUDIES ALL
SIMULATION GAMES ALL
ROLE PLAYS ALLFEEDBACK AND COUNSELING ALL
180 DEG & 360 DEG ALL
WORK RELATED SKILLS - PERFOMANCE MANAGEMENT
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WORK RELATED SKILLS - EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT
DEFINITIONEMPLOYEE ENGAGMENT REFERS TO THE SITUATION WHERE THE
EMPLOYEES ARE FULLY ENGROSSED IN THEIR WORK AND ARE
EMOTIONALLY ATTACHED TO THEIR ORGANISATION.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON WHAT IS EMPLOYEE
ENGAGEMENT, CONCEPTS OF EMPLOYEE CONNECT, EMPLOYEE
INVOLVEMENT.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNED
DURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
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METHODOLOGY Level
CONCEPT OF BODY HEART MIND & SOUL ALL
EMPLOYEE CONNECT, EMPLOYEE INVOLVEMENT ALL
EMPLOYEE MOTIVATION ALL
CASE STUDIES ALL
RESEARCH PAPERS ALL
VISITS TO WORK PLACE FOR STUDY ALLALL
ALL
WORK RELATED SKILLS - EMPLOYEE ENGAGEMENT
WORK RELATED SKILLS HR ADMIN
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WORK RELATED SKILLS - HR ADMIN
HR ADMINISTRATION
DEFINITIONEMPLOYEE ENGAGMENT REFERS TO THE SITUATION WHERE THE
EMPLOYEES ARE FULLY ENGROSSED IN THEIR WORK AND ARE
EMOTIONALLY ATTACHED TO THEIR ORGANISATION.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON WHAT IS EMPLOYEE
ENGAGEMENT, CONCEPTS OF EMPLOYEE CONNECT, EMPLOYEE
INVOLVEMENT.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNED
DURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
WORK RELATED SKILLS HR ADMIN
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METHODOLOGY Level
TIME OFFICE FUNCTIONS ALL
LEGAL ASPECTS ALL
PAYROLL FUNCTIONS ALL
STANDING ORDERS ALL
DISCIPLINE & GRIEVANCE HANDLING ALL
INDUSTRIAL & EMPLOYEE RELATIONS ALLCASE STUDIES ALL
RESEARCH ALL
VISITS TO INDUSTRY & COURTS
WORK RELATED SKILLS - HR ADMIN
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RESEARCH SKILLS
RESEARCH SKILLS
DEFINITION RESEARCH IS THE COLLECTION OF DATA TO CONCLUDE A HYPOTHESISABOUT A PARTICULAR TOPIC.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON RESEARCH METHODOLOGIES
AND ASKED TO PREPARE SEVERAL PAPERS AND PRESENTATION.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNED
DURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
RESEARCH SKILLS
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METHODOLOGY Level
RESEARCH METHODS ALL
7 QC TOOLS ALL
RESEARCH TOPICS TO BE FINALISED ALL
CASE STUDIES ALL
PRESENTATION SKILLS ALL
VISITS AND ACTUAL PARTICIPATION ALLRESEARCH TOOLS ALL
BALANCED SCORE CARD ALL
RESEARCH SKILLS
LEADERSHIP SKILLS LEADERSHIP STYLES
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LEADERSHIP SKILLS - LEADERSHIP STYLES
LEADERSHIP STYLES
DEFINITIONLEADERSHIP IS A PROCESS WHEREBY AN INDIVIDUAL INFLUENCES A
GROUP OF INDIVIDUALS TO ACHIEVE A COMMON GOAL.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON RESEARCH METHODOLOGIES
AND ASKED TO PREPARE SEVERAL PAPERS AND PRESENTATION.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNEDDURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
LEADERSHIP SKILLS LEADERSHIP STYLES
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METHODOLOGY Level
THEORIES OF LEADERSHIP ALL
FOCUS ON SITUATIONAL LEADERSHIP ALL
ACTION CENTERED LEADERSHIP ALL
QUALITIES AND TRAITS OF LEADERSHIP ALL
7 HABITS ALL
CASE STUDIES & DISCUSSION ALLBOOK STUDIES & RESEARCH ALL
ALL
LEADERSHIP SKILLS - LEADERSHIP STYLES
LEADERSHIP SKILLS TEAM BUILDING
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LEADERSHIP SKILLS - TEAM BUILDING
TEAM BUILDING
DEFINITIONLEADERSHIP IS A PROCESS WHEREBY AN INDIVIDUAL INFLUENCES A
GROUP OF INDIVIDUALS TO ACHIEVE A COMMON GOAL.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON RESEARCH METHODOLOGIES
AND ASKED TO PREPARE SEVERAL PAPERS AND PRESENTATION.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNEDDURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
LEADERSHIP SKILLS TEAM BUILDING & ORIENTATION
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METHODOLOGY Level
TEAM FORMATION AND TEAM DYNAMICS ALL
DIFFERENT TYPES OF TEAMS ALL
SMALL GROUPS AND SELF MANAGED TEAMS ALL
CASE STUDIES ALL
SIMULATION EXERCISES ALL
ROLE PLAYS ALLALL
ALL
LEADERSHIP SKILLS - TEAM BUILDING & ORIENTATION
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KNOWLEDGE MANAGEMENT - HR METRICS
HR METRICS
DEFINITIONLEADERSHIP IS A PROCESS WHEREBY AN INDIVIDUAL INFLUENCES A
GROUP OF INDIVIDUALS TO ACHIEVE A COMMON GOAL.
BROAD AREA OFCOVERAGE
THE STUDENTS WILL BE GIVEN INPUTS ON RESEARCH METHODOLOGIES
AND ASKED TO PREPARE SEVERAL PAPERS AND PRESENTATION.
METHODOLOGY DETAILS OF THE METHODOLOGY IS GIVEN BELOW
METRICS FOLLOW UP
PLANNEDDURATION
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP
AND 15 DAYS FOR SECOND GROUP
HR METRICS
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METHODOLOGY Level
VARIOUS HR METRICS ALL
USE OF METRICS ALL
RESEARCH DATA ALL
HR METRICS
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Deliverables from Step I
Deliverables:
A Competency Framework / Profile that:
Is embedded in the Student s vision for growth
Incorporates the perspective of the Industry leadership
competencies required to create the future HR Leaders
Benefits:
This Competency Framework / Profile:
Will be the basis of appreciation and development of leadership talent
Will bring clarity within the student about future leadership needs
D li bl f St II
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Deliverables from Step II
Deliverables:
Detailed Individual Talent Report for each student.
Indicative individual development plan (IDP) for each participant based onhis/ her unique talent profile and personal aspirations, that will help in his/her leadership development
One on one feedback with each person
Benefits:
Insight into the individual and groups leadership profile:
Strengths and opportunities of development
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Framework for Leadership Development
Reflecting and learning from
others, e.g., coaches, role
models, mentors & special
interest groups
Developing new skills,
knowledge, and new ways of
thinking through programs
Experiencing newaspects through stretch
assignments and special
projects
Action Learning Projects
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Action Learning Projects
Select projects of
high strategic
importance to the
organization
Leaders to take on
above projects
individually or in
teams
Leaders leverage
their strengths as
well as practice new
leadership behaviors
that they need to
develop in executing
the projects
Projects are:
High on
visibility
Measurable Time Bound
Periodically
reviewed
Aligned to
learning
goals
Creates the essential link
between Learning,
Transfer of Learning to
behavior and Business
Results
Areas of development as
identified from Individual
Talent Reports will be
linked to action learning
programs
Leaders also leverage and
build on their strengths
Inputs from these projects
will be used for coaching
Leadership Development Programs
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Leadership Development Programs
These programs will be
designed as learning
events.
They can be:
Designed specifically in
accordance with some
learning needs
The learning needs of
the participant group
emerging from theAssessment phase will
form a critical input
Ongoing
development
initiatives thatcreate high
energy and
sustains
enthusiasm in the
development
process
Continuous
education and
development of
employees Learning lab to
share learning on
accelerating
business growth
Development of
future leaders as
part of successionplanning
The programs will be aimed at enabling students to practice new leadership behaviors
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