HR Development Dimensions

HR Development Dimensions
HR Development Dimensions
Building ‘Execution’ Competence
The Leader’s Seven Essential Behaviours
Know your Set Clear Follow Expand
Insist on Goals and Reward People’s Know your
People & Realism Through Doers
Priorities capabilities self
Business

Creating the framework for cultural change

Link Guide-
Belief – Cultural Setup Tell people coach, set Demonstr Inculcate
Behaviour- Change to mechanism what you principle based ate Organisati
Action- Business to change are looking consequen Accounta onal
Culture Outcomes beliefs for ces bility Beliefs

Having the right people in the right place

Great guy Overcome commit Be
in ‘A’ area psycholo for right Energise. decisive Courage Select a
need not gical hire & Don’t drain on tough for Doer than
be Great in comfort people People issues unvarnish Talker
B factor dev. Energy ed Truth

HR Development Dimensions
Leader ensures to recruit right
people

• Organisation Success and People

Selection
• How much time leaders spend to build?
• In a successful company 85% of
executives are promoted from within

HR Development Dimensions
Psychological comfort factor
• Who put the round ones in squares?
• Loyalty issues
• Ex: Building a Finance Team in an MNC
• What normally Leaders do when they
recognise the problem of wrong fit?

HR Development Dimensions
Psychological comfort factor
• Jobs are filled by wrong people because
leaders are comfortable with them.
• There is a serous problem if the loyalty is based
on wrong factor
• VP-Finance 1. hiring his team from earlier
company. VP-Fin 2 also did the same..The
group became too many soldiers with no pool
of leaders
• When leaders recognise the problem of wrong
fit, the just watch it with out taking any actions
HR Development Dimensions
Leaders are Decisive on
Tough Issues

• The Dancing of Decisions

• Emotional Fortitude and unwavering
• Make it swift, well and act

Ex: Case of a Safety Manager

HR Development Dimensions
Leaders get things done
through others
• Not spending time on
Micromanaging
• Relation of Insecurity to Trust
• Other style: – let people grow – sink
or swim.

Drill sergeant – Ex: Procurement Manger Som 80 hour week and

plant people on Saturday’s and Sundays
HR Development Dimensions
Evaluation – the unvarnished
truth
• Rewarding wrong people – The
Consequences

• Leader closely reviews on Delivery,

Consistency and creativity in adversity.
The easy wins and meeting commitments
in a –ve and +ve ways

HR Development Dimensions
THE THREE CORE
PROCESSES OF
EXECUTION

HR Development Dimensions
 Execution

Strategy Process

HR Development Dimensions
 THREE CORE PROCESSES
OF EXECUTION
The People Process

Making the Link with Strategy and

and Operations
The Strategy Process
Making the Link with People and
Operations

The Operation Process

Making the Link with Strategy and
People
HR Development Dimensions
People Process

HR Development Dimensions
 THREE CORE PROCESSES
OF EXECUTION
• Importance of People process
• Who can make judgments and create
strategies and translate them into
operational realities?
• A robust people process does 3 things.
1. Evaluation
2. Framework.
3. Pipeline

HR Development Dimensions
 BUILDING BLOCKS OF
ROBOST PEOPLE PROCESS

• Linkage – Plan and Targets

• Succession Planning.
• Deciding what to do about non-
performers
• Transforming HR

HR Development Dimensions
 Four Tools To Develop The
Leadership Pipeline

The Leadership Assessment Summary

The Continuous Improvement Summary

The Succession Depth Analysis

The Retention Analysis

HR Development Dimensions
 Leadership Assessment Summary

High Potential
Exceeds
Standard Promotable
PERFORMANCE

Experienced
At Professional
Standard
Too New
Needs heavy
Below
Standard
X coaching for
Exceeds new job
Below At
Standard
Standard Standard X Needs job
change
BEHAVIOUR

HR Development Dimensions
 Continuous Improvement Summary
Employee Name: Suhas, VP Marketing Success, Attributes and Behaviours

Competencies Excellent At Standard Below Standard

Business Acumen
Customer Focus
Strategic Insight
Vision and Purpose
Values and Ethics
Action orientation
Commitment
Team work
Innovation
Developing people
Staffing
Performance HR Development Dimensions
Continuous improvement Summary
Employee Name: Suhas, VP Marketing

Performance Highlights Targets Missed

Developed after market strategy for Missed 2 major global accounts
solution selling environment coverage in Honkong and China
Developed marketing and profit Did not recruit a chinese marketing
improvement for Asia market executive for greater china market

Summary strengths Developmental Needs

Extraordinary business insights Needs to excel in recruiting staff

Upholds highest standards and Must develop energy to develop his

sets right example staff
Move faster to upscale weak people

Development Plan Potential Next Moves

Must work with a coach or With significant improvement, he
mentor in the area of people will be able to run a business
skills unit

HR Development Dimensions
Retention Risk Analysis
• Person’s marketability
• Risk business faces if one leaves
• Too long in existing job – susceptible to head
hunter’s call
• Whether the company has enough HPs to fill
key posions
• Any HPs in wrong job slots
• People process at GE, Colgate and Honeywell
provide their bench strenth

HR Development Dimensions
 What The Recipient May
Experience
Others see Others don’t see
what I see what I see

CONFIRMATION SURPRISE

I see I see I see I see

me low, me high, me low, me high,
others see others see others see others see
me low me high me high me low

DISAPPOINTMENT VALIDATION ENCOURAGEMENT DENIAL

ACCEPTANCE ACCEPTANCE

IMPROVEMENT GREATER GREATER IMPROVEMENT

UTILIZATION UTILIZATION

HR Development Dimensions
Dealing with Non-performers

• No best process can make everyone a good

performer
• Some mangers promoted beyond their
capabilities need to be put in lesser jobs
• Others just have to be move out.
• Failures don’t mean people are bad. Job
fitness, performance issue..Being fair and
preserving the dignity of the people is essential
•
HR Development Dimensions
Linking HR to Business Results
• HR is becoming more important in its changed role.
• It must be linked to strategy and operations and to the line
people’s people assessment
• Identifying and filling critical jobs
• Developing Pipeline for succession

• Ensuring objective appraisal and reward system

• Building and Upholding HR systems, Business Ethics and
legal compliance
• Building a culture of accountability for high performance to
demand the best associates
• Ensure top executives hold each others mutually accountable
to be reasonable and fair to push back one another.
• If Information about employees are constantly collected right
people will be in right jobs.
• The one-on-one assessments practiced as a total process it
becomes an incredible execution
HR Development tool.
Dimensions
Operation Process
Operating and executing Short
term scale of 4 quarters
Process of alignment
Encompasses programs of the
year
OP specifies synchorisation
OP responsibility of a Leader

HR Development Dimensions
Execution – The Blockage Survey

HR Development Dimensions
Building ‘Execution’ Competence
The Leader’s Seven Essential Behaviours
Know your Set Clear Follow Expand
Insist on Goals and Reward People’s Know your
People & Realism Through Doers
Priorities capabilities self
Business

Creating the framework for cultural change

Link Guide-
Belief – Cultural Setup Tell people coach, set Demonstr Inculcate
Behaviour- Change to mechanism what you principle based ate Organisati
Action- Business to change are looking consequen Accounta onal
Culture Outcomes beliefs for ces bility Beliefs

Having the right people in the right place

Great guy Overcome commit Be
in ‘A’ area psycholo for right Energise. decisive Courage Select a
need not gical hire & Don’t drain on tough for Doer than
be Great in comfort people People issues unvarnish Talker
B factor dev. Energy ed Truth

HR Development Dimensions