Student Capability Development at BIMM - HRD

An Approach by: S Venkateshwaran Jan 2013

Agenda
Changing face of HR.

What the industry expects

Setting the Context Methods of Engagement & Key Deliverables

Review and Progress Methods

| Presentation by S Venkateshwaran |

8-Feb-13

Changing Face of Human Resources

HR as a Manager Diversity in Work Place Cultural Integration Integrity of Purpose Social Issues in workplace HR Metrics & Measurement

Change Management
Leadership Development Performance Monitoring Talent Management Productivity Knowledge Enhancement

| Presentation by S Venkateshwaran |

8-Feb-13

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 baby boomers reach retirement age.
Increased use of outsourcing (offshoring) of jobs to other countries Increased demand for work/life balance Work place diversity issues
| Presentation by S Venkateshwaran | 8-Feb-13

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.
| Presentation by S Venkateshwaran | 8-Feb-13

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 by business pressure to remain competitive
Work intensification as employers try to increase productivity with fewer employees. A greater emphasis on employers to develop retention strategies for current and future workforce Greater emphasis on Multi Skill.
| Presentation by S Venkateshwaran | 8-Feb-13

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
| Presentation by S Venkateshwaran | 8-Feb-13

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
| Presentation by S Venkateshwaran | 8-Feb-13

The CEOs Top Seven People-Related HR Issues

1. 2. 3. 4. 5. 6. 7. Retaining Talent Attracting Talent with Critical Skills Improving Workplace Performance Gaining Control of Health Care Costs Using the Web Effectively for Information/Service Delivery Creating People Measures for a Balanced Scorecard Building New Workforce Skills for the Next Round of Growth

SOURCE: Towers Perrin

| Presentation by S Venkateshwaran |

8-Feb-13

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

| Presentation by S Venkateshwaran |

8-Feb-13

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

| Presentation by S Venkateshwaran |

8-Feb-13

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)

| Presentation by S Venkateshwaran |

8-Feb-13

Competencies in order to Succeed in the Future

Strategic thinking Talent management

Finance capability Flexibility/ adaptability

Business acumen
Technology/ technical skills International/ global perspectives

Change management
Innovation and creativity

| Presentation by S Venkateshwaran |

8-Feb-13

BASIC FRAMEWORK
ATTRACT & ASSESS
HR AUDIT LEADERSHIP ASSESSMENT TALENT ATTRACTION PLANNING COMPETENCY MODELING INDIVIDUAL ASSESSMENT TEAM ASSESSMENT ORGANIZATIONAL ASSESSMENT

DEVELOP
COACHING LEADERSHIP DEVELOPMENT

ENGAGE & ALIGN

ALIGN CULTURE ORG STRUCTURING OPERATIONAL EXCELLENCE

TRANSITION
CAREER TRANSITION OF PEOPLE AFFECTED BY M&A OR DOWNSIZING CAREER MANAGEMENT ORGANIZATIONAL

TEAM
DEVELOPMENT PROFESSIONAL SKILL DEVELOPMENT SUCCESSION

EMP ENGAGEMENT &

COMMUNICATION EMPLOYMENT BRANDING STRATEGY

TRANSITION
PLANNING ORGANIZATIONAL TRANSITION IMPLEMENTATION REDEPLOYMENT

MANAGEMENT
TIME AND SPACE

IMPLEMENTATION &
CHANGE MANAGEMENT PERFORMANCE MANAGEMENT

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| Presentation by S Venkateshwaran |

8-Feb-13

PILLARS OF ACTIVITY

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| Presentation by S Venkateshwaran |

8-Feb-13

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 they can 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
| Presentation by S Venkateshwaran | 8-Feb-13

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Approach for the Programme

Step III:

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

Step III:
DEVELOPING

Step II:

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

Step II: ASSESSING

Step I:

Step I: DEFINING
What are the Leadership Behaviors important for the organization and for my own development as a Leader in this organization

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| Presentation by S Venkateshwaran |

8-Feb-13

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 AND ATTITUDE

BROAD AREA OF COVERAGE

THE LIST OF COMPETENCIES THAT WOULD BE USEFUL AND HAS TO BE MEASURED IS GIVEN BELOW.

METHODOLOGY METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW COMPETENCY PROFILE COMPLETION ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

SELF DEVELOPMENT - COMPETENCY PROFILING

Competency Business, Commercial & Financial Acumen Customer Focus Team work and Alliance Building Direction & Visioning Innovation & Creativity Decision Making Development & Coaching Communication & Presentation Skills Achievement Motivation Project Management Planning & Scheduling Change Management Learning & Development Analytical Ability Level Lvl 2 Lvl 2 Lvl 2 Lvl 1 Lvl 1 Lvl 1 Lvl 1 Lvl 2 Lvl 2 Lvl 2 Lvl 1 Lvl 1 Lvl 1 LEVEL 3 IS THE EXPERT LEVEL, CAPABLE TO TRAIN Level LEVEL 1 IS THE MIN LEVEL OF SKILL REQUIRED LEVEL 2 IS THE INTERMEDI ATE LEVEL

| Presentation by S Venkateshwaran |

8-Feb-13

SELF DEVELOPMENT - COMPETENCY PROFILING

DETERMINATION METHODS GROUP ROLE PLAY SIMULATION DISCUSSION EXCERCISES

COMPETENCY BUSINESS, FINANCIAL ORIENTATION CUSTOMER ORIENTATION TEAM WORK & ALLIANCE BUILDING VISIONING & FOCUS INNOVATION & CREATIVITY DECISION MAKING DEVELOPMENT & COACHING COMMUNICATION & PRESENTATION ACHIEVEMENT MOTIVATION PROJECT MANAGEMENT CHANGE MANAGEMENT LEARNING & DEVELOPMENT ANALYTICAL ABILITY

CASE

TESTS

BEI

| Presentation by S Venkateshwaran |

8-Feb-13

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 PSYCHOLOFICAL TRANSACTIONS TAKES PLACE.

BROAD AREA OF FOR THE PURPOSE OF THIS EXERCISE, COVERAGE WILL BE RESTRICTED TO COVERAGE SOME SPECIFIC INSTRUMENTS DETAILS OF WHICH ARE GIVEN BELOW.

METHODOLOGY

MANY OF THE INSTRUMENTS ARE PROPRIETY AND NEED TO BE PURCHASED. THEY NEED TO ADMINISTERED BY CERTIFIED PROFESSIONALS. THIS WILL HAVE TO DISCUSSED AND FINALSED. PROFILE COMPLETION ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

METRICS PLANNED DURATION

| Presentation by S Venkateshwaran |

8-Feb-13

SELF DEVELOPMENT - PSYCHOMETRIC PROFILING

TESTS TO BE ADMINISTERED Level

MBTI PROFILING DISC PROFIILNG ENNEGRAM (EXTERNAL CONSULTANT) THOMAS KILMAAN CONFLICT RESOLUTION LEADERSHIP STYLES INVENTORY EMOTIONAL INTELLIGENCE TESTS ASSERTIVENESS TEST BELBIN TEAM ROLES

ALL ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

| Presentation by S Venkateshwaran |

8-Feb-13

SELF DEVELOPMENT - EMOTIONAL INTELLIGENCE

EMOTIONAL INTELLIGENCE DEFINITION EMOTIONAL 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 METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW TEST COMPLETION AND FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

SELF DEVELOPMENT - EMOTIONAL INTELLIGENCE

METHODOLOGY Level

EMOTIONAL INTELLIGENCE TESTS CASE STUDIES SIMULATION EXCERCISES NEURO LINGUISTIC PROGRAMS STRESS MANAGEMENT VIPAASANA PROGRAM CELEBRATION THEMES TRANSACTIONAL ANALYSIS

ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

SELF DEVELOPMENT -CREATIVE & INNOVATIVE THINKING

CREATIVITY AND INNOVATION DEFINITION CREATIVITY 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 METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW TEST COMPLETION AND FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

SELF DEVELOPMENT - CREATIVE & INNOVATIVE THINKING

METHODOLOGY Level

USE OF RIGHT & LEFT BRAIN USE OF MIND MAPS SIMULATION EXCERCISES NEURO LINGUISTIC PROGRAMS CASE STUDIES KAIZEN AND 5S PRINCIPLE CREATIVITY AT WORK PLACE SUGGESTION SCHEME

ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

SELF DEVELOPMENT - MENTAL TOUGHNESS

METHODOLOGY Level

CASE STUDIES SPORTS EXAMPLES SIMULATION EXCERCISES NEURO LINGUISTIC PROGRAMS MOVIES DISCUSSION MEETINGS WITH PHYSICALLY CHALLENGED

ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

WORK SKILLS - TALENT MANAGEMENT

TALENT MANAGEMENT DEFINITION ANITICIPATING THE REQUIRED HUMAN CAPITAL BY SETTING A PLAN TO FULLFILL THOSE NEEDS. THIS ENCOMPASSES THE ENTIRE STEAM OF RECRUITMENT, RETENTION, REWARD AND PERFORMANCE.

BROAD AREA OF COVERAGE

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
METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW

FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - TALENT MANAGEMENT

METHODOLOGY Level

RECENT TRENDS IN TALENT MANAGEMENT INTERVIEW TECHNIQUES BEHAVIOURAL EVENT INTERVIEWS CASE STUDIES SIMULATION GAMES ROLE PLAYS

ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - DIVERSITY MANAGEMENT

DIVERSITY MANAGEMENT
DEFINITION WORK 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.

THE STUDENTS WILL BE GIVEN INPUTS ON WHAT IS WORK PLACE BROAD AREA OF DIVERSITY, WHAT ARE THE VARIOUS METHODS TO FACE THE WORK PLACE COVERAGE DIVERSITY.

METHODOLOGY

DETAILS OF THE METHODOLOGY IS GIVEN BELOW

METRICS
PLANNED DURATION

FOLLOW UP
ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - DIVERSITY MANAGEMENT

METHODOLOGY Level

RECENT TRENDS IN DIVERSITY MANAGEMENT ISSUES IN DIVERSITY MANAGEMENT FACTORS THAT ONE SHOULD DEVELOP CASE STUDIES SIMULATION GAMES ROLE PLAYS RECRUITMENT OF DIFFERENT SKILL TYPES

ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT

DEFINITION

WORK 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.

THE STUDENTS WILL BE GIVEN INPUTS ON WHAT IS WORK PLACE BROAD AREA OF DIVERSITY, WHAT ARE THE VARIOUS METHODS TO FACE THE WORK PLACE COVERAGE DIVERSITY.

METHODOLOGY METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - PERFOMANCE MANAGEMENT

METHODOLOGY Level

RECENT TRENDS IN PERFORMANCE MANAGEMENT SETTING KPAS / KRAS GOAL SETTING CASE STUDIES SIMULATION GAMES ROLE PLAYS FEEDBACK AND COUNSELING 180 DEG & 360 DEG

ALL ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - EMPLOYEE ENGAGEMENT

EMPLOYEE ENGAGEMENT DEFINITION EMPLOYEE ENGAGMENT REFERS TO THE SITUATION WHERE THE EMPLOYEES ARE FULLY ENGROSSED IN THEIR WORK AND ARE EMOTIONALLY ATTACHED TO THEIR ORGANISATION.

BROAD AREA OF COVERAGE

THE STUDENTS WILL BE GIVEN INPUTS ON WHAT IS EMPLOYEE ENGAGEMENT, CONCEPTS OF EMPLOYEE CONNECT, EMPLOYEE INVOLVEMENT.

METHODOLOGY
METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW

FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - EMPLOYEE ENGAGEMENT

METHODOLOGY Level

CONCEPT OF BODY HEART MIND & SOUL EMPLOYEE CONNECT, EMPLOYEE INVOLVEMENT EMPLOYEE MOTIVATION CASE STUDIES RESEARCH PAPERS VISITS TO WORK PLACE FOR STUDY

ALL ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - HR ADMIN

HR ADMINISTRATION DEFINITION EMPLOYEE ENGAGMENT REFERS TO THE SITUATION WHERE THE EMPLOYEES ARE FULLY ENGROSSED IN THEIR WORK AND ARE EMOTIONALLY ATTACHED TO THEIR ORGANISATION.

BROAD AREA OF COVERAGE

THE STUDENTS WILL BE GIVEN INPUTS ON WHAT IS EMPLOYEE ENGAGEMENT, CONCEPTS OF EMPLOYEE CONNECT, EMPLOYEE INVOLVEMENT.

METHODOLOGY
METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW

FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

WORK RELATED SKILLS - HR ADMIN

METHODOLOGY Level

TIME OFFICE FUNCTIONS LEGAL ASPECTS PAYROLL FUNCTIONS STANDING ORDERS DISCIPLINE & GRIEVANCE HANDLING INDUSTRIAL & EMPLOYEE RELATIONS CASE STUDIES RESEARCH VISITS TO INDUSTRY & COURTS

ALL ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

RESEARCH SKILLS
RESEARCH SKILLS DEFINITION RESEARCH IS THE COLLECTION OF DATA TO CONCLUDE A HYPOTHESIS ABOUT A PARTICULAR TOPIC.

BROAD AREA OF COVERAGE

THE STUDENTS WILL BE GIVEN INPUTS ON RESEARCH METHODOLOGIES AND ASKED TO PREPARE SEVERAL PAPERS AND PRESENTATION.

METHODOLOGY
METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW

FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

RESEARCH SKILLS
METHODOLOGY Level

RESEARCH METHODS 7 QC TOOLS RESEARCH TOPICS TO BE FINALISED CASE STUDIES PRESENTATION SKILLS VISITS AND ACTUAL PARTICIPATION RESEARCH TOOLS BALANCED SCORE CARD

ALL ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

LEADERSHIP SKILLS - LEADERSHIP STYLES

LEADERSHIP STYLES

DEFINITION

LEADERSHIP IS A PROCESS WHEREBY AN INDIVIDUAL INFLUENCES A GROUP OF INDIVIDUALS TO ACHIEVE A COMMON GOAL.

BROAD AREA OF COVERAGE

THE STUDENTS WILL BE GIVEN INPUTS ON RESEARCH METHODOLOGIES AND ASKED TO PREPARE SEVERAL PAPERS AND PRESENTATION.

METHODOLOGY METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

LEADERSHIP SKILLS - LEADERSHIP STYLES

METHODOLOGY Level

THEORIES OF LEADERSHIP FOCUS ON SITUATIONAL LEADERSHIP ACTION CENTERED LEADERSHIP QUALITIES AND TRAITS OF LEADERSHIP 7 HABITS CASE STUDIES & DISCUSSION BOOK STUDIES & RESEARCH

ALL ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

LEADERSHIP SKILLS - TEAM BUILDING

TEAM BUILDING

DEFINITION

LEADERSHIP IS A PROCESS WHEREBY AN INDIVIDUAL INFLUENCES A GROUP OF INDIVIDUALS TO ACHIEVE A COMMON GOAL.

BROAD AREA OF COVERAGE

THE STUDENTS WILL BE GIVEN INPUTS ON RESEARCH METHODOLOGIES AND ASKED TO PREPARE SEVERAL PAPERS AND PRESENTATION.

METHODOLOGY METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

LEADERSHIP SKILLS - TEAM BUILDING & ORIENTATION

METHODOLOGY Level

TEAM FORMATION AND TEAM DYNAMICS DIFFERENT TYPES OF TEAMS SMALL GROUPS AND SELF MANAGED TEAMS CASE STUDIES SIMULATION EXERCISES ROLE PLAYS

ALL ALL ALL ALL ALL ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

KNOWLEDGE MANAGEMENT - HR METRICS

HR METRICS

DEFINITION

LEADERSHIP IS A PROCESS WHEREBY AN INDIVIDUAL INFLUENCES A GROUP OF INDIVIDUALS TO ACHIEVE A COMMON GOAL.

BROAD AREA OF COVERAGE

THE STUDENTS WILL BE GIVEN INPUTS ON RESEARCH METHODOLOGIES AND ASKED TO PREPARE SEVERAL PAPERS AND PRESENTATION.

METHODOLOGY METRICS PLANNED DURATION

DETAILS OF THE METHODOLOGY IS GIVEN BELOW FOLLOW UP ROUGHLY 3-4 HRS PER PERSON 4 PER DAY, 15 DAYS FOR ONE GROUP AND 15 DAYS FOR SECOND GROUP

| Presentation by S Venkateshwaran |

8-Feb-13

HR METRICS METHODOLOGY VARIOUS HR METRICS USE OF METRICS RESEARCH DATA

Level

ALL ALL ALL

| Presentation by S Venkateshwaran |

8-Feb-13

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

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| Presentation by S Venkateshwaran |

8-Feb-13

Deliverables from Step II

Deliverables:
Detailed Individual Talent Report for each student. Indicative individual development plan (IDP) for each participant based on his/ 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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| Presentation by S Venkateshwaran |

8-Feb-13

Framework for Leadership Development

Exposure (Coaching):

Reflecting and learning from others, e.g., coaches, role models, mentors & special interest groups

Experience (Action Learning Projects ALPs):

Education (Classroom Training through Leadership Development Programs): Developing new skills, knowledge, and new ways of thinking through programs

Experiencing new aspects through stretch assignments and special projects

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| Presentation by S Venkateshwaran |

8-Feb-13

Action Learning Projects

Key features
Methodology

Benefits
Uniqueness

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
8-Feb-13

| Presentation by S Venkateshwaran |

Leadership Development Programs

Key features
Methodology Uniqueness

Benefits

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 the Assessment phase will form a critical input

Ongoing development initiatives that create 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 succession planning

The programs will be aimed at enabling students to practice new leadership behaviors
| Presentation by S Venkateshwaran | 8-Feb-13

Thank You!