Department of Management Studies INDIAN INSTITUTE OF TECHNOLOGY AND MANAGEMENT

Aniruddh Nain Lekha Khare Kanika Kalra Alok Duggal Sonika Rangroo

2012SMN6672 2012SMN6664

2012SMN6705
2012SMN6711 2012SMN6701

- Group 1

HRM as Strategy Partner

Help the organization develop strategies and to align HRM policies and practices with those strategies. Coalesce corporate needs with individuals. Equal access to all the resources is making companies rely on their human resources for a competitive advantage.

1.) Interest of stake holders. 2.) Profit Making

1.) Individual Ambitions.

NPM Life Cycle

Selection/Recruitment

Strength:
Consider various aspects such as technical traits , skills and also the attitude . Self nomination of Internal candidates was encouraged any new openings within the organization People whose personalities fit with organization goals should be considered.

Weakness:
Increases Recruitment cost. For internal candidate may result into political infighting

Case Study: Hotel Paris

Before:
Hotel Paris recruitment process was unmanaged. Requirement & Allocation of resources was not correctly mapped. The responsibilities per individual were not properly mapped.

After
Recruitment strategy involves three tier process. Tier I - In house Recruitment team/Consultant which designs specifications for each job profile and satisfies Human Resource need of Organization. Also provides advertisement which gives complete information of job profile. Tier II Selection Committee comprising of HR and centralized team of Hotel Chain, which select best employee . Tier III- Man Power Allocation Committee, which analyzes human resource needs for future and allocate selected candidates to the appropriate job. It resulted in an increase in number of right applicants per position and also an increase in offer to acceptance ratio.

Development/Learning

Strength:
High priority is given to People Development. Managers help subordinates to meet their career aspirations in direction of organization goals. Best suited job assigned to individual in appropriate working condition. Increases the productivity and quality of employee by enhancing the technical knowledge , soft skills and attitude .

Weakness:
Places heavy burden on training and development. Often takes people away from their job for varying period of time. Equipped staff leaves for better job.

Case Study: Motorola

Before
Motorola started training and development of employee in 1928. But Initially it only involved teaching new recruits on how to handle the various manufacturing equipment to perform various predetermined tasks assigned to them.

After
In 1980 MOTOROLA TRAINING AND EDUCATION CENTER was started but wasnt successful due to lack of interest and resistance of change of employee. In 1989 Motorola set up Motorola University where instructions were tailor-made to meet the unique needs of the company. Training was integrated with project execution, rather than preceding it. Offered training to synergize employee education with business targets Result of which was observed in terms of productivity measurement by sales per employee ,which increased by 139percent and company was got a return of US$30 in three years for every dollar spent on training

Performance Management

Strength:
Focuses on right job for the right person. Boosts the individual ability. It helps in identifying the underperformer and allows smooth transmission. Uses motivational techniques drawn from behavioral science and industrial psychology.

Weakness:
Major time spending in these activities. Creates a new layer in organization which is Bureaucratic in nature. Favoritism comes into picture while assigning jobs.

Case Study: Xerox

Before
Appraisal happened once in year. Employee used to accomplish their accomplishment and manger use to give points on 1(Unsatisfactory) to 5 (exceptional). Ratings were on forced distribution, controlled at 3 and below Merit increase information and performance appraisals occurred in one session. This system resulted in inequitable ratings and was cited by employees as a major source of dissatisfaction.

After
The new system has three stages, as opposed to the one-step process of the old system. The first stage at year start where manager and employee meet and fix the employee objectives in relation with organization. At second stage is a mid-year, mandatory discussion about employee about progress towards objectives and weakness, also sign an objective sheets. The third stage is final performance review at year end. Both manger and employee prepare written document, stating how well the employee met the preset performance targets as result resolving any discrepancies between the perceptions of the manager and the employee. Result 81 percent better understood work group objectives, 84 percent considered the new appraisal fair and & 70 percent meet their personal and work objectives

Appraisal and Compensation

Strength:
Directly link organization objectives with individual performance. Organization performance is key for individual rewards. It helps in recognition of individual performance. It can help to monitor the Selection procedure.

Weakness:
Create Stressful environment for everyone involves. Based on human assessment and subject to rater error and biases. Employees only emphasis on those activities which are linked with their appraisals. Input from others in organization which are linked with employees also incorporated in appraisal.

Case study: Black Box

Network Services (BBOX)

Before

Efficiency

of the Black box was less efficient in terms of delivering their products quicker to the customers. Internal organization problem in which the change was triggered by slow employees.

After

change agent at Black Box used action in the form of a reward system to incentivize employees. Faster deliveries by implementing a new bonus plan for the employees. Warehouse fulfillment teams worked overtime taking extra orders and sending out sameday shipments. Employees earned 140% of their bonuses.

Organizational Exit

Strength:
Maintain contact and Relationship with former employees. Prevent the company from being branded anti people.. Intensify competition with the feedback.

Weakness:
Skilled employee leaves for better job. New recruitment policy to be ensured for better employee retention rate.

Case Study: Intuit Inc. Leading software company

Before
Initially, Intuit's business units used their own processes to gather feedback as employees voluntarily left or were missing the opportunity to collect feedback altogether. There was less consistency across the organization and no opportunity to aggregate data for analysis.

After
New solution to improve understanding of why employees choose to leave Intuit and gather actionable data to enhance the employee experience. The process begins with an email invitation to leaving employees requesting participation in the interview session.. The data gathered throughout the process for those who chose to leave is linked to their annual employee survey to understand the relationship between their employee experience and engagement levels, and their reasons for leaving. Quarterly reports are provided, and a full analysis is conducted annually. The exit survey data are utilized to inform HR initiatives about how to enhance the employee experience and prevent turnover of top talent.

Competitive Advantages Best Product = People

Developing new products by promoting innovation..

Recruiting creative mind. Work environment abetting innovation. Encourage risk taking, experimentation and tolerate failures. Training for skill building and aligning with company strategy. Retaining people will be a key objective here. Appraisals should be tied to long term gains.

Case Study: Apple

Apple is known for innovative design. Decision to design chips for iPhone, iPads, etc A big HR exercise for talent recruitment. Acquired PA Semi, a chip developer and its talented pool of personnel.

Best Price = People

NPM ensures immaculate man power planning keeping wage bills to the minimum possible. Trimming of work force and as result more complex and operated by few . Manage organizational exit strategically. People needed for such a company must be low risk taking, pliable.

Case Study: McDonalds

Competitive Advantage low prices and volume. To deliver all meals daily, prices must be affordable. McDonald's goal is to attract consumers the most regularly possible, it should not propose menus at high prices. One of the most successful companies during recession by providing cheap alternative to sit-down meals

Service = People
-

NPM has to recruit people who are not stopped by any procedures from improvising their responses to delight the customer. Individuals with the right mix of creativity, initiative, values and skills are able to provide world class customer service. The employees have to be abreast with new Paradigms and techniques that affect customer service. NPM helps employee to stay at forefront of new models and techniques that affect client business NPM binds the level of customer satisfaction archived directly with the appraisal

Case Study: Four seasons

Aim Satisfy the needs of travellers by providing exceptional luxury. Guiding Rule To treat others as you wish to be treated. If the hotel is unable to deliver the expected services, they compensate the consumer to win back their trust.

Change management and NPM.

Transforming organizational practices and processes can be effective when mind set of people is receptive to change. Service is important tool of competition, value added beyond the purchase value will be the selling point. Link the top managements vision to the people who will be the key instruments. Replace top down intervention with company wide participation.

Example : Change management in IAF

Problem:
IAF had very large inventory. Managing the entire inventory was entirely manual process. The process was very error prone and lack transparency. The problem was solved with introduction of IMMOLs. Adapting people to the change was the biggest challenge.

Change management:
Changing the mind set of top management. Training of key personnel in the entire organization. Following the Carrot and Stick policy.

Code of Ethics

A code of ethics in any organization is just as important as a sound marketing plan, a solid financial strategy, and an organized business plan. Ethics helps the organization to stand on the strong pillars of integrity, fairness and trust.
A code of ethics must encapsulate the beliefs and values of the organization. Those beliefs and values should become internalized by all employees and used regularly in all organizational practices, no matter what type of organization it is.

Ethical practices

To follow high standards of practice providing trainings and seminars for employees . To create benchmarks for self-evaluation. To create transparency in the organization activities. To comply with government laws and norms. Feedback is always necessary for improvement and evaluation of the code Incorporating social goals into the annual planning process

Unethical practices

Discrimination. Not using the right quality raw materials. Not following the maximum number of working hours as per the labor law. Paying lower wages.

Thanks..