Uploaded byNational HRD Network
Innovative HR Practices that make a Difference
The document outlines an innovative workshop led by Rushil Mhatre and Custan D'Souza focused on modern HR practices and principles in the 21st century. Key themes include the importance of trust, commitment, and interpersonal care in achieving success, as well as the shift from traditional top-down organizational structures to more decentralized, adaptable models. The workshop emphasizes the need for radical management innovation and effective HR practices to retain talent and drive organizational success.
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Innovative HR Practices that make a Difference
- 1. Innovative HR PracticesThat Makes A Difference …Unleash the true Human Capital..Now! <<an innovative workshop by>> Rushil Mhatre & Custan D’souza 21st April 2012 For National HRD Network@ ‘We School’ Campus, Mumbai
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- 9. What will determineyour success or failure ?
- 11. The answer tothree questions will determine your success or failure : 1. Can people trust me to do my best? 2. Am I committed to the task at hand? 3. Do I care about other people and show it? “If the answers to these questions are YES,” “ there is no way you can fail”
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- 13. Who wants tobe Successful ?
- 15. How quickly youwill hit your Target ! • Name the Top 10 HR professionals according to you in India ? • Name 5 most influential HR professionals in your life who have made or will make a difference? Note – Keep above lists confidential with you; do not share with neighbor
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- 17. Land and thefarmer
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- 19. Four simple questionsthat accelerate the achievement of your goals : • Why ? • Why not ? • Why not you ? • Why not now ?
- 20. The internet isthe single most powerful force shaping our world. It has also been the fastest-growing source of information in history : – Radio took 38 years to reach 50 million listeners. – Television took 13 years to reach 50 million households. – The internet took only 4 years to reach 50 million users in the United States – By the year 2012, there are nearly 3 billion Internet users worldwide.
- 21. How you understandworld • If you cut off a spider‟s head, it dies. But if you cut off a starfish leg, it grows a new one, and that leg can grow into an entirely new starfish. Traditional top- down organizations are like spiders, but now starfish organizations are changing the face of business and the world. • The Starfish and the spider explores what happens when starfish takes on spiders (such as music industry v/s Napster, Kazaa and the p2p services that followed). It reveals how established companies and institutions are also learning how to incorporate starfish principles to achieve success. • Importance of catalyst who have an uncanny ability to bring people together • How the internet has become a breeding ground for leaderless organizations
- 22. How you understandworld • Not operational excellence or new business models, but management innovation-new ways of mobilizing talent, allocating resources, and building strategies. • Over the past century, breakthroughs in the “technology of management” have enabled a few companies-including GE, P&G, Toyota & Visa-to cross new performance thresholds and build long-term advantages. Yet most of the companies lack a disciplined process for radical management innovation. • The current management model-centered on control and efficiency- no longer suffices in a world where adaptability and creativity drive business success.
- 23. Comparison of S&P-500List in the year 1958 v/s 1998 » Only 75 companies existed on the list »425 companies vanished, were made history, Merged, Pushed-off by companies with more creative management » According to Forbes Fast forward in the year 2020; there will be NEW 375 companies on this LIST…
- 24. WORKSHOP “Challenges for HR in 21st Century” Make 6 Groups of 5 participants each Each group need to come out with 5 challenges in order of criticality Time : 15 minutes
- 25. Outcomes of Workshopdiscussed • Culture Management • Employee Retention • Radical Change Management • Building USP for HR • Becoming business partner • Goal alignment between Employer & Employee • Talent Acquisition • Delivery of complete Training & Development • Non-Strategic Role • Social Media Tapping
- 26. Competency categories • Strategic contribution 18% – Culture management • Business Knowledge 5% – Fast change – Knowledge of the value – Strategic decision making chain – Market-driven connectivity – Knowledgee of the Firm‟s value proposition – Labor knowledge • Personal credibility 43% • HR Technology 11% – HRMS – Achieving Results – Effective Relationships – E-Sat – Communication Skills – Interactive Learning Modules – Virtual Project • HR delivery 23% Management – Staffing – Training & Development – Organization Design Source – – Process Design Dave Ulrich – Performance Management – HR Measurement HR Value Proposition – Legal Compliance
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- 29. WORKSHOP “Innovative HRpractices that makes a difference” Make 6 Groups of 5 participants each Each group need to come out with 5 Innovative HR practices in order of effectiveness Time : 15 minutes
- 30. Outcomes of Workshopdiscussed • Akshara • Mobile learning • Exigency Fund • Balance Score Card • Beat the Blues • 3-days week • Crèche • Career progression plan • Bouquet of Benefits to choose • Flexi Hours from • Stay interview • Leave Donation • Succession planning • Virtual office • E-learning • Suggestion schemes Rewards • Unlimited Performance linked pay • Vocational Training • Reward & Recongnition • Talent Management systems
- 32. HR practices thateffective firms adopt (Pfeiffer – 1994) • Financial incentives for excellent performance • Work organization practices that motivate employee effort and capture the benefits of know-how and skill • Rigorous selection and selectivity in recruiting • Higher than average wages • Employee share-ownership plans • Extensive information sharing • Decentralization of decision making and empowerment • Work organization based on self-managing teams • High investment in training and skill development • Having people do multiple jobs and job rotation • Elimination of status symbols • A more compressed distribution of salaries across and within levels • Promotion from within • A long-term perspective • Measurement of HR practices and policy implementation • A coherent view of employment relation
- 33. Seven HR practicesof successful organizations (Pfeiffer – 1998) • Employment security • Selective hiring of new personnel • Self-managed teams and decentralization of decision making as the basic principles of organizational design • Comparatively high compensation contingent on organizational performance • Extensive training • Reduced status distinctions and barriers including dress, language, office arrangements and wage differences across levels • Extensive sharing of financial and performance information throughout the organization
- 34. Some more InnovativeHR practices • „Get out of the door policy‟ • „Ethical Test‟ • 2 days compulsory workshop dedicated to learning values of the company • Career Manager for every employee • CEO‟s appraisal available on INTRANET to every employee • People Developer Award; Children care facilities for women employees • Individual right to spend Rs. 50,000/- to 1 Lac for attending trainings and updating one self • Employees of organization accepted volunteer 20% salary cut to save others jobs • Family involvement in celebrations; Induction certificates in front of families • No Doors inside any offices • CEO get the „weight‟ information & sends fitness notes personally to every employee • „Guarantee of fare treatment‟ Letter to every New Joinee personally signed by HR head • „PSP‟ – People-Service-Profit – Real time communications • Transparency in profit sharing initiatives with workers
- 35. “Ways to getoff „someday isle‟ and move you career in the right direction”
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- 37. How what youthink makes you weak or strong
- 38. Journey is thedestination ! This workshop is not the quick-fix of Rushil & Custan for your life & career, participating is a process of discovering application. We are fellow travelers on the road to effectiveness and we have built this workshop to share the lessons we have learned so far and we look forward to hear your lessons @ : [email protected] [email protected]