S H R M U nc on fe re n c e @ G ra n d H ya tt G o a 21 --22 S e pte m b e r 2 0 1 2 S H R M U nc on fe re n c e @ G ra n d H ya tt G o a 21 22 S e pte m b e r 2 0 1 2 (H ig hlig h ts o ff the S e ss io ns )) (H ig hlig h ts o the S e ss io ns

Enterprise of To mo rrow by C urt C offman Enterprise of To mo rrow by C urt C offman

(Co-Author of #1bestseller 1 sstt B reak All The Rules) (Co-Author of #1bestseller 1 B reak All The Rules)

Future Or ganizatio ns will sur vive on their Culture as Co mp etit ive A dvan tage. Future Or ganizatio ns will sur vive on their Culture as Co mp etit ive A dvan tage. Tra ining is for P ets, Developm ent is for P eople. Kn owledge, Skills can be ttaught Tra ining is for P ets, Developm ent is for P eople. Kn owledge, Skills can be aught not Talent. Each pe rso n has unique se ttof Talents. not Talent. Each pe rso n has unique se of Talents. P eople a re not com p anys greates ttas sets b ut Right P eople are P eople a re not com p anys greates as sets b ut Right P eople are TRA DITION AL A PP RO ACH OF A PP RAISALS: Fo cus on who they are no t. Creating a TRA DITION AL A PP RO ACH OF A PP RAISALS: Fo cus on who they are no t. Creating a Jo b Pr ofile and put a per son to fit that ro le. Jo b Pr ofile and put a per son to fit that ro le. NE W A PP RO ACH: Focus on who they are. Ch ange the roles that fit to the individu al NE W A PP RO ACH: Focus on who they are. Ch ange the roles that fit to the individu al per son s sstrengths ee.g. G oogle s Culture cant be copie d. per son s trengths .g. G oogle s Culture cant be copie d. D ont w aste tim e tr ying to pu ttin w hat w as left o ut. Tr yy to draw out w hat w as left in D ont w aste tim e tr ying to pu in w hat w as left o ut. Tr to draw out w hat w as left in Ever yy Man agers '' job is to m ake everyb ody w orkin g und er him prod uctive individ ual, Ever Man agers job is to m ake everyb ody w orkin g und er him prod uctive individ ual, even if it req uire ssfiring th e per son fro m the job. even if it req uire firing th e per son fro m the job. No .1 driver for mo tivating p eople is the Pur pos e of an yy Jo b; W hat tthe Jo b Stand ss No .1 driver for mo tivating p eople is the Pur pos e of an Jo b; W hat he Jo b Stand For.H R m u st com m unica te h ow the jo b is pur pos eful & is sserving a lar ger goal. For.H R m u st com m unica te h ow the jo b is pur pos eful & is erving a lar ger goal.

O rrg aniz a tions prim e ob je cctive iiss A cqu isi tio n & Re te ntio n of C usto me rs. So H R has O g aniz a tions prim e ob je tive A cqu isi tio n & Re te ntio n of C usto me rs. So H R has to p ut for th the H R inte rrve nti ons /H R P oli ccie ss ar ound the ob je ccti ve .. to p ut for th the H R inte ve nti ons /H R P oli ie ar ound the ob je ti ve F e e li ng of E mp athy a mo ng st e m p loye e ss is the g re at e st b rid g e to av oid bad bl ood F e e li ng of E mp athy a mo ng st e m p loye e is the g re at e st b rid g e to av oid bad bl ood w iithin the com p any. Tradi tio nal vie w iiss iiff atta ch e d e m oti onal ly to ssubo rdi nate ss the yy w thin the com p any. Tradi tio nal vie w atta ch e d e m oti onal ly to ubo rdi nate the w o nt p e rform / be ccom e le th arg ic .. Em path yy sho w ss con ce rn, ccare & re spe cctt for w o nt p e rform / be om e le th arg ic Em path sho w con ce rn, are & re spe for in di vid ual ..(Li gh te rrN ote M aana ge rr sa yyss" Yo uuare ffired b ut IIstill Lo ve Yo u )) in di vid ual (Li gh te N ote M na ge sa " Yo are ired b ut still Lo ve Yo u The re w il ll be no n-pe rrform e rs .. P re se nt A pp rai sal Pro ce ssss focu ss on fi xing The re w il be no n-pe form e rs P re se nt A pp rai sal Pro ce focu on fi xing w e a kn e sse ss.. G re at M an ag e rs ass e ss & e n co urag e b uil din g on w h at pe op le ccan w e a kn e sse G re at M an ag e rs ass e ss & e n co urag e b uil din g on w h at pe op le an al re ady d o w e lll. The yy ccom p e nsa te fo rr or m an ag e arou nd w e ak ne ss e s. al re ady d o w e l. The om p e nsa te fo or m an ag e arou nd w e ak ne ss e s. U nh app yy@ W ork pl ac e < == = im p ac ts= == > U nha ppy @ H om e U nh app @ W ork pl ac e < == = im p ac ts= == > U nha ppy @ H om e N o w O rg ani zati ons ca nnot g uara nte e job se ccuri ty/l ife ti m e e m pl oym e nt B ut H R ccan N o w O rg ani zati ons ca nnot g uara nte e job se uri ty/l ife ti m e e m pl oym e nt B ut H R an co ntri bute thr oug h d e ve lo pi ng pe op le th e re by offe rr Li fe tim e Em p loya bil iity. co ntri bute thr oug h d e ve lo pi ng pe op le th e re by offe Li fe tim e Em p loya bil ty. H e llpi ng p e opl e be ccom e m or e of w ho th e yy al re ad yy are foc usi ng on in div idu al H e pi ng p e opl e be om e m or e of w ho th e al re ad are foc usi ng on in div idu al str e ng ths ..C re ati ng H E OR ES in e ve ry rrole str e ng ths C re ati ng H E OR ES in e ve ry ole F uture H R sh all e m pha siz e mo re on M e asu ring O utc om e ss not m e as uri ng the F uture H R sh all e m pha size mo re on M e asu ring O utc om e not m e as uri ng the ac tion s/ paths (K PA s/ KP Is) to a ch ie ve th e outc om e s. ac tion s/ paths (K PA s/ KP Is) to a ch ie ve th e outc om e s.

CEOs were sitting amo ngst the HR audience an d were asked qu es tio ns CEOs were sitting amo ngst the HR audience an d were asked qu es tio ns

CEOs in the Arena

Questio ns A sked Questio ns A sked

In bad times (e.g., recessi on) cos must fire In bad times (e.g., recessi on) cos must fire people or invest more in them? people or invest more in them?

Replies by CEOs Replies by CEOs

Must be the last option. Maki ng people Must be the last option. Maki ng people unde rstand how busi ness runs and reasons unde rstand how busi ness runs and reasons for reduc ing fat. for reduc ing fat. Letti ng g o peopl e is difficult task. It Letti ng g o peopl e is difficult task. It questions empl oyers abil ity to hi re Right questions empl oyers abil ity to hi re Right Pe ople. Pe ople. When C ost Cutti ng is not a strate gy but an When C ost Cutti ng is not a strate gy but an impe rative then suc h decisions are take n. impe rative then suc h decisions are take n. Such dec isions shows diffe re nce between Such dec isions shows diffe re nce between 20-20 Match C EOs and One Day Matc h 20-20 Match C EOs and One Day Matc h CEOs. CEOs. HR re presents employers view. HR re presents employers view. Many cos mak e a task force including Many cos mak e a task force including pe ople from other departments for suc h pe ople from other departments for suc h se nsi tive issue. se nsi tive issue. Depe nds on passion of H R person as a Depe nds on passion of H R person as a profe ssi onal & ability to convince the profe ssi onal & ability to convince the board that HR is also a spe cial ize d board that HR is also a spe cial ize d function. function.

Why always HR calle d to do the task of Why always HR calle d to do the task of terminating people ? terminating people ?

Is HR gi ve n priority in Board Room like Is HR gi ve n priority in Board Room like other de partments? other de partments?

CEOs were sitting amongst the HR audience and were asked questions CEOs were sitting amongst the HR audience and were asked questions

CEOs in the Arena

Questions Asked Questions Asked

Is HR being treatedas a VICTIM? Is HR being treatedas a VICTIM?

Why HR doesnt get same importance & Why HR doesnt get same importance & respect as other departments in cos? respect as other departments in cos?

In many cos HR does the role of In many cos HR does the role of implementer of Mgmt. decisions. But HR implementer of Mgmt. decisions. But HR must advise about the pros & cons and must advise about the pros & cons and convince CEOsto take unbiased decisions. convince CEOsto take unbiased decisions. HR is weak when unable to convince CEOs HR is weak when unable to convince CEOs the intangible, long term benefits of best the intangible, long term benefits of best HR practices and how it affects the HR practices and how it affects the finances. finances. It is also the responsibility of CEOs to It is also the responsibility of CEOs to support HR if it adds value in any way. support HR if it adds value in any way. If HR adds value andcontributesto the cos If HR adds value andcontributesto the cos profits they will gain importance & earn profits they will gain importance & earn respect automatically. respect automatically. HR must keep updated CEOs about the HR must keep updated CEOs about the impact even though small made each day impact even though small made each day by HR people rather than only discussing by HR people rather than only discussing important & urgent strategies and policies. important & urgent strategies and policies. HR must convince CEOs that every HR must convince CEOs that every employee is an Appreciating Asset and employee is an Appreciating Asset and investing in people reduces cost as each investing in people reduces cost as each developed employee automatically creates developed employee automatically creates another developed employeefor future. another developed employeefor future.

Replies by CEOs Replies by CEOs

Leveraging Social Media in HR Leveraging Social Media in HR

Cos started Recruitments th ro ug h Facebook, Cos started Recruitments th ro ug h Facebook, Twitter, LinkedIn. Twitter, LinkedIn. LinkedIn prospective LinkedIn allows allows searches searches of of prospective candidates if includ ed in your circles but in twitter candidates if includ ed in your circles but in twitter there are no such restrictions as you can connect there are no such restrictions as you can connect with anybody. with anybody. Podcasts relating to developing specific skills/jo bs Podcasts relating to developing specific skills/jo bs are posted on companies intranet. Employees can are posted on companies intranet. Employees can hear them while commuting/unproductive hours. hear them while commuting/unproductive hours. More co mpanies using Private Social Network Platfo rms like Chatter & More co mpanies using Private Social Network Platfo rms like Chatter & Yammer for getting feedb ack from emp loyees on daily basis.Eg. How Yammer for getting feedb ack from emp loyees on daily basis.Eg. How many employees feel happy, how they wish to imp rove their growth in the many employees feel happy, how they wish to imp rove their growth in the comp any, emp loyees collaborate to find solutions on real time, comp any, emp loyees collaborate to find solutions on real time, coordination between depts. on real time etc. coordination between depts. on real time etc. So ftware to recruit through mobile phones saving downtime. e.g. So ftware to recruit through mobile phones saving downtime. e.g. Prospective candidates apply online & take the tests. Results are Prospective candidates apply online & take the tests. Results are immediately prepared by software based on d ifferent categories (e. g. immediately prepared by software based on d ifferent categories (e. g. ex perience wise, score wise, skills etc.)and p rovid es recruiters with ex perience wise, score wise, skills etc.)and p rovid es recruiters with shortlisted data. The data can be viewed by th e panel simultaneously shortlisted data. The data can be viewed by th e panel simultaneously and giving consensus online for final selection of candidates. and giving consensus online for final selection of candidates.