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Earlier Scenario
Industrial Enterprise till 80s
Has been operating within a protected environment Got accustomed to a protected market application of
R & D, rather than primary R & D Customer had to wait longer for a product, like in Auto Industry.
L- liberalization P- privatization G-globalization, with LPG changes in Indian Business Environment happened and continued. Lot of MNCS came to India.
This increase the number of market players/companies in a particular sector. E.g. Airtel; Vodafone; Reliance Replaced monopoly or dominant market share with larger
C i.e. Competition.
Continues.
In Monopoly customer was at the mercy of seller. In todays Competitive environmentsellers run behind the With changes in Indian Business Environment, there are
changes in : Standard of living Product Quality Technology Consumer Culture Quality of services Infrastructure Education
i ) sell better; ii) increase their marginal profits iii) maintain minimum surplus to run the business. The only area where they can cut cost or reduce overheads is Labor /Employees, because if there is any imbalance in production; marketing; quality ; technology, then market is gone for that company or market player. As a result today we have leaner/flatter organization.
Flatter Organization
Flatter Organization
Runs on the principles of 1:2:3 now become 1:2:5, where one
LPG
Reduce Overheads
Increase Profit Marginal profit Assured minimum surplus Surviving the Competition
1).Labour (Only Area to cut the cost 2.)Limited reduction in, 1. Production 2. Marketing 3. Quality 4. Technology
Customers, gets
3.)Operationally its easier to deploy,control,get output from smaller and flexible workforce. discounted price, quality products at
cheaper rates.
Inner Context
organization to cope with the pressures and demands that external environment would make on it.
Level 1 to Level 3 activities as well as role of a business partner(strategic role) includes Level 4 & Level 5 activities .
focus is on collecting information, reminding people ,getting forms filled and statutory obligations fulfilled. E.g. monitoring appraisal forms filled up in time.
activities wherein the focus is on reviewing the existing systems,redesigninng and starting new practices in performance appraisal, Learning and Development etc.
and leading across the Organization. Here H.R. managers align H.R. functions with organizational goals, becomes talent focused and the concern is on acquiring, retaining, nurturing and multiplying talent.
making H.R. a business partner. Here ,managers realize that there can be no business without talented people at all levels and particularly at the top. They believe in philosophy that people make business and therefore people-driven talent management "is essential.
Todays H.R. managers shifted their focus from: -tangibles to intangibles -Short term goals to building long-term capabilities -Quarterly results to intellectual capital-building and shareholder value enhancement.
Organizations.
influence Organizational Culture and make positive changes within the Organization.
cost-effective.
This is how O.D. comes in picture.
1.Technology a) To compete with the competitors b) To give quality products c) To satisfy needs of the customers
,it is H.R. who ensures that the human asset is effectively aligned with strategy that is chosen by the organisation. With this H.R. plays a role of O.D. practitioner in an organization.
create and support strategies for organizational transformation, including the design and delivery of H.R. intervention in support of these.
Strategy:
A Strategy is the pattern or plan that integrates an organizations major goals, policies and action sequences into a cohesive whole. by-James Brian Quinns
growth.
Growth and prosperity are closely associated with the
Strategic planning of the organization. Therefore companies select growth strategies as per their need, are classified into Organic & Inorganic growth strategies.
Strategic H.R.
Environmental changes and increasing competition among
organizations contribute to fostering an integrated approach towards the human resource management strategy and corporate strategy.
This approach links H.R. Function with the long term
corporate strategy.
An organizations choice of strategy determines its
approach to competitive advantage and provides the basis for action in the various functional areas, including H.R.
Strategic H.R.
The achievement of the goals and objectives of the
organization depends on the people "in the organization, how they are made available, developed, motivated and retained in the organization, all is done by H.R.
H.R. performs two distinct functions: administrative &
Strategic functions.
Strategic H.R
The essence of H.R. is strategic.
Strategic function of H.R. demands right people in
place to carry out strategic initiative. Like senior H.R. personnel's. E.g.- V.P. H.R. or Sr. V.P. H.R. Requires business knowledge, financial skills as well as consulting skills. H.R. Strategy is the way organization plans to utilize its human resources.
more likely obtained when its H.R. is effectively linked with its strategy. The benefit of H.R. being a part of the strategic process can be measured.
competencies, leadership , Culture, alignment, and learning. Strategic Competence: understand what competencies needed, available and plan to close the gap. Leadership: build leadership pipeline.
1.
1.
1.
Culture: internalize a shared vision aligned with strategy. Culture Alignment Survey % of personal understand strategy.
Merger &Acquisition
Joint Ventures
Strategic Alliances
new company, while an acquisition is the purchase of one company by another with no new company being formed.
transfer. Change of management To create anti-competitive effect To improve operative performance Expansion
initial due diligence activities, such as assessing strategic fit, evaluating financial models, considering possible market And customer reactions, and contemplating productroadmaps,but tend to invest relatively little in understanding the mergers possible impact on people. (Tetenbaum,1999)
change is the real key to maximizing the value of a deal. i.e. (M&A).
This is where H.R. comes in picture. As H.R. needs to
be engaged in any big organizational change and acts as a change agent, because people issues occurs at several phases or stages of M&A activity.
Pre-combination
Identifying reasons for the M&A
conclusion
The key H.R. role is not only in M&A.
The application of H.R. strategies itself is an O.D.
intervention.
Change has to be made at all levels in the organization.
Thank You