Scribd
Upload
99 views14 pages

HR Plan For Polaris2005

This document outlines a proposed HR strategy and plan for Polaris. It aims to assess the current state of the HR function, address stakeholders' expectations, and formulate an HR strategy. The presentation path includes discussing stakeholders' expectations, performing a SWOT analysis, outlining the HR strategy, and presenting the HR forward plan. The plan is divided into two phases. Phase 1 focuses on integrating and standardizing recruitment, addressing outstanding issues from a prior Hewitt exercise, structuring training programs, modifying performance management, and developing workplace engagement initiatives. Phase 2 focuses on talent identification, succession planning, career planning, assessment centers, and optimizing resource utilization.

Uploaded by

Mohan Kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
99 views14 pages

HR Plan For Polaris2005

This document outlines a proposed HR strategy and plan for Polaris. It aims to assess the current state of the HR function, address stakeholders' expectations, and formulate an HR strategy. The presentation path includes discussing stakeholders' expectations, performing a SWOT analysis, outlining the HR strategy, and presenting the HR forward plan. The plan is divided into two phases. Phase 1 focuses on integrating and standardizing recruitment, addressing outstanding issues from a prior Hewitt exercise, structuring training programs, modifying performance management, and developing workplace engagement initiatives. Phase 2 focuses on talent identification, succession planning, career planning, assessment centers, and optimizing resource utilization.

Uploaded by

Mohan Kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 14

HR Function review and a

Blue Print for action 2005


..
Some thoughts..
2
Purpose
1. To assess the current status of HR
function in Polaris
2. To formulate a strategy HR plan

3
Presentation path
1. Stakeholders expectation
2. SWOT
3. HR strategy
4. HR forward plan
4
Stake holders expectation..
Top Management:
Ensure optimum utilisation of human resources
Co should have the good HR practices in the industry
and should be a preferred employer of choice
Ensure retention of talent
To facilitate succession planning and career planning
SECs:
Provide manpower at the right time with the right skill
Minimise recruitment lead time and cost
HR to ensure two communication with the Associates
and provide inputs for building the workplace
HR to ensure a structured framework for training and
development of Associates






5
Associates:
Resolve their grievances and issues expeditiously
HR to play an active role in making their workplace a good
place to work.
Policies and procedures should be employee oriented
HR to ensure fairplay
To facilitate a structured approach to career planning
..Stake holders expectation
6
SWOT on HR Function in Polaris..
Strengths :
Good talent available in house with experience
Basics are in place
Good employee recognition schemes in place-GEMs, Konarks
scheme, Team excellence, Stream outing etc
Good image built of Nalanda as Corporate University
Weaknesses :
HR is fractured as SEC HR and Corporate HR and the
relationship is more of personal liaison and informal
Like other corporate functions, no or very low accountability of
SEC HR to Corporate HR
SEC HR operates more to the dictat of the the respective EG or
SEC Heads and interests of Corporate is compromised. Corp
HR more of a spectator many at times.
Low credibility due to lack of ownership and clarity in initiatives
planned through Hewitt. Timelines expired on deliverables
announced to Associates in Nov/Dec 2004





7
Opportunities:
Good visible support of the Top Management
Aura of expectation built on the change process
Corporate need to improve performance and productivity

Threats :
SEC HR Vs Corporate HR- Me and You attitude rather
than We
The threat of Operation success and patient died
approach and missing the wood for the tree
Absence of leadership with Pat leaving and non-HR
professionals being brought to provide leadership ( If CFO
leaves will Non Finance professionals be brought for
managing Finance function)
Threat of loosing HR Talent
..SWOT on HR Function in Polaris
8
Polaris HR priorities
Need to enunciate a HR philosophy Vision and MISSION
Need to articulate the picture of How HR function should look
or be in 2/3 years time and define the path ,milestones and
responsibilities for the journey
Subject to iteration, the following could a two phased agenda
Phase 1
Recruitment- Integrate and synergise
Hewitt exercise-quick focus on role clarification,
compensation structure-to adhere to stated committments
Training structured training for executive development and
leadership development
Performance Management-modify the system to address
issues
Program for strengthening the work place-to facilitate greater
motivation and retention
Associate handbook on line
Map all HR processes and standardise across the Company


9
Phase 2
Identify the top 20% of Talent from Non-Konark
population
Succession planning upto EG Head Level and later
upto PM level
Career planning for all Konarks and top 20 % of the
remaining population
Assessment Centre for the senior management to
ensure better Person role FIT
Review under employment and channelise for
higher value addition to Business

Polaris HR priorities
10
Phase 1
RECRUITMENT-Issues for addressal

Absence of data base of candidates
Many recruiters chasing the same skill/ person
Integration with an RMG function could ensure better
utilisation of internal resources
Scope for standardisation of the process and standards
Fit anomalies due to fitment by different SECs





11
TRAINING :
Training highly focussed on specifc technical skills-to
continue
A structured 3 Tier programs with following focus on soft
skills
Execution skills at Junior level
People management and leadership skills at Lead/ PM level
Senior Leadership Development at PD level

Recast the structure of Nalanda
Need for strengthening faculty-by direct and Association

Phase 1
12
HEWITT Initiative :
Publicised timelines have not been adhered-credibility
issue
Role clarification of an Associates role as similar positions
have different responsibilities sets-need for customised roll
out??
Compensation structure and banding definition would help
in clarification of Fitment
Building and strengthening the work place engagement of
Associates
Noise on appraisal process- need to refine the process

Phase 1
13
Phase 2
To be addressed on specific issues like Phase 1
-to be spelt out
Thank You

You might also like