Towards Institution Building and HR’s Next Agenda
3 likes1,234 views
This document discusses institution building and HR's next agenda. It begins by introducing Rane's mission and values, including pursuing excellence through total quality management. It then describes the evolution of organizations from mechanistic to institutional. Total quality management is presented as a way for organizations to become customer-focused, continuously improving institutions by aligning goals. The document outlines Rane's journey and how it has used TQM practices to evolve. Finally, it discusses how HR's agenda is shifting from administrative to business partner by focusing on developing skills like problem solving, learning, and change management to meet evolving employee expectations.
Towards Institution Building and HR’s Next Agenda
- 1. Towards Institution Building and HR’s Next Agenda National HRD Network November 28, 2008 12th Annual Conference Copyright © Rane Chennai 1
- 2. Table of Contents Introduction Types of Organisations and their characteristics Total Quality Management (TQM) The Rane Journey HR’s Next Agenda Copyright © Rane 2
- 3. Introduction Rane - Mission and Value Provide superior products and services to our customers and maintain market leadership Evolve as an institution that serves the best interests of all stakeholders Pursue excellence through total quality management Ensure the highest standards of ethics and integrity in all our actions Copyright © Rane 3
- 4. Introduction … What is an institution and how does an organisation evolve into being one ? What is TQM and how is it relevant to Institution building? What could be the role of HRM and how can it contribute to Institution building? Copyright © Rane 4
- 5. Types of Organisations & their characteristics Typically an organisation goes through six stages in its evolution. Each stage is a “state of being” or “identity” Copyright © Rane 5
- 6. Types of Organisations & their characteristics … Institutional Humanistic Purposive Systemic Opportunistic Mechanistic Copyright © Rane 6
- 7. Types of Organisations & their characteristics … The determinants of the various stages are :- (a) Organisational focus (b) Leadership focus (c) Approach to customers (d) Approach to improvements (e) Approach to employees Copyright © Rane 7
- 8. Types of Organisations & their characteristics … Of the six, four “identities” have characterized Rane in its evolution Copyright © Rane 8
- 9. Types of Organisations & their characteristics … Mechanistic … Organisation focuses on survival Leadership focuses on maintenance Approach to Customers Only top management & few key people deal with customers For most , lack of awareness of customers – at best, a distant relationship a) Organisational focus (b) Leadership focus (c) Approach to Customers (d) Approach to Improvements (e) Approach to Employees Copyright © Rane 9
- 10. Types of Organisations & their characteristics … Mechanistic … Approach to Improvements The concept does not exist There is only maintenance Approach to Employees Paternalistic, “Father – Son” kind of relationship Top down, giving orders, expecting obedience No upward flow of ideas / suggestions, “Waiting for orders” a) Organisational focus (b) Leadership focus Loyalty not competency, is rewarded (c) Approach to Customers (d) Approach to Improvements (e) Approach to Employees Copyright © Rane 10
- 11. Types of Organisations & their characteristics … Systemic Organisation focuses on systems Slow & bureaucratic in approach Low level of vibrancy & creativity Leadership focuses on Structure & Order Management of boundaries Approach to Customers Basically contractual in nature Give “value” for money, no more, no less a) Organisational focus (b) Leadership focus Mechanical relationship with customers, (c) Approach to Customers no closeness (d) Approach to Improvements (e) Approach to Employees Copyright © Rane 11
- 12. Types of Organisations & their characteristics … Systemic … Approach to Improvements Small improvements, no major changes Any major change is a “project”, involving massive resources Approach to Employees Focus on role clarity & boundaries Clear organisation structure a) Organisational focus Clear role definitions (b) Leadership focus (c) Approach to Customers Conformance, not performance is (d) Approach to Improvements rewarded Copyright © Rane (e) Approach to Employees 12
- 13. Types of Organisations & their characteristics … Purposive Organisation focuses on aspirations and achievements The organisation is dynamic & full of energy Leadership focuses on providing strategic direction Management of cross functional interfaces Approach to Customers Viewed as opportunity Organisation invests in them to create a) Organisational focus value (b) Leadership focus (c) Approach to Customers Closeness with customers emphasized (d) Approach to Improvements (e) Approach to Employees Copyright © Rane 13
- 14. Types of Organisations & their characteristics … Purposive … Approach to Improvements Big improvements Development of products & processes Market expansion Changes in management methodology Approach to Employees Recognizing them as key resources a) Organisational focus Investing in developing their (b) Leadership focus competencies (c) Approach to Customers (d) Approach to Improvements Rewarding performance (e) Approach to Employees Copyright © Rane 14
- 15. Types of Organisations & their characteristics … Institutional Organisation focuses on expression & relatedness The organisation must express itself It must relate to others It is full of energy & passion Leadership focuses on inspiration It must inspire people Approach to Customers a) Organisational focus (b) Leadership focus Both relationship & opportunity (c) Approach to Customers (d) Approach to Improvements Establish international brands (e) Approach to Employees Copyright © Rane 15
- 16. Types of Organisations & their characteristics … Institutional … Approach to Improvements Breakthrough changes in strategy Proprietary product development Ability to reinvent the organisation Approach to Employees Leadership at all levels Nurturing & career development a) Organisational focus Employees experience dignity & pride (b) Leadership focus (c) Approach to Customers (d) Approach to Improvements (e) Approach to Employees Copyright © Rane 16
- 17. Total Quality Management Although there are definitions of TQM, my preference is to leave it undefined Copyright © Rane 17
- 18. Total Quality Management … Essence of TQM Create value for customers TQM Continuous Total Improvements Employee Involvement Copyright © Rane 18
- 19. Total Quality Management … TQM in Action Create Value for customers Continuously improve Educate and processes involve employees Actualize stakeholder expectations Building an Institution Copyright © Rane 19
- 20. Total Quality Management … Characteristics of a TQ organisation Customer Focus QFD FMEA Continuous Improvements Standard Operating Procedures enable repeatability of processes Daily Routine Management provides stable output and real time control Fact based decision making Policy Deployment targets breakthrough improvements Copyright © Rane 20
- 21. Total Quality Management … Characteristics of a TQ organisation … Employees Well trained, enabled and empowered employees driving processes Cross functional teams, problem solving skills, and process orientation Clear understanding of long term goals Perfect goal alignment Copyright © Rane 21
- 22. Total Quality Management … Characteristics of a TQ organisation … Goal Alignment! Copyright © Rane 22
- 23. Total Quality Management … Characteristics of a TQ organisation … Employees Well trained, enabled and empowered employees driving processes Cross functional teams, problem solving skills, and process orientation Clear understanding of long term goals Perfect goal alignment Copyright © Rane 23
- 24. The Rane Journey Institutional Humanistic Purposive Systemic Opportunistic Mechanistic Copyright © Rane 24
- 25. The Rane Journey … Mechanistic attributes were characteristic of Rane in early 90’s Mid 90’s, Rane transited towards being Systemic Rane has discovered TQM to be a powerful enabler in the process of evolution TQM practices have enabled Rane get to the Purposive stage The goal is to become an institution. The learning and practices continue … Copyright © Rane 25
- 26. HR’s Next Agenda Copyright © Rane 26
- 27. HR’s Next Agenda Employee expectations influenced by … Media Globalisation Wider choices Increasing income levels These have resulted in a new set of aspirations… To experience dignity and pride Perpetual Competency development Enhance employability These trends drive HR’s Next Agenda Copyright © Rane 27
- 28. HR’s Next Agenda … The focus areas of development Innovation & Problem Solving Creativity Continuous Learning Collaboration Risk Taking Response to Change Copyright © Rane 28
- 29. HR’s Next Agenda … The new paradigm Administrative Business Partner Advisor The shift Benevolent Architect Prescriptor It is about a shift in MINDSET and CAPABILITIES … Copyright © Rane 29
- 30. HR’s Next Agenda … Business Partner– Deep understanding of Business agenda Architect – The HR landscape Copyright © Rane 30
- 31. HR’s Next Agenda … Let go of the past and Engage the future Intertwine Business and People value streams Copyright © Rane 31
- 32. HR’s Next Agenda … I A D C THOUGHT T E EXECUTION LEADERSHIP I A S O N Copyright © Rane 32
- 33. “Man is the measure of all things” Greek Sophists Copyright © Rane 33
- 34. Copyright © Rane 34