Building Key HR Processes
Motivated and disciplined employees help in creating, growing and sustaining a positive work culture based on strong and effective HR processes. A high performance work culture leads to competitive advantage as it determines how work is done and how people behave. By strengthening your organization's people processes, we can help in creating an environment where people work with ownership, show a deep interest in their work and focus on taking right decisions to do the right things. The creation of a positive work culture is based on these simple but effective HR processes:
Recruitment, Selection and Induction, Position Descriptions, Employee Contracts and On-Boarding, Compensation and Employee Benefits.
Organizational Culture, Team Values and Behaviors, Performance Management, Learning and Development, Work Health and Safety, Employee Wellness, Talent Management
Leadership Development and Continuity, Organizational Processes and Systems
For startups and medium sized companies, we design and define contemporary:
HR Policies and processes
induction manual and employee handbook
roles and responsibility descriptions
Facilitating OKR / KRA / KPI setting
Contact us today to find out how we can help you.
BENEFITS OF HAVING KEY HR POLICIES AND PROCEDURES
Clear and specific HR policies having the needed flexibility to meet changing conditions reflect an organization's approach towards its employees
Case Study - Policies and Procedures
DOCUMENTED AND DEVELOPED HR POLICIES AND PROCEDURES FOR A LEADING OEM SUPPLIER IN THE AUTOMOTIVE SECTOR.
Our client, a leading OEM supplier in the automotive sector had grown rapidly and this growth had led to quick hiring and deployment of manpower at all levels. The organization wanted a streamlining of the HR processes and the starting point was to be the HR manual.
The HR policies and procedures were to be documented to provide a clear reference point and to demonstrate the organization's commitment towards fair employment practices while defining employment conditions and helping to maintain positive employee relations.
The documentation would provide a clear communication between the organization and employees on policies and procedures regarding employment, work scheduling, guidelines on performance evaluations, information on remuneration and employee benefits to aid its use as a reference manual by employees and their managers in a consistent manner.
Policies related to rights and responsibilities of employees, details of training and development initiatives and career progression were to be documented. For legal compliance and corporate governance each policy was to be documented to enable an easy update in response to regulatory changes in business environment.
The completed manual has helped the client leadership team and HR members to focus on managing talent and on delivering expected outcomes while performing activities based on specified procedures and setting expectations and providing feedback, with a more productive use of their time and efforts.The manual ensured that their acts were in compliance with laid down policies and regulations.
Case Study - Broadbanding
HOW WE HELPED IN THE DESIGN AND IMPLEMENTATION OF A PROJECT ON BROAD BANDING AND INTRODUCING FUNCTIONAL DESIGNATIONS IN A LEADING MANUFACTURING AND MARKETING ORGANIZATION, OPERATING IN THE CHEMICALS SECTOR.
Our client, a major chemical manufacturing and marketing organization was growing at a very rapid pace and the management team had expanded to consist of a mix of people, those who had grown with the organization over the years and those hired recently. This had led to the formation of a long and elaborate salary and level structure due partly to frequent rounds of promotion and in part due to hiring of new people from prestigious institutions or those having very specific experience. The desire was to ultimately move to a flatter organization structure and provide an effective framework for the performance management system.
The objective was to develop a structure that would consolidate the large number of salary levels into fewer broad bands. We needed to identify and define bands through grouping of jobs into broad occupational families, based on similarities in attributes, such as tasks performed, the skills required, and work processes followed. We then defined elements within the bands to assign employees, while considering internal equity, direct experience and the level of responsibility and job performance of each employee. The movement into the bands did not change the basis of the reward system and it continued to be based upon internal comparisons, specific qualifications, appropriate external labour markets and budget guidelines.
This new structure broadened the assessment focus from job content and scope of work to include knowledge, skills and abilities of the individuals doing the work and enabled a manager to encourage employees to broaden their skills and abilities for a variety of roles instead of being narrow and specialized. A natural progression followed that employees would be keen to maximize the opportunities for deployment across a range of classification levels, with a clearer recognition of the differing work level standards between bands.
The new structure allowed the organization to put employees in different positions, teach them new skills, without worrying about whether it was technically a promotion or not. Promotion was proposed to be a competitive action, with the best candidate for the position getting it. Non-competitive promotions which are not viable in the long run were proposed to be limited gradually. The most important benefit was the freedom given to managers to award salary increases without having to promote workers.
Case Study - Evaluating and Mapping Competencies
HOW WE HELPED A LEADING NGO EVALUATE COMPETENCIES OF THEIR EMPLOYEES FOR BETTER TALENT MANAGEMENT AND DEVELOPMENTAL PLANNING
Our client was a leading non-profit non-governmental organization working for sustained and equitable development and effective participation of marginalized, socially excluded and disadvantaged groups. As a part of its long-term planning and development process, the NGO wanted to assess the existing talent across the organization, understand their competencies and evaluate them for better allocation of capacity development initiatives towards good governance. There was a large team of more than 150 employees who were based in more than 35 locations across three states, where developmental work was being undertaken.
We were required to conduct a comprehensive assessment of the employees on key personal and technical competency areas which included civil society and NGO-capacity building, participatory action research and training skills, information dissemination, mobilization and capacity building of representatives.
We worked on creating an assessment format based upon the key technical and personal competencies. The competency framework and assessment methodology were designed to be delivered virtually to those participants who were located outside the head office. Our attempt was to allocate the employees into talent categories to create better talent management development plans for them and provide a base to the organization for effective planning and delivery of capacity development initiatives by using the limited resources and minimizing any overlap of efforts.
Based upon the inputs we received, a comprehensive group report was prepared along with an individual feedback report for each participant to provide an overall collective competency and key development areas focus. This competency mapping system helped the participants to become aware about their own development needs and the NGO had a framework which could be used for effective allocation of resources for development work being undertaken for uplifting society.
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