A technical article for Technovation 2012
An Empirical Fit -From evolution to re-invention @ HR
- Dr. Shambhavi Sharma
Director HR-APAC, Redknee (I) Technologies Pvt. Ltd.
Ph.D- Strategic HR, MBA, ISTD (Dip)….
If you look at the evolution of business, the word ‘innovation’ has redefined the business protocol. In business, like nature, responding to changes is the only way to survive because of emerging competition, new technology changes, market expectations, consumer taste and preference, and so on. In contrast to nature where changes occur after very long time in the business reality today changes occur within a very short time.
1Innovation is the development of new customer value through solutions that meet new needs, unarticulated needs or old customer and market needs in new ways. This is accomplished through more effective products, processes, services, technologies or ideas that are readily available and applicable to markets, governments, and society.
7Innovation entails creative tension and a willingness to take risks. It is about creating a workplace where everyone chooses to bring energy, passion and a positive attitude to the job every day. Many of us have had great ideas or visions. 8Too often innovation is thought of as the responsibility of a product team or a business unit. Innovation springs from the minds of creative individuals working in an environment that spawns and encourages innovation.
2 Having achieved Deloitte’s 50 Best Managed Companies award for eighth consecutive years, Redknee has thrived on its ability to develop innovative solutions that have been proven and refined through a myriad of customer installations.
What was unrealistic yesterday , is the reality today. The current economic realities have placed us all beyond what is known.
Examples:
• Before Starbucks everyone was convinced that nobody would ever spend more than $1.50 for a cup of coffee.
• 15 years ago health and natural foods were just for hippies. Look at Whole Foods now.
Significant innovation in virtualization and distributed computing, as well as improved access to high-speed internet have accelerated the interest in cloud computing. With the technology advancement and new sleek methods of data storage IT and Telecom sectors are heading big time into innovative techniques.
Along with the changing business the definition of HRM has also changed. From the traditional back-office and administration HR is now defining the future goals of the business. Ever since the inception of Strategic HRM the role of the HR in Leadership Development has become far more vital than any other process in the HR function. The HR leader now has moved from taking the back seat in the board room discussions to the front in driving the organization’s strategic growth. In this journey HR has continuously transformed itself and the way it deals with business processes. All HR processes are now aligned to business and is decided/ scheduled in the board meetings.
“The best organizations align HR by first changing the paradigm by which they view the HR area.”
-Robert Kaplan
From evolution to reinvention: is the journey of HR, where it is continuously re-inventing itself to contribute strategic deliverables. The HR vision is now aligned with the Business and to an extent determines the future roadmap of the company. As it proceeds with this journey HR is also the driver in the transition from management to leadership.
The framework for HR in the process of building organizational leadership is through continual leadership development and succession planning.
There are 4 Key factors affecting organizational performance, namely:
• the management team and their personal characteristics and competencies,
• Job requirement
• Leadership style
• Organizational climate.
Hence one most important value add the HR team can deliver during the organizational performance management process is to help establish clear performance expectation with the managers with reference to their behavioral competencies, basic responsibilities, performance measures & metrics. With the multinationals and transnationals and hence HR needs to manage and appraise 1000s of employees. In such cases it may be difficult to dwell down into specific behaviors at an individual employee level. Hence the HR organization primarily focuses on manager’s to cascade the HR language into the business world. Hence managers training and leadership programs have become vital to define the organization’s success and enable them sustain the competition.
So also with a variety of options in the job market more and more organizations are becoming – employee friendly. With 2-3 generations working together there is a plethora of various cultural and age diversities which the manager’s need to cater to today. Hence building relationship and people management has now become the, ‘key success factor’ for effective managers! So also in matrix environment where you have the customer operating out of one continent and the head office in another- building relationships is as important as relying on authority. HR enables the managers to deal with these diversities by orienting them with ‘cultural’ training and also working with them on developing the ‘organizational climate’.
The management style today has also changed from traditional management to agile management. One of the key factors of innovation and development is organizational culture. Redknee envisions employees’ personal goals and aspirations with that of the organizational objectives. Excellence and innovation is fostered by way of:
• Hire for innovation- the competency based – ‘who’ process of hiring.
• Creating a culture of innovation.
• Train and reward for innovation
With attrition becoming the current organizational reality , managers are providing enormous significance to talent management or for ‘retaining their top talent’. ‘Compensation’ is now a ‘status quo’ and no longer a motivation factor- because every other organization is now providing benchmarked compensation and incentives.
Pareto’s law of 80:20 applies itself to talent management processes as well. Hence more and more emphasis has been focused on building, nurturing and developing top talent. This is also the core of all talent management processes. Key initiatives like job rotations, 360 degree feedback assigning important ‘turn- key’ projects to hi-pots, coaching and mentoring are few of the talent management initiatives applied by organizations to manage and ‘retain’ their top talent and also develop and encourage their key performers.
The journey of ‘re-invention’ has already began for HR and the profession is catching up with the current fast paced business environment.
Unless you aggressively scale up your talent and focus on talent management, your core performers will become obsolete! The competency modeling provides you the specific competencies that differentiate your best performers from the rest. The competency model needs to be aligned to the business and should represent the future. We need to constantly re-engineer jobs and career path.
References
1 Wikipedia
2 www.redknee.com
3 www.booz.com/media/uploads/Evolution_or_Revolution.pdf
4 Andrew Horne (2011). 4 Steps to Spark Innovation. Information Week
Global CIO
5 Michael Stanleigh, Business Improvement Architects, MMXII.
6 Kenneth Abeywickrama (2007). Adventures in management.
An Empirical Fit -From evolution to re-invention @ HR
- Dr. Shambhavi Sharma
Director HR-APAC, Redknee (I) Technologies Pvt. Ltd.
Ph.D- Strategic HR, MBA, ISTD (Dip)….
If you look at the evolution of business, the word ‘innovation’ has redefined the business protocol. In business, like nature, responding to changes is the only way to survive because of emerging competition, new technology changes, market expectations, consumer taste and preference, and so on. In contrast to nature where changes occur after very long time in the business reality today changes occur within a very short time.
1Innovation is the development of new customer value through solutions that meet new needs, unarticulated needs or old customer and market needs in new ways. This is accomplished through more effective products, processes, services, technologies or ideas that are readily available and applicable to markets, governments, and society.
7Innovation entails creative tension and a willingness to take risks. It is about creating a workplace where everyone chooses to bring energy, passion and a positive attitude to the job every day. Many of us have had great ideas or visions. 8Too often innovation is thought of as the responsibility of a product team or a business unit. Innovation springs from the minds of creative individuals working in an environment that spawns and encourages innovation.
2 Having achieved Deloitte’s 50 Best Managed Companies award for eighth consecutive years, Redknee has thrived on its ability to develop innovative solutions that have been proven and refined through a myriad of customer installations.
What was unrealistic yesterday , is the reality today. The current economic realities have placed us all beyond what is known.
Examples:
• Before Starbucks everyone was convinced that nobody would ever spend more than $1.50 for a cup of coffee.
• 15 years ago health and natural foods were just for hippies. Look at Whole Foods now.
Significant innovation in virtualization and distributed computing, as well as improved access to high-speed internet have accelerated the interest in cloud computing. With the technology advancement and new sleek methods of data storage IT and Telecom sectors are heading big time into innovative techniques.
Along with the changing business the definition of HRM has also changed. From the traditional back-office and administration HR is now defining the future goals of the business. Ever since the inception of Strategic HRM the role of the HR in Leadership Development has become far more vital than any other process in the HR function. The HR leader now has moved from taking the back seat in the board room discussions to the front in driving the organization’s strategic growth. In this journey HR has continuously transformed itself and the way it deals with business processes. All HR processes are now aligned to business and is decided/ scheduled in the board meetings.
“The best organizations align HR by first changing the paradigm by which they view the HR area.”
-Robert Kaplan
From evolution to reinvention: is the journey of HR, where it is continuously re-inventing itself to contribute strategic deliverables. The HR vision is now aligned with the Business and to an extent determines the future roadmap of the company. As it proceeds with this journey HR is also the driver in the transition from management to leadership.
The framework for HR in the process of building organizational leadership is through continual leadership development and succession planning.
There are 4 Key factors affecting organizational performance, namely:
• the management team and their personal characteristics and competencies,
• Job requirement
• Leadership style
• Organizational climate.
Hence one most important value add the HR team can deliver during the organizational performance management process is to help establish clear performance expectation with the managers with reference to their behavioral competencies, basic responsibilities, performance measures & metrics. With the multinationals and transnationals and hence HR needs to manage and appraise 1000s of employees. In such cases it may be difficult to dwell down into specific behaviors at an individual employee level. Hence the HR organization primarily focuses on manager’s to cascade the HR language into the business world. Hence managers training and leadership programs have become vital to define the organization’s success and enable them sustain the competition.
So also with a variety of options in the job market more and more organizations are becoming – employee friendly. With 2-3 generations working together there is a plethora of various cultural and age diversities which the manager’s need to cater to today. Hence building relationship and people management has now become the, ‘key success factor’ for effective managers! So also in matrix environment where you have the customer operating out of one continent and the head office in another- building relationships is as important as relying on authority. HR enables the managers to deal with these diversities by orienting them with ‘cultural’ training and also working with them on developing the ‘organizational climate’.
The management style today has also changed from traditional management to agile management. One of the key factors of innovation and development is organizational culture. Redknee envisions employees’ personal goals and aspirations with that of the organizational objectives. Excellence and innovation is fostered by way of:
• Hire for innovation- the competency based – ‘who’ process of hiring.
• Creating a culture of innovation.
• Train and reward for innovation
With attrition becoming the current organizational reality , managers are providing enormous significance to talent management or for ‘retaining their top talent’. ‘Compensation’ is now a ‘status quo’ and no longer a motivation factor- because every other organization is now providing benchmarked compensation and incentives.
Pareto’s law of 80:20 applies itself to talent management processes as well. Hence more and more emphasis has been focused on building, nurturing and developing top talent. This is also the core of all talent management processes. Key initiatives like job rotations, 360 degree feedback assigning important ‘turn- key’ projects to hi-pots, coaching and mentoring are few of the talent management initiatives applied by organizations to manage and ‘retain’ their top talent and also develop and encourage their key performers.
The journey of ‘re-invention’ has already began for HR and the profession is catching up with the current fast paced business environment.
Unless you aggressively scale up your talent and focus on talent management, your core performers will become obsolete! The competency modeling provides you the specific competencies that differentiate your best performers from the rest. The competency model needs to be aligned to the business and should represent the future. We need to constantly re-engineer jobs and career path.
References
1 Wikipedia
2 www.redknee.com
3 www.booz.com/media/uploads/Evolution_or_Revolution.pdf
4 Andrew Horne (2011). 4 Steps to Spark Innovation. Information Week
Global CIO
5 Michael Stanleigh, Business Improvement Architects, MMXII.
6 Kenneth Abeywickrama (2007). Adventures in management.
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