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23PURPOSE OF BUSINESSVALUE CREATION:Proactive Management Actions which generate enhances sustainable valuefor its stakeholders than what existed before by adding either to itscapabilities or gainig competitive market dvantage,enhances portfolio,advances technological know how,introduction of new management processes and practices or by Adding to its corporate management andGovernance processes.4 HUMAN RESOURCES MIMMICKS COMMODITY BEHAVIOUR TALENT ARBITRAGE 5ONE UNIQUE CHARACTERISTIC ABOUT HUMAN RESOURCES AS A FACTOR.6Role of HR in Value Creation 1.Ensure that there exists a positive facilitative and encouraging climate for the value creation process.2.Ensure through programs,systems&process that Talent Acquisition,People Alignment,People Engagement&People Measurement Systems creates and enhances Enterprise Value.Talent AcquisitionPeople MeasurementEngagementPeople AlignmentClimate7 TALENT MARKETING VALUE PROPOSITION SEGMENTATION CONSTANT FOCUS ON MARKET DELIVERY OF VALUE PROPOSITIONS.PRODUCT ATTRITION DIFFERENTIATORS FOR GLOBAL CORPORATE Diversity Culture Value Socio Economic Realities Knowledge vs Learning Orientation8 Leadership Styles Competencies Quality Of Work Life Rewards Opportunities For Growth Company PracticesDIFFERENTIATED ENGAGEMENT DRIVERS:CONCERNS FOR GLOBAL CORPORATES:Local vs global practices Culture and operating beliefs Laws and Societal Values Forms of Governments Workforce characteristics Business Strategy and Conditions Management Philosophy Labour Market Unions Task TechnologyWAY FORWARD SOLUTIONS:Driving common Mission,Vision and Values Common Practices Management through Knowledge Transfer and Best Practices Ongoing Interactions and Summits Defining a common Manifesto and growth.Business Strategy and Conditions1112ECONOMIC SCANNING AND ORGANISATIONAL CAPABILITY 13MANPOWER ARCHITECTURE:Present and future shifting natureTooth to tail ratioOutsourcing AlternativesSystems options14 IDENTIFYING ORGANISATIONS UNIQUE VALUE PROPOSITION National And International TALENT MARKET SEGMENTATION INSIGHTS EMPLOYER BRAND POSITIONING15Thinking-Seasoned Judgment Strategic Management Leadership Interpersonal skills Communication Self Management Depth and Breadth of Technical and Functional Skills Resource ManagementCOMPETENCY CLARITYThinking-Seasoned Judgment Strategic Management Leadership Interpersonal skills Communication Self Management Depth and Breadth of Technical and Functional Skills Resource ManagementCOMPETENCY CLARITY16 SEGMENT-WISE SOURCING PLAN IDENTIFYING INTERNATIONAL TALENT LOCATIONS AS SOURCES TOTAL REWARD OFFERINGS17INTERNATIONAL COMPENSATION PLANNING Need For Structured Model And Program COLI Housing As A Factor Education As A Factor Health/Medical Plan And Insurances.Hardship Locations Social Security Systems Conveyances Returns Trips Taxation Repatriation18 INTERNATIONAL ASSESSMENT IDENTIFYING METHODS INTERVIEWS AND CULTURAL/LEGAL REQUIREMENTS PSYCHO METRICS AND CULTURAL IMPLICATIONS DESIGNING ASSESSMENT CENTRES19EnculturisationSocialisationOrientationInductionAssimilation30 days before Joining date10 days before Joining dateFirst week of Joining1 month post Joining2/3 months post JoiningEnculturisationOrientation20PLACEMENT AND HAND HOLDING21 Competition Equal Opportunities Laws and Ratios Protections Transfer Abilities Visas and Work Permits Religious ImplicationsLAWS OF LAND Competition Equal Opportunities Laws and Ratios Protections Transfer Abilities Visas and Work Permits Religious ImplicationsLAWS OF LAND223:DEVELOPING INTERNATIONAL STAFF AND MULTINATIONAL TEAMS23ORGANISATION CAPABILTY AND BUILDING A BODY OF BUSINESS KNOWLEDGE24COMPETENCIES,LEVELS AND COMMUNICATION FOR TRANSPERANCY25DEVELOPMENT AS A VALUE PROPOSITION AND BUILDING A LINK TO CAREER GROWTH26LINKING COMPETENCIES TO CAREER LADDERS27 Internal/external assessment Interview/performance anchored Performance/potential basesASSEMENT FOR DEVELOPMENT:Internal/external assessment Interview/performance anchored Performance/potential basesASSEMENT FOR DEVELOPMENT:ASSEMENT FOR DEVELOPMENT:28KEY TALENT ACCOUNT MANAGEMENT2930WHY TEAMS HAVING COMMON OBJECTIVES,COMMON GOALS AND A COMMON VISION NEED DIVERSITY Diversity vs divergent31RANGE OF DIVERSITY AT NATIONAL LEVELS:Gender diversityReligionRegionalLocalIdeologicalFood habitsRural vs UrbanLinguisticEconomicPerspectiveTolerance vs Jingoism32Understanding societyUnderstanding stylesFood habitsTransactional BehaviorsUnderstanding culturesPracticesValues,Beliefs and RitualsINTERNATIONAL DIVERSITY AND ITS DIMENSIONS33Identifying domains of negotiationsDomains of non negotiationDeveloping Transaction sensitivity to acknowledge and accept the divergence.34Influencing Performance Management in an organisation.Influencing Rewards and CompensationInfluencing growth and careersInfluencing training and developmentInfluencing work life balanceInfluencing level of commitmentInfluencing Leadership Models and Styles3536HR at the table!Ensuring M&A success37Respondents to the 2006“Current State of M&A Integration”surveySource:MERGERS&ACQUISITIONS By Timothy J.GalpinDuring a recent acquisition,we thought that because they were in the same industry and had grown along the pathway we had grown that our cultures would be the same.When we started working on integration,the only two things we had in common were that we sold things to customers and expected to be paid38Defining.HOW THINGS GET DONE AROUND HEREOrganization Culture is a collective set of patterns observed through individual and group behaviors indicating“how work gets done”in the value creation process.the how of “engaging”people in the process of Value Creation39Cultural Integration is about.Adopting a common set of beliefs and terms of“ENGAGEMENT”that explains the cultural environment in which the value creation process is incubated by the enterprise.Cultural Integration is not about.Replicating the acquiring companys systems and practices in the acquired Company Forging a common way of doing things by COPYING policies and practices Insensitive imposition of artifacts and external manifestations of culture Imposing or merely replicating policies,slogans,brands 40The typical Merger and Acquisition deal never realizes full benefits of its intended financial and strategic impact.While M&As can fail for a number of reasons,70%failures are due to the people side of the deal which occurs as a result of the change dynamics created by the mergerHarvard Business Review4142TRADE UNION AND ROLE43CHANGING BUSINESS ENVIRONMENT AND DIMINISHING REPRESENTATIVE ROLE44FOREIGN DIRECT INVESTMENTS INFLUENCING DE-LEGISLATION45INDUSTRIAL RELATIONS VS DISPUTES46WHAT GOES INTO RELATIONS?47BLUE COLLARED VS WHITE COLLARED48UNION OF COMPARISION AND WAGE LEVELS49UNION AND JOB FLEXIBILITY AND SKILL FORMATION50UNION AND COLLECTIVE BARGAINING PROCESS51UNION AND EMPLOYEMENT SECURITY52STRONG UNIONS WITH DEFINED PROCESSES53COMPLIANCE ORIENTED INDUSTRIAL RELATIONS54INTEGRATION RELATED EMPLOYEE RELATION ISSUES55GRIEVIANCES/DISCIPLINE/CODE OF CONDUCT56PARTNERSHIP AND INVOLVEMENT THROUGH ENGAGEMENT
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