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Strategic HR
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Organization Structure design
Organization Design aims to produce a logical, coherent, cohesive and yet
flexible structure which would easily adapt itself to new market conditions and
thus facilitate the organization’s objectives. It is thus a continuous process
of modification and change and never a one-off event. Finally, the aim of
Organization Design is to strike the right balance between integration and
differentiation across various functions and levels, to arrive at the
structures, roles, deployment planning and other process mechanisms to meet the
business objectives of internal and external customers for today's and
tomorrows’ market needs.
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Manpower planning and Assessment
As the future plan of the company changes, the changes for man power requirement
for the operation to be carried out changes. Thus accessing the number of
employees present in the organization and defining the requirement for new
employees in the future so that the company has enough manpower for the
operation to be carried out.
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Performance Management
The Performance management system can be used as a powerful transformational
tool if it focuses on identifying, measuring and rewarding the right kind of
competencies and designing the right processes to achieve the business vision
(values) and mission (strategy). The performance management system process
followed is in sync with other key HR processes such as compensation, promotion,
competence development and thus is very effective. We believe that the ownership
and efficacy of the PMS system is significantly enhanced when employees
themselves participate in its design which results from the above process as
there is active participation from the employees at each level. Further, skills
building for the appraisal process are imparted in a phased manner, nearer to
the actual event to enable maximum transfer of learning to the job. There is
reinforcement of the right mindsets, styles and skills required for creating a
high performing organization through a participative process that involves
employees in identifying issues, designing the new system and developing
effective appraisal skills.
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Linking pay to performance
Rewards and recognition integrate total pay with a compelling future, individual
growth, and a positive workplace to create a win-win partnership between the
company and its employees that enhances effectiveness and advances overall
business objectives. Organizations need competent individuals who in return for
their commitment expect certain extrinsic and intrinsic rewards. These rewards
and recognition are based on philosophies and strategies and contain
arrangements in the shape of policies, practices, structures and procedures
which are designed and managed to provide and maintain pay, benefits and other
forms of reward.
Reward and recognition is not always monetary. It is also concerned with
non-monetary rewards, which provide intrinsic or extrinsic motivation. Intrinsic
motivation is achieved by satisfying individual needs for achievement,
responsibility, challenge, influence in decision making, personal growth,
meaningful contribution, etc. Extrinsic non-monetary motivation is achieved by
recognition, skill development, learning and career opportunities while
extrinsic financial motivation is achieved through salary, fringe benefits, and
perquisites, bonuses or stock options.
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Competency Mapping, Gap Analysis
The rapid pace of change in technology and competitive forces have created the
need for organizations to re-examine the way their competencies are organised
and available to the company. Positioning and matching people to the right jobs
has become a critical process. Organization performance is also dependent on
alignment of people capacities and competencies to organization strategies,
objectives and culture / values.
• Employee Satisfaction Survey,
• Salary & Wages system design
