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Strategic
Imperatives
CREATE BRAND MARKET
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
The Human Resource Angle
The Oxford English Dictionary defines Strategy as: ‘The art of a Commander-in-
chief; the art of projecting and directing the larger military movements and
operations of a campaign’
What is Strategy ?
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
What is Strategy ? Competitive advantage
“Strategy follows people, the right person leads to the right strategy”
- Jack Welch
Organisations are evolving more and more into 'human capital' or 'intellectual
capital' organisations for competitive advantage.
About functioning as a strategic business partner and about linking HR strategies to
business strategies
To guide people to execute the strategy effectively and to achieve desired business
performance
Mandate for H.R.
www.creatingdemand.org
Mandate for H.R. Execute the strategy effectively
Copyright 2013-2014 Presentation by: Sachin Bansal
To establish a clear, coherent and consistent construct for organizational
performance
To bring a focus to the many standard HR activities on outcomes.
Strategic H.R. Framework
www.creatingdemand.org
Strategic H.R. Framework
Clear, Coherent And Consistent
Copyright 2013-2014 Presentation by: Sachin Bansal
The Framework divides the complex task of strategic human resource management
into eight key result areas:
1) Planned Workforce
Through following HR functions:
Skill profiling, workforce analysis, forecasting and planning, special recruiting schemes,
career and succession planning, agency workforce plans.
2) Quality Staffing
Through following HR functions:
Selection, appointment, promotion, redeployment and separation of staff.
3) Responsive and Safe Employment Conditions
Through following HR functions: Employee relations, remuneration, flexible working
arrangements, job design, occupational health and safety programs.
4) Managed Performance
Through following HR functions:
Performance development, ethical conduct standards, whistleblowers policy,
disciplinary processes.
Key Result Areas
www.creatingdemand.org
Key Result Areas Framework
Copyright 2013-2014 Presentation by: Sachin Bansal
4) Managed Performance
Through following HR functions:
Performance development, ethical conduct standards, whistleblowers policy,
disciplinary processes.
5) Planned Human Resource Development
Through following HR functions:
Training and development planning and implementation.
6) Protection of Merit and Equity
Through following HR functions:
Managing diversity, grievance resolution, appointment and promotion
processes.
7) Continuous Improvement
Through following HR functions:
Best practice, benchmarking studies, business process re-engineering,
organisational structure reviews.
Key Result Areas
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
Key Result Areas Framework
 The crucial role of managerial innovation in strategic human resource
management is becoming increasingly prevalent in both business and
academic literature.
 India after decades of protectionism is experiencing a revolutionary change.
 In this scenario, to manage organizations efficiently and to compete globally,
adoption of SHRM practices has become more important than ever.
Strategic HRM in Indian Organisations
www.creatingdemand.org
HRM in Indian Organisations Strategies
Copyright 2013-2014 Presentation by: Sachin Bansal
FACTORS INFLUENCING SHRM
Research shows that following factors affect adoption of strategic
Human Resource Management in Indian companies.
• Unionisation:
Higher the Unionization Lesser the chances of adoption of SHRM
Industry differences:
Manufacturing Sector Lesser adoption of SHRM
Services Sector Greater adoption of SHRM
www.creatingdemand.org
Factors influencing SHRM Unionization
Copyright 2013-2014 Presentation by: Sachin Bansal
FACTORS INFLUENCING SHRM
• Technology:
Higher the Technological sophistication Better chances of SHRM
adoption
• Size and Financial Resources:
The greater the size of the organization, the greater is the likelihood of adoption of
innovative SHRM practices;
The greater the financial resources of the organization, the greater is the likelihood of
adoption of innovative SHRM practices
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
Factors influencing SHRM Technology
FACTORS INFLUENCING SHRM
• Private or Public Sector:
Private organization and organizations with foreign participation will have more
extensive implementations than public and family owned organizations.
• Organisational Leadership:
Strong Org. leadership Strong Org. Culture Adoption of SHRM
Professionally managed HR Deptt. Greater Role of HR
Adoption of SHRM
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
Factors influencing SHRM Organisational Leadership
FACTORS INFLUENCING SHRM
 Competitiveness:
The greater the need to professionalise and be competitive, the greater
the need for restructuring of organizations, the greater the chances of
adoption of innovative SHRM practices.
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
Factors influencing SHRM Competitiveness
 A major challenge for Strategic Human Resource Management is to
establish a clear, coherent and consistent construct for organizational
performance.
 Organizations adopt SHRM practices for a variety of reasons. The
antecedents of managerial innovation and SHRM include extent of
unionisation and industrial sectors, technological sophistication,
organizational restructuring and ownership structure, use of
international consultants, organizational leadership, and role of HR
Department.
Conclusion
www.creatingdemand.org
Conclusion Antecedents of managerial innovation
Copyright 2013-2014 Presentation by: Sachin Bansal
Reputation to overall gains
www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal
Strategically connected with clients, engaging and
involving them:
•How to get closer to customers?
•To build brand awareness and enhance loyalty?
•To position new products and services for the effective
market penetration?
•To fulfill what customers really desire?
Specialties
Brand Strategy, business entry & planning, product
development, internet marketing, trade distribution,
public private partnerships, sustainable tourism
management and investment promotion.
Crafting, Operationalizing and
Implementing Growth
Strategies to maximize
opportunities in emerging
geographies;
experience as my strong
resource and capability
Sachin Bansal
Enhancing business profitability
SACHIN BANSAL- Chief Explorer
INDIA : +91 97111 90192
sb@creatingdemand.org
www.creatingdemand.org
facebook.com/creatingdemand
DELHI LONDON MELBOURNE NEW
YORK ITALY
www.creatingdemand.org
Enhancing business profitability….
Copyright 2013-2014 Presentation by: Sachin Bansal

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Strategic imperatives - The HR Angle

  • 1. Strategic Imperatives CREATE BRAND MARKET www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal The Human Resource Angle
  • 2. The Oxford English Dictionary defines Strategy as: ‘The art of a Commander-in- chief; the art of projecting and directing the larger military movements and operations of a campaign’ What is Strategy ? www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal What is Strategy ? Competitive advantage “Strategy follows people, the right person leads to the right strategy” - Jack Welch Organisations are evolving more and more into 'human capital' or 'intellectual capital' organisations for competitive advantage.
  • 3. About functioning as a strategic business partner and about linking HR strategies to business strategies To guide people to execute the strategy effectively and to achieve desired business performance Mandate for H.R. www.creatingdemand.org Mandate for H.R. Execute the strategy effectively Copyright 2013-2014 Presentation by: Sachin Bansal
  • 4. To establish a clear, coherent and consistent construct for organizational performance To bring a focus to the many standard HR activities on outcomes. Strategic H.R. Framework www.creatingdemand.org Strategic H.R. Framework Clear, Coherent And Consistent Copyright 2013-2014 Presentation by: Sachin Bansal
  • 5. The Framework divides the complex task of strategic human resource management into eight key result areas: 1) Planned Workforce Through following HR functions: Skill profiling, workforce analysis, forecasting and planning, special recruiting schemes, career and succession planning, agency workforce plans. 2) Quality Staffing Through following HR functions: Selection, appointment, promotion, redeployment and separation of staff. 3) Responsive and Safe Employment Conditions Through following HR functions: Employee relations, remuneration, flexible working arrangements, job design, occupational health and safety programs. 4) Managed Performance Through following HR functions: Performance development, ethical conduct standards, whistleblowers policy, disciplinary processes. Key Result Areas www.creatingdemand.org Key Result Areas Framework Copyright 2013-2014 Presentation by: Sachin Bansal
  • 6. 4) Managed Performance Through following HR functions: Performance development, ethical conduct standards, whistleblowers policy, disciplinary processes. 5) Planned Human Resource Development Through following HR functions: Training and development planning and implementation. 6) Protection of Merit and Equity Through following HR functions: Managing diversity, grievance resolution, appointment and promotion processes. 7) Continuous Improvement Through following HR functions: Best practice, benchmarking studies, business process re-engineering, organisational structure reviews. Key Result Areas www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Key Result Areas Framework
  • 7.  The crucial role of managerial innovation in strategic human resource management is becoming increasingly prevalent in both business and academic literature.  India after decades of protectionism is experiencing a revolutionary change.  In this scenario, to manage organizations efficiently and to compete globally, adoption of SHRM practices has become more important than ever. Strategic HRM in Indian Organisations www.creatingdemand.org HRM in Indian Organisations Strategies Copyright 2013-2014 Presentation by: Sachin Bansal
  • 8. FACTORS INFLUENCING SHRM Research shows that following factors affect adoption of strategic Human Resource Management in Indian companies. • Unionisation: Higher the Unionization Lesser the chances of adoption of SHRM Industry differences: Manufacturing Sector Lesser adoption of SHRM Services Sector Greater adoption of SHRM www.creatingdemand.org Factors influencing SHRM Unionization Copyright 2013-2014 Presentation by: Sachin Bansal
  • 9. FACTORS INFLUENCING SHRM • Technology: Higher the Technological sophistication Better chances of SHRM adoption • Size and Financial Resources: The greater the size of the organization, the greater is the likelihood of adoption of innovative SHRM practices; The greater the financial resources of the organization, the greater is the likelihood of adoption of innovative SHRM practices www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Factors influencing SHRM Technology
  • 10. FACTORS INFLUENCING SHRM • Private or Public Sector: Private organization and organizations with foreign participation will have more extensive implementations than public and family owned organizations. • Organisational Leadership: Strong Org. leadership Strong Org. Culture Adoption of SHRM Professionally managed HR Deptt. Greater Role of HR Adoption of SHRM www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Factors influencing SHRM Organisational Leadership
  • 11. FACTORS INFLUENCING SHRM  Competitiveness: The greater the need to professionalise and be competitive, the greater the need for restructuring of organizations, the greater the chances of adoption of innovative SHRM practices. www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Factors influencing SHRM Competitiveness
  • 12.  A major challenge for Strategic Human Resource Management is to establish a clear, coherent and consistent construct for organizational performance.  Organizations adopt SHRM practices for a variety of reasons. The antecedents of managerial innovation and SHRM include extent of unionisation and industrial sectors, technological sophistication, organizational restructuring and ownership structure, use of international consultants, organizational leadership, and role of HR Department. Conclusion www.creatingdemand.org Conclusion Antecedents of managerial innovation Copyright 2013-2014 Presentation by: Sachin Bansal
  • 13. Reputation to overall gains www.creatingdemand.org Copyright 2013-2014 Presentation by: Sachin Bansal Strategically connected with clients, engaging and involving them: •How to get closer to customers? •To build brand awareness and enhance loyalty? •To position new products and services for the effective market penetration? •To fulfill what customers really desire? Specialties Brand Strategy, business entry & planning, product development, internet marketing, trade distribution, public private partnerships, sustainable tourism management and investment promotion. Crafting, Operationalizing and Implementing Growth Strategies to maximize opportunities in emerging geographies; experience as my strong resource and capability Sachin Bansal Enhancing business profitability
  • 14. SACHIN BANSAL- Chief Explorer INDIA : +91 97111 90192 sb@creatingdemand.org www.creatingdemand.org facebook.com/creatingdemand DELHI LONDON MELBOURNE NEW YORK ITALY www.creatingdemand.org Enhancing business profitability…. Copyright 2013-2014 Presentation by: Sachin Bansal