CAN HR RUN AS A CoE-
HR as CoE- deliver as operations based on knowledge speed and efficiency. Research based HR solutions, remain tied up to business and advise on opportunities, threat, strengths, express concerns in decisions and actions.
WHY NOT TRY 'RBO' (ROLE BASED ORGANISATION -GET OVER THE TITLE BASED APPROACH, LOSE SOME ELITISM AND PRIVILEGE FOR SAKE OF ORGANISATION. GET AWAY FROM 'MAAI-BAAP' MIND-SET.
Role based organisation- Do not criss-cross roles and responsibilities.
Hold managers and supervisors accountable to the highest degree.
Managers will ensure success and will own failures equally.
BIT OF GOVERNANCE- RULES THAT APPLY TO ALL EQUALLY STRONGLY-
No harsh decisions unless being investigated as per core values and codes of conduct, disciplinary action policy.
Ensure people have channel to express and communicate ideas, concerns, violations of policies and code of conduct.
Have clear rules of Governance. WRITTEN ON THE WALL . LOUD and CLEAR.
LIST OUT TRAITS THAT ORGANISATION VALUES AND BELIEVES IN PROPAGATING, NURTURING, EMBEDDING AND LIVE-BY, EXPECT ALL TO EXHIBIT AND RESPECT. NON-NEGOTIABLE.
List out what is expected as governance by organisation and what is considered as violations.
List out what is minor, major and critical non-compliance and violations.
Empower supervisors responsibly. Power without arrogance. Power with authority and power with capacity to take decisions and make changes within the framework of Rule of Governance.
COMMUNICATE-YOU HAVE LOT TO SAY, DO NOT LOSE OPPORTUNITY TO SAY. APPLIES MORE TO SENIOR MANAGEMENT, PEOPLE LOOK UP TO.
Communicate-communicate and communicate through various platforms, REAL OR VIRTUAL.
Open door policy and pervasive communication culture.
Communicate in cabs, offices, coffee houses, elevators,communicate everywhere. Communicate across levels and ask questions.
Take actions in collaboration with different departments, stake-holders.
Use formal and informal platforms to discuss ideas and action plans.
OPEN BOOK MANAGEMENT AND 'MINI GAMES'
Follow Open Book Management. Encourage people to see the present and future from your lenses, though gloom and brightness in business arena. Kind of participative decision making. Shared leadership, shared ideas and opinion. Allow people to suggest, question, etc on important business scenarios, as much as possible.
INNOVATION-WHOSE BABY IS THIS?
Do not leave innovation to the lower rung of people only. Make innovation a tangible outcome that will force thinking 'Out of Box'.
Make Senior Managers and management accountable for innovation, process improvement, quality and culture building.
Have innovation round table meets every month, Allow one Senior management person to take a sponsored innovation program forward and lead from the front.
HABIT OF DISCIPLINE IS EVERYDAY WORK-VALUE YOUR TIME.
Have time-entry for all in the organisation, have codes for tasks, sub tasks, have comments columns.
Review people based on time spent in different tasks.
Make Objectives really measurable and with specific 'Measures of Success'. Define what is expected.
SUPPORT SYSTEMS TO EMBED AND GROW THE BEST WAY POSSIBLE
Have PD Management and Mentorship as Critical Roles in the organisation. Review PD Managers and Mentors every 2 months.
Ask them to submit PD and Mentorship reports, exciting elements, challenges, opportunities identified, ideas, people, action plan and outline of projects that can be taken up for feed backing and process improvements.
TIME TO RE-INVEST IN THE BEST INTEREST OF ORGANISATION AND PEOPLE
Invest on people and have a stack ranking from management side for the right bell-curve.
Identify critical resources for you. Write the SWOT for each critical resource.
Write expectations and aspirations for each critical resource.
Plan for skills and competency, capability development of each resource. Make Managers accountable for competency mapping and development.
Run a Organisation Capability Building Department under chief Business Evangelist to prepare for upcoming and modern day technology platform.
Help Managers think and act in lines of services to product. Help them build a team that is best combination of services to product for delivery team.
COMPETITIVE ADVANTAGE THROUGH ACCOUNTABILITY SETTING AND HELPING CLOSELY
Improve and build VISIBILITY to Managers in terms of delivery and project expectations and outcomes.
Help Managers and expect a robust project plan from them.
Send all Managers for Basics of People, Project and Client Management programs, People development, feed backing assertive communication, Emotional Intelligence, Communication program, employer branding Leading practices, Organisational GOVERNANCE values and ethics. Remember, we all know, we have Managers, Directors and VPs and others, we need LEADERS. Leaders can be built, like Edward De Bono says, critical thinking and Creativity can be learnt, Daniel Goldman says EQ can be learnt and developed, Managers need formal grooming an mentoring.
GROW WITH OBJECTIVE ASSESSMENT, CERTIFICATIONS. USE MODERN DAY ASSESSMENTS AND TRAINING TO ELEVATE
Have a structured certification and evaluation program for organisation. Do not promote or add responsibilities without internal and if required external certification and training and clearing exam.
Take supervisors up only when they have great technical , management and people score.
Have quarterly reviews. Nothing is more important than hiring and grooming people. Do not compromise on marathon feedback sessions each quarter, build actionable development plan.
Use assessment and development centers for managers. Assign internal-external mentors. Send them to seminars and ask them to lead one technology or process track internally as track leader.
'CAREER PATHING' IS EQUALLY IMPORTANT AND MAKE IT MOST VISIBLE AND UNDERSTANDABLE-
Have clear individual contributor and people manager track.
BECOME A LEARNING ORGANISATION OF PETER SENGE'S THOUGHT-
Build a good pool of Area Content Experts(ACEs) and certify them at organisation levels. Identify 3 layers of ACEs.
ACEs will do Brownbags, other fresher training programs your company way. Senior most ACE will do workshops.
Organize competitions, for PM skills on planning, requirements gathering, project management, estimation client and expectations management, team management and award the winner team.
Winner team will present to the whole company at Booths on internals seminars the leading project management skills that they applied and worked upon for greater success.
BE DECISIVE WITHIN LAW OF GOVERNANCE AND LAW OF THE LAND
Identify laggards and have a decisive exit plan for them. Act as per law of land and company's Rule of Governance.
Document all such critical decisions taken and keep them ready for internal audit.
BUILD A CULTURE OF AUDIT AND TRANSPARENCY. NO ONE IS ABOVE SUSPENSION- USE AUDIT FOR DEVELOPMENT
Have quarterly departmental internal audit.Follow ISO conventions, PMI conventions etc.
Have external audit every 6 months.
Act tough upon NCs. NON-CONFORMANCE.
Link audit outcomes to Reviews and Bonuses, Promotions, etc.
FEEDBACK-
Surveys and feedback, have done it regularly and often through external agency. Participate in Great Place to Work every year as a must. Learn form leading practices in the industry.
PEOPLE EMPOWERMENT AND ALLOW THEM TO LEAD THEIR SHOWS-
Empower people and have committees for fun, learning, employee events, sports, leisure, food, transport. Encourage recreation, and social and environmental events.
Cyclothon, walkathon, adventure, fun, social cause, Cause of Women, Children, elderly, Health, Environment, Pollution, CSR stuff.
HR as CoE- deliver as operations based on knowledge speed and efficiency. Research based HR solutions, remain tied up to business and advise on opportunities, threat, strengths, express concerns in decisions and actions.
WHY NOT TRY 'RBO' (ROLE BASED ORGANISATION -GET OVER THE TITLE BASED APPROACH, LOSE SOME ELITISM AND PRIVILEGE FOR SAKE OF ORGANISATION. GET AWAY FROM 'MAAI-BAAP' MIND-SET.
Role based organisation- Do not criss-cross roles and responsibilities.
Hold managers and supervisors accountable to the highest degree.
Managers will ensure success and will own failures equally.
BIT OF GOVERNANCE- RULES THAT APPLY TO ALL EQUALLY STRONGLY-
No harsh decisions unless being investigated as per core values and codes of conduct, disciplinary action policy.
Ensure people have channel to express and communicate ideas, concerns, violations of policies and code of conduct.
Have clear rules of Governance. WRITTEN ON THE WALL . LOUD and CLEAR.
LIST OUT TRAITS THAT ORGANISATION VALUES AND BELIEVES IN PROPAGATING, NURTURING, EMBEDDING AND LIVE-BY, EXPECT ALL TO EXHIBIT AND RESPECT. NON-NEGOTIABLE.
List out what is expected as governance by organisation and what is considered as violations.
List out what is minor, major and critical non-compliance and violations.
Empower supervisors responsibly. Power without arrogance. Power with authority and power with capacity to take decisions and make changes within the framework of Rule of Governance.
COMMUNICATE-YOU HAVE LOT TO SAY, DO NOT LOSE OPPORTUNITY TO SAY. APPLIES MORE TO SENIOR MANAGEMENT, PEOPLE LOOK UP TO.
Communicate-communicate and communicate through various platforms, REAL OR VIRTUAL.
Open door policy and pervasive communication culture.
Communicate in cabs, offices, coffee houses, elevators,communicate everywhere. Communicate across levels and ask questions.
Take actions in collaboration with different departments, stake-holders.
Use formal and informal platforms to discuss ideas and action plans.
OPEN BOOK MANAGEMENT AND 'MINI GAMES'
Follow Open Book Management. Encourage people to see the present and future from your lenses, though gloom and brightness in business arena. Kind of participative decision making. Shared leadership, shared ideas and opinion. Allow people to suggest, question, etc on important business scenarios, as much as possible.
INNOVATION-WHOSE BABY IS THIS?
Do not leave innovation to the lower rung of people only. Make innovation a tangible outcome that will force thinking 'Out of Box'.
Make Senior Managers and management accountable for innovation, process improvement, quality and culture building.
Have innovation round table meets every month, Allow one Senior management person to take a sponsored innovation program forward and lead from the front.
HABIT OF DISCIPLINE IS EVERYDAY WORK-VALUE YOUR TIME.
Have time-entry for all in the organisation, have codes for tasks, sub tasks, have comments columns.
Review people based on time spent in different tasks.
Make Objectives really measurable and with specific 'Measures of Success'. Define what is expected.
SUPPORT SYSTEMS TO EMBED AND GROW THE BEST WAY POSSIBLE
Have PD Management and Mentorship as Critical Roles in the organisation. Review PD Managers and Mentors every 2 months.
Ask them to submit PD and Mentorship reports, exciting elements, challenges, opportunities identified, ideas, people, action plan and outline of projects that can be taken up for feed backing and process improvements.
TIME TO RE-INVEST IN THE BEST INTEREST OF ORGANISATION AND PEOPLE
Invest on people and have a stack ranking from management side for the right bell-curve.
Identify critical resources for you. Write the SWOT for each critical resource.
Write expectations and aspirations for each critical resource.
Plan for skills and competency, capability development of each resource. Make Managers accountable for competency mapping and development.
Run a Organisation Capability Building Department under chief Business Evangelist to prepare for upcoming and modern day technology platform.
Help Managers think and act in lines of services to product. Help them build a team that is best combination of services to product for delivery team.
COMPETITIVE ADVANTAGE THROUGH ACCOUNTABILITY SETTING AND HELPING CLOSELY
Improve and build VISIBILITY to Managers in terms of delivery and project expectations and outcomes.
Help Managers and expect a robust project plan from them.
Send all Managers for Basics of People, Project and Client Management programs, People development, feed backing assertive communication, Emotional Intelligence, Communication program, employer branding Leading practices, Organisational GOVERNANCE values and ethics. Remember, we all know, we have Managers, Directors and VPs and others, we need LEADERS. Leaders can be built, like Edward De Bono says, critical thinking and Creativity can be learnt, Daniel Goldman says EQ can be learnt and developed, Managers need formal grooming an mentoring.
GROW WITH OBJECTIVE ASSESSMENT, CERTIFICATIONS. USE MODERN DAY ASSESSMENTS AND TRAINING TO ELEVATE
Have a structured certification and evaluation program for organisation. Do not promote or add responsibilities without internal and if required external certification and training and clearing exam.
Take supervisors up only when they have great technical , management and people score.
Have quarterly reviews. Nothing is more important than hiring and grooming people. Do not compromise on marathon feedback sessions each quarter, build actionable development plan.
Use assessment and development centers for managers. Assign internal-external mentors. Send them to seminars and ask them to lead one technology or process track internally as track leader.
'CAREER PATHING' IS EQUALLY IMPORTANT AND MAKE IT MOST VISIBLE AND UNDERSTANDABLE-
Have clear individual contributor and people manager track.
BECOME A LEARNING ORGANISATION OF PETER SENGE'S THOUGHT-
Build a good pool of Area Content Experts(ACEs) and certify them at organisation levels. Identify 3 layers of ACEs.
ACEs will do Brownbags, other fresher training programs your company way. Senior most ACE will do workshops.
Organize competitions, for PM skills on planning, requirements gathering, project management, estimation client and expectations management, team management and award the winner team.
Winner team will present to the whole company at Booths on internals seminars the leading project management skills that they applied and worked upon for greater success.
BE DECISIVE WITHIN LAW OF GOVERNANCE AND LAW OF THE LAND
Identify laggards and have a decisive exit plan for them. Act as per law of land and company's Rule of Governance.
Document all such critical decisions taken and keep them ready for internal audit.
BUILD A CULTURE OF AUDIT AND TRANSPARENCY. NO ONE IS ABOVE SUSPENSION- USE AUDIT FOR DEVELOPMENT
Have quarterly departmental internal audit.Follow ISO conventions, PMI conventions etc.
Have external audit every 6 months.
Act tough upon NCs. NON-CONFORMANCE.
Link audit outcomes to Reviews and Bonuses, Promotions, etc.
FEEDBACK-
Surveys and feedback, have done it regularly and often through external agency. Participate in Great Place to Work every year as a must. Learn form leading practices in the industry.
PEOPLE EMPOWERMENT AND ALLOW THEM TO LEAD THEIR SHOWS-
Empower people and have committees for fun, learning, employee events, sports, leisure, food, transport. Encourage recreation, and social and environmental events.
Cyclothon, walkathon, adventure, fun, social cause, Cause of Women, Children, elderly, Health, Environment, Pollution, CSR stuff.
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