HR: CHANGING PARADIGM

JOY CHAKRABORTY

CHIEF OPERATING OFFICER

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INDEX

TOPIC SLIDE NO.

Introduction 3

Traditional functions Vs Transformed functions 4-5

Managing change 6-7

Talent Development 8-10

Brand &Culture 11

Containing Attrition 12

Strategic Human resource management 13-16

Why is this relevant for the Healthcare industry? 17-19

Top Companies with Best HR practices 20-32

New Trends in HR for 2016… 33-41

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Introduction

• Concept and practice of Employee-Employer relation has undergone a ‘sea change’ in the last one decade

• Redistribution of power

• Greater participation of employees

• Vertical and horizontal information sharing

• Team work

have replaced • Traditional traits of industrial relations

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Traditional Functions … Attract

Recruit

Promote

Compensate

Train

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Transformed into …

•

Talent Development Managing Change

Brand Promotion Containing Attrition

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Change Managment

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Managing Change

Flexible

Dynamic

Attitude

Focused Change

management

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Talent Development

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The best talent policies respond to changing conditions on the

ground and to cultural differences across the globe

- HBR

Sense of purpose is an overwhelming differentiator in

attracting top talent - HBR

Encourage Long term

Start on Day 1

Recognize and rely on

Experience

Leadership development

Succession Planning

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Towards Competency based Talent Management

Recruitment & Selection

Performance Management

Compensation & Benefits

Learning & Organization Development

Career & Succession Planning

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Brand & Culture Attract

HR is the ‘Face’ of the

organization

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Containing Attrition

High rate of attrition = Cost {recruiting, selection and training }

Retention: Not a One time Affair

Managers who keep everyone are very bad managers,

Managers who lose large numbers consistently are also bad managers

}

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Strategic Human resource management

• An integral part of an organisation’s vision and strategy

• Occupies the centre stage

• To consider that Employees are

• Largely in the age group of 25-35

• More loyalty to profession than organisation

• Are educated and skilled

• There is high level of mobility and attrition

• They want the best of welfare and packages

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• Aim at developing people and their potential for growth

• Skill and the potential of individuals are interlinked and aligned to the organisational goals

• Global presence and acceptance depends upon organisational culture and how trustworthy it is towards the community at large.

• Trust being highly perishable depends on consistent behaviour

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Leading SHRM practices

• Master administrative or transactional aspects HR

• Make human capital investments

• Ongoing training and development

• Identifying and supporting mechanisms to solicit and utilize input from both managers and front-line staff

• Identifying and supporting opportunities for staff from various areas to collaborate on shared initiatives

• Make innovation and inspiration a top corporate priority through organizational, team and individual performance management

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• Focus time and attention on ensuring communication between all levels of the organization

• Identify key opportunities to develop and implement long-term strategies to improve employee motivation and productivity

• Increase employee productivity by striving to identify and remove obstacles that serve as a barrier to performance

• Focus time and attention on addressing and solving problems that impact an individual’s ability to do their best work

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Why is this relevant for the Healthcare industry?

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Its all about ‘Perception’….

• Patients’ Power to choose has increased

• Quality of the overall experience is an important differentiator

• Competition based on ‘Perception’

• 75% patients judge hospital quality based on perception of care rather than objectively measurable clinical factors

• Nearly half of patients have switched based on negative service experiences

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Healthcare… … A Human Process

• Healthcare is fundamentally a ‘Human process’

• Connection between the provider and patient

• Empathy, Care, ability to listen, ability to connect, responsiveness, understanding emotional needs while providing patient care is the key

• To provide value-based care - Attitude of Service, a Service mindset of alleviating patient suffering essential

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Top Companies with Best HR practices

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Best company to work for in the World

• 7-acre sports complex • 3 wellness centre’s • Indoor roller hockey rinks • Horseshoe pits • Over 100,000 hours of

subsidized massages each year

• Global Education Leave program Right Tools attract Best

Talent

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Contd… • Global Education Leave program - This enables employees to take a

leave of absence to pursue further education for up to 5 years and $150,000 in reimbursement.

• Google’s philosophy is that with the Right tools, you can attract the Best Talent, and develop happier and more productive employees

• A strategic focus on people management is necessary because innovations come from people and you must provide them with great managers and an environment that supports innovation.

• People Analytics – Google’s HR department takes all people related decisions through their data analytic tool. It is the world’s only data-driven HR function. They have renamed their HR function to “People Analytic”.

• Google’s success has to be attributed in large part to the fact that on average, each employee generates nearly $1 million in revenue and $200,000 in profit each year.

• Google Ideas- Googlers regularly submit their thoughts on product improvements or provide suggestions about how to make things better around Google. These ideas are rated on a scale of 0 to 5 (Dangerous or harmful if implemented) to 5 (Great idea! Make it so) and the management pays close attention to them.

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For Health and fitness of workforce:

incorporating park and recreation, outdoor sports,

swimming

Housing, Schools, Hospitals,

Museums, Public baths, Reading rooms

Bourneville

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Contd… • When it comes to people management, Cadbury leads the

way

• Not only is the company the world’s second largest confectioner, but it has also earned the HR accolade by putting its people first

• Since founded in 1824, Cadbury has maintained its worker village and R&D factories • The Village offers its staff and their families a comfortable

environment to work and live

-In 1893, George Cadbury bought 120 acres (0.5 km²) of land close to the works and planned, at his own expense, a model village which would 'alleviate the evils of modern, more cramped living conditions'.

• The company is built on an altruistic belief system that makes people a priority

• The Cadbury culture combines positivity and balance, among work and life

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• High-trust environment

• Exhibiting a Low Turnover rate

• Recreation and fitness facilities

• Greenways that connect buildings to

buildings

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Contd…

• The HR practices at SAS are innovative and creative;

• The company offers a university campus feel on its grounds, with greenways that connect buildings to buildings

• Recreation and fitness facilities are found on campus, offering time for employees to take part in maintaining the health of the entire person – mind, body, and spirit

SAS is noted for offering a

• high-trust environment

• exhibiting a low turnover rate

• The HR department is recognized as a pioneer in addressing day-to-day stresses and concerns that are common in a workplace environment

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Team Dynamic

Internal Communication

Management Credibility Extensive On

the Job Training

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Child Care Elderly Care

Work Life Balance Support Groups

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Contd….

• The key is the company encourages employees to balance their work and personal life / on balancing work and families

• HR focuses efforts on childcare for working mothers and fathers

• Eldercare for elderly parents are offered extensive services

• Subsidized tuition is offered for employees who earn below a certain level

• Nursing home placement, home health services, and support groups are part of the innovative ways the HR team at Brigham and Women’s Hospital helps its employees eliminate stress

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• “Parivaar” Culture

• Benefits

• Paid Leave

• Healthcare benefits

• free of cost healthcare for self – irrespective of value

• for dependents for who earn below a certain level

• Medical assistance to staff with mentally challenged children

• Subsidized meals

• High retention rate: Long service awards

• ‘Healthy Workplace Award Gold 2015’

• AHPI Healthcare Excellence Award:

‘Best Hospital to Work for’

Healthy Workplace Award Gold

AHPI ‘Best Hospital to work for’

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• Employee Engagement activities

• Training & Talent development

• Compensation

• Welfare Society

• Cooperative Credit Society

• Employee Satisfaction Surveys

• Samvaad

• Coffee with CEO

• Healthy Hinduja Programme

• Nurse Connect programme – Nurse Happy hours

• Swacch Hinduja Campaign

• Hinduja Premier League

Nurse Connect Programme

Long Service Awards to employees with above 15 and 25 years of services

Staff Welfare Activities

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• LEAD

• Building Operational Leadership

• In House Curriculum for Skill development

• Sports & Extracurricular Activities

• Celebration different days with employees to focus on Institutional values

• Career Counseling for Staff Children

• Employee Suggestions

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New Trends in HR for 2016…

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HR embraces Agile

Don’t Try to be Perfect

Stop Regular Meetings

Keep HR team small

Simplicity

4 Values of Agile

Adaptability

Transparency Unity

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Back to the office

No need to work from Home!

Come to Office!

Work Closely together!

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HR goes soft on performance ratings

Time Money Effort

Stress!!!

Myth of the Bell Curve

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Individualisation

Treat employees as individuals

Use People Analytics

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Talent everywhere

Internal and External talent!

Talent is Everywhere!

Talent Development

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Artificial intelligence

Trend Analysis - Data, Workforce, Job,

Company trends

Remove Biases

Pattern recognition in resource matching

Make Logical Decisions

Detect & Select the Best!

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Employee engagement and culture as top priority

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Focus on well being and resilience

Healthy employee is a more Productive

employee

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THANK YOU

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