HR Function - EET2008
Transcript of HR Function - EET2008
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PERSONAL EFFECTIVENESS
People are born with tremendous potential todo a number of things
Our lifetime is not enough to discover what weare capable of
Some people discover and apply more of theirpotential while others may not be able todiscover themselves
The reason for our under performance is lackof awareness regarding our inner resources orhidden potential or inability to utilizeresources.
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JOHARI WINDOW
Public Self
( Known to self and
others)
Blind Self
( Known to others only
)
Closed Self
( Known to self only)
Dark Self
( Not known to self and
others )
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PERSONAL EFFECTIVENESS
Major factors contributing to ourPersonal Effectiveness
Exploratory orientation
Action oriented performer, takes initiativeand risk, try to bring best out of them, likes
change, no fear of failure
Self-disclosure
Open and free in communication, expresses
feelings, ideas, views, reactions etc to others
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PERSONAL EFFECTIVENESS
Receptivity to feedback
Open to feedback, willing to examine and
modify behaviour based on feedback. Others
who observe or affected by our behaviour
may be able to point out our weakness.
Sensitivity
Understanding ones own feelings and being
sensitive to that of others. This is a basis forall previous three factors. It helps to strike a
perfect balance between the three.
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LOCUS OF CONTROL
How do you interpret your success
Due to your ability, hard work, luck, chance
What is the reason for your failure
Due to your lack of effort, carelessness, bad luck,mistake of others, God, chance
Internals - Persons who think things happendue to their effort or due to factors inside them
ExternalsPersons who think things happen to
them due to factors outside them
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LOCUS OF CONTROL
Internaldynamic, hard working, high
activity level, takes initiative, restless, less
tolerant to stress. They make things happen.
Externalconformists, rule bond, easy going,
tolerant to stress, works well instructured/bureaucratic settings. They think
everything is pre-conditioned and there is little
one can do to change them.
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HR STRATEGIES & PROFILE OF HR MANAGERS
HR to help Organisation earn more.
HR to help increase Shareholders confidence.
HR role needs strategic shift.
Compliance
Talent Management
Change Management
Compliance
Talent Management
Change Management
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HUMAN RESOURCES
What constitutes good HR practices ?Good Hr practices are those that contribute toone or more of the three Cs
Competencies
Tasks can not be completed withoutcompetencies
Commitment
Things may not be done or slowly done in theabsence of commitment
Culture
It provides the sustaining force for organisationto live
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OUR VISION
A WORLD CLASSINTEGRATED POWER
MAJOR, POWERINGINDIAS GROWTH,
WITH INCREASINGGLOBAL PRESENCE
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WHAT IS HRD
HRD is a process by which employees arehelped in a continuous and planned way to:
Acquire & sharpen capabilities to performpresent and expected future roles.
Develop their general capabilities &discover their inner potential for their ownand organisational development.
Develop an organisational culture in whichsupervisor-subordinate relationships, teamwork and collaboration among subunits arestrong & contribute to the pride of
employees.
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WHY HRD
Employees need competencies to perform tasks.
Competencies are to be continuously developed
Survival of the organisation depends on competent andmotivated employees
To effectively face the challenges of everchanging
environment
To reach the top and remain there.
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VINDHYACHAL
HR VISION
TO ENABLE OUR PEOPLE TO
BE A FAMILY OF COMMITTED
WORLD CLASS
PROFESSIONALS, MAKINGNTPC A LEARNING
ORGANISATION.
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HRD IN NTPC
HR Department and HRD Cells
Training & Development
Job Rotation & Career Growth Path
Quality Circles
Professional Circles
NOCET
NCYM Own a Department
HR Ambassadors
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HRD IN NTPC
Core Value Actualisation
Tenure Postings
M.Tech and BITS Pilani B.Sc
Redeployment
Communication
Transfer and Posting
HR Newsletter
HR for Line Managers
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HRD IN NTPC
Performance Appraisal
Development Centre
Five S
TQM
Benchmarking
Rewards
Suggestion Scheme
HR Audit
Support schools
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WE ARE NOT ALWAYS PEOPLE SMART
Do you ignore the psychological reasons for
someones behaviour ?
Do you agree to almost all requests people maketo you ?
Do you hold back feedback which people couldbenefit from ?
Do you try to persuade people by arguing with
them ? Do you seek victory over argument ?
Do you approach people with whom you have
problems time after time ?
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ROLE OF LINE MANAGER IN HR
Line managers have an important role to play inensuring the realization of HRD objectives
Training
Analyse each employees role and capability needed
Identify training needs
Encourage people for training
Obtain feedback after training Discuss opportunities for trying the learning
follow up capabilities before & after training
Arrange sharing of learning with others
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ROLE OF LINE MANAGER IN HR
Performance Appraisal Identify key performance areas
Set challenging goals
Recognise strengths & weakness
Provide feedback & counselling
Generate openness, mutuality, & trust
Provide support
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ROLE OF LINE MANAGER IN HR
Organisation Development
Identify subsystems that need change & inform HR
Support diagnostic surveys
Participate in OD process/discussions
Prepare action plans & implement them
Reinforcement
Acknowledge contributions of employees
Assign challenging tasks
Reward collaboration
Encourage interaction
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ROLE OF LINE MANAGER IN HR
Career Development
Identify opportunities for each subordinate
Assess capabilities to be acquired
Help subordinates to assess their owncapabilities in relation to career paths
Give feedback about potential
Give opportunity to use the potential
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