HR is being looked as a key business function and no more a support function, responsible for delivering its contribution towards achieving business results. Presenting here my comprehensions of different facets of HR. Its almost a prerequisite to ask "Why" we are doing " What" we are doing. This way we define 'value' to be delivered before we plan execution. So this value proposition starts with why followed by what & how. The last column gives expected business benefit out of what we do and how we do it. Let me have your feedback to enhance it further. Regards, Prashant

1. HR Value Proposition
Seeing HR as a strategic business partner
Prashant Y. Joglekar
joglekarprashant@gmail.com
www.twitter.com
Blog : http://innovationnukkad.blogspot.com
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2. Objective ( Why)
Value
Proposition
( What)
Delivery Process
( How)
Proposed
Business
Benefits
( Whats There In
It for business)
1) To assure investors that
organization’s key strategic
themes can be effectively
executed by the
knowledgeable, skilled and
competent senior
management team (Focus
should be on top 10 % of
workforce whose job will affect
strategy)
1.1) Strategic Job
Identification
Facilitate discussion with the
promoters
,
board,
senior
management to Identify the areas of
current ( for e.g. Improving Supply
Chain Efficiency ) and future
competitive advantage ( Innovation
by partnering) and their relative
importance
Organization is
adequately crewed
with strategic job roles
at all the time
Identify the job roles that are
essential to achieve differentiation &
therefore competitive advantage ( for
e.g. The above two competencies will
then require strategic job families as
SCM design specialist & Joint Venture
Program Managers etc.)
Re-visiting this during formal /
informal interactions with the senior
management and remain up to date
on strategic job family requirements
A list of potential (
external / internal)
candidates known /
kept ready well before
they are needed

3. Objective ( Why)
Value
Proposition
( What)
Delivery Process
( How)
Proposed
Business
Benefits
( Whats There In
It for business)
1) To assure investors that
organization’s key strategic
themes can be effectively
executed by the
knowledgeable, skilled and
competent senior
management team (Focus
should be on top 10 % of
workforce whose job will affect
strategy)
1.2) Competency
Profiling
Design the competency profiling in
multiple ways by interacting with
consultants or experts in the field
A potential candidate
can be formally or
informally
assessed
based on competency
profiling well before he
/ she is looked-for
Document the requirements for
knowledge ( e.g. subject matter
expert), skill ( negotiation, project
management) and values ( team
work, result orientation etc.) for each
job families
Design the assessment criteria for
each of these competency profile
along with consultant & subject
matter expert

4. Objective ( Why)
Value
Proposition
( What)
1.3) Assess
1) To assure investors that
organization’s key strategic
Human Capital
themes can be effectively
Readiness
executed by the
knowledgeable, skilled and
competent senior
management team (Focus
should be on top 10 % of
workforce whose job will affect
strategy)
Delivery Process
( How)
Self-assessment by key senior
employees holding strategic job
positions
Solicit 360 degree feedback from
peers, superiors and subordinates on
various aspects of employee’s
performance
Solicit 720 degree feedback from
partners,
customers,
investors,
external experts who have interacted
with these key employees
Assign a score with assessment to
quantify the gap between ideal and
the actual and keep
senior
management informed on this,
To
develop
human
capital
development program in this key area
Proposed
Business
Benefits
( Whats There In
It for business)
These assessment can
be used to figure out
the gap between the
actual
assessment
against the assessment
at
the
stage
of
recruitment
These can be quite
useful for feedback,
improvement
&
development as the
candidate under review
is responsible for a
strategic job

5. Objective ( Why)
Value
Proposition
( What)
Delivery Process
( How)
1) To assure investors that
organization’s key strategic
themes can be effectively
executed by the
knowledgeable, skilled and
competent senior
management team (Focus
should be on top 10 % of
workforce whose job will affect
strategy)
1.4) Human
capital
development
program for
strategic job
families
Preparation of a detailed plan in
terms of numbers and quality
assessment done in the above plan to
improve the adequacy and quality of
strategic leadership
Re-visit assessment done above and
monitor the progress of the initiative
Proposed
Business
Benefits
( Whats There In
It for business)
Better
planning
in
terms of contents and
timing
for
the
development program

6. Objective ( Why)
Value
Proposition
( What)
Delivery Process
( How)
2) Strategic job positions are
well supported by operational
workforce with appropriate
skill, competency & knowledge
2.1) Organization
alignment to the
strategic themes ,
job roles
Understanding the nature of business
and deciding the organizational
structure that is best suited for the
attainment of the business objectives
(product based structure, market
based structure, technology based
structure etc.)
Proposed
Business
Benefits
( Whats There In
It for business)
Job
role
help
prospective employee
clear about following
questions which are
very important for his
continuing engagement
Define the deliverables for each role What’s my job?
in line with the business objective
How do I fit in?
Does anybody care
Define & document job roles for each about my role
position in the organization structure
Employee get a very
Review at a predetermined interval & positive
impression
update appropriately to reflect ever- about organization if he
changing business scenarios
gets clear defined jobrole
before
first
meeting / joining

7. Objective ( Why)
Value
Proposition
( What)
Delivery Process
( How)
2) Strategic job positions are
well supported by operational
workforce with appropriate
skill, competency & knowledge
2.2) Recruitment
Management
Deciding the sourcing strategies for
candidates & prioritizing them for
uniform understanding amongst HR
fraternity (e.g. internal referrals,
consultant, ex-employee referral)
Deciding the choice of media of
communication of job positions
depending upon the nature of job &
nature of candidature that is been
looked for
Interviewing the candidate and
preserving the interview record in the
data base
Mechanism to track good candidates
in future in case they could not be
hired before due to various
considerations prevailing at that point
in time
Proposed
Business
Benefits
( Whats There In
It for business)
Optimizing the cost of
recruitment
Assurance about quality
of new recruiter
In case of emergency a
candidate can be
quickly on-boarded
based on the
assessment results
available in the
archives

8. Objective ( Why)
Value
Proposition
( What)
Delivery Process
( How)
3) Critical target performance
parameters related to
customer, investor, regulator &
community are measured,
cascaded & monitored
3.1) Performance
Development &
Employee
Engagement
( Deployment of
alignment)
Work with operational management
to decide on the measures of key
success factors linked to strategy
(Innovation, Quality, On-time
delivery)
Facilitate deployment of these key
success factors by cascading them to
each job role and define a
performance measure ( It’s better to
have more lead than lag indicators)
Decide the review plan of selfassessment & by the immediate
supervisor. (This is backed up by the
actual results achieved by the
organization between the intervals of
two assessment, this is shared with
employees at the time of selfassessment to help him gauge his own
performance )
Proposed
Business
Benefits
( Whats There In
It for business)
Everyone knows his role
and its outcome
measurement in the
overall performance &
strategy of the
organization
Employee confidence in
performance
management system

9. Objective ( Why)
Value
Proposition
( What)
Delivery Process
( How)
3) Critical target performance
parameters related to
customer, investor, regulator &
community are measured,
cascaded & monitored
3.2) Compensation
and Rewards
Establish criteria for financial and
non-financial reward & prepare a
guideline to help operational
management to appropriately
select from them while finalizing
performance awards
Benchmarking with industry best
practices in compensation &
rewards
Proposed
Business
Benefits
( Whats There In
It for business)
Removal of bias
Retain talent with
industry par benefits &
remuneration

10. Objective (
Why)
Value
Proposition
( What)
Delivery Process
( How)
3) Critical target
performance
parameters
related to
customer,
investor,
regulator &
community are
measured,
cascaded &
monitored
3.3) Learning &
Development
Based on the performance assessment knowledge,
skills & competencies gaps are identified
Partnering with the world best management,
research, training institutes to design customized
training, knowledge sharing programs
Preparing organization wide knowledge, skill,
competencies requirement and establishing
correlation between the two
Organize interactions with thought leaders, subject
matter experts, entrepreneurs
Build community of practices ( internal, external)
and facilitate interaction with appropriate IT
platform
Sponsor candidates for ‘signature’ programs to help
them network with the best from the disparate
industries & learn from their about new ways doing
business ( products, services & business model)
Proposed
Business
Benefits
( Whats There In
It for business)
New learning through
participation &
interaction
Seeding of new
thoughts in the minds
of people
Shared mindset &
learning

11. Objective ( Why)
Value
Proposition
( What)
Delivery Process
( How)
Proposed Business
Benefits
( Whats There In It
for business)
4) Organization needs
to have pipeline of
leaders to take on the
leadership role in any
circumstances
4.1) Succession
planning &
Leadership
development
Identification of potential leaders Employees are motivated
through leadership assessment programs and would get more engaged
and by inviting nominations from the with their role
concerned HOD
Widens the thinking and
Designing special programs like Business good motivation to look &
Leadership Programs to orient future resolve
cross-functional
leaders through various facets of issues with their peers
business
Holistic business thinking
There is a documented succession from the point of view of
planning and communication to the current & future challenges
potential leaders as a way of providing and preparation of strategy
motivation
blue print well in advance
before assuming leadership
Experimenting concept of ‘shadow- role.
board’ to prepare future leaders
Preparation of the Future
Strategist ‘s Mind’

12. Objective
( Why)
Value Proposition
( What)
5) Well informed, 5.1)
Communication
understood
Management
organization
produce
better
results
Delivery Process
( How)
Proposed
Business Benefits
( Whats There In
It for business)
Organizing internet / live chat sessions Understand
business
with the senior leadership to have a realities
direct employee interactions with senior
leadership
Reduce speculation and
therefore disengagement
Employee survey at a pre-determined
interval to understand “how employee Tracking
cultural
views the company’s culture” and how improvement with the
engaged he or she is
help of employee survey
and exit interviews
Conducting exit Interviews ( making
them compulsory) to understand areas Town-hall
meetings
of cultural / employee development ensures
shared
issues
understanding
Market news keeps employees updated
on industry, competitors & their
company’s own performance
Organize town-hall meetings to convey
the vision for the coming years and plans
for the current year, areas of focus and
setting expectations

13. Objective ( Why)
Value
Proposition
( What)
6) Preparing organization for 6.1) Innovation
change and transformation focused Change
DNA
Management &
Large
Scale
Transformation
Delivery Process
( How)
Proposed
Business
Benefits
( Whats There In
It for business)
Help senior leaders design the change Mindset & cultural
management program / organization change needed for
structure to run that program change
effectively
Employee get outsideIdentify
world
class
change in view of organization
management,
transformation Creating
internal
approaches
change agents and
champions
Identify consultants for road map
finalization, training & initial project Confidence
across
facilitation
organization by having
change
adaptable
Measure & review results
mindset

14. Objective
( Why)
7) Improve
predictability
of results and
freeing up HR
resources for
knowledge
work
Value
Proposition
( What)
Delivery Process
( How)
Proposed
Business
Benefits
( Whats There In
It for business)
7.1)
Process HR to drive business transformation by its own process HR manpower will be
Driven
HR re-engineering / innovation by establishing a dedicated available for doing
Transformation organization structure
more knowledge work
& less transactional
To extend the same to all the organizational processes
level work
Classification of processes into Corporate Processes, By reducing cost & risk
Centre of Excellence Processes, Business Unit related by
removing
processes & shared services processes
inefficiencies
&
improving governance,
Prioritizing the processes for re-engineering, IT HR
function
can
enablement based on effort / benefit criteria
improve ROI of the
business
Identification of key HR related performance parameters
and implementing it with support IT enabled system
Standardized,
predictable process
Process needs to be reviewed at regular intervals to track
their performance on the parameters of effectiveness,
efficiency, internal control and governance gaps