This document outlines the business plans and objectives of a sugar corporation in Ethiopia. It details the corporation's goals of: - Producing over 2 million tons of sugar and ethanol by the end of its growth period - Expanding sugar factories and building new ones to increase production capacity - Increasing sugar cane yields and exports - Providing training to over 21,000 employees - Creating over 162,000 jobs It also outlines the corporation's vision to create a sustainable and competitive sugar industry, and its mission to satisfy national sugar demand, support energy supply through ethanol production, and create economic opportunities. The document discusses aligning HR strategies and processes to achieve these strategic business goals and objectives.

1. power
ethanol
sugar
I Siva Kumar
HR Advisor
By
TRAINING PROGRAM ON ALIGN
STRATEGIC HR TO BUSINESS PLAN
DATED 22/04/13 TO 24/04/13.
FOR HR PERSONNEL OF SUGAR
CORPORATION & FACTORIES
ORGANIZED
BY
CORPORATE HR
CONDUCTED

2. BUSINESS PLAN & STRATEGY
2
ALIGN STRATEGIC HR TO BUSINESS PLANS

3. In simpler terms business strategy is all about your Product,
Customer, People and Processes.
3
BUSINESS STRATEGY

4. MANAGEMENT INFROMATION SYSTEM IN HR
• Produce 2.25 million tons of sugar and 181,604 meter cube ethanol;
• Produce 101 mega watt electric power by the end of the GTP period;
• Finalize expansion projects of the existing sugar factories as well as construction of the new
one at Tendaho;
• Build additional ten new sugar factories with a capacity of 12,000 tcd; and cultivate 315,000
hectares of sugar cane plantation;
• Export 623,000 tons of raw sugar and 623,000 tons of white sugar which in total makes the
amount 1,246,000 tones by the end of the GTP period;
• Substitute up to 44,340 meter cube ethanol for blending purposes by the end of the GTP
period;
• Spread six high yield cane verities developed through research;
• Establish a well equipped breeding station;
• Complete the construction of four tissue culture laboratories and green house;
• Enhance the productivity of cane from 145 to 155 tons per hector;
• Provide knowledge and skill upgrading training for 21,500 employees at different levels;
• Create Job opportunities for more than 162,000 citizens through agriculture, factory, house
and irrigation projects;
• Construct the corporation’s head quarters and research & training institutions;
4
SUGAR CORPORATION BUSINESS PLANS & OBJECTIVES

5. Strategic Analysis
BUSINESS STRATEGY

6. Strategic Analysis
• Most businesses will constantly evaluate their
position
• Strategic analysis includes different methods of
assessing
the current position of the business
in the market place
• Two basic methods:
– Internal
– External
BUSINESS STRATEGY

7. Where Is The Business Now?
• Internal Audits – uses data and information generated
from within the business
Internal audits may be carried out through recruitment of
an outside consultant to look at how the business works
and offer an ‘independent’ viewpoint
• External Audits – uses information and data from outside
the business – such information may be outside of the
business’s control but has to be factored into decision
making
BUSINESS STRATEGY

8. Internal Audits
• Productivity – Human resources/capital
• Efficiency – Using ratio analysis, investment data, etc.
• Costs – Wastage? Unnecessary expense, cost cutting opportunities?
• Internal Data
– Labour turnover, absenteeism
– Customer satisfaction surveys
– Quality procedures – defects, complaints, etc.
– Cash flow statements – record what is actually happening
– Sales trends – generate patterns
– Skills audit – do the skills in existence match those required?
• SWOT analysis – Strengths and weaknesses can be viewed as internal aspects
• Core competencies – What is the business good at and recognised for?
BUSINESS STRATEGY

9. External Audits
• General business environment – Inflation, competitiveness,
unemployment/employment, growth, consumer spending
• Competitors – What are they doing?
What threats do they provide?
• PEST factors
– Political – e.g. change of government not only
in domestic country but in overseas markets
– Economic – potential trends in economic growth,
inflation, etc.
– Social – changing nature of social issues – environment, ethical
expectations, changed outlook, age structure
of population, etc.
– Technological – rapid changes – firm gets left behind?
BUSINESS STRATEGY

10. Strategic Planning
BUSINESS STRATEGY

11. Where Will The Business Go
In The Next Ten Years?
• How far can the business
plan ahead?
• How valuable are such plans?
• Strategic intent – provides
an outline framework of basic principles
and targets
to inform operational planning
BUSINESS STRATEGY

12. Strategic Planning
• Competitive Advantage –seeking to identify sources of
competitive advantage
• Adding Value – looking at ways to add value
• Mass or niche markets? – which is the best route?
• Cost based strategies – focus on reducing costs to
compete and grow
• Market based strategies – focus on satisfying consumer
needs as the means
to growth
BUSINESS STRATEGY

13. MANAGEMENT INFROMATION SYSTEM IN HR
• Ensure the national supply of Sugar;
• Support the national energy supply through cogeneration and
use them for key economic sectors;
• Maximize the contribution of the sector to the national
economic growth and create job opportunities for citizens;
• Hold an elevated export share in the International market;
• Create institutional capacity with the appropriate human
resource and potential for research and technology which
help realize the strategic objectives of the sector;
13
SUGAR CORPORATION BUSINESS GOALS

14. MANAGEMENT INFROMATION SYSTEM IN HR
VISION:
• To create a sustainable and competitive Sugar Industry.
MISSION:
• Create an institution that plays a major role in the national political & economic
transformation which brings rapid, sustainable and equitable growth;
• Create a change and result oriented leadership and workforce with a development
mind – set, ethics and skill;
• Satisfy the national sugar demand;
• To seize a remarkable export share in the international market;
• Support the national energy supply through the use of bi – product of sugar;
• Create a wide job opportunity to citizens;
• Support and facilitate cultural and social development around sugar development
areas;
• To bring about technology transfer in sugar development sector;
• Enhance the industry’s competitiveness through intercropping;
• To create institutional competences capable of attaining the strategic goals of the
sugar Industry;
• Create compatible social and economic interlink among public;
14
SUGAR CORPORATION VISION & MISSION

15. MANAGEMENT INFROMATION SYSTEM IN HR
• Establish a result – oriented and cost effective
attitude system.
• Sustainable change and competitiveness;
• Establish good governance;
• Virtuous work ethics;
• Cooperate with the people and ensure their
benefit.
15
SUGAR CORPORATION CORE VALUES

16. BUSINESS PLAN
ORGANISATION
• HR Strategy
•Structure
•People, Process & Systems
•People & behavior &
Training
•Performance &
Competency building
Shree Renuka Sugars Limited
BUSINESS PLAN & ORGANIZATION

17. STRATEGIC HUMAN RESOURCE MANAGEMENT
17
ALIGN STRATEGIC HR TO BUSINESS PLANS

18. Strategic human resource management is the process of linking the
human resource function with the strategic objectives of the
organization in order to improve performance.
HR’S EMERGING ROLE:
Strategic human resource management is an approach which
defines how the organization’s goals will be achieved through
people, by means of HR strategies and integrated HR policies and
practices.
Strategic HRM has been defined as:
“All those activities affecting the behaviour of individuals in their
efforts to formulate and implement the strategic needs of business”
18
STRATEGIC HUMAN RESOURCE MANAGEMENT

19. MANAGEMENT INFROMATION SYSTEM IN HR
• Changes in the business environment brought
about by globalization and the development of
new technology have made it mandatory for
organizations to involve HRM in the strategic
Decision Making Process.
• Changes in Market Conditions, economic
conditions, labor markets, industrial structure,
and international competition have all
highlighted the importance to the management
of human resources for gaining a competitive
advantage.
19
STRATEGIC HRM

20. MANAGEMENT INFROMATION SYSTEM IN HR
• The pattern of planned human resource deployments
and activities intended to enable the forms to achieve
its goals is
• concerned with explaining how Human Resource
Management influences organizational performance
• Strategy defines organization's behaviour and how it
tries to cope with its environment.
• If HRM is an approach to the management of people,
• strategic HRM implies what is done on a
planned way that integrates organizational goals with
policies and action sequences.
20
STRATEGIC HRM

21. MANAGEMENT INFROMATION SYSTEM IN HR
• 5p model identifies various HR activities that
must be aligned with the Strategic needs of the
Business to gain a competitive advantage.
• HR Philosophy: refers to Org attitude
• HR Policies: Refers to guidelines
• HR Programs: Coordinated HR efforts to sustain
Change
• HR Practices: includes roles that individuals
assume in an Org.
• HR Processes: Involves Identification, formulation
and implementation of HR activity
21
Transition from HRM to Strategic HRM

22. • Administrative in nature
• Endorsing Specialization of work
• Development of Policies and its
Functions
• Ensures Adherence to the Rules
• Transactional in Nature: routine day
to day work
• People Not viewed as Competitive
advantage
• Change is Slow and Fragmented.
• Empowering in Nature
• Multi Tasking – Changing
according the Environment
• It is More Interdisciplinary in
Nature
• Rules and Regulations are Flexible.
• Focus on Short Term Objectives of
Org.
• People as viewed as Intellectual
Assets.
• Change is Proactive and
Systematic
Traditional HR Vs Strategic HR

23. MANAGEMENT INFROMATION SYSTEM IN HR
• Strategic Role
• Information and Decision Making Role
• Strategic HR functional Role
• Administrative Role
23
Role of strategic HRM (SHRM)

24. • Focusing on Shot Term Performance
• Lack of technical Knowledge
• Lack of Strategic perspective
• Difficulty in quantifying
• Apprehensions towards training people
• Resistance of employees
24
Barriers To SHRM

25. MANAGEMENT INFROMATION SYSTEM IN HR
• Two models help us understand the
relationship between HR and Strategy, they
are
• Model of Best Practice
• Model of Strategic Change
25
Model Integrating Strategy & HR

26. Strategic
Level
Operational Level
Business Process Level
Frame policies
Recruitment and
Retention
Checking equal
Weight age to all
stakeholder
Model Best practice

27. Models Integrating Strategic Change & HRM

28. 1. Strategic integration
2. High commitment
3. High quality
4. Flexibility
The model has four basic Propositions:

29. Socio economic, technical
Politico-legal
Culture, Structure, Politics
Leadership, task technology
Business outputs
Role
Definition
Organization
HR outputs
HR Flows
Work systems
Reward systems
Employee Relations
Objectives
Product – market
Strategy and Tactics
Outer Context
HRM Context
Inner Context
Business strategy
content
HRM Content
Model of Strategic Change & HRM

30. External Alignment
(Business Environment)
ALIGNMENT ORGANISATION
Internal Alignment
(Management Processes)
GM OFFICE
Agri &
Cane
FACTORY Operations Finance
Materials&
Commercial
MIS & IT
Sales &
Marketing
HR /IR &
ADMN
Planning
Development
Training
Competency Management
Performance Management
Career Planning
Succession Planning
Deployment
Benefit Administration
Human Relations
Projects
ALIGNMENT TO ORGANIZATION

31. EXTERNAL ALIGNMENT :
 Alignment of Organization with the Business Environment
 Bench marking Industry and best practices
 Stakeholders including community
 Customers
 Suppliers
31
ALIGNMENT TO ORGANIZATION

32. INTERNAL ALIGNMENT :
 Alignment of Factories with Corporate Direction/ HR Vision &
Mission.
 Alignment of Cross functional teams with Corporate
Direction/HR Vision & Mission in Corporate/Factories.
 Alignment of internal People, Processes & Systems.
 Alignment of Trade Union & Management Teams
 Alignment of individuals in the Organization.
32
ALIGNMENT TO ORGANIZATION

33. Manage a Global
Organization
Attract, retain and
deploy
high end talent
Organizational
Momentum
Integrate Factories
to maximize synergy
Create a global mindset
Global benchmarking
Improve Information access
Cross functional teams
Cross fertilization of ideas
Knowledge networks across Factories
Setting high performance standards
provide real time feedback to enhance performance
Strengthen people development processes
Develop leaders from within
Share the vision, big picture
Build ownership, inspire
ORGANIZATION IMPERATIVES

34.  Human resource is considered as the backbone of economic
enterprise.
The optimum utilization of natural resources and the factor in
puts of capital technology depend on the extent of use of human
resources. The human resource management is a proactive
central strategic management activity.
It has tremendous relevance to productivity industry.
Human input is the single largest that goes in the Sugar complex
Industry.
The level of efficiency of production of Human input reflected in
the quality of product provided by the industry to its customer.
34
Viewing Human Resource as a critical resource

35. • Investment Perspective of HR
– Management Value
– Organization Attitude Towards Risk
– Employee skills Required
– Cost benefit Analysis
– Outsourcing
• Human Capital Accounting
– Sources of employee value: productivity & added
Value
– Adding value through rewards & benefits
– Adding value through attrition & recruitment
Economic Indicators of HRM

36. Human Capital comprises of…
 Intellectual Capital- War for Talent
Building human capital by recruiting, developing
and retaining people with best knowledge and
skills.
 Social Capital- Developing Relationships
Creating a network of relationships that link and
leverage intellectual capital.
 Emotional Capital- Building Commitment
Creating an environment that energizes, motivates
and builds commitment.
HUMAN CAPITAL

37. Thus,sustainable advantage is Human
Capital alone.
Emotional
Capital
Social
Capital
Intellectual
Capital
Talent
Audacious standards
Pruning
Line management
involvement
in coaching
Relationship
Gain sharing
Health benefits and insurance
Work life balance e.g.5 day week
Creating fun workplace
Commitment
Channels of
communication
Flexible networked
Company
Peer pressure/Stretch
Values
HUMAN CAPITAL

38. Responsibility of developing human capital assets rests firmly with the
leadership.
• Management Committee (Strategic Architects)
» Framing opportunity horizon and performance standards
» Building a context of collaboration and support
» Developing a sense of corporate purpose, challenge and
trust
• Operation/location/function Heads (Developers)
» Reviewing, developing and supporting initiatives
» Linking dispersed knowledge, skills and competencies
» Managing the tension between short term performance
and long term ambition
• Team Leaders (Entrepreneurs)
» Managing continuous performance improvement
» Attracting and developing skills and resources
» Creating and pursuing opportunities
HUMAN CAPITAL

39. 39
Strategic Partner
Process Expert Employee Champion
Change Management
Process People
Present
Future
Catering to the present
need of employees and
taking care of employees
while advocating their
causes
Designing, coordinating and
facilitating implementation of
various HR Processes with
changes from time to time
Preparing people for change
to adapt to the future needs
as well as dynamic response
to changing environment
Aligning HR strategy and
processes to the vision and
strategy of the organization as
well as constituent business
units
Role of HR: Taking care of both Process and people.

40. The people Process Systems initiative builds
competitiveness by aligning people, process
and systems.
It facilitates improvements in existing business
in terms of people and processes.
Its components include designing and
development of organization rejuvenation
processes, as well as facilitation and
implementation of new businesses/ new
projects (factories)/expansions of existing
capacities and /or processes to achieve
organizational goals.
40
PEOPLE, PROCESS & SYSTEMS

41. The approach is closely study structures
and processes.
 The Organization (System): Structure, strategy, critical
success factors, critical business issues, identification of core
processes and their categorization into primary, support
and management.
 The process: Which of the various functions perform
independently or cross functionally to deliver out puts.
 The people: Who manages the processes, and their job
descriptions.
41
PEOPLE, PROCESS & SYSTEMS

42. People, Process,
Systems (PPS)
Alignment
Review Business Vision
& Strategic Direction
People strategy
Stakeholders (CEO)
Technology
strategy
42
NEED OF THE HOUR

43. HR’s contribution to business
strategy
HUMAN RESOURCE MANAGEMENT CONTRIBUTION

44. Understanding strategic formulation
• Not always as per textbook:
– intended strategies
– emergent strategies
– political strategies
• How does HR contribute:
– operationalises business strategy
– provides separate people thrust:
• connected with organisational aims
• disconnected: HR best practice model
– is an integral part of business strategy
HR’S CONTRIBUTION TO BUSINESS STRATEGY

45. Types of linkage between business &
HR strategy
two way linkage:
mutual influence
passing ships:
independent HR
and business
strategies
integrative
business strategy
informs HR actions
HR’S CONTRIBUTION TO BUSINESS STRATEGY

46. Linking business & HR strategy
• Factors that affect this linkage:
• Planning process
– formal or informal
– deliberative or emergent
• Degree and timing of HR involvement
• Extent of challenge permitted
• Legitimate areas for HR input
• Extent of HR’s alignment with business - broad
objectives and current imperatives
HR’S CONTRIBUTION TO BUSINESS STRATEGY

47. Understanding the decision making
process
• If decided by formal
processes
• If matters are settled
beforehand
• If real action happens at
operational level
• Get a seat at the
decision making table
• Build coalitions, work to
influence outside
meetings
• Ensure you have
business partners
effective at BU level
HR’S CONTRIBUTION TO BUSINESS STRATEGY

48. Stakeholder management
• board
• executive committee
• senior managers
• line managers
• team
leaders/supervisors
• employees
• employee
representatives
• external suppliers
• government bodies
• other agencies
• what is their stake?
• what are their goals?
• what are their
expectations?
• how will change affect
them?
• what do they know
already?
• what influence do they
have?
• what power do they
have?
HR’S CONTRIBUTION TO BUSINESS STRATEGY

49. Characteristics of strategic HR
• A philosophy underpinning people
management
• Seeing people as a competitive resource
HR’S CONTRIBUTION TO BUSINESS STRATEGY

50. Making the case: what Human Capital
HR can deliver
• Improved utilisation of talent
• Higher productivity
• Reduced costs
• Better service delivery
• Organisational integration
• Aligned culture & organisational values
• Greater employee engagement
• Stronger employee proposition etc
HR’S CONTRIBUTION TO BUSINESS STRATEGY

51. Line
Management
Company
Culture
Employee
Commitment
Customer
satisfaction
with service
Customer
spending
intention
Change in
sales
Employee
Absence
Service-Profit-Chain Model
HR’S CONTRIBUTION TO BUSINESS STRATEGY

52. Characteristics of strategic HR
• A philosophy underpinning people
management
• Seeing people as a competitive resource
• A planning approach to resources
– numbers
– skills
– potential
• Adds long-term rather than short term value
in line with
business need
HR’S CONTRIBUTION TO BUSINESS STRATEGY

53. horizontal integration
vertical
integration
People management integration
business
strategy
reward employee
relations
training
& devt
work
orgn
culture leadership
style
HR’S CONTRIBUTION TO BUSINESS STRATEGY

54. Characteristics of strategic HR
• Integrated – brings together multifaceted
activities
• Comprehensive – covers the entire operation
(at BU or corporate level)
• High value added – focuses on business
critical issues
• Builds social capital – helps sharing,
networking and relationships
HR’S CONTRIBUTION TO BUSINESS STRATEGY

55. Characteristics of strategic HR
• Integrated – brings together multifaceted
activities
• Comprehensive –covers the entire operation
(at BU or corporate level)
• High value-added –focuses business critical
issues
• Builds social capital – helps knowledge
sharing, networking and relationships
• Anticipates change – through horizon
scanning and internal sensing
HR’S CONTRIBUTION TO BUSINESS STRATEGY

56. Connecting business & HR strategies
Business
strategy
HR
strategy
Business
plans
Imple-
mentation Monitor
Internal
drivers
External
drivers
HR’S CONTRIBUTION TO BUSINESS STRATEGY

57. How is people & business
alignment achieved
• What is the
organisation’s big
idea?
• What are the
business priorities?
• What are the people
priorities?
• How do they link?
Big
idea
Business
priorities
People
priorities
HR’S CONTRIBUTION TO BUSINESS STRATEGY

58. Establishing people priorities
What causes people to come to work,
be motivated and perform?
What stops them from
beingeffective?
HR’S CONTRIBUTION TO BUSINESS STRATEGY

59. A model of capability
ability:
skills, training
education
motivation:
engagement
involvement
application:
OD
product
market
strategy
access:
resourcing
recruitment
succession
DeploymentDevelopment
Individual capability
Organisational action
HR’S CONTRIBUTION TO BUSINESS STRATEGY

60. What are external influences?
Conduct environmental scanning:
• what is the legal context
• how tight/loose is the labour market
• are the right skills available
• at what price
• what is the output from schools, universities,
etc
• what are the political priorities
HR’S CONTRIBUTION TO BUSINESS STRATEGY

61. What is the state of the current
workforce?
• What proportion is skilled for their current and for
future jobs?
• What is its demographic shape?
• How committed are employees?
– attendance
– productivity
– staying or leaving
• What are collective relationships like?
• To what extent is employee potential being
harnessed?
HR’S CONTRIBUTION TO BUSINESS STRATEGY

62. What stops HR succeeding?
• Human capital not recognised as a source
of advantage
• Weak organisational leadership
• Poor teamworking across organisation
• Business strategy poorly defined
• There is little forward planning
• People resources assumed to be
unlimited, free or fully trained
• Resources are hoarded & not shared
HR’S CONTRIBUTION TO BUSINESS STRATEGY

63. HR’s own problem areas
• Obstacles to success:
– time
– capacity
– focus
– capability
– positioning
– organisation
HR’S CONTRIBUTION TO BUSINESS STRATEGY

64. HR’s own problem areas
• Obstacles to success:
– time
– capacity
– focus
– capability
– positioning
– organisation
• Relationships with
management not
working.
The villains:
– HR – not letting go
– the line – not taking it
up
– senior mgt – sending
wrong signals
HR’S CONTRIBUTION TO BUSINESS STRATEGY

65. Results
• Inadequate HR service performance
• Concentrating on low value tasks
• HR policies are disjoined & inconsistent
• They serve functional not organisational needs
• Weak functional leadership
• Poor internal reputation
• Human capital not exploited, developed
HR’S CONTRIBUTION TO BUSINESS STRATEGY

66. What should HR do?
• Review your retention model
– right level of wastage?
– numbers, types, quality
Why do
they
leave?
Why do
they join?
 Construct a workforce plan
 Establish the supply/demand balance
 Are the right people, in right jobs?
 Review your recruitment model
■ able to attract - all types?
■ brand
■ proposition
HR’S CONTRIBUTION TO BUSINESS STRATEGY

67. A strategic review of recruitment and
retention
Market availability
Organisational
impact
Outsource
Commoditise
Attract &
retain
HR’S CONTRIBUTION TO BUSINESS STRATEGY

68. What should HR do? (2)
• How well are employees aware of
– the bigger picture?
– their job?
– what success looks like?
How do
you
know?
 Are you able to motivate staff?
■ degree of engagement
■ what motivates them?
■ what demotivates them?
■ what impact does pay and performance
management have?
HR’S CONTRIBUTION TO BUSINESS STRATEGY

69. What should HR do? (3)
• How skilled are line managers in
– Appraising performance?
– Giving feedback?
– Developing skills?
• How effectively are
– Employees allocated to jobs?
– How well are jobs/the organisation structured?
– Employees moved to meet business needs?
HR’S CONTRIBUTION TO BUSINESS STRATEGY

70. What should HR do? (4)
• What is the organisation’s
– Ability to change/innovate
• How good is the organisation’s governance
structure?
• How strong (and respected) are the
organisational values, eg
– On diversity?
– Meritocratic progression?
HR’S CONTRIBUTION TO BUSINESS STRATEGY

71. Measure people and HR functional
performance
Through for example
• Critical success factors/areas
• Key performance indicators
• Customer surveys
• Employee attitude surveys
• Process mapping/activity analysis
• Audits/reviews (incl... quality)
• Scorecards
• Benchmarking
HR’S CONTRIBUTION TO BUSINESS STRATEGY

72. Improve measurement
HR
efficiency
People
Management
effectiveness
People
management
efficiency
HR
effectiveness
HR’S CONTRIBUTION TO BUSINESS STRATEGY

73. Examples of measures in multi
dimensional measurement
Process metrics
Ratios
Human Capital
Cost/Income
against
headcount
Strategic alignment
Functional positioning
Customerviews HR’S CONTRIBUTION TO BUSINESS STRATEGY

74. internal external
business
performance
managing
people
business goals
HR policies
& practices
HCM
measuring
reporting acting
Human capital measuring & doing
HR’S CONTRIBUTION TO BUSINESS STRATEGY

75. HR Strategies Providing
Superior Return on Human
Capital Investments
SMART HR PRACTICES

76. If you want 1 year of prosperity,
grow grain.
If you want 10 years of prosperity,
grow trees.
If you want 100 years of prosperity,
grow people.
- old Chinese proverb
SMART HR PRACTICES

77. Purpose
• Provide strategic context about how to use
“Smart HR” practices to build value in your
organization.
SMART HR PRACTICES

78. Payoff
• Information about how “Smart HR” practices
can reduce costs, improve quality and increase
value.
SMART HR PRACTICES

79. We Help Leadership...
• Align people with business strategies.
• Deal with the "soft" factors driving human
performance.
We help managers deal with the toughest issue: their people.
SMART HR PRACTICES

80. Expertise
• Surveys and Assessments
• Training and Development
• Strategic Planning
• Culture Change
• Team Building
• Coaching
SMART HR PRACTICES

81. Do I know what is expected of me at work?
Do I have the materials and equipment that I need in order to do my work
right?
At work, do I have the opportunity to do what I do best every day?
In the past seven days, have I received recognition or praise for doing good
work?
Does my supervisor, or someone at work, seem to care about me as a
person?
Is there someone at work who encourages my development?
12 Simple Questions
SMART HR PRACTICES

82. 12 Simple Questions (continued)
• At work, do my opinions seem to count?
• Does the mission or purpose of my company make me feel that my job is
important?
• Are my coworkers committed to doing quality work?
• Do I have a best friend at work?
• In the past six months, has someone at work talked to me about my
progress?
• This past year, have I had opportunities at work to learn and grow?
SMART HR PRACTICES

83. Iceberg of Ignorance
AdaptedFrom:SydneyYoshidaonQuality
SMART HR PRACTICES

84. Why Bother with Satisfaction?
• New employees are very expensive
• Current employees are very valuable
• Satisfied employees are very forgiving
• Employees respond more strongly to how you
treat them than anything else
SMART HR PRACTICES

85. “Smart HR” Practices
More Productive and Engaged Workforce
Loyal Customers
Improved Business Performance...
Service - Profit Chain
SMART HR PRACTICES

86. Sustainable Competitive Advantage
“The ability to learn faster than your competitors may be the only
sustainable competitive advantage.”
People are the key to maximizing
shareholder value and increasing profits
in today’s economy.
SMART HR PRACTICES

87. “Smart HR” Practices
Strongest Links to Financial Success
• Collegial, Flexible Workplace
• Communications
• Prudent Use of Resources
• Rewards and Accountability
• Recruiting
SMART HR PRACTICES

88. “Smart HR”: Collegial, Flexible
Workplace
• Flexible work arrangements
• Encourage teamwork and cooperation
• Perks do not vary with position
• High employee satisfaction
• All employees on first-name basis
• Low emphasis on titles
SMART HR PRACTICES

89. "Smart HR": Communications
• Easy access to communication technologies
• Ample opportunity to give ideas and suggestions
• Financial information is shared
• Input into how work gets done
• Business plans and goals are shared
SMART HR PRACTICES

90. "Smart HR": Prudent Use of Resources
• Profit-sharing based on business unit’s success
• Training for advancement
• Input into peer evaluation
• Input into evaluating managers
SMART HR PRACTICES

91. "Smart HR": Rewards and
Accountability
• Stock plan options
• Termination of unacceptable employees
• Help poor performers improve
• Top performers are significantly paid more
• Positions paid above market
• Link pay to business strategy
• Link performance appraisals to pay
• Profit-sharing linked to firm’s overall success
SMART HR PRACTICES

92. "Smart HR": Recruiting
• Hire well-equipped professionals
• Link recruiting to business plan
• Reputation as a desirable place to work
• Hire well-equipped hourly new employees
• Employee input on hiring decisions
• Recruiting strategy for hiring critical positions
SMART HR PRACTICES

93. 3 Most Important People Issues?
• Leadership development
• Motivational pay
• Training and development of their
workforce
SMART HR PRACTICES

94. Employee Commitment and the
Bottom Line
• Implementing “"Smart HR"” practices will
create an energized, enthusiastic, educated
workforce.
• These practices provide difference between
retaining a highly qualified workforce or
searching needlessly and expensively for new
talent.
SMART HR PRACTICES

95. Peer Coaching: “Smart HR”
• What “Smart HR” Goals would you like to set
for yourself?
• What would it look like if you accomplished
those goals?
• What next steps must you take to accomplish
your goals?
SMART HR PRACTICES

96. 96
THANK Q