| | DECEMBER 20199TIME HAS COME WHEN MOST OF THE HR PROFESSIONALS NEED TO MOVE FROM GENERIC MODELS OF HR AND `BEST' PRACTICES SYNDROME TO ORGANIZATION BASED CUSTOMIZED PEOPLE, PRACTICES AND BUSINESS PROGRAMS1. Create Impact with HR initiatives a. Productivity Improvement ­ Everyone knows that a good sales-person revenue generation will be more than average salesperson. HR must analyze current sales hiring process, reengineer them so that it is measurably identified and hire better salespeople, which can be exhibited with data and trend. If the new hired salesper-son whose revenue generation is more than 10 percent, you could (with little blessing from CFO & Sales Head) publicly state that HR played a great role in impacting the top line. b. Make Custom-ized Solutions ­ Emu-lating the best practices is not enough, custom-ized practices suiting the business needs must be made. For small/growing startups, having bench strength is not possible. Here, HR needs to work along with business from proposal submission stage and track progress (probability of getting business by sales team) and make plan to acquire talent based on that probability. Some organizations have successful-ly managed to achieve what can be called as `Just in Time' hiring, `Probability based hiring' and stop revenue loss due to non-availabil-ity of billable resources or hiring before winning the project. c. Prioritize Revenue Gen-erating Business Units, Jobs & Employees -- Revenue generat-ing people/role and non-revenue generating people/role must be tracked and prioritized different-ly for the purpose of hiring, at-trition, engagement, and others. All know that highly engaged employees generate high revenue. But, it must track and ensure high engagement for revenue gener-ating and customer engagement roles specifically.d. Implement Customized Reward & Recognition Pro-gram -- While organization level R&R is good and must continue, some organizations have worked with the CEO and CXO to imple-ment performance management by developing a process and met-rics that accurately assess an individual and impact key orga-nization parameters like revenue, sales, cus-tomer, partner, cost, delivery timeline, and others. A carpet bomb-ing approach is not as effective as customized & personalized reward and recognition. Appreciation to and for people (including fami-ly members) who made the em-ployee do well will be more ef-fective in making the employee feel valued. e. Similar Focus on Out-sourced Workers & Partners -- At least in manufacturing and service based organization, the number of outsourced workers are many times the number of permanent workforce. Yet, gen-erally very less focus and atten-tion has been given to them for productivity, effectiveness and excellence enhancement. They are and will be an integral part of the business, hence they must be made part of the all such ini-tiatives and ecosystem to improve organizational excellence. 2. Create Impact with Beyond HR initiativesa. Generate Direct Revenue -- It can be tough to offer HR services to external clients as well (at least in similar sector) to generate di-rect revenue. Companies like Dis-ney, Southwest and Wachovia have generated revenue by offering HR services externally. By using this strategy, the business would re-tain the revenue made from these external services, while also mak-ing the company more visible in the community.b. HR should Act as Revenue Enhancer ­ Sales and business development is no longer restrict-ed to sales team. Like many CEOs prefer to have business people in HR role, HR too should influence or at least provide lead/support for new client generation. HR by Subir Verma
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