BOOK AN APPOINTMENT IN YOUR COMPANY!!! half day masterclass session to launch HCM4.0 within your company context

 

HCM 4.0 MODEL – THE INWARD/OUTWARD APPROACH # PART A - VOICE OF THE CUSTOMER

HCM 4.0 MODEL –

THE INWARD/OUTWARD APPROACH

‘’There are two ways to extend a business. Take inventory of what you’re good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new capabilities “ says Jeff Bezos (Founder of Amazon)

The strategic pathway espoused by Jeff Bezos is indeed a guideline for HCM 4.0 in its journey to make the function business centric.

The critique  against the HCM function in the past has been … that it is an inward looking function without  touch of the market conditions or the external realities. The truth is HCM must now reach further into to external environment of the business to understand more deeply the business agenda  We can name it the  INWARD/OUTWARD APPROACH.

PART (A) - THE VOICE OF THE CUSTOMER

 

The  OUTWARD /MARKET APPROACH  ( “voice of the customer “) means addressing the market trends and compulsions and responding to the forces of competitive market strategy.

HCM 4.0 is centered around the business  environment and the challenges it throws at the HCM function. The real value of HCM is how precisely it is attuned to business realities.  The business’ goals – that is its strategic imperatives – sit at the center  of any HCM strategy

Following that the  VOICE OF THE CUSTOMER begins with a  business mindset and an externally focused view. HCM 4.0  to remain relevant need to shift from the hitherto inward boxed-up  perception of the role of the HCM function. Keeping an eye on the external business environment and the markets is now something which HCM professionals  need to do.

To elucidate the above concept let’s take an example:

A product innovation by the near competitor  for a  technology company means a chain of reaction to challenge the pioneer. This begins with overhauling  the company’s product design and R&D department;  the chain  effect passes on to the Manufacturing Department who need men machine and methods to bring the new product into reality. As a consequence  the marketing department has to rejig its strategy to challenge the market leader and penetrate their market  .

 

 At each of this inflection points the HCM 4.0 leaders must have a proactive action plan to make it business centric. HCM 4.0 has a role to bring in the right people or develop the right competencies; created the change readiness; have a long-term plan for culture of innovation to replicate the process in future

 

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Website Link - https://www.himpub.com/BookDetail.aspx?BookId=8926

Amazon Link - https://www.amazon.in/dp/9356936099?ref=myi_title_dp

 

With Best Wishes

Dr Wilfred Monteiro

HCM4.0 A TALENT INCUBATOR

 

Foreword by Nadir Godrej for my book HCM4.0 BUSINESS CENTRIC HUMAN CAPITAL STRATEGY FOR INDUSTRY 4.0

 

HCM 4.0 FOREWORD

By Nadir Godrej

 

Now people enable companies to grow

And as the economy advances, we know

Especially for industry 4.0,

For benefits to steadily flow

The role of people is even more.

 

Our strategies must change and that’s for sure!

Human Capital must be provided

It has to be built and properly guided.

 

Good strategies can be undermined

If all the people aren’t aligned.

Piecemeal ideas have been suggested

And although they are tried and tested

HR professionals can surely try

But often they are hard to apply.

But this approach is very new.

 

As Wilfred takes a holistic view.

It’s important that you take a look

At this very timely book.

Step by step he shows the way

To systematically play.

 

The environment should be thoroughly scanned

The strategy then, can be well planned

And after an assessment of the organisation

We can have a synchronisation

Of both business and human strategy

To ensure there’s perfect synergy.

 

When both strategies work hand in hand

It’s very easy to understand

That employees know what they need

To do, in order to succeed.

This book ranges far and wide

It serves as a complete guide.

 

 

Everything can be quantified,

Many examples are supplied.

In any business it can be applied

The performance criteria are very clear

Finally HCM 4.0  can cheer.

 

 

There is a clear ultimate goal

And HCM 4.0  knows it’s precise role.

This book can perfectly show

What any business needs to know

In order to succeed and grow;

Our thanks to Wilfred Monteiro.

Nadir Godrej

HCM 4.0 strategy Summit # A much needed initiative to revamp your human resource systems and practices

 

The CEO (a sponsor and well wisher of HCM 4.0)  provides the challenge for integrating human resource considerations to meet the needs of the business. In order to achieve true alignment, you need to get everyone at the table to put the minds together.  A best practice is to have a  HCM 4.0  review meeting; maybe offsite spread over two or three days.

Here HCM 4.0 team  has a meeting focused entirely on the  company strategy  implications and how HCM 4.0 can be a fitting complement to it . HCM 4.0 Strategy review meetings keep the top management informed of what is going on within every level of the organization. It becomes a forum for facilitating the identification and subsequent adoption of opportunities for improvement. There are a lot of good ideas that come from discussing key issues more broadly across the organization. It is then minds and hearts work together!

THE MAIN AGENDA:

A HCM 4.0 strategy Summit not involve any discussion about operations. In strategy meetings. the discussions must  provide insight, information, and recommendations to turnaround and become business centric; these may be listed as:

 

1.    A fundamental transformation of HCM 4.0 starts with a definition of HCM 4.0 value—who the receivers are and a clear statement of what they will receive from HCM 4.0 services. HCM 4.0 value for customers will require that HCM 4.0 professionals answer the question “…How do customers and other key stakeholders—investors, managers, and employees—benefit if they spend time with HCM 4.0 professionals or adapt innovative HCM 4.0 practices?...”

 

2.    The HCM 4.0 leaders should chart out  a cause-and-effect description of how people create business value. The central question to create alignment: what does this long and comprehensive definition of “strategy” in its generic form mean to the human resources function in the company?

 

3.    HCM 4.0 summit can outline the system (both operationally with its  consequences and solutions)  It can examine the implications and acceptance  of strategic initiative which conflict with  sacrosanct HCM 4.0 policies.

4.    A HCM 4.0 strategy review meeting  helps to create Agreement on  the key issues/thematic areas for action and the specific TASKS  related to those themes, develop guiding principles and ensure that the parts can be built into a meaningful whole. HCM 4.0 summit can also ill resolve contradictory strategic intents like higher performance standards (contribution) and reduced headcounts (composition). This may clash with the professed value of a fair employer  code .

 

5.    When winning areas have been identified, best practices can be shared and implemented throughout the organization. Conversely, once neglected areas are brought to attention, we can decide if they need additional resources (either financial or human) to alter or invest in their strategy.

With best wishes

Dr Wilfred Monteiro

 

HCM4.0 MODEL BEGINS WITH A REVIEW from where you are to where you must go ahead

 HCM 4.0 - ORGANISZATION READINESS  AUDIT :

moving in the right direction one step @ a time

The triple objective  of an HRM EXCELLENCE AUDIT are to identify issues of potential liability ,to surface things that needing improvement  and to formulate strategies for improving operational efficiencies

The audit works best when the focus is on improving the HRD function in the organization… if not it is a toothless document. The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve. It is most useful when an Organization is ready to act on the findings, and to evolve its HRD function to a level where its full potential to support the organization’s mission and objectives can be realized.

 WHEN TO START AN AUDIT PROGRAM?

Generally speaking, an HR Audit can be done at anytime; however, Audits are most often conducted when the company is contemplating “change.”  These situations could be summed up as:

¨      The key stakeholders have a sense that certain things could be done more efficiently and for less money but aren’t sure where to start.

¨      There’s been a  series of dis-satisfaction against the HR function and it’s been recommended that they look across all functions of the business for other areas of liability.

¨      The organization is experiencing higher than normal turnover.

¨      Employee morale is low and employee relations issues begin to consume more of management’s time and energy.

¨      The organization has “outgrown” itself and needs to identify tools and resources that will help the organization to mature.

¨      To ensure that any/all new HR systems and programs that are put in place are integrated, seamless and compliments on another.

INTROSPECT ...BEFORE  YOU BEGIN:

Like any other function, the performance and contribution of HRD should be audited regularly. We recommend to our client that they first attempt ot answer thes 12 question before we have a preliminary round of discussion:e:

1.   What strategic contribution is being made by HRD  to the achievement of business/corporate objectives?

2.   To what extent are there well articulated and agreed HRD strategies which are aligned to the business strategy and which are integrated with one another?

3.   What role does HRD  currently play? Is this role appropriate in the context of the organization?

4.   To what extent has the responsibility for HRD  issues been devolved to the management?

5.   How well does HRD  reconcile the need for devolution with the need to ensure  that organizational, ethical and legal obligations and requirements are being mf consistently?

6.   What evidence exists that HRD  is being innovative in a practical and business way, based on an analysis of the business and people needs of the organizational and benchmarking?

7.   How well is HRD  performing by reference to quantitative measures such as added value per employee, absenteeism and attrition?

8.   How well is HRD  performing in terms of service delivery in fields such as INDUCTION, training, reward management, health and safety training  , the management of equal opportunity and diversity, advice on employee  engagement , the provision of employee assistance programmes and the maintenance and use of   HR  information systems?

9.   To what extent does HRD  express proper concern for ethical considerations, the interests of all stakeholders (employees as well as management), enhancing the quality of working life and achieving a satisfactory work/life balance?

10.   What ' contribution has HRD   made to the improvement of the employee relations climate?

11.   How well is HRD  regarded by its customers   management, line managers, employees generally, employee representatives, as measured by formal assessments or opinion surveys?

12.   Is the HRD  function well organized and properly staffed with qualified professionals who are actively concerned with continuous professional development?

We have found that some companies should start the turnaround in a piecemeal whilst others need a quantum change ...both approaches work according to the company "readiness" level of the corporate leadership; its top management shelf; its culture orientation. 

With best compliments

Dr Wilfred Monteiro

Mumbai- India

www.synergymanager.net

HCM 4.0 is a catalyst for strategy plans

 

PLANNING A TURNAROUND OF YOUR HUMAN RESOURCE SYSTEM?? A GUIDEPOST FOR A SUCCESSFUL JOURNERY

 

KEY FEATURES OF THE BOOK

A robust framework, which takes us to  the strategy journey from concept- development of the master plan; alignment to business strategy. It interlinks environmental analysis with analysis of the firm - the two hemispheres of strategic management. It guides  moving away from the traditional inward looking approach - at operations and best practices and crossing the chasm to be  outbound looking at the markets and external challenges in the changing business environment.

 

CEOs in todays scenario of cost crunching; are compelled to ask for more measurement and accountability. Consequently  the HCM function is  under pressure, internally, to show REAL VALUE. In response HCM  leaders are on a sticky wicket.  A  probable reason could the HCM function has never highlighted its  contribution to creating business value;  added except in trendy, unquantifiable, and wannabe terms. the model  directs to Management-By-Measurement - to give it a real-time base sing principles of evaluation.

 Finally HCM 4.0 MODEL  hits upon the tricks and tactics of execution.. Each part of this book gives steps to design, manage, and implement the model. The aim of this  model is to approach the subject from a practical  angle. . Each segment of the model involves a roadmap for ‘’getting things done’’  this book is  most application based every concept is linked to practical application. I  have  tried to share  experiences  and  insights into  how every HCM manager needs to  wrestle  with complex  issues  and  helped  turn  ideas  into action Numerous examples of human resource practices are provided throughout the book, which can be practiced across the spectrum of industry; by companies both small and large. 

The New and improved HCM 4.0 MODEL needs HCM professions who are commercially adept and are able to move ahead of the blind curve and anticipate business challenges. The book address the issue the new competencies HCM professionals; who  need to acquire the ‘business centric’’ mindset which can enable all senior HCM professionals to discuss eyeball to eyeball with the counterparts in the functions.

 

Discussion and Review Questions, and activities at the chapter-end to help MBA students or HCM Planning Retreats in companies have been given. This book is chequered with Key Concept /Critical Reflection boxes. They should help   every  reader  to trigger  the necessary critical thinking and reflective skills to fully engage with the subject.

 

FOR WHOM WAS THIS BOOK WRITTEN 

 

HCM PRACTITIONERS AND LEARNERS

 

Here is a chance for Human Resource managers (who aspire to be  serious practitioners)  to learn strategic ways of managing human resources They  need to  understand why a strategic approach is necessary. It will also help them define a coherent framework; new and enriched  roles in the process to , execute the HCM master-plan and deliver results .  

 

LINE MANAGERS WHO SUPPORT HCM

 This book will be a help to senior managers , who must support HC strategy and take the lead in developing it, The functional managers need to be in harmony with the HCM strategy to support it, provide resources for it, and constantly reinforce and adjust it .

 

PROFESSORS /ACADEMICIANS OR STUDENTS OF MBA IN INDIAN B-SCHOOLS

Professors /academicians or students of MBA in Indian B-Schools will find this book to be a helpful reference.   They rightly complain that textbooks whose coverage is restricted to the prescribe syllabus have limited value. What is needed on the bookshelf is a textbook  which helps them to look beyond - to know the realities of the business world and  explains complex  issues with  simple insight for practical application. Besides the MBA course prescribes   internal assessments and group research dissertations; the End-of-Chapter  exercises  will give the needed the real-time edge.  They would enrich the class presentations which are an important part of the curriculum.