*HR System Re-engineeringHR System Re-engineering a HR System Re-engineering a philosophical approach that conveys philosophical approach that conveys don't reinvent the wheel of HR .Learn don't reinvent the wheel of HR .Learn from those policies & practices already from those policies & practices already out there,generate new ideas and out there,generate new ideas and derive new insights from that very derive new insights from that very ideas.ideas.

PurposePurpose

• Alignment of HR Minds w.r.t Global Alignment of HR Minds w.r.t Global Cycle of Reforms. Ex.-Bailout package Cycle of Reforms. Ex.-Bailout package provided by Govt. to MNCs during provided by Govt. to MNCs during economic downturneconomic downturn(an indication of (an indication of privatization of profit and socialization of privatization of profit and socialization of loss) loss)

*HR System Re-engineering*HR System Re-engineering......a self-sponsored personal projecta self-sponsored personal project• Sub-titles-Sub-titles- -Emotional Quotient[EQ]-Emotional Quotient[EQ] -Passion Quotient[PQ]-Passion Quotient[PQ] -Social Quotient[SQ]-Social Quotient[SQ] -Adversity Quotient[AQ]-Adversity Quotient[AQ] -Spiritual Quotient[SQ]-Spiritual Quotient[SQ] -Developmental HR-Developmental HR

Cont...Cont...-Upgrading employment branding-Upgrading employment branding-In depth knowledge of office productivity tools-In depth knowledge of office productivity tools-Application of technology in the domain areas of -Application of technology in the domain areas of

specialization specialization-Ability to adopt to new situation-Ability to adopt to new situation

Cont...Cont...-Utilizing social networks -Utilizing social networks -Fast track leadership development-Fast track leadership development-Online assessment tools-Online assessment tools-Flexible working environment-Flexible working environment-Stress Management-Stress Management-Uneasy relationship with peers ,managers -Uneasy relationship with peers ,managers

and subordinatesand subordinates

Contd...Contd...+An extensive survey of 45 Large,Middle & +An extensive survey of 45 Large,Middle & Small sized organization in 2 countries & Small sized organization in 2 countries & more than 30 cities in a very confidential more than 30 cities in a very confidential and strategic way with to know the office and strategic way with to know the office structures, behaviour pattern of HR structures, behaviour pattern of HR Leaders , Security Offices and prevailing Leaders , Security Offices and prevailing environmentenvironment+ Levels-Tea stalls(workers' favourite + Levels-Tea stalls(workers' favourite place) ,Organizational leader's place) ,Organizational leader's offices,Vertical & Horizontal Social groupsoffices,Vertical & Horizontal Social groups

FINDINGSFINDINGS

– MonotonyMonotony– StagnationStagnation– Discrepancies in salaryDiscrepancies in salary

- Non-alignment of education- Non-alignment of education– No personal lifeNo personal life– Physical strainsPhysical strains– Uneasy relationship with peers or managers/internal politicsUneasy relationship with peers or managers/internal politics– Non-conducive policies and proceduresNon-conducive policies and procedures

CONCLUSIONCONCLUSION

In totality, it can be said that to increaseIn totality, it can be said that to increaseproductivity level of organization;human productivity level of organization;human

aspects should be taken care at aspects should be taken care at optimum leveloptimum level

-Ranjeet Kumar-Ranjeet Kumar hrstrategy@f-m.fmhrstrategy@f-m.fm +91-9891640790+91-9891640790