What is Leadership ?

A leader articulates and embodies the vision and goals,

and enables others to share and achieve them

Leadership is a state of mind….leadership is about

vision, spirit, and character; getting diverse
individuals to work together as a team
 Elements of High Performing Leadership

High Performing
Leader as Vision Leadership Leader as Team
Creator Builder

Leader as Leader as Leader as

Tasks Allocator People Developer Motivation
Stimulator
Leader as Vision Creator

Monitoring
Creating Setting Developing Action Plan
Vision Goals Action Plan Execution
 Leader as Team Builder

Effective Leaders develop Great Team

and nurture……

• • Team identity and

Clear Goals
• spirit
Clear measures of
• Sense of fun and
performance
• enjoyment
Clear job roles
• Open and honest
communication

Task
Task People
People
Leader as Team Builder

Cultivateaacohesive
Cultivate cohesiveteam
team

Promoteteam
Promote teamproblem
problemsolving
solving

Leader as Beloyal
Be loyalto
toteam
teammembers
members
Team Builder

Helpteam
Help teammembers
memberstotomanage
manageand
and
learnfrom
learn fromtheir
theirchallenges
challenges

Careabout
Care aboutteam
teammembers
members
 Leader as Tasks Allocator
Leaders get right things done through people……..

Tasks

Result
Leaders

People

Effective leaders, therefore, need to understand the value of allocating

tasks or delegating and know how to do it
Leader as People Developer

Leader

Employee Development
and Learning Plan

Employee
Leader as Motivation Stimulator
People feel more motivated to work hard when
Collaboration they’re inspired to cooperate, when they have an
opportunity to help one another succeed

People feel more motivated to work hard when

Content they understand how their work adds value to
the organization

People feel more motivated to work hard when

Choice they feel empowered to make decisions about
their work
How are successful companies developing leaders
through an integrated talent management strategy?
The complexity of talent management requires establishing some baseline definitions:

Talent - Individuals who have the capability to make a significant difference to the current
and future performance of the company.
Integration - How discrete talent management initiatives fit together to create a more
powerful approach (as opposed to how individual initiatives are dispersed throughout an
organization).

Integrated talent management strategy benefits

• Breaking down silos or barriers;

• Creating more opportunity for HR to collaborate with business leaders, as well as to
facilitate collaboration across various business units.
• Providing richer developmental opportunities and career management at various levels
in the organization;
• Increasing employee engagement and satisfaction.
What enterprise-wide practices are required
nurture leaders at all levels in a company?

Beyond survival as the corporate strategy, senior leaders can begin anew
to develop their future leaders with a commitment to:

• Leader succession planning starting at the foundation of the firm

• Nurturing and developing leaders
• New talent infusion as a strategic imperative
•Identifying core leader behaviors and attributes
• Assessing behavior and coaching - start at the top to set the tone
• Modeling the appropriate leadership behavior
Human Resource Function
Just as any other it would be difficult to make an
attempt to define the role and responsibility of the
HR function. HR practices have evolved over time are
to be customized per the industry and the prevalent
social realities. It would be incorrect to restrict the
role of HR professionals without absolute knowledge
of the circumstances. However, it is extremely
crucial to understand what does not come under the
HR purview, purely to clarify the misconceptions
related to the Function.
 Old Myths New Realities

People go into HR HR Departments are not designed to provide

because they like people corporate or social therapy, or health and happiness
retreats. HR professionals must create the practices
that make employees more competitive not
comfortable.
HR deals with the soft The impact of HR practices on business results can
side of a business and and must be measured. HR Professionals must learn
therefore not accountable how to translate their work into financial performance

HR focuses on costs, HR practices must create value by increasing the

which must be controlled intellectual capital within the firm. HR is to add value
and not reduce costs

HR’s job is to be the The HR function does not own compliance – managers
policy police and the do. HR practices do not exist to make employees
health and happiness happy but to help them become committed. HR must
patrol help managers commit employees and administer
policies.
 Old Myths New Realities

HR is only staffed by nice At times, HR practices should force vigorous debates.

people HR professionals should be confrontative and
challenging as well as supportive

HR is HR’s Job HR work is as important to line managers as are

Finance, IT, Marketing and other business domains.
HR Professionals should join with managers in
championing HR issues.

HR is full of fads HR practices have evolved over time. HR must see

their current work as a part of an evolutionary chain
and explain their work with less jargon and more
authority.
Anyone can do HR HR activities are based on theory and research. HR
professionals must master both theory and practice
HR Practices Survey 2008
Ernst & Young
 The Approach
The Survey was carried out in the following manner

Design Phase Administration Analysis Phase

Phase

A stratified methodology was adopted to identify participating organizations

across 15 industries on the basis of type of industry, size and turnover of
organizations
A focused online questionnaire was developed to capture responses across
various fields of HR

The responses received to date were then collated and analyzed on the basis of the
survey framework

Data obtained was also supplemented by qualitative insights from the select
senior HR Professionals who were interviewed.
HR Strategy & Process
HR has a prominent seat at the table and is
extensively involved in the strategic business planning
process (90 %)
Large Organizations believe that HR adds critical
value to the achievement of business results
(100 %)
Line managers involvement in HR strategy and
implementation is high and will continue to increase
(80 %)
Limited focus on increasing effectiveness of HR
processes (40 %)
Talent Acquisition & Employer
Branding
Internal Recruitment preferred to external
recruitment
Positive corporate reputation biggest draw for hiring
suitable talent (100%)
Well defined employee Value Proposition highly co-
related with Organization size (especially for those
with employee strength exceeding 1000)
New hire coaching and mentoring more prevalent in
Retail, Consumer goods & Health care
Hiring to continue despite economic slowdown
(with 70% of organizations agreeing)
Way Forward

Cost
Efficiency
Web Based Job Sculpting
PMS

Action
Way
Forward Communication
Learning
centre
Programs
for HR
Workplace Competency
Flexibility based PMS
Diversity
Programs
Employee Survey
BANK OF INDIA
• Organisational business indicator
 
• Turnover: 107432 Lakh
 
• Profit : 112317Lakh
 
• Return on Asset: Net Profit after Taxes × 100 = 112317 × 100 = 0.8%
Average total Assets 13998278
 
 
• Share price for last five years : 2008-01-28 - Rs. 395.20

• Nature of Market : Financial services

 
• Nature of Business: Commercial Bank focussed on Retail Banking in India &
abroad
 
• Type: Public sector unit
 
• Products: Deposits, Retail credit, Infrastructure Finance, Credit card, online
selling in stock, Bullion exchange, Insurance products, personal loans

• Key Competitors : SBI, ICICI, HDFC etc.

BANK OF INDIA
• Organisational Size:

• No. Of Employees: Officers: 14624

Clarks : 17890
Sub staff: 8350
 
• Total No. Of Employees: 40867 (including India & abroad)
 
• No of unionized employees : 36780
 
• No of branch Managers : 2700
 
• Average age of employees : 48
 
• No. Of Branches in India : 2644 (93 specialised branches)
 
• No. Of branches abroad : 24 (including three representative offices)
 
• Age of organisation : 102 years
BANK OF INDIA

• HR DEPARTMENT
 
• No of people at different levels in the HR
department

• No of Managers (senior & middle level) in Head

office: 22
•  
• No. Of managers (middle level) in Zonal offices:
48
 Designation Role Responsibility

     

General Manager Strategy formulation, negotiation In-charge of HR Function

Deputy General Direct Supervision

Sub in-charge of HR Function
Manager

Felicitation of HR strategy, policies & Co- ordination with Senior Manager &
Chief Manager
Procedure reporting

Oversee the HR matters of Zonal

Senior Manager Review, reporting
offices

Conduct appraisals, data record Preparation of various reports and

Officer
analysis
 INDUSTRIAL RELATION

Union offices in the premises: 50 (this number includes offices in zones such as
Bombay-south, Chennai, Kolkata)
What are the problems posed by unions in previous year ?
Most of the times Unions brings personal issues with the management, issues
concerning unions as a whole are less in number. Some of them can be named as:
•Leave applications of scale 2 & scale 3 level employee
•Transfer issues
•Medical claim
Recently, unions had called one days strike on Friday. Some examples of non-
personal issue:-
•Wage revision
•Pension disputes settlement
•Consolidation of SBI
To solve union problems all union people are invited from various zones like
Bombay north, south .They give good suggestions .And after that they take
decisions
 EMPLOYEE INVOLVEMENT

How do conduct performance appraisal of employees?

Process: Bank of India conducts appraisal on annual basis. It’s known as annual
performance review.
This review is circulated form head office to various zones and from various
zones to it’s distributed into branch.
Annual performance form i consist of 3 parts:
Part 1 :-Is consist of personal data which should feed by appraisee
Part2 :-consist of business data of particular branch other than administrative
offices.
Part3 :-Should be feed by reviewing authority. it is overall evaluation based on
matching of data from. part 1 and part 2 ,it means when the personal
information put by branch manager and overall performance of branch is
satisfactory it is reviewed under the grading system incorporated in part 3.
Have you ever tried to implement TPM, TQM
and six sigma?

- Since TPM is not applicable in our business and six sigma is not
functionally viable option for us so far we have not implemented these.
Bank of India does not apply TQM thoroughly but They certainly review
important processes at macro level.
The Bank has undertaken Business Process Re-engineering in
consultancy with M/s Boston Consulting Group in view of the changed
technological and market environment and to stay competitive, to
identify niche market segments for focused growth and increased
profitability, and to remove the redundancies in the system. The current
phase of BPR is over and the Bank is rolling out various initiatives.
 EFFICIENCY OF HR PROCESSES

To what extent Bank Of India has implemented technology in your

HR department?
Bank Of India has centralized database named as HRMS(human
resource management services)which is under process of
development. It will take care of below mention function:
•Employee database
•Payroll
•Pension planning
•Training
Which software Bank Of India use to handle to handle HR function in
terms of employee database payroll etc?
Bank of India outsourced various utility based software from HP and
again HP outsourced same of the functions to Sitagous. For eg.
Sitagous has proposed software which will facilitate travelling planning
of employees.
 MEASURING HR

How HR processes and outcomes are being measured?

There is no such measurement.

FUTURE PLANNING OF BANK OF INDIA

•Special recruitment from upcoming years

•Fast track promotion
•If CIIB passed then 1 year relaxation can be given in promotion
HR PRACTICES
 HR department

JP Morgan has its spread itself in various areas of

financial services. Each of these is divided into various
businesses and each of these has a business head as
the leader. The company has two HR people i.e. one
manger and the other assistant manger who together
handles 4 to 5 business together. The manger HR
reports to the V.P. HR who handles the whole business
are of that branch.
 Employee involvement

The company does not have many hierarchical levels even though
it is an old organization, so the employee can speak with the boss
anytime. They don’t have to set up a meeting to say anything. Open
door policy is truly implemented and practiced by the managers and
also the HR department. In terms of information sharing they do have
online services but it is controlled by the compliance team especially
for very important information. There are not many surveys conducted
in the organization. The open door policy also allows the employees to
give their suggestion in matters affecting them. If anyone has a
complaint, then a meeting is held and the HR is informed about it. The
HR takes into account the problem areas of a policy and gets back with
a review of its own about the policy. There have never really been
issues about changing the policy. If there are any problems regarding
the understanding of a policy or ambiguity on certain aspect of it, the
HR helps in solving the doubts. Any employee has the chance to speak
about any changes in an HR policy but they have to keep the required
people in the loop.
 Talent management

Recruitment happens mainly through campus placements and majority

of it is from B-schools. Also they have and online portal on which
potential candidate can upload their C.V. for executive level, usually
head hunters are brought into the scene. Also recruitment happens
through employee referrals. While recruiting their main focus is on fit of
the person to the job he/she is applying. Also they check the technical
skills and also the attitude of the person, the cultural fit, and how well
he will be able to adjust to the working pattern of JP Morgan. They
also check how long the person is going to stick around. The whole
recruitment processes is very rigorous. In the recruitment processes
they focus mainly on personal interview; also they do conduct group
discussion and also a technical test. According to the line manger a
potential employee needs to have basic competence and commitment.
They don’t have a separate leadership development program. It
usually happens at the global level for the executive. They don’t have
a formal training identification as most training is compulsory and
some cases are identified through performance appraisal.
 Employee development
They have an elaborate training process. Compulsory training
includes induction training through which all new employees have to go
through especially if they come from not the same kind of background. Also
there are lot of functional training depending upon the business needs and
the market trends to stay in competitive position. Their training spans from
half day to six weeks depending upon whether it is a soft skill or functional
training. Training sessions may be conducted within the office premise or on
outside premises, depending upon the number of employees and the
number of days that the training needs to be conducted. Trainers are a mix
of both internal and external. Some businesses do support continued
education like global finance where if they feel MBA in finance would help
the employee work more effectively. Training needs are also found out after
performance appraisal. According to the line manager the training is really
effective. The HR department continuously updates itself on the training
needs depending upon the business needs and the market requirements.
Some standard training is given by the HR department like the induction
training, but functional training is given by the mangers or the business
heads. There are internal and external mentors who give training according
to the skill set requirement.
 Efficiency of HR processes

There are software’s like the online recruitment portal they use
for collecting C.V’s. Also depending upon the business needs the HR
gets the required software. They do have software’s for maintaining the
results of performance appraisal. Also they have various databases
which contain various results like finding out whether the training has
really worked or not. The HR department continuously keeps tracks on
the effectiveness of the policies the company has and if it feels any
policy needs changes it does so and if it feels that the policies are
becoming less effective day by day than it is edited. Also in terms of any
changes in the policy, it is in continuous contact with each business and
realizes their needs and formulates a new policy, or brings about
changes in the existing ones. Also the line mangers keep the HR
department updated on the current market conditions and their
requirements. The company believes its HR policies on retention and
compensation give them an edge over the competitors.
 Measuring HR
In this organization HR is truly part of the business processes
as they continuously work together for various processes. They do
not have a formal kind of measurement process for HR, as they
always tend to work in collaboration with the various businesses in
helping them in terms of the number of employee required, training
etc.

Implementation of HR policy
The implementation of HR policies happens over a period of
time. First there is a detailed need analysis carried out to find out
whether the need of policies actually exists and if anything other than
this is required. They than explain the benefits of the policies to the
employee. Also they have an open door policy wherein they can
easily go and ask their doubts. All this is done over a period of time.
Usually there is resistance from employees but they are explained
the necessity of having that policy even though it might create some
sort of uneasiness. Some are readily accepted if they create more
benefit.
 Retention
When an employee wishes to leave the company, the HR department
tries to address the reason with the employee by counseling. For example,
they realized the employees were leaving because they were not clear
about the growth opportunities in the company, so corrective action was
taken accordingly. Depending upon the circumstances the HR department
deals with the issue. Raising the compensation is an option, but most of
the time they find that is not the reason for employee turnover as they have
a good pay package.

Line manger and the HR department

Specific HR individuals are assigned to each department. They have a
very active dialogue between the business head and the HR department.
On the recruitment front, each business gives the HR department the
requirements about the kind of candidates they require. There is a very
active coordination between the HR dept and the recruitment for the
specific department, and also in terms of policies pertaining to recruitment,
compensation etc. Some policies are drafted on a global basis depending
on the country; complying with certain regulatory requirements in the
jurisdiction they are implemented.