HR

Strategic
Roadmap &
Action Plan
 Functional Layout

Functional
Layout &
Organogram
Human Resources & Strategy Departments
 Functional Layout - HR

HRD -FR-001
Group Director / Divisional Incharge Rev:00
Page 1 of 1

Department Head

Regional HR Support HR Operations Learning & Development Recruitment Culture & Engagement HR Excellence & Rewards

Competency Framework Workforce Analytics & Gap Vision & Mission Monitoring & Performance Management
Regional HR Employee Relations & Analysis
Management Development & Mangement Reporting System
Operations
Recruitment Organizational Values roll Policies & Processes
Industrial Relations Leadership Development
Training Support out Implementation & Compliance

Learning Program Designs Onboarding & orientation Organograms & Organizational

Payroll Management Internal Communication
Payroll & Implementations Structure Management
Internship Program Employer Branding Total Reward Program
Competency Based
Workforce Management Workforce Management Assessments
Learning Management Management Trainee HR Audit
Exit & Final Settlements Program Engagement Programs
Recruitment System
Training Data & Bonds Future Leaders Program Events and Employee Special Projects
Contracts & Expats
Operations Management Recognition
Expat Hiring
Career Paths &
HRIS Succession Planning
 Organogram- HR

HRD -FR-003
Rev:00
Page 1 of 1

Group Director HR
& Strategy
Sabahat K. Bokhari

General Manager
Human Resource
Vacant

Grade Level Criteria & Workforce Approved Count 2018

Regional/Group HR Support Culture & Engagement

HR Operation Unit Learning & Development Unit Recruitment Unit
Unit/HRBP & HR Excellence Units

Vacant
Asst. General Manager Vacant
Asst. GM / Sr. Manager HRBP
Asst. GM / Sr Manager L&D Sr. Manager Recruitment Asst. GM / Sr. Manager Culture & HR Excellnce
Muhammad Farooq Abid
Tania Jalil Vacant

Vacant Sadaf Tasleem Manager Manager

HR Generalist Payroll Operations Abu Zar
HO HRBP (Manager) Vacant Vacant Vacant Junior Manager Vacant Asst. Manager
Muhammad Imran Imran Afzal Asst. Manager L&D Asst. Manager L&D Asst. Manager Recruitm ent Asst. Manager Cu lture HR Excellence
Recru itment
Mehwish Khalid

Muhammad
Burhan
Junior Manager Vacant
TSS HRBP South HRBP Vacant Asst. Manager Exp at Hiring
(Manager) (Manager) Asst. Manager Analytics
Muhammad Umer Faroo q Maher Ali Mahtaab Manzoo r
Junior Manager

Maham Khan Faran

HR Generalist HR Generalist

Tuba
HR Generalist

Ayesha
HR Generalist

Central
HRBP North HRBP
(Manager) (Manager)
Waqas Ahmed Shiekh Mughees Abbas

Ars alan Shahid Rabiya

HR Generalist HR Generalist
 Functional Layout - Strategy

HRD -FR-002
Group Director / Divisional Incharge Rev:00
Page 1 of 1

Department Head

Strategic Planning Strategy Execution Monitoring Project Management Unit Policy & Processes Unit Surveys & Research

Projects Standards & Policy Development in collaboration Key Organizational Surveys &
Strategy Planning Balanced Scorecard with owner department
Reporting & Cascading Methodology Implementation reporting
Workshop
SOPs Development in collaboration Research for New
Regional Scorecard Project Monitoring with owner departments
Target Setting Monitoring & Reporting initiatvies
SOP implementation with
Corporate Balanced KPIs setting & Reporting Report Project Status Compliance & IA Department Research for Vision 2025
Scorecard Development Documentation Standards Organizational Events for
Monitor & Control Project Development
Strategy Presentation to vision 2025
Performance in collaboration with
the BOD owner departments

Promote Project management

within Organization
 Organogram- HR

HRD -FR-004
Rev:00
Page 1 of 1

Group Director HR
& Strategy
Sabahat K. Bokhari

Grade Level Criteria & Workforce Approved Count 2018

General Manager
Strategy
Vacant

Strategy Planning &

PMU P&P and Research Unit
Strategy Execution Units

Vacant Vacant Vacant

Asst. GM / Sr Manager Strategy Sr. Manager PM Asst. GM / Sr. Manager Research

Vacant Vacant Vacant Vacant Vacancy

Asst. Manager Strategy Asst. Manager Strategy Asst. Manager Research Asst Manager Analytics
Asst. Manager Recruitment
 Game Plan

HR
Success
Plan
Human Resources & Strategy Departments
 Game Plan
This is where we want to be

ing G ap
– Do
o f Knowing
y
Journe Visionary
We are here Contributor
Strategic
• The ideal state in future
• Multiple Targets and • Incorporates operating
Tactical initiatives are required to environment philosophy
align “strategy” (a lost and way of doing
• Target Setting, roadmap word misused by many
Transaction to achieve it in place • Unwillingness of top has •
business
Regenerating
• • HR at the forefront of its to be converted into
Set of steps triggered by improvement and
Reaction some reaction or
•
key processes
HR team viewed and •
willingness to include
Employee focus approach •
process mapping
occurrence View organization as HR
• Something • Policies & process consulted for employee towards key employee Organization
happened in past fix compliance related all issues processes
now • • Group level HR approach • Group level strategic
Brings back HR in HR
• External influences • Crisis Management instead of HR being told approach
drives HR • Consultative approach what is right way HR is
• Crisis Management towards HR consulted for what is the
• Not on the table right way

Timing Expectation: Timing in 2-3 months 1-2 year + Top Support On going battle to reach the stat
NOW as of yesterday
The Current State Game Plan

TCS is a large organization with a highly complicated and “non-aligned” business structure as a result financial and management
accountability, and visibility was extremely difficult.

• 9000+ employees; a “formal and highly structured ” culture saturated w/vested interests
• Functional reporting lines vs. Line of Business, which prevented clear accountability & results and generate lot of political point scoring
• Management accountability and visibility down the line is minimal
• Top Management trust on key talent positions is fairly low. Consultants vs. internal consultation with professional is low. Key Talent brought from local
and abroad is unable to contribute to an optimum level
• Too much agenda playing which reduces the trust further
• Performance structure is not aligned with organizational structure and an organizational blur print is missing

TCS lacks performance structures to enable upward performance of the company:

• The culture is dictatorial based on top down authority and top is heavily involved in micromanagement (causes could be competence of team down there,
lack of accountability and performance visibility
• Project delivery took place on hit or miss basis due to lack of accountability
• Systemic inequities in the salary structure ad-hoc approach in projects, quality hiring and overall demotivation of the employees and created culture of
apathy
• Interdepartmental cooperation is decided on personal alliances/enmities

As a result the morale and the bottom line of the company is at a low point.

Dec 2017
The mandate for the HR is to create specific avenues for driving change and therefore enable the transformation of the company
(expectation shared at the time of hiring)
• A 3 year transformation roadmap is created and shared with the CEO
• The guiding vision was to create a lean, nimble and responsive company
• The first year is required to be invested in strategic initiatives to hit “high value targets” to gain momentum

Top three Challenges
Weak HR Operations
• HR operations are generally very weak. SOPs
are not followed consistently across all regions
• Team’s competence is main issue in all regions.
Inexperienced and junior team mostly in
region and in HO
• In regions RHMs are not experienced enough
to lead the function and as per the structure
they are responsible to head the function
• Main operations such as Comp & Ben,
recruitment, training, employee relations,
HRIS, are either not handled by HR or missing
altogether. E.g. Comp & ben doesn’t exist
instead payroll is placed in finance, training &
development is placed in studies as DPD.
Employee relations is missing altogether,
industrial relations is not handled effectively
PESSI, IESSI and SESSI is poorly handled, HRIS
is in utilization as database function only with
employee basic info. Database itself is
incomplete.
Alignment of HR structure with
Strategy
• As per the top priorities of the organization
regional HR needs to take the full fledged load
of talent development, recruitment,
operations and act as strategic partner of the
regional offices. In effect they are only
functioning as post offices
• SOPs and practices vary from region to region
and support from HO is constantly required in
terms of service quality and compliance.
Current structure is administrative and
functional reporting line where HO can not
make RHR accountable for non-compliance as
well as cannot ensure service quality.
• Culture & organizational structure need
special focus.
High Value Targets
Non-existing Talent & Performance
Management
• Currently the state of HR is fairly poor in terms
of talent itself.
• Talent Management practices are completely
non-existing.
• Functions such as assessment, talent mapping,
career paths, competency frameworks, talent
acquisition are all unheard of but required
• Learning as a function doesn’t exist
• Recognitions & Rewards system doesn’t exist
• Leadership Pipeline and leadership
development is non-existing hence regional
and school leadership is a constant question
mark
• ACRs are used as performance tool. Outcomes
based KPIs are present for five positions only
and although apparently reports are
generated monthly/ quarterly however no
system exist to see performance plans. In
short PMS doesn’t exist
 Strategic Themes for HR

Operate as an excellent employer

Values focused organization
Organization Wide Change
Management Initiative FIX – TRANSFORM – INNOVATE

Effective Operational Recruit & Develop Culture that Performance

Human Resource Excellence Retain the Talent & values focused
Department Best Leaders employees organization

5 year Strategy
Strategy Focused
Mission & Vision
Organization
Core Values

Strategic Theme 1: Operational Excellence
Enhance HR practices, effective and efficient HR team, equip managers with tools, resources and a policy framework that facilitates an
effective operating environment
Key Result Areas:
Org Design
Objective
Develop effective HR team
Develop policy framework based on
Service Rules
Reduce 20% jobs at HO, RO
Align regional HR Practices
Improve HR operations
effectiveness
HR Policy Framework
Measure
HR Organogram approved and team
hired
Key HR policies & implementation
through SOPs
• # of job roles defined,
consolidated and documented
• # of additional workforce
identified and moved
• Organizational structure in
place
• HRBP Structure in place
• # of no-compliance reduced
• TAT for key HR processes
• # of process digitize
• # of processes implemented in
ERP
Game Plan
Regional HR Alignment HR Technology Platforms
Action plan Timeline
Organogram to be approved and March 2018
team in place
• Identify Policy gaps Jun 2018
• Develop Employee handbook
Job evaluation exercise to be March 2018 (HO)
started immediately from HO and Aug 2018
move to RO
Regional HR Improvement Project February – May 2018
• Employee portal + HR App
• ERP Implementation of key
processes across network
(transfers, exits, recruitment,
PM, LM)
 Game Plan
Strategic Theme 2: Recruit & Retain the best
Improve recruitment process, build employer brand, align with market competitiveness, improve on-boarding and orientation across
network. Build talent pool for various key position and enhance talent pipeline
Key Result Areas:
Time to recruit Orientation Talent pipeline program Employer Branding
Objective Measure Action plan Timeline
Improve recruitment process • Time to recruit from position • Recruitment database across September 2018
creation to onboard NW (regional HR)
• Recruitment database HO
• Recruitment portal integration

Improve on boarding experience • Orientation program for all new • Orientation pack + orientation • August 2018
hires portal
• Regional HR alignment • On going (audit)

Develop talent pipeline for key • # of Key positions in HO / • Job profiling at all level for key Dec 2018
positions RO/Schools positions identification
• Bench Strength

Improve Employer Branding • Social media pages presence • Best practices in interviews, on • On going
• Internship Program for Key boarding, acceptance, • Survey May 2018
positions rejection, offer • Results by Aug 2018
• Climate Survey Results • Climate Survey • Action plan based on results

Strategic Theme 3: Develop Talent and Leaders
Develop employees for optimum contribution at all levels. Ensure performance by developing competencies that drive results.
Key Result Areas:
Competency framework
Objective
Enhance quality of teaching by
developing teachers competence
Leadership Development
Improve employees KSA
Training Programs
Measure
• # of teachers trained on
competencies
• % of competencies covered
through various training
programs
• # of teachers registered on
career path
• # of school leaders trained
• Succession plan for key
positions
• # of HO, RO & NW employees
trained for key competencies
• # of training on time as per
calendar
Game Plan
Leadership Development Framework
Action plan Timeline
• Teachers Competency September 2018
Framework, Teacher Quality
Standards, Teachers Profiles
• E- learning platform
• Teachers Excellence Program
• Career path
• Leadership Competencies • Dec 2018
Framework
• School Leaders 360 Assessment • On going (audit)
• Department Leaders 360
Assessment & Development
plan
• Competencies framework for • Dec 2018
all employees
• Training calendar 2018
• FLP Revamp
• Career Path
 Game Plan
Strategic Theme 4: Culture That Values Employees
Build an environment of employee engagement, empowerment and involvement where people can offer their best; equip managers with
tools, resources and values framework that facilitates an effective operating environment and enhance motivation
Key Result Areas:
Compensation practices Values Rollout Employee Friendly Policies & practices Engagement
Objective Measure Action plan Timeline

Improve employee engagement
• TO academic staff
• TO Academic Management
Staff
• TO all employees
• Exit interviews to identify TO Dec 2018
reasons
• Engagement /EVP Survey
• Engagement Program (at least 2
schemes for engagement)

Develop values based organization
• Values identification & rollout
• # of incidents reported for
values breach
• # of documented values
dilemma
• Identify core values • Dec 2018
• Values rollout plan
• Dilemma documentation • On going (audit)
• Whistleblowing platform

Enhance motivation through • # of policies aligned with • Policy Revision Framework • Dec 2018
improved policies and practices industry best practices • Salary Disbursement
• Reward practice Benchmarking • Performance based recognition
scheme
 Game Plan
Strategic Theme 5: Performance Focus organization
A journey to change employees from mercenaries to missionaries, develop a performance oriented organization by rewarding right
behaviors of performance, structured approach of performance management and implement best practices
Key Result Areas:
Performance management process Performance Based Recognition Engagement
Objective Measure Action plan Timeline

Improve performance management • Balanced scorecard for • PM Revamp Dec 2018

system Corporate, departments,
regions and schools
• # of quarterly reviews
documented and complete on
time
• Scorecard Dashboards
• Quarterly Review
• KPIs through ERP

Develop Performance based • Increment formula lock in by • Increments and performance • Dec 2018
recognition system last quarter factors
• On time increments • Training of leaders on • On going
performance based dialogues
 2018 Journey

High Value Projects –(Regional HR)

Regional HR Improvement Project– February - April 2018

• Audit and corrective action plan of HR Policies Compliance
• School Positions and Staffing Parameters (2017-2018), Recruitment Policy, Performance Policy, Training Policy, Transfers and Posting, Car &
Fuel Policy, Leave encashment Policy
• SOPs implementation
• Pending Issues in HR Operations of regions & closure (insurance claims, PF, Exits, loans, leave encashment, expense and travel claims, contract
renewal, complaints)
• Activity mapping and calendar of activities for all regional office and school based activities with RACI Matrix for each activity
Establish the critically needed credibility and traction with the employees at the outset

HR Operations & Employee Database enhancement April – Dec 2018

• Improve the employee data entries and Files records streamlining
• Quarterly or Bi Annually Audit of employee data for all employees
• Analysis of Employee database for improvement
Enable the technology use of HR to ensure the employees data can provide meaningful data about workforce

HO & RO HR Integration as HRBP structure– February 2018

• Realign the team as HRBP with stronger accountability on service quality to RO NWO and Compliance
• Strengthen the team competence by guidance, audit and managing the regional HR as one team
• Visibility & trust among team members to jump start culture from within HR
Structural alignment will enable rapid business momentum, flushed out performers, give insight into macro/micro Level HR issues & roadblocks
 2018 Journey

High Value Projects– (HO HR)

Job Evaluation@HO Project February - April 2018

• Create proper organizational job architecture for HO and assign the jobs, grades, levels and career ladder based on the JE results
• Align Compensation structure through benchmarking based on total compensation (Pay + Benefits + Growth) Assessment
• Reduce 20% jobs / 10% additional workforce for redundant job positions

Enhance Compensation practices as per Audit Report February – Dec 2018

• Develop grade based structure and get it approved from BOD once and ensure compliance of pay structure accordingly. Reduce timeline hiring because of
Approval cycle
• Payroll management reassignment to HR from Finance. Create dynamic payroll and analyze the cost saving because of dynamic payroll
• Improve benefit offers of fuel, insurance and other services through better negotiation with vendors
• Improve policy alignment at all level
• Ensure Compensation compliance with major regulators and internal parity of minimum hiring compensation
• Create O & A level Parity plan comparable with the competition
HR Technology & metrics Year long
• Enhance use of HRIS within HR department, identify processes which are currently done manually and convert into system based operations
• Provide HR services through paperless workflows, reengineer and make workflow efficient and lean
• Complete organizational structure in dynamic organograms and lock in current organogram and JDs in HRIS

Workforce Management
• Workforce analytics (TO data upto school, subjects and class level)
• Key analytics correlations (TO vs. withdrawal, Region wise and school wise aging of leaders and workforce, section analysis
• Growth vs, staff growth
• Career path
Creating efficiencies across network
 Functional Layout

Strategy
Roadmap

Develop Strategy Focused Organization

 2018 Journey

High Value Projects

Strategy Workshop– February - March 2018

• Finance Workshops (to be concluded by 10th )
• HODs + RDs strategy workshop (preferably one days workshop altogether tentative date 15th February)
• KPIs workshop for leadership (region wise principals workshop)
• Vision 2025 (rollout & communication, conference)

Balanced Scorecard Implementation March – Dec 2018

• BSC Dashboard reporting Monthly/quarterly/annual aggregate
• Scorecard Champions for HO, RO
• Data owner and reports alignment
• KPIs process mapping
Project & Initiative Management– March 2018 – Dec 2018
• Develop project management standards and project reporting with analysis of impact
• Register all key projects with PMU
• Identify risks and gaps and develop reporting mechanism

Policies and Processes Framework– March 2018 – Dec 2018

• Develop policy framework for all departments and collaborate to document, & implement key policies
• Collaborate with Audit and Compliance department to ensure policy implementation in true spirit
• Documentation, communication & governance structure standards and protocols