HR Leadership: Paradigm shift from Process Recruiters to Business Leaders

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HR Leadership Paradigm shift from Process
Recruiters to Business Leaders

• Joji S. Gill
• HR Director
• Microsoft India

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• Peter Drucker
• Every few hundred years throughout Western
  history, a
• sharp transformation has occurred. In a matter
  of
• decades, society altogether rearranges itself
  its world
• views, its basic values, its social and political
  structure, its
• arts, its key institutions. Fifty years later, a
  new world
• exists. And the people born into that world
  cannot even
• imagine the world in which their grandparents
  lived and
• into which their own parents were born.

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The New Employment ParadigmThe Me, Inc. Era
Evolution of the Workforce
Old
New

Emphasis on careers

Emphasis on learning experience



Great supply of labor

Shortage of qualified labor until 2020



Employers chose employees

Employees comparison shop for


employers that provide the desired

Employers had bargaining power
employment experience the best value

Employees have greater bargaining power


Employer determines how and
Employees are demanding greater


when work will be performed
flexibility (i.e. flex schedules, work at
home, telecommuting, and so on)


Employers defined the rewards
Rewards customized to employees needs


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A New Employment Relationship

• Organizations Need
• A sense of urgency
• High productivity
• High Commitment
• Collaboration
• Adaptability/ Flexibility

• People Want
• Honesty, openness
• Challenging work
• Support for learning
• Respect recognition
• Control
• Hours
• How work gets done
• Freedom from worry
• To make a difference

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The Adult Community of Employees

• Dependent Interdependent
• Paternalism Partnership
• Entitlement Earned

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Role of HR
Our Customer is the end customer
Future/Strategic Focus
Execute Strategy

• Channels of
• Distribution
• Technology
• Outsourcing
• Line Managers
• HR Professionals
• All Employees

Adaptability/ Evolution
Culture Change
Strategic HRM
Processes
People
Infrastructure
Human Potential
Committed/ productive People
Efficient Processes
Day to day Operational focus
Source Dr. Dave Ulrich, Univ. of Michigan
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Evolution of the HR Role
Time Period Role Customer
YESTERDAY - Manage the morale - Perfect the
status quo - Do what asked
TODAY - Manage for success - Future Focused - Do
what is needed
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Evolution of the HR Role
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Microsoft in India

• In India since 1992
• Six businesses across India
• Research (MSRI)
• Product Development (IDC)
• Sales Marketing (SMSG)
• Support (GTSC)
• Services (MGSI)
• IT (MSIT)
• Largest presence outside the US more than 5000
  FTEs

SMSG
SMSG
SMSG
SMSG
SMSG
SMSG
SMSG
SMSG, IDC, MGSI, MSIT
SMSG
SMSG, GTSC, MSRI
SMSG
SMSG
VERITAS CONFIDENTIAL
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HR Growth Model _at_ MS India

Leading change, Business Driver
Strategic HR
Flawless Execution
Reactive HR
One Solid Infrastructure Technology
, Process, Policies, Programs, Marketing
Excellence
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Competencies that make todays HR
Systems thinking
Business Acumen
Confidence
Interpersonal Awareness
Impact and influence
Cross boundary collaboration
People Acumen
Trusted Advisor
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HR Readiness at MS India

• Clear articulation and sharing of the HR Strategy
• Establish HR Rules of Engagement
• Build clear Governance on key processes
• Measure HR on people metrics to build
  accountability to business
• Drive strategic engagement with the business
  top-down
• Build structural interventions to allow HR role
  to grow
• Invest in HR Learning Development
• Grow Careers in HR

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• Dave Ulrich
• An HR perspective that is both unique and
  powerful is one that establishes the linkages
  between employee commitment, customer attitudes,
  and investor returns.