Few Facts & Figures
Small and Medium enterprises
(SME) represent 95% of all the
establishments.
Micro, small and medium sized
firms contribute 72%, 18% and
5% respectively.
SME businesses account for 42%
of the work force of Dubai.
The annual growth rate of GDP
of Dubai is around 4.9%.
© Browne & Mohan, 2014
SMEs HR Orientation
INSIGHTS
Lower productivity levels are
prevalent due to lack for a
strategic HR unit.
Lack of description of the
KRA/KPIs and effective
performance management
system.
Absence of identification of the
training needs and actual skill
development training provided to
employees.
According to a survey done by
Dubai SME agency, appointed by
Department of Economic
Development, Dubai:-
75% of the survey
respondents indicated that
they do not have a separate
HR unit.
83% of the SMEs do not have
well defined KRA/KPIs and
PMS.
74% of the SMEs indicated
that they do not provide need
based or comprehensive
training.
© Browne & Mohan, 2014
SME Recruitment & Selection Challenges- UAE
Criteria Current Gap
Purpose Source from web portal and agencies
Source right candidate for right job at the right time
Comprehensiveness No estimation for future and no pool of valid job applicants.
Success rate of selection process ,Estimation of the future man power requirement
Consistency Abstract mode of interviewing
Standardized tools and instruments for recruitment.
Delivery No closure Not successful in bringing right candidate on board.
Outcome The lead time overshoots No knowledge management system to trace back and make corrective actions.
© Browne & Mohan, 2014
Need to develop a knowledge management system to know the no. of resumes received, screened for telephonic interview, shortlisted for face to face interview and no. of candidates finally rejected and offered job.
Need to assess the quality of interviewer and assess the quality of instruments used for testing.
SME Induction Challenges- UAE
Criteria Current Gap
Purpose Major focus on HR rules, information of HR policies and preview of organization.
Focus on actions that drive business, Emphasis on business plan, evaluation of new hire
Comprehensiveness
No validation of training module and no complete picture of role and activities.
The big picture. The extended application of tools and methodologies
Consistency Induction period not the same. Trainer is consistent for all induction processes .Same content bestowed each time
The induction period must remain the same for all new entrants, evaluation on same parameters, The trainer is chosen with respect to the role and responsibility , Training contents should be updated frequently
Delivery Quality of delivery is not measured Timeliness of delivery, Quality of delivery and management of delivery
Impact No impact analysis is done The trainee should have understanding of the company, role and expectations from the company
Outcome Absence of evaluation of trainee post induction
The decision to fit/refit/refuse the new hire Need to develop a process plan to assess the quality of the
interviewer, quality of the trainer, quality of the training content and the consistency of the trainer.
© Browne & Mohan, 2014
SME Performance Appraisal Challenges- UAE
Criteria Current Gap
Purpose basis for salary increment, promotion and reward & recognition
focus on continuous development of individual, team and the organization
Comprehensiveness
major focus on non-cost drivers and given equal weightage
focus on cost drivers of the role, analysis of facilitating and inhibiting factors in performance, identify training needs and feedback.
Consistency the same tool with same weightage is used across entire organization
customize the performance appraisal forms to each department considering the levels and responsibilities of each employee position
Delivery behind schedule to complete the appraisal process
completed and conveyed the results within the stipulated time and delivery management must be owned by HR
Impact negative effects like frustration and dissatisfaction on appraisal results, lack of trust and no proper communication
open appraisal system
Outcome employee training needs are known, high performers are given promotion and rewards like salary increments are given
developmental activities are identified, consistent low performers identification, promotion of performance culture, periodic review and feedback. Need an effective system of acquisition of performance data, interpretation and informed decision
making. Need to know the actual employee performance , their basic salary, to whom increments to be
given, to whom promotion for next position be given, who are the laggards, their training needs and who should be laid off from the company.
© Browne & Mohan, 2014
SME Exit Challenges- UAE
Criteria Current Gap
Purpose To relieve an employee voluntarily or involuntarily
to relieve a laggard/ voluntary exit, identify problem areas and corrective actions.
Comprehensiveness Involves full and final settlement and relieving without proper communication between management and employees
Feedback from employee on job, remuneration & Benefits, Quest Org., senior managers and management.
Consistency Use of a default exit form for all employees with no scope for improvement.
Recruitment of new employee, use of exhaustive form to know areas for improvement.
Delivery Relieved employee before a new hire brought on board.
Knowledge transfer to the new hire/ employee.
Outcome Vacancy created, job activities will be stopped or need to be shared by existing employees till the new hire arrives and training cost increases.
Urgency to recruit the right person for the job and provide knowledge transfer within the notice period.
Need for a standardized process for identification of laggards, taking informed decision to lay off or retain the employee, the procedure to be followed to relieve the employee with no dues, exit interview and quarterly review of reasons for exit, monitoring of attrition rate and alumni meet.
© Browne & Mohan, 2014
HR Transformation Required
Pressing need for establishment of HR as a strategic unit.
Alignment of organizational objectives with individual KRA/KPIs.
Presence of an effective Performance Management System.
Identification of training needs of the employees and deployment of
skill development trainings.
Traditional reactive
HR
Proactive &
Strategic HR
© Browne & Mohan, 2014
Three Pillars for Successful HR Transformation
© Browne & Mohan, 2014
Standardization AutomationConsolidation
B&M HR Transformation Framework
As –is Analysis
ISO GPTW benchmarkin
g
Implementation & review
Measure & Extend
The data collected must be robust, complete, comprehensive and lead to analysis. Align the process and procedures according to GPTW benchmarking. Make relevant changes in organization structure, remove redundancy and under utilization of resources. Review and incorporate changes for betterment of the processes.
© Browne & Mohan, 2014
Organizational Analysis: B&M Approach
Organizational analysis is a process where we understand organization's systems, capacity and functionality. The information is used to increase efficiency, performance and output. The objective is to collect data and highlight opportunities for improvement.
The first step in consulting is the as-is analysis.
As is analysis-
Detailed presentation of the process as it is currently being performed. When doing an as-is analysis, information regarding all the processes that are currently followed are documented.
As in analysis would give an idea to understand which are the areas that have to catered to immediately. The objective being improvement of methods to reach the goals, measure outcomes and keep improving further on.
To conduct an As is analysis, we use ‘Reference Model’
There are 6 elements based on which details are collected:© Browne & Mohan, 2014
Reference Model for As-is analysis
© Browne & Mohan, 2014
Strategy- value &
development
Structure- Process
& organizati
on
People- Skills,
competence developmen
t
Culture- leadership
& core values
Resource- Financial & Information Managemen
t
Results- financial & Operational objectives
Recruitment: B&M approach
© Browne & Mohan, 2014
• Source candidates from recruitment agencies
• No internal recruitment
• No campus selection
AS-is
• Telephonic interview process
• Data capture at each stage of recruitment process
Areas which
require change
with GPTW
• Telephonic process
• Process templates for data capture
Implemented
To seek right candidates from internal resources
Yet to be Implemente
d
Induction: B&M approach
© Browne & Mohan, 2014
• No long term induction plan
• Induction taken only by HR team
AS-is
• Training on relevant job areas
• Evaluation of Training contents & trainer and performance of new hire
Areas which
require change
with GPTW
Induction plan for new Hires
Implemented
Evaluation of Training contents, the trainer and performance of New Hire
Yet to be Implement
ed
Performance Appraisal: B&M approach
© Browne & Mohan, 2014
• Yearly performance appraisal
• HR team not involved
• Evaluation is sent to MD to fix % of hike
• Focus on attendance & punctuality rather on performance
AS-Is Entire process
Areas which require
change with GPTW
Not implemented the Proposed process
Implemented
• Establish KRA• Roll out the
proposed plan• Aggregation of
employees based on their performance
Yet to be Implemente
d
Training & Development :B&M approach
© Browne & Mohan, 2014
• 52 days training
• 50 days on the job training
• 3 days training on data entry
AS-Is
• Training analysis based on performance of the individual
• Training content and trainer scrutiny
Areas which
require change
with GPTW
Training need analysis
Implemented
• Suitable internal and External trainers are to be identified
• Training calendar
Yet to be Implement
ed
Employee Engagement :B&M approach
Celebrate Dushera, Eid,
Christmas, annual day and sports
Day
AS-is
• Create quarterly/annual employee engagement calendar
• Engage all employees of Quest working from different geographies
Areas which
require change
with GPTW
Partially prepared the
activities
Implemented
• Employee engagement calendar
• Online engagement of Quest employees
Yet to be Implemente
d
© Browne & Mohan, 2014
Rewards & Recognition :B&M approach
• Awards for completion of 5 years
• Best attendance• Half yearly
incentives based on performance
AS-is
• Introduction of newer awards to motivate employees
• Recognition of team work
Areas which
require change
with GPTW
Partially prepared plan for quarterly recognition
process
Implemented
Roll out plan for rewards &
recognition for each quarter
Yet to be Implemente
d
© Browne & Mohan, 2014
Exit :B&M approach
© Browne & Mohan, 2014
•Specific notice period for diff designation and exp level
•Exit interview questionnaire
•Response communicated through resp. departments
AS-is
•Exit interview•Process of communication through HR
•Interconnectivity of processes
•Knowledge transfer
Areas which
require change
with GPTW
•New hire/replacement
•Knowledge transfer
ImplementedProcess
adherence
Yet to be Implemente
d
Inter- connectivity of processes
Multi stage linkage of the processes
Smooth Data flow to yield meaningful decisions
Managers do not take decisions based on intuition
The company as a whole carries an effective knowledge management system.
© Browne & Mohan, 2014
Cost saving Better business alignment Deeper professional expertise More consistent processes Improved customer service Greater line engagement Repositioning of HR/people management on the map
Benefits for the clients by B&M HR transformation process
© Browne & Mohan, 2014
Thank You
Browne & MohanBoard & CEO Advisors, Management Consultants
157/A, 2nd Floor, 10th 'A' Main, Jayanagar 1st Block
Bangalore-560 011 Ph: +91-80-26565164/40951170
www.browneandmohan.com
© Browne & Mohan, 2014