Hi all!
I am an MBA-HR fresher who recently joined a well known FMCG company in Pune. This company has the traditional Personnel & Admin (P&A) Dept which takes care of all statutory compliances, salary & wage administration and the like. It does not have an HR dept as such.
I plan to revamp certain HR processes such as introducing a competency based performance appraisal system in place of the existing traditional one, having a formal recruitment & selection procedure in place etc. and also setting up new HR practices such as formal induction, introducing training programmes, exit policy, making HR manual & induction manual etc.
I am pretty clear of the things I have to do but am just a bit confused as to how do I go about doing these things, from where to start and so forth. I therefore request the seniors in this forum to kindly help me in this regard by giving their valuable guidance and suggestions.
Thanks and regards,
Swaroop Kulkarni
From India, Pune
2I am an MBA-HR fresher who recently joined a well known FMCG company in Pune. This company has the traditional Personnel & Admin (P&A) Dept which takes care of all statutory compliances, salary & wage administration and the like. It does not have an HR dept as such.
I plan to revamp certain HR processes such as introducing a competency based performance appraisal system in place of the existing traditional one, having a formal recruitment & selection procedure in place etc. and also setting up new HR practices such as formal induction, introducing training programmes, exit policy, making HR manual & induction manual etc.
I am pretty clear of the things I have to do but am just a bit confused as to how do I go about doing these things, from where to start and so forth. I therefore request the seniors in this forum to kindly help me in this regard by giving their valuable guidance and suggestions.
Thanks and regards,
Swaroop Kulkarni
From India, Pune
Hi Swaroop,
Congrats for this bold move.
Better not to start with Performance appraisal kind of critical functions. Identify simple and non-controversial tasks, which are beneficial for your investor as well as workforce (always keep in mind that you are the people <<>> investor connector).
Before making any move, do a systematic understanding of your company, investors, workforce, IR history, overall environment, resistance for change, strengths and weaknesses, overall employee satisfaction levels, goals of investors etc.
My suggestion is to invest 65% for planning, 25% for execution and 10% for continuous improvement
You may find this blog post as useful
Wishing you the very best
From India, Bangalore
Congrats for this bold move.
Better not to start with Performance appraisal kind of critical functions. Identify simple and non-controversial tasks, which are beneficial for your investor as well as workforce (always keep in mind that you are the people <<>> investor connector).
Before making any move, do a systematic understanding of your company, investors, workforce, IR history, overall environment, resistance for change, strengths and weaknesses, overall employee satisfaction levels, goals of investors etc.
My suggestion is to invest 65% for planning, 25% for execution and 10% for continuous improvement
You may find this blog post as useful
Wishing you the very best
From India, Bangalore
Hi Swaroop
Almost all new recruits are fired with a missionary zeal to revamp the existing system. This is particularly true with fresh MBA's who are keen to apply their learning in the work situation. However you need to tread with caution because there are things like organizational culture, management perspectives and strategy which have a major bearing on the current practices followed.
One you appreciate this, then any change you would like to introduce must be bounced off key management people and it is vital that you get their nod for your suggestions. Begin with introducing an induction program. Once that system is pout in place and appreciated by all, it gives you more leeway to explore other avenues. Focus first on strengthening existing systems and then on bringing in new changes and then new systems. Be aware that there will always be resistance to anything new or to any change.
Best Wishes.
From India, Mumbai
Almost all new recruits are fired with a missionary zeal to revamp the existing system. This is particularly true with fresh MBA's who are keen to apply their learning in the work situation. However you need to tread with caution because there are things like organizational culture, management perspectives and strategy which have a major bearing on the current practices followed.
One you appreciate this, then any change you would like to introduce must be bounced off key management people and it is vital that you get their nod for your suggestions. Begin with introducing an induction program. Once that system is pout in place and appreciated by all, it gives you more leeway to explore other avenues. Focus first on strengthening existing systems and then on bringing in new changes and then new systems. Be aware that there will always be resistance to anything new or to any change.
Best Wishes.
From India, Mumbai
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