Dinesh Divekar
Business Mentor, Consultant And Trainer
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Dear Seniors,
Iím an HR Generalist working for an Engineering Design Firm since 2013. I was the 1st HR person for the company and joined them when the employee strength was about 60 and we have grown up to 300 now. Iíve been well versed in delivering the functions of a tactical HR however I understand that Iíll have go beyond and transform to become a Strategic HR. I would like to seek your advise as a mentor and assist me to step up in advancing my career. It would be great if you can also suggest few HR books that could be helpful.
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Dear Anonymous,
As a former Executive Director in one of the largest companies employing more than 2500 human resources, having a turnover of Rs.1800 crores then in 2014, and having also overseen HR functions would like to share my views on this important transition in Corporate HR career.
Hitherto you have been focusing on Tactical HR which is substantively inclined towards Traditional HR and is more or less a straight jacket system. As your organisation grows and transforms, your challenges are more and you will embark on Strategic HR.
Strategic HR, in my broad and considered view is P-P-P which signifies People-Performance and Profits. Aligning people towards organizational goals and objectives.You are likely to get more exposure on Performance evaluation,Balanced Score Card,more of investing in people all relating and in fact leading to effective performance. You will see 7S model working wholly or partially! Soft 'S' and Hard 'S'. Staff ,Skills,and Styles are truly integrated with Strategy , Structure, System all these having over all collective focus on Shared Values.You can integrate and see the Porter 5 forces analysis also. Training and continuous investing in People and managing People's aspirations is the key for success.
No books can teach you like Experience. One ton of knowledge needs 100 tons of application. Having said, I recall some books to read , like:
1. Aligning Human Resource and Business Strategy
2.HR Score Card
3.HR Value proposition.
Do read Steven Coveys' books and keep Dale Carnegie's books on bedside reading table Understand the technical and critical areas ( to performance ) in your company.
It is all Business HR now .
Best wishes
Dear friend,
You have written that " Iíve been well versed in delivering the functions of a tactical HR".
For the time being, let keep the jargon aside or let us be away from terms like tactical HR or strategic HR. Please tell us what is that you do as a part of tactical HR activities. Without elaboration from your side, it will not be possible for us to give any suggestions.
Dinesh Divekar
Dear Mr. Dinesh,
I handle end-to-end responsibilites in the Functions like
Pre-& Post Recruitment process
Employee Orientation & On Boarding
Employee R & R Programs
Performance Management & Appraisal
Leave & Attendance Management
Training & Employee Development
Employee Retention & Separations
HR Polices & Statutory Compliance
Admin & Operations Management
Employee Relations & Grievance Redress.
Instead of simply managing transactions, implementing policies, and developing programs, i feel that i should aim to focus on understanding the needs of the business and delivering value-added solutions (More of a Business Patnering role).

Dear friend,
You have given a list of the point that you work on. However, most of the topics belong to good old "personnel management" and there is nothing "HR" in it as such. These points are as below:
Pre-& Post Recruitment process: -
Employee Orientation & On Boarding
Employee R & R Programs
Leave & Attendance Management
HR Policies & Statutory Compliance
Admin & Operations Management
My point-wise replies for the following points are as below:
Training & Employee Development: - Have you started measuring ROI on the training? If not, then start doing it.
Performance Management & Appraisal: - Have you identified scientifically the costs and ratios associated with your business? If yes, then have these been assigned to the respective HODs? If not, then start working on it.
Employee Relations & Grievance Redress: - Identify how improved employee relations are impacting the business? Have employee relations improved the productivity of the employees? Have you conducted a survey on the interpersonal environment in the company? If not they conduct it.
Employee Retention & Separations: - What is the attrition percentage? What efforts have you taken to reduce it? How the reduction in attrition has helped the company? Has it saved the revenue?
As of now, working on these points is more than sufficient. Once you do start working on it, you will find lot of problems in the execution. Come back to us when you face the challenges in the execution.
Dinesh Divekar
Human resource managemennt has the most responsible and vital role to play in the growth of any organisation. While HR activities and admistration in HR deaprtment playes the role of implementation and execution of the policies and directives, the control and monitoring of all these activities and maintaining the HR data for analysis and arriving at the best descisions are the tasks that account for strategic role. This also includes aligning the human resource needs, talents,skills, training and financial implications that needs justification towards achieving the desired organisation goal with jobsatisfaction and employee satisfaction resulting into an organisation that becomes choice as band to work with and stay for longer period and maintain relationship even when separated. Thus conclusion is that every vertical of an organisation where employees work must have the Policy, Plan,Procedure, process and tools& resources to control and monitor the activities and a mechanism to eradicate the shortcomings in shortest possible given time.My most useful mantra in most of the places was that employee productivity is directly proportional to committed welfare and adequate training.
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