It was five years ago that Corporate HR function of Vybhav was re-structured to its present hierarchy.
Question:
It was five years ago that Corporate HR function of Vybhav was re-structured to its present hierarchy. The HR structure was designed to meet needs of the organisation. There was a need for better HR governance across the various divisions and rationalise the HR spend as well as be able to have single HR vision and mission. The HR structure was rationalised as follows:
The fundamental change to the structure was the change in the matrix reporting. The center of excellence (COE) functions like staffing and talent management rolled up to the COE Directors with hard line functional and dotted line to the HR Directors at an operational level. This change in reporting ensured better alignment with the Vybhav corporate objective of optimising talent management practices across the business units.
A lot of this change was sponsored by the top management team of Vybhav. The benefits of being able to leverage the scale of knowledge from across business units and industries was seen as directly impacting organisational efficiencies through building a high-performance culture and enhanced employee satisfaction. Each COE strategised together and discussed/brainstormed on challenges that were faced by a business unit, and it was the responsibility of each division’s COE to go back to the division’s HR team and discuss and implement the strategy. This HR structure allowed the teams to build a COE based mission, as bellow which was drafted by the top management team:
• Share information and resources more effectively between the divisions.
• Craft an overall talent strategy for Vybhav Corporation.
• Be able to use a scalable process/method to map competencies and identify skill gaps.
• Create strategic succession plans to develop talent and skills to establish and maintain a high-performance culture.
• Free up resources to focus on high-level talent management strategies.
To improve HR operational efficiencies, Renny decided to invest in a single HRIS that would make HR information consolidated and centrally available in addition to being able to drive the core HR activities like the payroll processing, recruitment, performance management system, competency based career planning and the like.
EXERCISE
Remain in the groups that you formed for the previous chapter. For the company that you identified, collect information on the external and internal HR related challenges it faces. It could be generic industry challenges or specific and related to close competitors. Deliberate within your group to make reasonable assumptions. Refer closely to the text and confine your findings/assumptions to the theory in the chapter.
Fill the following grid and share in the classroom. Invite open discussions for better understanding.
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