netrashetty
Netra Shetty
Service Corporation International (NYSE: SCI) is North America’s largest provider of end-of-life arrangements and services. Based in Houston, Texas, United States, SCI operates more than 1500 funeral homes and 400 cemeteries in 43 states, eight Canadian provinces, and Puerto Rico.
4. Re-Engineering the Human Capital (Attitudinal Change):
Focus on individual to inspire them and provide them with tools to pursue personal excellence without getting bogged down through self-imposed limitation in thinking and actions. Supporting people to learn from mistakes in pursuit of business excellence. Encourage people to think differently.
5. Performance Appraisal and Development Activities:
Encourage managers to read “Accelerating Growth” on the intranet to self learn the new process. Drive to transfer the ownership for learning and development to individuals –no spoon-feeding .train managers on “Self Service” .top team to fully subscribe to the philosophy and encourage the managers to use the new tool as a “Business Tool” instead of “HR Tool”.
6. Learning And Knowledge Management:
To nurture an environment where all people are allowed and encouraged to develop themselves and give willingly their very best without fear. Provide the necessary platform to develop and inspire individuals and teams to share rapidly and effectively their knowledge /success and failure to enhance team potential and competence. Develop a system for knowledge management and resource allocation in the form of personnel to facilitate. Learning resource center to cater for the self-learning opportunities e.g., e-based training.
7. Reduce Emphasis On Training Only Approach:
Create an understanding that “Training Only “would not be sufficient to develop people and that other development opportunities should be identified and agreed by the individuals and line managers e.g.,
· On the job development
· Special projects
· Short-term assignments
· Short-term attachments with other functions/sections
· Cross –functional projects / teams etc.
8. Benchmarking:
Conducted benchmarking of Training & Development activities with other multinationals within Pakistan and with other regional companies.
9. Attracting the Best Talent:
To recruit management trainees in Marketing, Finance, IT and HR, PTC mainly rely on MBA’s graduating from local institutions, barring a few students returning home after qualifying from foreign universities.
Well-managed internship program will help to “catch them young” rather than waiting for the graduating students up to the last moment. Involvement with the students joining the professional institutions starting first year they join.
10. Retaining Talent:
PTC aim to be the most attractive employer in local job market, this is done through,
· Annual survey of job market (comparative companies) to remain competitive.
· Expanding the base of comparator companies.
· Ingenuity in use of Merit Matrix, giving more freedom to the line managers when reviewing the salaries of their teams
· Raising bar by moving up from the 75th percentile for specialist jobs.
· Further, improve the concept of performance-linked bonus.
Keep reviewing organization structure, on need basis, for right sizing. Constant review of role profiles through job evaluations. A flexible approach in designing the remuneration package for the new generation managers who are more interested in higher take home pay rather the retirement plans. Instant recognition of outstanding performance /contributions towards productivity improvements
11. Alignment with the Global Reward Strategy:
Salary increment for those with “A” rating is 17% higher than those with “C” ratings whilst no salary increment was granted to those with “D” ratings.still planning to widen the gap between excellent, satisfactory and weak performers to appropriately incentives high performance .The incentive schemes and incentive objective have been clearly communicated to all individuals and weekly progress report is also communicated to all concerned.
12. People and Team Processes:
Building morale of people and creating a winning culture continues to be the foremost objective where ordinary people can achieve the extra-ordinary by performing willingly to the best of their abilities. The cross culture team continues its efforts towards integrating the various cultural element of the organization. Some of the activities that would further cement efforts in the plan to achieve excellence through a highly integrated and fully committed team include:
· Re-engineering of communication process across the organization.
· Enhancing the literacy standard of work force.
· Involving the families of workers in various cultural activities.
· Engaging business partners in the overall organizational activities.
13. Industrial Relations (IR):
IR is given special importance by increasingly involving unions and employees to sustain the environment of trust, empowerment and mutual respect. Continuous education and visit to other BAT companies and multinational in Pakistan further broaden vision to support initiatives for change and inculcate entrepreneurial spirit. PTC has demonstrated Fair &Firm deal on issues and principles to ensure good working environment and business partnership with unions.
Different HR Practices at PTC:
These are few of the HR practices that I have learned at PTC from my resource person.
· Recruitment process
· Performance appraisal
· Training
· Compensation
· Discipline
The purpose of this process is to define an effective team structure for a project organizational
unit. The team structure defines the roles, responsibilities and relationships of the people
managing and working within a project organizational unit. An appropriate team structure will
help to optimize the efforts of the team and the success of the project. An inappropriate one can
undercut the efforts of a hard working group of people and impede their success.
This process is performed during Plan phase. Often, it is carried out by the functional
managers/Senior management responsible for the people who will staff the project. The project
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net
Published in PM World Today - July 2007 (Vol. IX, Issue VII)
manager should influence the functional managers to ensure that the team structure meets the
requirements of the project.
The first consideration in organizing a team is the objective of the team.
Has the team been asked to explore possibilities and alternatives? Is the team charged with
solving a complex, poorly defined problem? This is often the case with study projects or when
implementing a new technology.
Broadly, there are two different organizational approaches: In the normal approach, each team
is responsible for a specific set of activities and the work products move between the teams
according to a predefined work flow. The team members all have similar skills.
In the multidisciplinary approach, each team is responsible for completing some of the work
products. The team members have different skills and, possibly, are multi-skilled.
4. Re-Engineering the Human Capital (Attitudinal Change):
Focus on individual to inspire them and provide them with tools to pursue personal excellence without getting bogged down through self-imposed limitation in thinking and actions. Supporting people to learn from mistakes in pursuit of business excellence. Encourage people to think differently.
5. Performance Appraisal and Development Activities:
Encourage managers to read “Accelerating Growth” on the intranet to self learn the new process. Drive to transfer the ownership for learning and development to individuals –no spoon-feeding .train managers on “Self Service” .top team to fully subscribe to the philosophy and encourage the managers to use the new tool as a “Business Tool” instead of “HR Tool”.
6. Learning And Knowledge Management:
To nurture an environment where all people are allowed and encouraged to develop themselves and give willingly their very best without fear. Provide the necessary platform to develop and inspire individuals and teams to share rapidly and effectively their knowledge /success and failure to enhance team potential and competence. Develop a system for knowledge management and resource allocation in the form of personnel to facilitate. Learning resource center to cater for the self-learning opportunities e.g., e-based training.
7. Reduce Emphasis On Training Only Approach:
Create an understanding that “Training Only “would not be sufficient to develop people and that other development opportunities should be identified and agreed by the individuals and line managers e.g.,
· On the job development
· Special projects
· Short-term assignments
· Short-term attachments with other functions/sections
· Cross –functional projects / teams etc.
8. Benchmarking:
Conducted benchmarking of Training & Development activities with other multinationals within Pakistan and with other regional companies.
9. Attracting the Best Talent:
To recruit management trainees in Marketing, Finance, IT and HR, PTC mainly rely on MBA’s graduating from local institutions, barring a few students returning home after qualifying from foreign universities.
Well-managed internship program will help to “catch them young” rather than waiting for the graduating students up to the last moment. Involvement with the students joining the professional institutions starting first year they join.
10. Retaining Talent:
PTC aim to be the most attractive employer in local job market, this is done through,
· Annual survey of job market (comparative companies) to remain competitive.
· Expanding the base of comparator companies.
· Ingenuity in use of Merit Matrix, giving more freedom to the line managers when reviewing the salaries of their teams
· Raising bar by moving up from the 75th percentile for specialist jobs.
· Further, improve the concept of performance-linked bonus.
Keep reviewing organization structure, on need basis, for right sizing. Constant review of role profiles through job evaluations. A flexible approach in designing the remuneration package for the new generation managers who are more interested in higher take home pay rather the retirement plans. Instant recognition of outstanding performance /contributions towards productivity improvements
11. Alignment with the Global Reward Strategy:
Salary increment for those with “A” rating is 17% higher than those with “C” ratings whilst no salary increment was granted to those with “D” ratings.still planning to widen the gap between excellent, satisfactory and weak performers to appropriately incentives high performance .The incentive schemes and incentive objective have been clearly communicated to all individuals and weekly progress report is also communicated to all concerned.
12. People and Team Processes:
Building morale of people and creating a winning culture continues to be the foremost objective where ordinary people can achieve the extra-ordinary by performing willingly to the best of their abilities. The cross culture team continues its efforts towards integrating the various cultural element of the organization. Some of the activities that would further cement efforts in the plan to achieve excellence through a highly integrated and fully committed team include:
· Re-engineering of communication process across the organization.
· Enhancing the literacy standard of work force.
· Involving the families of workers in various cultural activities.
· Engaging business partners in the overall organizational activities.
13. Industrial Relations (IR):
IR is given special importance by increasingly involving unions and employees to sustain the environment of trust, empowerment and mutual respect. Continuous education and visit to other BAT companies and multinational in Pakistan further broaden vision to support initiatives for change and inculcate entrepreneurial spirit. PTC has demonstrated Fair &Firm deal on issues and principles to ensure good working environment and business partnership with unions.
Different HR Practices at PTC:
These are few of the HR practices that I have learned at PTC from my resource person.
· Recruitment process
· Performance appraisal
· Training
· Compensation
· Discipline
The purpose of this process is to define an effective team structure for a project organizational
unit. The team structure defines the roles, responsibilities and relationships of the people
managing and working within a project organizational unit. An appropriate team structure will
help to optimize the efforts of the team and the success of the project. An inappropriate one can
undercut the efforts of a hard working group of people and impede their success.
This process is performed during Plan phase. Often, it is carried out by the functional
managers/Senior management responsible for the people who will staff the project. The project
PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net
Published in PM World Today - July 2007 (Vol. IX, Issue VII)
manager should influence the functional managers to ensure that the team structure meets the
requirements of the project.
The first consideration in organizing a team is the objective of the team.
Has the team been asked to explore possibilities and alternatives? Is the team charged with
solving a complex, poorly defined problem? This is often the case with study projects or when
implementing a new technology.
Broadly, there are two different organizational approaches: In the normal approach, each team
is responsible for a specific set of activities and the work products move between the teams
according to a predefined work flow. The team members all have similar skills.
In the multidisciplinary approach, each team is responsible for completing some of the work
products. The team members have different skills and, possibly, are multi-skilled.
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