Services globalhrm.com offers…

1. Human Resource Management Strategy 

We help clients create Comprehensive HRM strategy. Piecemeal solutions are not as effective as a coherent well thought through HRM strategy designed exclusively for a client. For a startup venture such strategy would imply a systematic approach to management of the human resources in line with the business strategy. For organizations taking a re-look at themselves and the way they are structured or the way their cultures work, this could be the beginning of a comprehensive change process.

2.Organizational Design & Structure

Organization design process involves choosing the right structural type, creating roles, authority distribution, definition of processes to make the structure work and accountability parameters, all geared towards creating an effective organization in line with the vision of the organization. 

We offer services in this area to start-up organizations and also to organizations recasting their business strategy on account of environmental or business imperatives.

3. Change Management & Organization Development

The changing environment makes it imperative for organizations to reorient their positioning with respect to the environment, periodically. Organizations are rarely designed to change and such change has to be consciously planned and carefully implemented. Such change management initiatives follow the model of unfreeze-change–refreeze. The initiatives cover the entire spectrum of initiatives from crafting the vision, identifying the change needed, justifying the change, creating momentum for the change, creating new structures, creating new processes, defining and rewarding new behaviors, celebrating the change. Several OD interventions are possible involving diagnosis, actions/interventions and process maintenance covering such organizational sub systems such as the ideological system, information sub system, technical sub system and power sub system.

4. Building Cultures: Culture Beyond 2000

Marvin Bower, long time Managing Director of McKinsey   & Co. defined culture as “the way we do things around here”. All successful businesses have a strong culture as their foundation. A culture helps a business transcend its commercial boundaries and become an institution. Large companies who have survived over the years have done so by building cultures. 

Culture building is a slow process necessitating the presence of vision, values, stories and myths, heroes and tribes and other subliminal moorings. Cultures can be planned and by meticulously adhering to the vision for the institution, culture can be created with certainty.

A culture building initiative begins with a diagnosis of the current culture and an articulation of the desired culture and gradual creation of symbols, heroes, rites and rituals that will build and reinforce sub cultures that form part of an integrated corporate culture.

5.Human Resource Management Practice (Including Outsourcing)

Great organizations are built through meticulous attention to every aspect of Human Resource Management. Whether it is selection standards or ethics, methodology and sanctity of training, importance given to the appraisal and development process, fairness and equity in rewards management,       consistency and fairness in dealings with employees, importance of internal communication or attention to planning careers of employees, good organizations where people want to come and give their best are different. 

With our knowledge of best HRM practices, we help clients benchmark their HRM practices and improve them significantly. We offer counsel on HRM practices such as Recruitment & Selection, Training & Development, Potential & Performance Appraisal, Career Planning & Rewards Management, Communication and Employee Relations and make these practices self sustaining and capable of continuous improvement.

HR Outsourcing implies we would create and manage your HR Policy, System, Process and day to day administration at a cost lower than what you would have spent managing the function yourself.

6.HR Engineering - Creating the Intellectual Corporation

In an era where the intangibles of service add greater value in the value-chain, managing people assets becomes the predominant and core business process. The transition towards becoming the intellectual organization involves unlearning the process of measuring returns on physical capital employed. What has to be learnt is even more difficult - that people assets can be enhanced in their capital value, the returns can be manifold if managed through appropriate processes. A change is also needed in the paradigm of strategy-structure-process-people in that order. 

The process that we adopt for this product is as follows:

• Establishing the intellectual capital base for the organization

• Modeling the entire Knowledge People Processes Systems (KPPS) chain

• Selections Strategy that will create an intellectual asset base

• Deployment strategy for maximizing returns

• Retreat Modeling for development of intellectual assets

• Culture environment definition for enabling a performance orientation

• Knowledge Systems creation for facilitating the intellectual asset in the performance efforts

MODELING ORGANIZATIONS

THE CCC FRAMEWORK © FOR ORGANIZATION MODELING © 

CCC Framework © is the model with which Global HRM.com works with its clients. The framework provides both the client and the consultant a conceptual model of defining organizations in the context of structure, competence, and culture. Organizations are created to achieve a set of objectives. Based on environmental imperatives and internal capabilities, these objectives are modified over time. In the process of achieving their objectives, organizations orient their structures, business processes and "a way of doing things" that lends a unique organizational personality. We view this orientation on three dimensions and based on the three dimensions, we have defined various organizational models.

While the model does not straightjacket our appreciation of business processes and the internalized strategy, it does provide a definitive frame of reference and a platform for an appropriate organizational intervention.

Dimension 1: Configuration

Organizational Configuration covers Work Design and Organization Structure, Organizational Knowledge Management Process, the Decision-Making Process, Authority Process, Performance Management Process & Systems and Organizational Communication Systems. In our assessment, while the practice or type of each of these processes would differ, it may also be observed that the extent of Configuration in organizations would differ. Based on the intensity of occurrence of each of these processes, we map an organization on a continuum of Tight to Loose Configuration.


Dimension 2: Competencies

When we speak of competencies, we cover Knowledge, Skills and Behavior in the organizational roles. While every organization would seek its employees and associates of the highest level of competencies, the business process or the configuration may steer the level of competency requirements. Our analysis process maps the organization on a spectrum of highest level of Competency Focus to a level of Competency Defocus. 


Dimension 3: Culture

Culture in an organization is defined by observation. The visible attributes that form the culture are Vision, Values, Symbols, Rituals, Frames Of Reference, and Rules of Behavior. While all these attributes may not be formally defined, organization cultures may have a strong character based on various practices while some cultures would yet be in an evolutionary state. 

Based on the measurement of these dimensions, we map organizations into the following eight types: