Transformational Leadership

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Transformational leadership an unique strategy for organizational Effectiveness. It requires articulating a vision,leading by example, sharing the vision and activating all functions to integrate with his vision.The case in point is an example

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‘Transformational leadership’ at Bharat Forge : HR mantra for Turbulent IR weather. ( A case study in Strategic HR Practices) BY DR. SIBRAM NISONKO,ASSOCIATE PROFESSOR,ASM’SIBMR,CHINCHWAD,PUNE

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Synopsis: Through the group's state of the art engineering center in Pune , India Bharat Forge Ltd an Indian Multinational company in the private sector is able to provide comprehensive product design capabilities to enable significantly lower ‘time-to-market’ for its customers(OE) With it's long standing expertise in automotive components, Bharat Forge Group has been providing customers with a complete range of product design, analysis, prototyping and testing service. India-based Bharat Forge Limited (BFL) is globally the second largest auto forging company after ThyssenKrupp of Germany. BFL is the flagship company of Pune - based Kalyani Group with interests in steel, steel-based products, forgings and automotive components. The company made a humble beginning in 1961 with a small plant in Pune . Over the years, the company has become the second largest auto forging company, globally the second largest engine component manufacturer. Along with manufacturing forging items and components for automobiles and commercial vehicles, the company was also a global leader in producing components for railways, earth moving equipments, hydrocarbons, sugar, steel, coal, ship building, oil and gas, refinery and general engineering equipments. Globally, BFL is known for its operational excellence, technical supremacy and cutting edge know-how. It has an enviable buyers list from global automotive companies like, General Motors, DaimlerChrysler, Volvo, Mitsubishi Corporation, Toyota Motor Corporation and Hyundai Motors. It also had tie-ups, joint venture and technology sharing with leading auto component manufacturers and original equipment manufacturers like Meritor, Carpenter Technology Corporation, Rockwell International and Delphi Corporation. As a part of the growth strategy, the company opted for both green-field expansion and brown-field expansion. BFL has made a few significant acquisitions globally to mark its presence. Among the list of the acquisitions, Carl Dan Peddinghaus , CDP Aluminium Technik and Imatra Kilsta AB are the most significant ones. Through this case study it is intended to discusses in detail about how the SHRM strategy which has facilitated the company to become a global leader in auto forging industry. Inview of its management philosophy, OD strategy is enabling it to become a global leader .The Case Study focuses on the HR model of the company and glimpses of the employer branding exercises of Kalyani Group,its unique Leadership style , its Hr branding, Balanced Score Card on performance evaluation, Performance Ethics, Quality of Work Life, Employee Retention etc.etc. This case further offers a scope for discussion about the Hr policy trends and strategy of the industry, the CSR strategy adopted by the company ; the limitations and scope of the HR strategies in the company .

The Case-what is the company? :

The Case-what is the company? Part of Kalyani Group - a US $ 2.5 billion conglomerate with 10,000 global work force; BFL today has the largest repository of metallurgical knowledge in the region and offers full service supply capability to its global marquee customers from conceptualization to product design, engineering, manufacturing, testing and validation. Annual Total Turnover of Rs1000-2500 Crs and with Employee Strength of 5001 & above in Pune unit. Innovation has been the driving force behind the company and is applied across every aspect of the business. Their R&D team has been working on various projects including developing technologies to minimizing carbon footprint and producing light weight products which translate into lower energy consumption. The auto world is moving to a greener fossil free technology. They have tied up with like-minded companies to develop technology that our automotive clientele can capitalize on. The company has been focusing sharply on innovating in the Automotive space with new technology & products while continuing to explore opportunities in the non-automotive space. Innovative application of latest technologies has helped the company develop critical, high value, high value added products for the non-automotive sector. Today BFL is an indigenous supply source for some of these products which were largely imported.

Brains, Not Muscle :

Brains, Not Muscle Bharat Forge was founded in 1961, during the heyday of Nehruvian socialism in India. At the time, central planning and import substitution were pillars of Indian economic policy. Although state-owned industries were encouraged to control the so-called commanding heights of the economy, the private sector was never entirely shut out. The firm, recalls Kalyani group, was formed to serve two somewhat disparate markets -- diesel engines used by farmers for irrigation and a nascent domestic auto industry. "It was mainly buses and trucks," says Kalyani . "In those days, the passenger car market was very small." At any rate, both irrigation and automobiles required engines, and engines required parts. Bharat Forge arranged for technical assistance from a firm in Cleveland, Ohio. The Kalyanis also had close family ties with some of the region's leading industrial houses such as, the Kirloskars and Tatas,which were among Bharat Forge's first customers. Over the next three decades, India persevered with its brand of socialism even as Asian tigers such as Korea and Taiwan leap- froged to prosperity powered by industrialization and exports. For Bharat Forge this was a time of consolidation within India's protected domestic market. It focused on technology and quality and carved out a reputation for reliability. Then in 1988, not so long before India embarked upon economic reforms, Bharat Forge decided to take a big gamble: Realizing that it was not possible to achieve economies of scale with a relatively low-technology and low-skilled workforce, it invested one billion rupees (at the time, turnover was only 1.5 billion rupees) in a sophisticated German-engineered plant."We decided to bet the house on technology," says Kalyani . Along with the investment in technology came an upgrade of manpower. Traditionally, Bharat Forge, like other Indian firms, had employed a poorly educated workforce often virtually indistinguishable from farm labor. Now it began the process of replacing them with the kind of educated workers who would be able to make the most of the new technology. Through a combination of attractive severance packages and attrition a third of the firm's 1,800-strong workforce was replaced. By the time the transition was completed, a largely blue-collar factory floor had become largely white collar. Today, Bharat Forge employs about 4,000 people, but 80% of them are college graduates and a third is qualified engineers."These are extremely bright, fast and hardworking people. They have good values," says Kalyani . "We needed computing and analytical skills which the blue collar guys just didn't have. For the company this was a cultural change. We replaced muscle power with brain power ."

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In retrospect the decision seems obvious, but at the time it was seen as risky. Arindam Bhattacharya, a New Delhi-based BCG director, credits Bharat Forge chairman B.N. Kalyani with the foresight. "What sets them apart is that in Baba Kalyani they have an outstanding leader," says Bhattacharya. "He's ambitious, but also an outstanding technical person with a very deep knowledge of tool design. He's been the key factor in increasing productivity. They have gone against the grain, which was to use labor costs for competitive advantage. They are able to get the most out of their machines." In 1991, India began opening its economy to competition and foreign capital. The country's auto parts manufacturers moved to upgrade their technology and skills, accelerating a process that had begun with the government-owned Maruti Udyog's co-production of a small car with Japanese auto manufacturer Suzuki in 1983. Keeping with Japanese practice, Suzuki's suppliers in Japan had followed it to India and played a large role in technology transfer and training. After liberalization, India's potentially vast domestic market attracted a raft of auto companies. Toyota, Hyundai and Ford manufacture cars in India and source parts from Indian suppliers.

Dr Baba Kalyani- Transformative Leadership :

Dr Baba Kalyani - Transformative Leadership Dr . Baba N. Kalyani , Chairman, Kalyani Group was honoured with the much coveted “ Lifetime Achievement Award ” at the Asian Business Leadership Forum’s award ceremony at Abu Dhabi on 27th November 2012. The ABLF Lifetime Achievement Award is awarded to people who wield immense influence to mentor a generation of business leaders with old world wisdom and sharp business acumen and who consistently place team, community and country on his/her lead agenda. The ABLF Awards Grand Jury consists of a high-profile group of eminent industry experts, economic commentators and international leaders from government, business, academics, advisory and other professional disciplines.   Baba Kalyani holds a M.S. in Engineering from MIT, USA. He is the Chairman & Managing Director of the Kalyani Group of companies. He serves on the Boards of many prestigious companies and represents industry on several Industry, Trade and Educational institutions in India and abroad. “PADMA BHUSHAN”, one of the most distinguished civilian awards by Government of India for his contributions to Trade and Industry. Born on 7th January 1949, Mr. Kalyani is a Mechanical Engineer from the Birla Institute of Technology and Science at Pilani , Rajasthan. He also has an M.S. in Engineering from the Massachusetts Institute of Technology, USA. Mr. Kalyani serves on the Boards of many prestigious companies and represents industry on several Industry, Trade and Educational institutions in India and abroad. Notable amongst these are the National Manufacturing Competitiveness Council [NMCC] and the National Knowledge Commission [NKC].

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Mr. Kalyani is the Founder Chairman of Pratham Pune Education Foundation, an NGO that is engaged in providing primary education to children belonging to under privileged sections of the local community. Since its inception in 2000, Pratham Pune has made a difference in the lives of over 100,000 children in Pune society. Mr. Kalyani is also steering a unique initiative to empower rural youth at a Taluka in Pune district by providing free technical and vocational training at a government Industrial Training Institute [ITI] that is being run as a Public-Private partnership. The pioneering model is being replicated in other parts of the country. Mr. Kalyani also supports various other NGOs and charitable institutes engaged in education and in uplifting quality of lives of the disadvantaged and needy. In pursuance of his vision to contribute to a clean and emission free environment, Mr. Kalyani has set up a new venture Kenersys Limited to manufacture various energy efficient wind turbines for domestic and international markets. The company also has its own wind turbines in Maharashtra which generate “green energy” for the group’s manufacturing operations. Mr. Kalyani is also engaged in developing solar energy equipment that would contribute in further strengthening his group’s footprint in the non- conventional energy sector. In a joint venture with KPIT Cummins, Bharat Forge is developing a unique hybrid solution that would contribute in the country being able to meet its vehicular emission targets.

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Mr. Kalyani’s significant contributions to industry and the community have been recognized through various prestigious awards that he has received. Notable among these are "PADMA BHUSHAN", one of the most distinguished civilian awards by Government of India for his contributions to Trade and Industry., "Doctor of Science"” ( honoris causa )" by IIT Kharagpur for his outstanding contribution to Entrepreneurship and for making Bharat Forge a global leader in the forging industry, "Cross of the Order of Merit", highest honour awarded to individuals for their admirable services to the Federal Republic of Germany, "COMMANDER FIRST CLASS" of the "ROYAL ORDER OF THE POLAR STAR" by the Swedish government in recognition of his contribution in furthering Trade and Business cooperation between Sweden and India, Global Economy Prize 2009 for Business by Kiel Institute, German “Businessman of the Year-2006” by Business India Magazine, "Entrepreneur of the Year 2005 for Manufacturing" by Ernst & Young and "CEO of the Year 2004" by the Business Standard . The spirit of Innovation is the credo   of Baba Kalyani’s organization. He reiterates, the company mission as to “be committed to listening and responding to the needs of customers ,associates and business partners and to be committed to growing along with employees and to aid and encourage them to participate in the goals in order that they realize their full potential.”

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Their historical success is directly related to a combination of skills and competencies of Managerial team and highly qualified & motivated Talent Pool .  The process of transformation into a global company presents a new challenge for Bharat Forge – that of building world class human resources. In fact this is one of the key priorities for the company over the last few years. Based on practices followed at their German operations, they have started an Apprentice Training Programme at Pune where new recruits at the shop floor level are being continuously mentored for 18 months by a senior engineer or executive. This not only quickly familiarizes the recruits to the company’s technologies and best practices but also gives management the opportunity to identify high potential talent. They have an arrangement with BITS, Pilani through which Bharat Forge employees can pursue a 3-year part time engineering course. There have been 40 successful candidates in the first batch and will commence expanded second batch of 48 in early August 2013. In addition to this they are also taking steps to develop a ‘talent pool’ of essential engineering skill sets through a well-structured process of creating “Master Engineers”. BFL have also initiated structured ‘Leadership Development’ programs for senior management as means to create global managers - people who can operate across borders with confidence, deal with diversity of cultures, and be highly analytical and result oriented.

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‘ The test of a first class mind is the ability to hold two opposing ideas in the mind simultaneously, and yet be able to function!’- this is the quality that differentiates a good manager from an exceptional one and which BFL are trying to develop their management team . BFL was using an outdated automated system to manage its diverse workforce. The system required employees to perform many tasks manually, which negatively affected productivity and payroll accuracy. BFL chose a Kronos ® solution because it provided complete automation and would help significantly cut down on the extensive time taken for payroll processing. Since the implementation of the Kronos Workforce Central® suite, not only has Bharat Forge managed to dramatically reduce the amount of time it takes to process payroll, but the company also has achieved more accurate processing and increased productivity. The integrated suite proved to be a wise investment, helping BFL performed and there was no modernization with Workforce Central suite leads to new efficiencies .By implementing the Kronos Workforce Central suite with its powerful Workforce Timekeeper application, Bharat Forge was finally able to successfully address its existing challenges — and more. With this comprehensive time and attendance solution in place, the company was able to eliminate more than 6,000 manual leave cards, remove outdated time clocks, and deploy self-service capabilities to every employee. The Kronos implementation also empowered managers to conduct many tasks online, such as viewing and approving employee timecards, leave cards, OD cards, and short leave requests. This significantly reduced the number of manual payroll entries and checks, and increased employee satisfaction.

Empowered employees and managers enjoy new access:

Empowered employees and managers enjoy new access : The ability to view employee time, leave, on-premise reports, and other critical information in real time proved to be very beneficial. Managers were relieved of the burden of completing manual timesheets and other records, and enjoyed other capabilities that were not previously available. With Kronos , they now had online access to real-time on-premise reports; exception reports such as data on absenteeism, late in/early out, and overtime; and more.

Employee satisfaction increases with self-service:

Employee satisfaction increases with self-service : Every major change in process takes some getting used to. For Bharat Forge, getting all employees to utilize the new self-service system was easier because acceptance went from the top down. All employees in the company use Kronos to record their time worked, access leave balances, apply for leave, and view other relevant time and attendance information. All these functionalities were available for BFL employees to access in the production bay on self-service kiosks (terminals), which also record their attendance. As a result, employee satisfaction and productivity went up, since employees no longer needed to report to the time office to access or record their information. In response to global customers preference for suppliers to have technology centers close to their product development facilities, they have set up a product design and engineering facility in Germany. This will enable them to leverage the high technology skills available at our German operations to deepen customer relationships and pursue our quest for global technology leadership. We will build up strong design and engineering capabilities at each of our global locations in order to provide our customers the highest level of service and support.

Corporate Social Responsibility:

Corporate Social Responsibility There is a significant increase in the expectations of a wide range of stakeholders – customers, employees, investors, communities and governments – in regard to a company’s commitment to socially responsible business practices. As a result, corporate social responsibility is becoming a progressively more important component of good business practice. Bharat Forge is proud of being a socially committed organization and a responsible corporate citizen. BFL attaches greater importance to discharging our responsibilities to the community and society where we are located. Our major focus is on supporting pre-school and primary education with emphasis on children in the local community in the age group of 3-14 belonging to underprivileged sections of society.For the past five years, Kalyani Group companies have been supporting Pratham Pune Education Foundation, an NGO that is engaged in this activity. Pratham has so far touched the lives of over 50,000 children and have contributed in improving their prospects for a better future. While Dr Kalyani personally initiated Pratham’s activities in Pune , partners include a few of the city’s leading corporate houses, the Pune Municipal Corporation and GE Foundation, USA who are generously supporting this worthy cause. Besides Pratham they also support other NGO’s that are engaged in various social activities targeted to benefit the community at large. For our employees and their families, we run a community center whose focus is to spread greater awareness and understanding about issues concerning children’s education, health, women's welfare and environmental concerns. "These are extremely bright, fast and hardworking people. They have good values," says Kalyani while appreciating his HR resources. "We needed computing and analytical skills which the blue collar guys just didn't have. For the company this was a cultural change. We replaced muscle power with brain power."

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Caging the demon of economic crises : The solid HR administration with concern for productivity combined with innovation –based far-sighted approach has yielded significant results both in top-line and bottom-line performance of the company. In 2006, Bharat Forge had total sales of US$ 659 million and has a market value of US$ 1.8 billion. It was rated as one of the best companies in Asia by the Forbes magazine because of its high growth rate. The company increased its sales by more than 50% in 2005.In FY2006, BFLset out on a new growth path where it focused on aggressively developing its industrial sector components business and chalked out a large investment plan to develop dedicated facilities in Baramati , Satara and Pune . In the automotive forgings business, it planned to further grow and consolidate its position by increasing customer base and penetrating deeper into global markets through its Indian and overseas operations. However, the Company was severely impacted by the global economic turmoil in 2008.BFLresponded to the market adversities by looking inwards and reorienting its business focus. The Company recalibrated its business strategy and focused on streamlining operations to create a leaner and more cost efficient enterprise that could generate Profits by operating at lower levels of capacity utilisation . And, in FY2011, with much of the strategic initiatives of FY2006 and the restructuring post 2008 firmly in place, Bharat Forge leveraged the revival across its target markets to deliver strong results across its business platforms.

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Despite the sluggish external environment, the Company in FY 2012 has registered impressive performance on back of robust growth in Commercial Vehicle industry globally, sustained ramp up of non-automotive business and continued increase in penetration with major customers. The total income increased by 24% to Rs.63,684 million; Operating profits before interest, taxes, depreciation and amortisation (PBDITA) grew by 27% to Rs.10,854 million. The PBDITA margin was 17%; Profit after taxes (PAT) after minority interests grew by 42% to Rs.4,130 million.The stand-out feature of the standalone performance has been the growth in exports which grew by 42% to Rs. 17,347 million while non-automotive business from India grew by 32% to Rs. 12,885 million.The diversification of the business across sectors & geographies is clearly enabling the Company in mitigating the risk arising from uncertainty in demand globally. The Company''s non-auto business has become a significant contributor to the Indian operations accounting for 38% of sales in FY 2012, from 28% of sales in FY 2009.Another key highlight of this year''s performance is that the sustained focus on productivity improvement & cost control is starting to reflect in the financials with the PBDITA margin in FY 2012 expanding despite significant increase in fuel expenses & an ever burgeoning wage bill.In CY 2011 the international operations have recorded a top line growth of 34% to Rs. 28,915 million and an PBITDA of Rs 1,587 million, a growth of 51%.

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Watching for Roadblocks: Over 980 contract workers, some of them working with Bharat Forge for over 15 years, have filed a case saying that they have been laid off without compensation benefits. They argue that Bharat Forge has been cutting corners for all these years, used third-party contractors to hire cheap labour , but left them in the lurch amid the economic slowdown. The case, filed against Bharat Forge, its Chairman and Managing Director Baba Kalyani and 147 labour contractors, at the Pune industrial court on December 29, is yet to be admitted as notices have not been issued against all the 147 contractors. The industrial court judge has suggested that the plaintiffs either delete the names of the contractors yet to be served notices or go in for a fresh application. But the workers are insisting that all the contractors be included as, otherwise, it'll mean leaving out many workers from the judicial review. The workers claim it has been three months since they received wages; there is no work for them in the company due to cancellation/ postponement of orders from national and international customers, their application at the industrial court said. Kalyani said the company could not be held responsible for compensating the 980 employees. "What can I say... they are contract employees, not Bharat Forge employees. They have to take up the matter of compensation with the labour contractors," he said. Although employed through third parties, the workers argue that Bharat Forge also bears responsibility as there is another case filed by these 980 workers asking to be made permanent workers with Bharat Forge — this case is also pending. "At least until the subject of permanency is resolved, the status quo of the workers needs to be maintained. They cannot be dismissed from work," said Jai Prakash Pawar , lawyer for the 980 workers. It was in April 2008 that the 980 contract workers came together under the Maharashtra General Kamgar Sangh and petitioned the labour commissionerate to make them permanent employees of Bharat Forge on the grounds that they have been working for years together in the premises of Bharat Forge, but without any of the accompanying benefits. Company lawyers dispute this; contract workers couldn't have been working with Bharat Forge for more than seven years, they say.

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"There is already central government notification that contract labour system cannot be abolished in Bharat Forge. For permanency, our position is that the case is illegal. The industrial court cant adjudicate on the matter. It has to be referred to the state board of the state government under the contract labour act," said R Y Joshi, lawyer for Bharat Forge. Meanwhile, Aditya Joshi, lawyer for the labour contractors, said the number 980 was inflated. "They have filed a case against 147 contractors but have not served all of them notices. Many of these contractors are no longer with Bharat Forge," he said. When employees and ex-employees are asked to share their experience in the company the views reflect the deep positive sentiment the employees have for the company.“It is a very great change that management are encouraging employees for various types of training for upgrading the knowledge & utilize in organization as a practical.”“My experience in this organization is excellent. Always feel like a family.”Bharat Forge is now a preferred partner by choice of most customers, and an end-to-end service provider across the value chain. Some dissenting views are also found: “Increments of negligible amount will dishearten employees. This is not the company for talented freshers ,who think big and want to groom their career. Bulk of inexperienced HR . In old fashion you can call this as "SARKARI COMPANY".” “ Middle management needs to accept changes and stop being rigid to new ideas. They seem to be hankering after power and control things. This is causing infighting and a bad environment.” Brand image of the company is fantastic.”Bharat Forge is an organization with very practical systems and procedures. Leadership recognizes and values employees and the HR function is pleasantly interactive.”“A great organisation to work with.”

TEACHING NOTE: :

TEACHING NOTE: 1.Use of this case: This case can be used in MBA (HR ) and MPM courses, particularly for SHRM/HRM paper. 2..Case Overview : Executive summary of the case as given in the Synopsis. 3.Teaching Objectives : 1. To understand concepts of Strategic HR It also provides carefully analysis and detailed insights on the case and its associated readings. The discussion in the class should be on importance and necessity of SHRM, how to gain competitive advantage and role of leadership.2. To Managing the Strategic HR process: goals, methods and techniques.3To examine the role of top, middle and lower level management.4 To evolve Strategies to seek cooperation of all employees. 4. Case Analysis : It is helpful to organize the lecture that logically tie into the above learning objectives. In each section, we should provide the detailed analysis that students are asked to perform linking concepts with facts and events in this case; and faculty should consider all possible follow-on questions that students may ask. 5 • Major topics to be covered in this session: C oncept of Strategic Management, SHRM, ;factors of competitive advantage ;strategic intent; strategic fit; HR strategies for achieving corporate goals; difficulties in strategic HR. Strategic Leadership, Qualities of a successful leader for transformation are to be discussed: Identifying environmental opportunity and threats, Identifying internal strengths and weaknesses, Creating need for change, Creating a vision for new age, Role of CEO to translate vision into projects, Innovation management; Employee Relations skills for Business strategy. Human resource management can be approached in two fundamentally different ways. Human resources employees can fill purely administrative roles, simply facilitating the paperwork involved for tasks such as hiring new employees and handling workers' compensation insurance. Or HR employees can become strategic contributors to company success. Transforming the HR function into a strategic contributor can take the workforce strategies to the next level, increasing the value of the human capital to accrue distinct competitive advantages.

Competitive Advantages :

Competitive Advantages Strategic human resource management is all about creating a competitive advantage through a company's workforce. Employing dedicated, experienced, motivated and well-trained employees can increase efficiency and productivity in operations, as well as enhancing product quality and the customer experience. Strategic HR managers are concerned with hiring employees with high potential for professional growth, then giving employees ample opportunity to learn and grow in their job roles. Developing employees with top-level expertise in their fields can grant you access to the brightest minds in the industry, putting you on the leading edge of innovation. The success of business hinges on the people who work for the corporate. A two-pronged approach to human resources combines high-concept planning with hands-on action. Strategic HR duties are proactive, aligning the employee talent pool with long-range goals. HR administrative tasks are the reactive, ongoing duties that promote best practices and prevent personnel issues from turning into time-consuming, expensive nightmares. Combined, the two aspects of HR raise productivity and lower liability.

Teaming Up :

Teaming Up As a business owner, one is used to wearing many hats. If possible, he can assign HR to someone else. He can still be as involved in personnel matters as his schedule allows and situation demands. The CEO has a great strategic role in awakening the HR. Effective Leaders encourage all functions to align their departments with the business strategies. At the top, they help help make the whole corporation greater than the sum of its parts and to implement practices that support corporate strategies, build shareholder value and shape the corporate image. At the business unit level, HR needs to focus on strategic objectives, identifying and serving target customers, creating wealth in the marketplace and delivering an employee value proposition. The World Business Council for Sustainable Development writes that businesses are integral parts of society and their roles are encouraged by the society; the two are interdependent and must ensure mutual understanding and responsible behavior (WBCSD, 2009). Similarly, Porter and Kramer (2006), add that successful corporations need a healthy society and at the same time a healthy society needs successful companies. Companies like BFL is a good illustration.

The Big Picture :

The Big Picture Strategic HR duties drive creativity and innovation, playing a major part in continual improvement by putting the right people in the right jobs. Typical duties include determining the skills of your workforce, what it wants, what you need and how these things fit in to your business model. Strategic HR activities pull the company hierarchy together from bottom to top. Typical duties involve coordinating training and development programs; designing employee performance evaluation systems; brainstorming ways to improve communications; and providing operational structures that enforce a truthful, positive, courteous environment. Leaders may host employee focus groups to identify and solve problems. Workplace wellness programs are another popular example of strategic HR in action.

Retention and Rewards :

Retention and Rewards Strategic HR duties recognize staff excellence. In-house incentive programs encourage teamwork, boost salesmanship and enforce branding. More than financial rewards it is the empowerment programme that create a greater impact.

YOUR QUESTIONS: :

YOUR QUESTIONS: 1 . Does the Hr policy of the company support the philosophy that Investment in right direction is the key for harnessing profit ,not cost-cutting? 2. Evaluate the pros and cons of the leadership in terms of participation of the middle management and their competencies. 3.Is the STRATEGIC HR - conducive to the innovative material technology and global business strategy?

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