This is the Template which can be used for presenting Annual Business Plan for HR Deptt. I have been using it and customise it as per needs of the organisation. Covers almost all aspects/challenges of HR Deptts

1. ---By Vipul Saxena

2. Typical Challenges for HR when
Organisation seeks Change
No Clarity on Role & Responsibility
No Clarity on Targets
No Clarity of Performance Evaluation Process/career planning
Flat Organisation
Possibility of potential leaders/performer remain in hiding
Groupism, Personal bias, Regional bias etc
New joinee’s discomforts
Inter departmental conflicts
Communication barriers between Management and Employees
Uneven Distribution of Increments
Top performer’s lot is combination of actual performers and
diplomats
His man/Her man feeling among employees
Names of Employees in the list of Promotion or Awards
predictable
Bell Curve / Hierarchical Pyramid becomes reverse

3. Remedies to HR Challenges








Role & Responsibility clarity (JDs)
Measurable KRAs
Mapping of KRA achievement with reference documents
Process driven Orgainsational restructuring
Increment and Promotion Policy
Bell Curve
Multi Cultural Human Resource
Informal Communication Platform- Tea with HR, Tea with MD
and People Connect etc
 Cross Functional meetings
 Buddy System
 Increase people involvement in planning and
organising various events and activities

4. VP HUMAN
RESOURCES
Senior
Manager - HR
DGM - HR
Senior
Manager - HR
Asst
Manager-HR
Senior
Executive
AGM –
CORPORATE
HR
Senior
Executive
Assistant
Manager - HR
Senior
Executive
Executive - HR
Executive
Senior
Executive - HR

5. Recruitment Status – 1st April 20… to 31st March 20…
Location
Total
Vacancies
Closed
Hold
Balance

6. Recruitment Cost 20….
No. of New Joinees - April – Mar.
No. of Candidates sourced through Portal and other sources
No. of Candidates sourced through Consultants
CTC Value of the New Joinees
Total amount of Professional Fees paid to Consultants
Total Cost saved on Recruitment
Cost of Hiring through Consultant in % of CTC

7. Challenges faced
by Recruitment team
 Vacancies given without clarity on actual expected profile
 Final decision after interview unreasonably delayed resulting in
losing candidate
 After CVs are shortlisted/candidates shortlisted position goes on hold
 Candidates are made to wait for long hours
 Candidates are called for second round which is not possible for
most candidates
 After selection, candidate is offered salary/Designation he is currently
drawing or lower, resulting into losing candidates
 Candidates from good Companies are not interested/decline the offer
due BIFR tag

8. Particulars
Total No of Training Hours
Conducted
Total No of Employee
Cost of Training (Rs.)
Per Hour Cost of Training
(Rs.)
Training Hour Per
Employee (Hr.min.)
Total
Group
HO
Unit 1
Unit 2
Unit 3

9. Manpower and Salary Data
No. of Employees as on
Salary Cost (P.A.) as on
Cost of increment ( 2011-12 )
Salary Cost post increment (P.A.)
No. of Employees joined till date
New joining employee salary cost (P.A.)
Total No. of Employees as on 31st Mar.
Total Salary Cost (P.A.) as on 31st Mar.
9

10. No. of Employees –
Salary Cost Increment Cost (… %) -

11. RATING
A
B
C
D
IDEAL DISTRIBUTION
NORMAL DISTRIBUTION
CURRENT DISTRIBUTION
56
111
3
56
334
15
888
556
127
56
89
659
E
TOTAL No.
of
Employees
56
1112
22
1112
308
1112
1000
Rating
Ideal
Normal Current Ideal
Normal
Current
Rating % Rating % Rating % Distribution Distribution Distribution
A
B
C
D
E
5
5
80
5
5
10
30
50
8
2
0.2
1.3
11.4
59.2
27.6
900
800
NO. OF EMPLOYEES
700
600
CURRENT DISTRIBUTION
500
IDEAL DISTRIBUTION
NORMAL DISTRIBUTION
400
300
200
100
0
0
1
A
2
B
3
C
-100
GRADES
4
D
5
E
6
56
56
888
56
56
111
334
556
89
22
3
15
127
659
308

12. Units
Trivandrum
Banglore/ Mang
Jamnagar
Mumbai
Indore
Chennai
Bhavnagar
Bhuj
Hyderabad
Total
Total
No. of new
No. of
Total
Attrition
Employees as joinees from employees left Employees as
rate
on 1st. Apr '12 Apr '12 to
in Apr '12 to on 31st Mar
Mar '13
Mar '13
'13

13. HR Way Ahead

14. Manpower Planning &
Organisation Restructuring
Action Plan Preparation of Organization Charts to support Business
Plan.
Activities to be undertaken Prepare Organization Chart to meet the Organisation
Process and Business need
Target - 30th June 2013
14

15. Strengthening the Organisation with right person
with right attitude at right job at right time
Action Plan Closure on critical positions within stipulated TAT
(Turn Around Time)
Activities to be undertaken Identify & recruit key strategic resources
Roll out recruitment plan for vacancies for all locations
for FY 13-14
Target – As per Recruitment Plan
15

16. Total Vacancies as on 31st March
Location
Ler
Jam Khambalia
Trivendrum
Madhapar & Baraya
Mumbai , Dapoli,
Shrivardhan & Other
locations
Total
Manager &
Above
Officer/Engr. To Dy. Below Officer &
Mgr.
Trainees
Total

17. Vacancies to be completed by 31st
Location
Bhuj
Jamnagar
Trivendrum
Hyderabad
Mumbai
Total
Manager &
Above
Officer/Engr. To Dy. Below Officer &
Mgr.
Trainees
Total

18. Vacancies to be completed by 31st
Location
Bhuj
Jamnagar
Trivendrum
Hyderabad
Mumbai
Total
Manager &
Above
Officer/Engr. To Dy. Below Officer &
Mgr.
Trainees
Total

19. Manpower Rationalization
Action Plan Manpower Optimization/ Rightsizing
Activities to be undertaken Study Function wise/ Department wise/ Section wise existing
manpower in terms of roles ,responsibility, reporting
relationships and nature of work being carried out.
Maintain Manpower Records.
Target - 31st Mar 2014
19

20. Training & Development
Action Plan  Improvement in Training Process & Measuring training impact/
effectiveness
Activities to be undertaken  Develop process for Training Need Identification.
 Prepare training calendar based on TNI inputs, failures, wastage and
cost loss
 Identify/ developing in-house Instructor/Trainers or Subject matter
experts for all the domains.
 Prepare Training Assessment Sheet to record quality of training/
learning index of trainees
 Prepare Training Impact Assessment process
st
Target - 2 man-days per employee, per annum - by 31 Mar. 2014
20

21. Knowledge Management
Action Plan  Initiating, developing and Implementing the knowledge management
policy
Activities to be undertaken  Recording and documenting process flow chart and SOPs/SMPs
 Recording of stage wise process parameters / limits / yields / check
lists in manufacturing / technical / financial / administration / Quality
etc.
 Security / confidentiality of KM data
Target - 30th Sept. 2013
21

22. HR Process Development
& Improvement
Action Plan Making HR practices process driven
Activities to be undertaken Define all processes involved in HR practice viz:
Recruitment, Training, Salary Disbursement, Career
Planning, PMS, Succession Planning, Separation etc.
Target - 30th Sept 2013
22

23. Employee Engagement
Making HR practices more employee friendly
Action Plan Review & modification of HR Policies to meet Company
Business Plan
Activities to be undertaken Review and modification of HR policy
Well structured induction plan for new joinees
th
Target - 30 June 2013
23

24. Employee Engagement
Establish communication link with employees and enhance their
involvement in various activities
Action Plan –
Introduce Two way communication channels with employees to increase
interaction for organisational development.
Activities to be undertaken  People Connect has already been launched
 Enhancement of employee involvement on People Connect to increase
Communication
 Formation of Event team to plan and organise Management and Fun events
during the year
Target - 30th June 2013
24

25. Career &
Succession planning
Action Plan Succession Planning & Development Plan of Key Talents
for Key Positions
Induct young force
Activities to be undertaken Seek inputs from HODs about their successor and
development plan
Introduction of well motivated GET/Mgmt Trainee scheme
th
Target - 30 Sept. 2013
25

26. Performance Management
System
Action Plan  Revamping of PMS system by making it more transparent and
objective.
Activities to be undertaken  Define clear cut job roles & measurable KRAs (JD & KRAs)
 Align PMS with business plan, transparent
measurement and evaluation system
 Increment and promotion policy and
Bell Curve implementation
th
Target - 30 Sept. 2013
26

27. Employer Branding & Employee Satisfaction:
Enthuse workforce through Reward and
Recognition Strategy
Action Plan  Award/ Reward scheme and recognition
 Employee engagement activities
Activities to be undertaken  Setting up Reward & recognition schemes e.g.
Employee of the month, Long service award etc.
 Prepare yearly Event Calendar and execute it
Target - 30th June 2013
27

28. Compensation
& Benefits Strategy
Action Plan Restructure Compensation Package as per Industry
benchmark
Activities to be undertaken Recast Salary grid w.r.t. Education, Skills, Designations,
Experience and salary breakup
Study Compensation / Market benchmark
th
Target - 30 Sept. 2013
28

29. Labour Law &
Statutory Compliances
Action Plan Study of applicable Labour Laws and adherence to the Same.
Activities to be undertaken Prepare Checklist for all the applicable Labour laws with the
compliance points.
Establish the Owners for all the compliances.
Monitor and Comply all the applicable laws.
th
Target - 30 June 2013
29

30. Risk Mitigation
Action Plan Study of Risk pertaining to talent retention and employee
safety
Provide health support
Enhance security of intellectual property
Activities to be undertaken Prepare Risk-list for all the Units
Chart out and implement mitigation plans
Mediclaim policy for employees with family floater inclusive of
parents
Signing of Non-Disclosure Agreement by all employees
th
30
Target - 30 June 2013

31. New Initiatives
Action Plan  5 S – A Japanese mythology for organised workplace
 Buddy System
 Management of interdepartmental conflicts
 Management of manpower distribution based on Performance
Activities to be undertaken  Beginning of 5 S initiative
 Introduction of Buddy system (Initiated)
 Cross functional meetings among the departments (Initiated)
 Bell Curve (initiated and to be implemented in phased manner
over 3 years)
31
st
Target - 31 Dec. 2013

33. TEN COMMANDMENTS
by
Vipul Saxena

34. Have confidence in you and
your actions.

35. Trust your team but keep
guiding them.

36. Follow
 I am ok, You are ok instead vice versa
 Everyone is nice unless proved
otherwise
 Do not deprive anyone of personal needs
due to unsatisfactory performance.
 Assess the performance not the physical
appearance.

37. Keep off from HALO and HORN
effect.

38. Give a patience hearing to
everyone who approaches
you. (Offer him/her a chair &
allow him/her speak first)

39. A Rupee belonging to the
organization is costlier than your
own rupee. Better be a miser while
dealing with organizational fund
than feeling a pinch later if not
spent gainfully.

40. Make sure you communicate so clear
that the receiver understands the
exact meaning you wanted him/her
to understand.

41. Panic/Tension is no solution to
any problem/situation

42. Giving up under pressure situation is a
clear sign of lack of proper knowledge
and confidence. Better accept it and do
something about it. Those who can
absorb and know how to handle the
pressure can only grow.

43. “CHANGE” is inevitable, those who accept it
are able to face the latest challenges &
grow, those who don ’ t - remain
stagnated.

44. Contents of the slides are neither instructions nor
guidelines.
These are purely based on my personal experiences
over the years.
Hence applicability & results of these depend upon
judicious use of these.

49. Those who think they know it all have no way of finding out they don’t

51. Treat all
setbacks as
temporary

52. For things to change,
first I must change

53. Cultivate curiosity, for it is the seedbed
of discovery and the author of invention

56. The key to
successful
leadership today
is influence, not
authority

57. The difference
between the
impossible and
the possible lies
in a person’s
determination

58. “Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the Opportunity,
Lets Do It…”

62. Those who think they know it all have no way of finding out they don’t

64. Treat all
setbacks as
temporary

65. For things to change,
first I must change

66. Cultivate curiosity, for it is the seedbed
of discovery and the author of invention

69. The key to
successful
leadership today
is influence, not
authority

70. The difference
between the
impossible and
the possible lies
in a person’s
determination

71. “Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the Opportunity,
Lets Do It…”

75. Those who think they know it all have no way of finding out they don’t

77. Treat all
setbacks as
temporary

78. For things to change,
first I must change

79. Cultivate curiosity, for it is the seedbed
of discovery and the author of invention

82. The key to
successful
leadership today
is influence, not
authority

83. The difference
between the
impossible and
the possible lies
in a person’s
determination

84. “Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the Opportunity,
Lets Do It…”

88. Those who think they know it all have no way of finding out they don’t

90. Treat all
setbacks as
temporary

91. For things to change,
first I must change

92. Cultivate curiosity, for it is the seedbed
of discovery and the author of invention

95. The key to
successful
leadership today
is influence, not
authority

96. The difference
between the
impossible and
the possible lies
in a person’s
determination

97. “Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the
Opportunity, Lets Do It…”

101. Those who think they know it all have no way of finding out they don’t

103. Treat all
setbacks as
temporary

104. For things to change,
first I must change

105. Cultivate curiosity, for it is the seedbed
of discovery and the author of invention

108. The key to
successful
leadership today
is influence, not
authority

109. The difference
between the
impossible and
the possible lies
in a person’s
determination

110. “Today’s Problems are Results of Yesterday’s
Indecisions; Indecision Erases the Opportunity,
Lets Do It…”