Process Mapping: Adding Value To Human Resource Management

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: were like a wish list that was being doled out”, says Mr. Samir Bhariok, manager, HR, Godrej Industries Ltd. For, according to Mr. Bhariok, most of the requests for attending a training programme were arising more due to the interest of the managers to get into new learning experiences. They were not necessarily aligned to the goals, job profiles or the business strategy of the organisation. “It was then time to do an input-output analysis”, says Mr. Bhariok.

According to the company, the need to deploy PM was more intense specifically because there was an enormous database being created on the training needs in the organisation. “The alignment between training and contribution to the business needed to be more substantial”, he adds. accordinggly, the company had then put PM into action.

Explains Mr Bhariok:”From our analysis, we discovered that the better method to streamline our training and development initiative was to find a more stronger alternatives”. And the stronger alternative emerged in the domain of identifying the development needs of the managers. The company has accordingly evolved a system where the functional heads in aid with the HR will have a dialogue with the professionals. And according to the company the discussions focus on those development needs that when bridged can pro actively impact the business.

Alongwith strengthening the existing alternatives there were also some quality focussed action plan that were developed. Says Mr. Bhariok:”We have also decided to have a quarterly reviews and feedback on all the training initiatives that are conducted”.

According to the company, a PM initiative is all about creating a culture of HR partnering with the business needs. “ We were making a shift from incorporating too many employee development activities to focussing on development interventions from the context of a business. At the same time we have commenced initiatives that can map the quality of these interventions and discover ways to enhance it”, explains Mr. Bhariok.

Realigning teams at J&J
At Johnson & Johnson Ltd however, a PM initiative is typically a “Process to Improve Process”, as Mr. vikas Shirodkar, vice president, Human Resources and Administration Johnson & Johnson Ltd puts it.

But this may not involve piling in too many unproductive activities. “It’s all about creating processes that can enhance the quality of existing set of process”, says Mr. Shirodkar.