In an uncertain and volatile world, BMCS India having professionals who understand and follow the company culture is a real value for the company. Without it, it can be very difficult to implement a business strategy. In addition, the next generation's relationship to work has changed: the need for purpose and high expectations for experience and the environment make it difficult to attract and retain talent.
To solve this problem, organizations must be prepared to provide the same to their employees. Therefore, organizations and employees often need support to resolve the following issues:
Every contact between people in a company is a real and tangible change of company culture and philosophy. It's hard to control and keep it consistent.
Due to the diversity and diversity of work in your organization, you need to understand your employees' beliefs, fears, and expectations when it comes to relationships in the workplace.
These experiences directly affect the employer's brand and how future employees perceive the organization in the market.
The role of the leader in human resource management has changed; leaders are expected to lead the team, deliver the culture talk, and share business needs based on common goals.
It is difficult for HR to understand all these facts and to provide the same experience to all employees in a way that supports the company culture. It requires openness, an external perspective, and harmony in people's administrative and cultural processes.
Working is an important way for people to live a fulfilling life. In this way, their experience in the organization will directly affect their willingness to work. Some examples of the effects of these experiences are:
People may develop conflict because they are in conflict with support. speed Leave a job due to expectations
People may decide not to join the company due to bad hiring practices
People may decide not to stay with the company after a bad entry
People may leave the company if the payment policy is not clear
Integration has a unique approach reaching this :
through a clear understanding of how each process will translate the organizational culture whilst considering and respecting individual realities
with a map of the possible mismatches between each group of professionals’ demands and what the company offers at each step of the journey
by working closely with internal clients and leadership to ensure that the results will support your organization’s reality
by giving the area a clear vision of how to be differentiated in the market
by building up thought development capabilities, training and engagement during the redesign and the implementation.
by assessing the end-to-end value chain and adapting suppliers and partners to reach the required service level for clients
The first step is to understand your reality; Before analyzing HR, we will have a deep understanding of your culture, business strategy, needs and people in the organization.
Workforce Analysis Check your current reality, analyze everyday interactions from person-to-person encounters to digital devices, policies and practices.
CHALLENGE
An industry leader in the car rental industry, expanding globally with sustained double-digit growth. Meanwhile, the leadership team underwent a rapid change with the new arrival of eight out of 10 board members, including the HR director.
When the HR manager joined the company, he realized that the HR department was dysfunctional due to employee dissatisfaction and lack of trust. They seek cooperation to support the promotion of the farm, its tools, methods and procedures through the use of new structures and new technologies.
APPROACH
As part of a broader HR transformation program, analyzing the employee journey begins with understanding and tracking key areas of focus – whether it’s a short term to rebuild or creating a path for the region. LONG.
These steps apply not only to the HR field, but also to the company’s board of directors.
We started a field mission, created a 3-year strategy, and selected 12 strategies for renewal – from strategic initiatives like rapid hiring for growth to necessary procedures like salary to build trust).
We used HR Index® in the first election to carry out the restructuring and attended training and interviews with more than 50 professionals from all fields and levels. We’ve identified the best solution to drive the employee journey, measure every conversation between employee and company, and set KPIs for every conversation. We map opportunities and developments, then prioritize processes, technology and people.
RESULTS
Create a strategic plan for the HR area that considers 45 initiatives linked to business strategy and the author’s needs in the next 3 years.
Identify 12 key strategies to prioritize and innovate with internal customers
Use new systems and technologies to streamline critical processes, support growth and build trust
Identifies sponsor for each initiative from all internal customer areas, ensures user approval and priority 2 20 4 Human Resources area Nominee and CEO of the “Grupo Gestão de RH” (“Human Resource Management Group”) Brazilian of the Year Award
CHALLENGE
A toy store was in the midst of a major business change, with a large number of customers increasing their income and changing sales and consumption patterns, with new applications being implemented. To support these business needs, motivate new employees and realize their strategic plans, HR departments need to be restructured and strengthened.
APPROACH
Examine human resource design in an integrated way, from strategy and leadership to macro-level processes and structures.
With a deep understanding of current HR processes through employee data, interviews and 7 benchmarks, we reconstructed 5 core processes and identified 14 high plans for the HR field to change over the next 2 years – each plan has clear goals, objectives and action plans.
RESULTS
HR has become an important pillar of business needs and can deliver culture through:
Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.
Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst
Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA
Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.
Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies
Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal
Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.
