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HR Differentiator Year 2011 Series : People @ SME's


We want to make this year "HR Differentiator" primarily the first decade of this century has seen the importance for Human Resources than ever before. Moving forward the next Decade would play crucial for every organisation to play on the "HR Differentiator" which is probably the only Business Differentiator the competitor can never produce/make/create.

The first of the posting in 2011 would focus on How the HR Focus for Startups & SME's help to make great progress.

Differentiator I - You (10%) : One of the key ingredient of success of any Start-uP & SME is the Human Resources who build, Manage and progress it to a large entity. Starting with the Promoter(s)/Founder(s) who form part of the first HR Differentiator... Their vision for future, opportunity creation by way of sacrificing otherwise a "khushi job"(I personally feel the JOB however demanding is much strainful than building that job and paying for it to get results). The focus should be to build various competencies and people practices which would help one to reap the desired results in achieving the Vision Set to start an enterprise. One strong self discipline required is that don't expect to build clowns of you but people who can build and action the competencies required Business Vision that you have. You should build the capability of predictability of your team behaviour. Spending time in improving yourself would make a lot of difference in creating Human Differentiator.

Differentiator II - Second Line Leadership (35%) :
The Second Most Important aspect of building an Organisation. The second Line Leadership is as important as the promoter for Business Start. While this being said easily putting into practice is like taking Birth Again. We don't have to re-born to create anything but build the strong second line leadership for organisation. This could be your first priority to do better business. A constant identification of your next level and making them to build competencies better than you and make you redundant from time to time. This would be a success mantra if you have to constantly think next level and create a better vision for organisation into future.

Differentiator III - Your Teams(20%) : Every individual works in your organisation can make a difference starting from the Office Assistant / Managed Services of Vendors to Senior Management. The moment you appreciate the value and worth of building an organsiation is in the hands of everyone, you are creating the first step for "HR Differentiator" when you believe this from bottom of your heart.

Differentiator IV - Partners(15%) : In this age of Collaboration without boundaries the key differentiators would be your partners who build strength and support system for synergy. Working with People who have their own path layed but there are complementing skills/competencies for your Teams.

(GR's Presentation @ ITsAP on HRIS for DEC 2010)

Differentiator V - Competing People (10%) : Knowing and building on strengths of your own and also build strneth on the weakness of the other competing Teams is critical. Constant engagement with the competitors and understand the key Human Resource differentiation makes it lot more proactive in building a robust organisation. This would also help you to understand the relook at the newer challenges in creating difference in your people.

Differentiator VI - Society(10%) : Your product and services are always consumed or used by the Society at large. By Starting your enterprise itself the beginning for HR Differentiator in creating employment, career & supporting multiple number of families in Society. This can be extended by using each of your team member to contribute back beyond their families. This is not just a brand building exercise but a differentiator in employer Branding building and contribution to society.

The %ages mentioned against each of the Differentiator is the estimated time spent for developing HR Resouces in your organisation. This may vary based on the stage of organisation. Viz., Initial stages of company may require to spend more time in grooming the Second Level Leadeship..where as established and stable organisation may focus on People at Team Level for Growth and Sustainability.

Please do add your inputs to make this post more interesting. Your inputs would help in building a knowledge pool for growth of SME's in India.

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