Upload
saleema-jasani
View
217
Download
0
Embed Size (px)
Citation preview
8/3/2019 29th August 2011.
1/26
INTERNAL PROCESSES & SYSTEMS
(Evolving HR Processes)
KEY METRICS REVIEW & PLANNING
(Staffing, Attrition, Performance, EVA)
EMPLOYEE ENGAGEMENT
(Satisfaction, Career Aspirations & Celebrations)
SUPPORTING BUSINESS NEEDS
(HR Structure, Recruitment, & Allocation)
CUSTOMER SATISFACTION
(Competent Workforce, delivering quality)
NEW HR MANDATE
DEVELOPMENT OF HR WORKFORCE
(Competency Planning, & Development )
8/3/2019 29th August 2011.
2/26
Need for HR Value ChangingDynamics
Change in internal
environment
Change in external
environment
Company focus
Nature of work
Employee profile
Employee aspiration
Competition
Technology
Globalization
Local & foreign
regulations
8/3/2019 29th August 2011.
3/26
Role of HR Professionals
The Past The Future
Operational
Monitor
Short term
Administrative
Reactive
Activityfocus
Strategic
Partner
Long term
Consultative
Proactive
Solution focus
8/3/2019 29th August 2011.
4/26
Emerging Roles for HRProfessionals
Human CapitalDeveloper
FunctionalExpert
EmployeeAdvocate
StrategicPartner
HR Leader
8/3/2019 29th August 2011.
5/26
Evolution of HR Roles
Now onwards.
Till now. Employee
Champion
AdministrativeExpert
Change Agent Strategic Partner
Employee Advocate (EA),Human Capital (HC) Developer
Functional Expert
Strategic Partner
Strategic Partner Leader
8/3/2019 29th August 2011.
6/26
Planning
Monitoring/Implementing
Developing/Training Reviewing/Appraisal
Rewarding
Steps of PM
8/3/2019 29th August 2011.
7/26
Performance agreement
Role requirements
Setting objectives and standards
Knowledge, skills and capabilities Performance measures and indicators
Corporate core values or requirements
8/3/2019 29th August 2011.
8/26
Performance standard
A statement of the condition that existwhen a job is being performed effectively.
PS are used when it is not possible to set
time-based targets or specific long termquantifiable objectives.
8/3/2019 29th August 2011.
9/26
Capability
Capable people at work are those who meettheir performance expectations. They canuse their knowledge, skills and personalattributes to achieve the objectives andstandards specified for their roles.
8/3/2019 29th August 2011.
10/26
Execution of the process
Employees understand what the businessis and how key initiatives fit into the overall company strategy.
Employees are engaged in the business:they understand how their actions andbehaviors impact results.
Individuals own their performance and
development.
8/3/2019 29th August 2011.
11/26
Contin
Performance information exchanges arehonest and constructive they drivecontinuous improvement.
Performance assessments are derivedfrom observable activities and behaviorsdemonstrated.
8/3/2019 29th August 2011.
12/26
Contin
Ongoing dialog is emphasized over formalassessment.
Performance results are linked toconsequences.
8/3/2019 29th August 2011.
13/26
Driving results
PMS process intended to drive theachievement of key business results istypically designed to ensure that
individual, group, and enterprise goals andexpectations are clearly defined, focusedon key priorities, and well connected to
drivers of results.
8/3/2019 29th August 2011.
14/26
Tracking action.
Select the goal
Specify the minimum expectations Communicate expectations clearly
Allocate responsiility
Expand and extend the process
Improving performance
8/3/2019 29th August 2011.
15/26
Managing under performers
Identify and agree the problem.
Establish the reasons for the shortfall.
Decide and agree on the action required. Resource the action.
Monitor and provide feedback.
8/3/2019 29th August 2011.
16/26
Traditional merit rating schemes and manycurrent performance appraisal systemslinked to performance related pay
schemes have required managers to ratetheir staff and this is known as PR.
Performance rating
8/3/2019 29th August 2011.
17/26
Strategies
Develop different purposes andapproaches for different employee groups.
Integrate the organization with theindividual.
Create a culture of conversation andperformance information.
Invest more in process execution thanprogram design.
8/3/2019 29th August 2011.
18/26
Metrics to measure
Business results improvement.
Distribution of performance rating.
Frequency of formal performanceconversations.
Quality of assessments.
Correlation between rewards and rating. Understanding goals-performance drivers-
associated expectations.
8/3/2019 29th August 2011.
19/26
Difference between PS & PA
Performance appraisal can be defined asthe formal assessment and rating ofindividuals by their managers at, usually,
an annual review meeting.
8/3/2019 29th August 2011.
20/26
Focus
Evaluation
Annual Exercise Rewards & Recognitions
Designed & monitored by.
Ownership KPSS & KRAS
8/3/2019 29th August 2011.
21/26
Developmental needs.
Review mechanisms
System with deadlines. Format driven.
Linked with promotions, rewards. T&D.
8/3/2019 29th August 2011.
22/26
Mistakes in designing PMS
Not having the right emphasisand overprojection of the new.
Poorly designed PMS and formats.
Multiple objectives make a mess.
Multiple components may make a
sophisticated system. Over criticism of the past.
8/3/2019 29th August 2011.
23/26
Inadequate effort put subsequently to helpthe employees in implementing it.
Lack of Organizational support.
Lack of Competencies in HR department.
Inability to promote a sense of ownership
of the system. Lack of follow-up on the part of HR
department.
8/3/2019 29th August 2011.
24/26
Lack of follow-up on the part of HRdepartment.
Top Management Commitment.
Past Experience with all the systems
Nature of the system
8/3/2019 29th August 2011.
25/26
8/3/2019 29th August 2011.
26/26