Measuring Human Resources part1 of 3
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Transcript of Measuring Human Resources part1 of 3
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MEASURING HROctober – December 2011Kirloskar Institute of Advanced Management Studies, HARIHAR,PUNEArchita Panda Part – 1/3.
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COVERAGE OF THIS COURSE
Evolution of HR as a function and Future/Present of HR
Integrated HR functions and HR Scorecard ROI for HR Services Approach to Measure HR HR Metrics and Cost estimation of HR
function HR Cost and Budgeting HR Accounting HR Audit
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Add Value&
Maximize Upside
Limit Liability
&Protect
DownsideImp
act/
Con
trib
uti
on
to t
he B
usin
ess Strategic
HR Planning
OrganizationalDesign
HR as BusinessPartner
CompensationBenefits
Safety &Workers’
Compensation
Compliance
Labor/Union Relations
Staffing
Training &Development
Culture& Image
HR Accounting
EmployeeRelations
PerformanceManagement
Survey ActionPlanning
HR InformationSystems (HRIS)
A Century of Evolution in the Function
Labor Employee Personnel Human OrganizationalRelations Relations Resources Effectiveness
continue to grow
Source: Rich Vosburgh
HR Metrics
Project Management
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SIX WAVES OF CHANGE FOR HR FUNCTION
W1 : Facilitated getting people with machines to produce large volumes.W2: Focus on picking up right person for the right Job and provide career path.W3: Dramatic rise of legislation and segregation of PeopleW4: The age of organization brand and diversity IntegrationW5: Organization of one to Many ( empowerment and individual development )W6: Strategically integrate the pieces together in global context
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HR’ S PRODUCT LINE
1. Basic Administrative Services ( Resource Efficiency & Service Quality )
2. Business Partner Services ( Know your business )3. Strategic HR ( Formulate business strategy )
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THE FOUR C’S OF HR FUNCTION
Competent Strategic Contribution Business Knowledge HR Delivery Personal Credibility HR Technology
Curious Courageous Care about People
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HR Knowledge Delivery
HR Technology
Personal Credibility
Business Knowledge
Strategic Contribution
Entry Recruitment Internet Recruiting
Personal Communication
Labour Knowledge
Organization Knowledge
Mid- Career Staffing Metrics
E – HR Effective Relationship
Value chain knowledge
Change Management
Senior Professional
Strategic Staffing
HR Tracking and Measurement
Establish Trust and Credibility
Organization Structure
Culture Management
Executive Bottom Line Orientation
Overall Organization IT Strategy
High Integrity Value Proposition Knowledge
Strategic Decision Making
HR KNOWLEDGE TEMPLATE
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What is the effect of HR on the bottom line of the firm? Is there a significant relationship between compensation and
worker turnover in an organization? Does worker training and development enhance retention? …
customer satisfaction? What value would you attribute to each worker? How much is each
employee “worth?” Are all employees alike and thus should be managed similarly, or
should each employee be developed and managed uniquely? What brings out the “best” in each worker? What makes them
maximally productive and valuable to the organization? How to quantify what HR function does ? What is ROI in HR ?
We will try and find out answer of these questions in the following
sessions.
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HR SCORECARD
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ALIGNMENT HR FUNCTION
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REQUIREMENT TO ALIGN
Fully understanding how value is
created in your business
Then designing a measurement
system based on that story
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ARTICULATE BUSINESS STRATEGY
Organization's need for clear strategy ( clear,concise and free of ambiguities ). HR Architecture is key to deliver business strategy Components of HR Architecture
HR Function ( Deliver services to support business strategy)
HR Management System ( focus on Quality of human resources e.g. building high
performance culture ) Strategic Employee Behavior ( Infuse preferred employee
behavior to implement strategy )
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HR VS. STRATEGY
Control cost by driving out in efficiencies Create value in all parts of strategy Replace conventional metrics with new value
creating metrics Restructure HR roles to infuse tangible
achievements Position HR as strategic partner with clear understanding of business strategy
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DEVELOP BUSINESS CASE FOR HR
Understand business strategy and make implementation plan through Creating value with good HR alignment Control cost to enhance organizational efficiency
Establish Good performance measures for HR
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BUSINESS CASE
Include measures which has linkages to organization's performance drivers
Causal inferences Multi level business analysis A distinction between lagging variables and
leading variables Develop HR measures with top down
approach Emphasis on strategy implementation and
less on strategy content
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GOOD HR MEASURES - CHARACTERISTICS
Simple with related information Capture amount and cause Should provide benchmark for comparison Should be unambiguous Contribute in meaningful ways to overall
performance evaluation.
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HR STRATEGY IMPLEMENTATION
Knowledge Management
System
HR Strategic Alignment
Performance Management
System
Employees who are strategically focused
The firm’s capacity to implement strategy
The overall performance of the firm
A high Performance work system
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HR STRATEGY MAP
Strategy map defines organization process and capabilities to drive performance Leading indicators : Drive Performance Lagging Indicators : Measure results
Strategy Map include both results that are tangible and intangible.
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HR STRATEGY MAP
Strategic goals critical to achieve than simply nice to have them
Performance driver for each goal Measure progress for each goal Expected employee behavior HR Architecture to provide competencies and
behavior needed for the goals.
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HR STRATEGY MAP
Learning & Growth :
Internal Process:
Customer :
Financial:
Employee Skills
Process Quality
Process Cycle Time
On time delivery
Customer Loyalty
Return on Capital
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HR Competencies Application in Dynamic Market Environment
Knowledge of Business Focus on financials and understand customer needs .
Delivery of HR Practices Flexibility and adaptability to meet business requirement
Management of change Increase velocity of implementation of large scale changes
Management of culture Preserving core values while adopting new market place
Personal Credibility Ability to win while maintaining integrity, credibility and courage
Strategic HR Performance Management Metrics to quantify the impact of HR Initiatives and People Strategy
HR COMPETENCY
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INDENTIFY DELIVERABLES
Deliverables are created when HR system intersects strategy map
Better Pay Adjustment Employee Stability
Promotion Improved R&D cycle time
HR Deliverables Strategy MapStrategy Map
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INDENTIFY DELIVERABLES Identify short and long term in pay off Cost benefit analysis ( ROI ) Three step process to identify ROI:
1. Identify all potential cost ( Fixed , Variable and Sunk) Fixed : Does not change with production Change with output Total resource invested
2. Identify the likely benefits Understand economic contribution by Employee (e.g. Revenue per employee) Variability of financial result on employee performance ( Profit generated per
high performer associate3. Calculate ROI of the program
As percentage, money spent and returned Break even and pay back period
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HR ARCHITECTURE VS. HR DELIVERY
Internal alignment between three components of HR Architecture By measuring stakeholder feedback Understand pain areas and take quick action
External alignment with all other in the value chain Run test and audit for HR deliverable Check correlation & consistency with the
performance driver
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MEASUREMENT SYSTEM
Select correct HR measures and deliverables Establish high performance HR work system Alignment measures to check consistency HR Efficiency Measures
Core efficiency measure : Significant expenditure items like benefit and salary cost etc.
Strategic efficiency measure : cost per new hire, HR expenses per employee
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EXECUTE MANAGEMENT BY MEASUREMENT
Find Champion or key executive sponsor for HR scorecard
Create a need for HR scorecard Shape a vision Encourage commitment and involvement Build the enabling system Have early success and demonstrate
progress Sustain the effort
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A GOOD HR SCORECARD
Distinguish HR doable to deliverables Empowers HR to control cost Measures leading indicators Clarify HR contribution to Profitability Allows HR professional to manage better Encourage flexibility and on going change
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How to make a Budget ?
1. Defining Expense Areas
2. Historical Data
3. Assumptions
4. Projections ( Reference Business Strategies )
5. Consolidate
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HR BUDGET
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Archita Panda
Email: [email protected]
Mobile: 9850094074
Linkedin Profile: http://in.linkedin.com/pub/archita-panda/6/177/823
End of Part – 1/3.
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