HRD SCORECARD & BENCHMARKING HR PRACTISES

UNIT 5

HR SCORECARD
HR scorecard measures the HR function's effectiveness and efficiency in producing employee behaviors needed to achieve the company's strategic goals.

Creating the HR Scorecard reveals

The 'new' skills HR professionals must develop in order to become true strategic assets to their organizations An explanation of how HR programmes can be assessed and a detailed overview of how to conduct an HR audit The demands placed on HR in the current climate and the challenges involved in becoming a strategic partner

BENCHMARKING HR PRACTISES
Benchmarking is a process for identifying, understanding & adapting outstanding practices from organization to help your organization to improve its performance. Benchmarking essentially involves learning, sharing information and adopting best practices to bring about changes in performance.

PURPOSE OF HR BENCHMARKING
Establish solid HR Systems. Get difficult, focused HR projects done accurately and quickly. Maintain HR Systems on an ongoing basis. Establish workers compensation reporting. Provide ongoing Human Resource support as needed and requested.

The Benchmarking Process

Phase One: Planning

Step 1: Identify what functions, products or outputs are essential practices and should be benchmarked. Step 2: Identify external organizations or functions within organization with superior work practices for comparison.

Phase Two: Analysis

Step 3: Determine what data sources are to be used. & then collecting the data. Valuable information may also be available through personnel records, surveys or even interviews. Step 4:Determine the current level of performance. This will enable the gap in performance to be identified.

Phase Three: Integration

Step 5: Develop a vision for future operation based on the benchmarking findings. Focus should be directed on the quality of best practice procedures/practices and how these can be not just emulated, but improved upon by the organization. Step 6: Report progress to all employees on an ongoing basis. Communication and feedback are crucial components of benchmarking.

Phase Four: Action

Step 7: Establish functional goals linked to the overall vision for the organization. Step 8 & 9: Develop action plans and implement the best practice findings. Periodic measurement and assessment of achievements should be put into place. Step 10: Update knowledge on current work practices. This is, in essence, the crux of continuous quality improvement.

Factors Enhancing the Chances of Success For a Benchmarking Effort

Senior Management Support; Useful information technology systems; Cultural practices that encourage learning; and Resources, especially in the form of time, funding, and useful equipment.

HRD AUDIT
A human resource audit evaluates the personnel activities used in an organization. The audit is an overall quality control check on human resource activities in a division or company & how those activities support organizations strategy. It gives feedback about: - The function of operating managers. - The human resource specialists. - How well managers are meeting their HR duties.

 HRD Audit is a comprehensive evaluation of human resource development encompassing strategies, systems, practices, structures, competencies, styles & culture & their appropriateness to achieve the short & long term business goals of the organization - Dr. T.V. Rao

Objectives & Purpose of HRD Audit

1. 2. 3. 4. 5. Organizational Growth Professional Endowment Benchmarking Coping with Dissatisfaction Leadership Change

Role of HRD Audit

Cost Effective Provide Insight Promotes Strategies Leverages Modify Style Role Clarity Developing Competencies Effective Recruitment & Training Enhancing Accountability

HRD Function
Adequacy of manpower Appropriateness of the structure Cost consciousness of staff Quality consciousness of the HRD staff Responsiveness of the HRD department to the needs of Employees, Managers, Staff, Workmen, Union Leaders Level of Internal customer satisfaction Internal operational efficiency of the department