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NEW HR MANDATE

SUPPORTING BUSINESS NEEDS (HR Structure, Recruitment, & Allocation)

CUSTOMER SATISFACTION (Competent Workforce, delivering quality)

EMPLOYEE ENGAGEMENT (Satisfaction, Career Aspirations & Celebrations)

KEY METRICS REVIEW & PLANNING (Staffing, Attrition, Performance, EVA) INTERNAL PROCESSES & SYSTEMS (Evolving HR Processes) DEVELOPMENT OF HR WORKFORCE (Competency Planning, & Development )

Need for HR Value Changing Dynamics


Change in internal environment Change in external environment

Competition

Company focus Nature of work Employee profile Employee aspiration

Technology Globalization Local & foreign regulations

Role of HR Professionals
The Past The Future

Operational Monitor Short term Administrative Reactive Activity focus

Strategic Partner Long term Consultative Proactive Solution focus

Emerging Roles for HR Professionals


Human Capital Developer
Employee Advocate Strategic Partner

HR Leader

Functional Expert

Evolution of HR Roles
Till now.
Nowonwards.

Employee Champion Administrative Expert Change Agent Strategic Partner

Employee Advocate (EA), Human Capital (HC) Developer Functional Expert Strategic Partner Strategic Partner Leader

Steps of PM
Planning Monitoring/Implementing Developing/Training Reviewing/Appraisal Rewarding

Performance agreement
Role requirements Setting objectives and standards Knowledge, skills and capabilities Performance measures and indicators Corporate core values or requirements

Performance standard
A statement of the condition that exist when a job is being performed effectively. PS are used when it is not possible to set time-based targets or specific long term quantifiable objectives.

Capability
Capable people at work are those who meet their performance expectations. They can use their knowledge, skills and personal attributes to achieve the objectives and standards specified for their roles.

Execution of the process


Employees understand what the business is and how key initiatives fit into the over all company strategy. Employees are engaged in the business: they understand how their actions and behaviors impact results. Individuals own their performance and development.

Contin
Performance information exchanges are honest and constructive they drive continuous improvement. Performance assessments are derived from observable activities and behaviors demonstrated.

Contin
Ongoing dialog is emphasized over formal assessment. Performance results are linked to consequences.

Driving results
PMS process intended to drive the achievement of key business results is typically designed to ensure that individual, group, and enterprise goals and expectations are clearly defined, focused on key priorities, and well connected to drivers of results.

Improving performance
Tracking action. Select the goal Specify the minimum expectations Communicate expectations clearly Allocate responsiility Expand and extend the process

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.

Performance rating
Traditional merit rating schemes and many current performance appraisal systems linked to performance related pay schemes have required managers to rate their staff and this is known as PR.

Strategies
Develop different purposes and approaches for different employee groups. Integrate the organization with the individual. Create a culture of conversation and performance information. Invest more in process execution than program design.

Metrics to measure
Business results improvement. Distribution of performance rating. Frequency of formal performance conversations. Quality of assessments. Correlation between rewards and rating. Understanding goals-performance driversassociated expectations.

Difference between PS & PA


Performance appraisal can be defined as the formal assessment and rating of individuals by their managers at, usually, an annual review meeting.

Focus Evaluation Annual Exercise Rewards & Recognitions Designed & monitored by. Ownership KPSS & KRAS

Developmental needs. Review mechanisms System with deadlines. Format driven. Linked with promotions, rewards. T&D.

Mistakes in designing PMS


Not having the right emphasisand over projection 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.

Inadequate effort put subsequently to help the 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.

Lack of follow-up on the part of HR department. Top Management Commitment. Past Experience with all the systems Nature of the system