Escolar Documentos
Profissional Documentos
Cultura Documentos
KEY METRICS REVIEW & PLANNING (Staffing, Attrition, Performance, EVA) INTERNAL PROCESSES & SYSTEMS (Evolving HR Processes) DEVELOPMENT OF HR WORKFORCE (Competency Planning, & Development )
Competition
Role of HR Professionals
The Past The Future
HR Leader
Functional Expert
Evolution of HR Roles
Till now.
Nowonwards.
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.
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
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.
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.
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