METRICS FOR MEASURING HR EFFECTIVENESS
This presentation is the property of its rightful owner.
Sponsored Links
1 / 40

METRICS FOR MEASURING HR EFFECTIVENESS PowerPoint PPT Presentation


  • 79 Views
  • Uploaded on
  • Presentation posted in: General

METRICS FOR MEASURING HR EFFECTIVENESS. Agenda. Why measure HR effectiveness. In HPCL Context How does HR Add Value to Business (alignment with business) How is effectiveness of HR measured. Alignment of HR with Business. Why measure HR effectiveness.

Download Presentation

METRICS FOR MEASURING HR EFFECTIVENESS

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Metrics for measuring hr effectiveness

METRICS FOR MEASURING HR EFFECTIVENESS


Why measure hr effectiveness

Agenda

Why measure HR effectiveness

  • In HPCL Context

    • How does HR Add Value to Business

      (alignment with business)

    • How is effectiveness of HR measured


Why measure hr effectiveness1

Alignment of HR with Business

Why measure HR effectiveness


Metrics for measuring hr effectiveness

HPCL Model for alignment with business

Future/strategic focus

Strategic partner

(Management of Strategic

Human Resources)

Change Agent

(Management of

Transformation

and change)

Processes

People

Administrative expert

(Management of

Organisation infrastructure)

Employee champion

(Management of

Employee contribution)

Day-to-day operational focus

The Dave Ulrich Model


Metrics for measuring hr effectiveness

HR as Change Agent

Future/strategic focus

Change Agent

(Management of

Transformation

and change)

People Focus


Metrics for measuring hr effectiveness

Project ‘ACE’ as a Change Initiative

  • Project ‘ACE’ – Achieving Continuous Excellence

    ( An Organizational Transformation Initiative)

    • A comprehensive exercise of co-creating a vision and cascading it across all levels (based on principles of Learning Organization propounded by Peter Senge)

    • Series of ACE (visioning) workshops conducted starting from Top Management down to Regional levels.

    • Learning Organization workshops being conducted across all the levels including staff (introduction to five disciplines and its application)


Metrics for measuring hr effectiveness

Project ‘ACE’ as a Change Initiative

  • Project ‘ACE’ – Achieving Continuous Excellence

    ( An Organizational Transformation Initiative)

    • Leadership Workshops

    • People involvement in Strategy

      • Involvement of front line officers witnessing the ‘moment of truth’ in the strategizing process.

      • Strategies formulated for Retail and LPG SBU’s and HR with the involvement of over 500 front line officers.


Metrics for measuring hr effectiveness

HR as Strategic Partner

Future/strategic focus

Strategic partner

(Management of Strategic

Human Resources)

Processes Focus


Metrics for measuring hr effectiveness

Balanced Scorecard as a Strategic Initiative

  • Strategic tool for translating vision into clearly articulated strategy and cascading the same to different SBU’s and levels through scorecards.

Improved Profitability

Financial

Satisfied Customer

Customer

CURRENT REALITY

Internal Processes

Customer Centric Processes

Learning and Growth

Improved People Competencies


Why measure hr effectiveness2

Why measure HR effectiveness

Competency Mapping and Development as Strategic Initiative

  • A Strategic process to build people capabilities in line with international benchmarks to meet future business challenges.

    • Competency Frameworks developed in line with international standards

      • Behavioral Competency Framework for all levels

      • Technical Competency Framework for all job families

    • Development Centers for assessing individuals against competency profile for the position.

    • Trained and Certified Internal Assessors


Metrics for measuring hr effectiveness

Behavioral Competency Framework

LEADERSHIP FRAME

I

Creating Customer Delight

1

H

Leading Change and Creativity

2

Building Collaborative Partnerships

G

3

Promoting Synergistic Teamwork

4

F

Demonstrating Business Savvy and Decisiveness

5

E

Driving Results and Excellence

6

GRADES AT HPCL

D

Building Global and Strategic Perspective

7

INDIVIDUAL CONTRIBUTOR FRAME

C

Dynamic Customer Focus

Enduring Commitment

and Initiative

1

3

B

Active Learning and Agility

Drive for Excellence

4

2

A

Cooperative Teamwork

5


Metrics for measuring hr effectiveness

Competency Based Training

TRAINING NEED IDENTIFICATION

Individual Development Plans (competency gaps)

As spelt out by SBU’s in line with business requirements

Behavioral

Technical

Concurrently address Behavioral and Technical Competencies

Weightage to Behavioral and Technical Competencies

Managing

Leading


Metrics for measuring hr effectiveness

Six Sigma as a Strategic Initiative

  • A Strategic initiative to review the critical business processes and initiate continual improvements to the same basis scientific methodology.

    • Critical Business / Technical Processes identified for improvements.

    • Six Sigma Projects were selected to address these critical processes in Refineries / LPG Plants / Terminals.

    • General Electric Experts are mentors for all the projects to monitor progress till completion.


Metrics for measuring hr effectiveness

HR as Administrative Expert

Administrative expert

(Management of

Organisation infrastructure)

Processes Focus

Day-to-day operational focus


Metrics for measuring hr effectiveness

HR as Administrative Experts - Initiatives

  • Leveraging Information Technology

    • Enterprise Resource Planning (ERP) leveraged for prompt employee service.

    • Leveraging technology to provide access to employee information through intranet.

    • Finger touch Kiosks at major locations to help non-management employees access their personal information.

  • Leveraging IT for creating a Learning Organization

    • Experience Sharing enabled through intranet.

    • Knowledge database created on different portals on intranet.


Metrics for measuring hr effectiveness

HR as Employee Champion

Employee champion

(Management of

Employee contribution)

People Focus

Day-to-day operational focus


Metrics for measuring hr effectiveness

HR as Employee Champion - Initiatives

  • DGM’s as Mentors to different regions

    • Role of facilitating effective performance reviews and feedback.

    • Act as a management representative to communicate management philosophy, priorities and initiatives to employees at large.

    • Highlight issues of concern at regions to the management.

  • 360 Degree Multi-rater Feedback System

    • To provide officers with an all round feedback from various individuals interacting with them , giving insights into their managerial/leadership behavior displayed at workplace


Metrics for measuring hr effectiveness

Project Darpan - Gauging Employee Engagement

  • Employee Survey to understand the dimensions of employee engagement that drive business outcomes

    • Annual Employee Survey across all locations of the Corporation in partnership with The Gallup Organization .


Metrics for measuring hr effectiveness

Measuring HR effectiveness

  • Investment in HR processes and initiatives need to culminate into business results, and therefore the need to measure HR effectiveness

    • Meets demands for external accountability

      ( CEO, Business Heads )

    • Establishes clear, significant mission and goals

    • Fosters strong sense of internal accountability


Metrics for measuring hr effectiveness

Metric – A basic definition

A quantifiable measure (not the measurement itself) made over time, which communicates vital information about the quality of a process, activity, or resource.

Can be subjective, relative or absolute


Metrics for measuring hr effectiveness

Characteristics of a good metric

What gets measured is what gets done

  • Aligned with Business

  • Actionable and Predictive

  • Consistent

  • Simple, understandable, logical and repeatable

  • Unambiguously defined

  • Capable of tracked over time

  • Capable of comparison (external benchmarks)

  • MOST IMPORTANTLY – It should drive appropriate action


Why measure hr effectiveness3

Selecting the ‘RIGHT METRIC’

Why measure HR effectiveness

  • Selecting the right metric is the key to success

    (A wrong metric can destroy value in medium term)

  • Common Mistakes in design and use of metric include:

    • Metrics for the sake of metrics (not aligned)

    • Too many metrics (no action)

    • Metrics not driving the intended action

    • No record of methodology

    • No benchmarks


Why measure hr effectiveness4

Measuring HR effectiveness at HPCL

Why measure HR effectiveness

Balanced Scorecard Methodology

  • HR Scorecard linked to Corporate Scorecard


Why measure hr effectiveness5

Developing HR Scorecard – The process

Why measure HR effectiveness

  • Define Business Strategy (Corporate Scorecard)

  • Outline Company’s Value Chain (Activities companies undertake to create value to Customers)

  • Identify strategically required organizational outcomes

  • Identify required employee competencies and Behaviors

    contd…..


Why measure hr effectiveness6

Developing HR Scorecard – The process

Why measure HR effectiveness

  • Identify strategically relevant HR Systems, policies and initiatives.

  • Design HR Scorecard Measurement System

  • Periodically evaluate the measurement system

  • Periodically review the way HR matrices are reviewed


Metrics for measuring hr effectiveness

THE HRD SCORECARD

HPHR


Metrics for measuring hr effectiveness

THE IR SCORECARD


Metrics for measuring hr effectiveness

HRD Financial Matrices (examples)


Metrics for measuring hr effectiveness

IR Financial Matrices (examples)


Metrics for measuring hr effectiveness

HRD Customer Matrices (examples)


Metrics for measuring hr effectiveness

IR Customer Matrices (examples)


Metrics for measuring hr effectiveness

HRD Processes Matrices (examples)


Metrics for measuring hr effectiveness

IR Processes Matrices (examples)


Metrics for measuring hr effectiveness

HRD Learning & Growth Matrices (examples)


Metrics for measuring hr effectiveness

Value Creation Example - HRD

Financial

Management Value Add

Customer

Competent Management Employees

Internal/business process

Competency Development Processes

Learning and growth

Quality of HR Talent

(to design appropriate competency development initiatives


Metrics for measuring hr effectiveness

Value Creation Example - IR

Reduce incidents of and downtime

due to labour disputes

Financial

Customer

Constructive employee unions and association

Proactive union management

Internal/business process

Learning and growth

Strategic Thinking

(to anticipate implications of present actions and

take proactive steps)


Why measure hr effectiveness7

Payoff’s of measuring HR effectiveness

Why measure HR effectiveness

  • Show contributions of selected HR projects

  • Earn respect of senior management

  • Gain the confidence of clients

  • Improve support for human resources

  • Enhance HR processes

  • Identify processes for mid term corrections

  • Identify successful HR projects

  • Forecast HR project success


Why measure hr effectiveness8

Finally , create a Value System for HR

Why measure HR effectiveness

Values co-created and adopted by HPHR Team

  • Respect the individual

  • Honor your commitments

  • Work in Teams


Why measure hr effectiveness9

Why measure HR effectiveness

If we’re not keeping score, we’re just practicing.

Vince Lombardi

20th century football coach


Metrics for measuring hr effectiveness

Thank You


  • Login