Measuring hr part-2-3
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Measuring hr part-2-3

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the presentation is the 2nd part of 3 part series, on my lecture at Kirloskar Institute of Advanced Management Studies,(KIAMS)- BSCHOOL.

the presentation is the 2nd part of 3 part series, on my lecture at Kirloskar Institute of Advanced Management Studies,(KIAMS)- BSCHOOL.

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  • 62 17 Upgrade this one if you have any good ideas (maybe carry over any visual elements from previous slide). Make next two slides match format that you decide for this slide.
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Measuring hr part-2-3 Measuring hr part-2-3 Presentation Transcript

  • MEASURING HR October – December 2011 Kirloskar Institute of Advanced Management Studies, HARIHAR,PUNE Archita Panda Part – 2/3.
  • 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
    Covered in Part 1 of 3 part series Being Covered in Part 2 of 3 part series (current one) Will be covered in Part 3 of 3 part series
  • HR METRICS
  • COMMON ERRORS
    • Avoid building and executing HR metrics in Vacuum
    • Developing too many metrics than possible
  • VARIOUS METRICS
    • Functional Metrics
    • Operational Measures
    • Strategic Measure
  • FUNCTIONAL MEASURES
    • Provide employee efficiency
    • Effective measures for
    • Contribute to overall organization's performance
    • Essential for audit and accounting
    • Example : Leave consumption per employee,
    • Training , number of accidents etc.
  • OPERATIONAL MEASURES
    • Track productivity and profitability
    • Cover extensive measures of HR effectiveness
    • Example: Profit per employee, Revenue per
    • employee , Average employee cost etc.
  • STRATEGIC MEASURE
    • Match available capability against future need
    • Play prime part in central decision making
    • Data can be tracked either top down or bottom-up approach.
    • ( Expected vs. available skill set, Intellectual capital , technology utilization )
  • HR METRICS FOR LARGE ORGANIZATION
    • Impact
    • Effectiveness
    • Efficiency
    THREE KEY LEVELS OF METRICS Boudreau and Ramstead
  • THREE LEVELS OF METRICS
    • Impact
    • What is the link between sustainable strategic success and human resource management?
    • Which talent pools are most critical for competitive advantage?
    • How could improving human capital increase value?
    Impact Source: Boudreau and Ramstead Effectiveness Efficiency
  • THREE LEVELS OF METRICS Efficiency
    • Efficiency
    • What range of resources (financial and non-financial) should be considered?
    • What is the appropriate level of investments?
    • How should investable resources be allocated to maximize results?
    Source: Boudreau and Ramstead Effectiveness Impact
  • THREE LEVELS OF METRICS Effectiveness
    • Effectiveness
    • What unique combination of policies and practices would best build the necessary human capital?
    • What factors link policies and practices to human capital enhancement?
    • What attributes distinguish effective from ineffective policies and practices?
    Source: Boudreau and Ramstead Efficiency Impact
  • Boudreau and Ramstead Organization HR People
    • IMPACT
    • Employee Satisfaction
    • Turnover
    • Efficiency
    • Time to Hire
    • Cost per Hire
    • Headcount Ratio
    • Effectiveness
    • Customer Survey
    • “ At the Table”
    • Practice/Process Impact
    • IMPACT
    • Employee engagement
    • Workforce skill level
    • Efficiency
    • Direct Labor Costs
    • Indirect Labor Costs
    • Positions Unfilled
    • Effectiveness
    • Employee Satisfaction
    • Leadership Capability
    • Talent Retention
    • % Black Belt Leaders
    • Employer Brand
    • IMPACT
    • Productivity
    • Quality
    • Efficiency
    • Cost per Unit
    • Defects/Scrap
    • Effectiveness
    • Customer Satisfaction
    • Revenue Growth
    • Market Share
  • FIRST TIER METRICS
    • Workforce productivity
      • Utilization of resources
      • Money spend to increase employee productivity
    • Employee Engagement Index
    • Recruiting
      • No of overall days for a vacant position
      • The turnover rate for new hire ( Infant Attrition )
      • % of diversity hire
      • Manager satisfaction with new hire
  • FIRST TIER METRICS
    • Retention
      • Employee Turnover
      • Performance Turnover ( High performer and low performer turnover )
      • Preventable turnover in key jobs
      • Diversity turnover
      • Attrition Cost
    • Overall HR Cost
      • Revenue Generated vs. Money spent in HR Cost
  • SECOND TIER METRICS
    • Compensation and Benefit
      • Average employee cost vs. Revenue Generated
      • % employee satisfied with pay and benefits
    • Employee Relation
      • No of grievances received in quarter
      • % grievances on compensation
    • Training & Development
    • Archita Panda
    • Email: [email_address]
    • Mobile: 9850094074
    • Linkedin Profile: http://in.linkedin.com/pub/archita-panda/6/177/823
    • End of Part – 2/3.
    • 0
    CONTACT ME FOR FURTHER DETAILS