Manu's   HRD scorecard
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Manu's HRD scorecard

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Explains the HRD Audit for three elements

Explains the HRD Audit for three elements
Career planning and Development
Job Rotation
Training and Learning

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Manu's   HRD scorecard Manu's HRD scorecard Presentation Transcript

  • HRD Score Card 2500 Presentation On Career Planning and Development Job Rotation Training and Learning Presented by K. Manoj Kumar 12382041 12382041
  • Career Planning & Development Objective of the system is to aid the individual to choose career options and opportunities, and develop in that direction after being made aware of one’s capabilities and potential, with the help of other systems and the support of his superiors. Audit Dimensions Max Points Contextual analysis 10 Career Paths based on Role analysis & Clarity 15 Identification of capabilities and potential supported by other systems 10 Development of the individual carried out in a systematically-phased manner using several mechanisms 10 Specific strategies for different groups of employees 15 Perceived as an integral part of the culture 10 Total 70
  • Contextual Analysis (10 Points) Context refers to the circumstances that form the setting for an event, statement, or idea. Contextual Analysis is used to Examine the extent to which data is provided to employees about the changing context of the business. Components Max Points Periodic analysis is carried out of the changes in social, political and business contexts, global changes and business trends, new opportunities, and competitors plans 2 Organizational structures and roles are designed to reflect changes and anticipate changes 2 Information to employees about the performance of the company, and opportunities and growth plans 2 Communication of organization’s future plans, structures, and careers 2 Communication of technological changes, management practice changes, market changes, etc. to individuals to enhance role clarity 2 Total 10 Clear understanding of the nature and responsibilities of each person’s role.
  • Interview Questions To HR Manager 1. Are existing structures being evaluated to make use of opportunities, and formulate new structures and roles? 2. Do these communications help employees in planning their career, and give them a sense of direction? To Line Manager / Functional Heads 1. What is the nature of information shared or made available to different departments? 2. Is it adequate? 3. Are the technological changes, management practice changes, market changes, etc., properly communicated to individuals to enhance role clarity and set the priorities right? Documents/ Secondary Data 1. Circulars and communications issued to employees explaining business trends, company performance and plans 2. Internal information-sharing circulars
  • Career Paths based on Role analysis & Clarity (15 Points) Components Max Points Career Paths: There are well laid-out career paths based on role analysis and role clarity 5 Career planning is linked to role clarity and role clarity is there at all levels 2 Awareness of roles and responsibilities of self and others across levels and functions 2 Adequacies and inadequacies of the HRD systems to promote role analysis-based career planning and structuring 4 Involvement of line managers in ensuring role clarity 2 Total 15
  • Interview Questions To HR Manager 1. What is being done to clarify roles on a continuous basis? 2. Is role clarity an objective of the performance management system? 3. Is the goal-setting and performance planning process in place? 4. Is the role analysis used for career path and planning, and coaching? To Line Manager / Functional Heads 1. How clear are you about your roles and responsibilities? 2 Are there any HRD systems in place to enhance role clarity? 4. What are its strengths and inadequacies? Documents/ Secondary Data 1. Role directories 2. Workshop documents, if any; role clarity and role negotiation workshops conducted in the past 3. Any other documents relating to role and role clarity
  • Identification of Capabilities and Potential Supported by other Systems (10 Points) A systematic process to asses an employee’s job performance and productivity in relation to certain pre-established criteria and organizational objectives Potential appraisal refers to the appraisal i.e. identification of the hidden talents and skills of a person. Components Max Points Performance appraisal and potential appraisal linked to career planning 4 Use of assessment/development centers 4 Use of other scientific methods for assessing potential and career planning—360 degree feedback etc. 2 Total 360 degree feedback is a process for providing a person with structured feedback from a group of people who have a range of different perspectives 15
  • Interview Questions To HR Manager 1. What methods of assessment do you use? 2. How effectively are these implemented? 3. What are the strengths and weaknesses of these methods? And how can you improve? 4. How do you use the assessment center for career planning? To Line Manager / Functional Heads 1. How, according to you, are competencies measured? 2. What different methods are used? 3. Do you think the HRD is doing a good job at assessing competency objectively? 4. How can it improve? Documents/ Secondary Data 1. Performance appraisal forms, etc.. 2. Potential appraisal material 3. Assessment center 4. Development center
  • Development of the Individual Carried Out in a Systematically-phased Manner using Several Mechanisms (10 Points) Components Max Points Ensuring a strong conceptual base, and then focusing on managerial skills and leadership qualities 5 Learning specific technical and job-related skills 2 Learning other related technical roles and skills 1 Learning general managerial skills 1 Developing leadership skills and qualities 1 Total 10
  • Interview Questions To HR Manager 1. What mechanisms are involved in the career planning system? 2. How effectively are these implemented? 3. What skills are to be learnt by the individual To Line Manager / Functional Heads 1. Has the HRD assisted you with career planning? 2. How was the experience? 3. What you would have liked to do, which was not done during the career planning process? 4. Is there a focus on managerial skills, leadership skills, technical and jobrelated skills, etc.? Documents/ Secondary Data Any career planning reports
  • Specific Strategies for Different Groups of Employees (15 Points) Components Max Points Approach for fresh recruits 3 Approach for those who have spent their time in the same position for a long time in the organization and shown potential 3 Approach for highly promising employees 3 Approach for those who have reached a stage beyond which it is not possible to progress vertically 3 Changes in career plans made depending on changes in the environment or organizational structure 3 Total 15
  • Interview Questions To HR Manager 1. How is your approach towards new recruits? 2. What is your approach for highly-promising employees? 3. Is it any different from what is towards other employees? 4. How do you help new recruits develop their managerial and technical capabilities? 5. Do you extend mentoring to the new recruits? 6. What is your approach for those who have spent their time in the same position for a long time in the organization and shown potential? 7. How do you deal with such changes? To Line Manager / Functional Heads 1. Have you had any new recruits in your department? 2. How competent have you found them? 3. Have you had any subordinate who seemed to be highly promising? 4. Documents/ Secondary Data Do you see HRD playing any specific role in dealing with such employees? 1. Report on short-term placements of new recruits 2. Any material specific to mentoring for new recruits
  • Perceived as an Integral Part of the Culture (10 Points) Components Max Points In line with a culture focused on competency building and commitment building across the organization 2 Openness in sharing the information with the employees 4 Commitments made to employees are met 4 Total 10
  • Interview Questions To HR Manager 1. What do you think about the transparency of this entire process? 2. How do you try to make it more and more open? 3. How well does HRD live up to its commitments (promises made to employees)? 4. Under what circumstances does it become difficult to give to the employees what has been promised? 5. How does this affect the trust and relationship between HR and non-HR staff? 6. Do you think the culture of the organization is focused on competency building and commitment building across the organization? To Line Manager / Functional Heads 1. What role is HRD playing to instill in the culture of the company, competency building, and commitment building across the organization? 2. What suggestions will you offer to the HRD in this regard? 3. Do you think the career planning system is open and transparent? 4. Do you share your career paths with other employees? 5. Do the other employees share their career paths with you? Documents/ Secondary Data 1. Report on short-term placements of new recruits 2. Any material specific to mentoring for new recruits
  • Job Rotation Job Rotation refers to the practice of moving employees between different tasks to promote experience and variety. The objective is to reduce the monotony of the job, expose the employees to different experiences, and wider variety of skills to enhance job satisfaction Audit Dimension Max Points Initial Planning Process 10 Implementation of the Process and Integration with other HR Systems 20 Impact on culture in terms of learning, development and motivation 5 Total 35 Multiplied by 2 70
  • Initial Planning Process(10 points) Components Max Points Strategy in line with the business requirements 1 Clearly aligned & integrated with the other HR systems of the organization 3 Planned in a participative manner 3 Final plan is detailed and clear 3 Total 10
  • Interview Questions To HR Manager 1. What is the strategy for job rotation? 2. How do you make sure that it is in line with the business requirements? 3. How is job rotation linked to other HRD systems? 4. How is this system useful? What are its objectives? 5. How far do you involve line managers in the process of planning job rotation? 6. Is their involvement regular and active? 7. Do you have a written-down job rotation policy? To Line Manager / Functional Heads 1. What do you know about the initial planning of the job rotation system? 2. Do you see any link between job rotation and other HRD systems? 3. Is the link poor or good? How can it be improved? Any suggestions? 4. Does HRD seek your suggestions, and are the suggestions implemented? Documents/ Secondary Data 1. Any data on linkages between job rotation and other HRD systems 2. Any report on participation of non-HRD members into the planning of job rotation
  • Implementation of the Plan (20 points) Components Max Points Followed as planned 5 Ensures optimum utilization of manpower 5 Support by other processes 5 Re-assessment of the overall implementation 5 Total 20
  • Interview Questions To HR Manager 1. What are its objectives? 2. By what other processes is support offered? 3. Is the overall implementation of the job rotation system re-assessed? How? 4. Are non-HRD people involved in this re-assessment process? How? 5. Is the data gathered used to bring improvements in the system? To Line Manager / Functional Heads 1. Is the implementation of the job rotation system re-assessed? 2. How far are you involved with this? 3. Does HRD involve other line managers too? To what extent? 4. Is the information used for further improvements? Documents/ Secondary Data 1. Any report on implementation of the job rotation system 2. Any report on re-assessment of job rotation system and improvement plans
  • Impact on Culture in terms of Learning, Development and Motivation (5 points) Components Max Points Perceived as a value adding system in the organization 2 Individuals across the organization perceive it as a useful mechanism, and support the same 1 Helps in increasing appreciation for different functions and gain better understanding of the overall Business 1 Individuals do not feel threatened by the same 1 Total 5
  • Interview Questions To HR Manager 1. How do employees perceive this system? 2. Have you conducted any survey to scientifically understand their perceptions? 3. Do you think the system is adding value in terms of increasing appreciation for other functions, etc.? To Line Manager / 1. What is your overall impression about this system? Functional Heads 2. How do your subordinates perceive it? 3. Do your employees feel comfortable with this system? Documents/ Secondary Data 1. Any written material in this regard 2. Any survey findings about perceptions of employees towards job rotation
  • Training and Learning Training is a process of teaching new knowledge and skills to perform their job effectively. Learning is a process of gaining knowledge or skill by studying, practicing, being taught, or experiencing something. Audit Dimension Max points Scientific Identification of training needs 10 Pre-training preparation: involvement of candidates 10 Training process 10 Post-training requirements and activities 10 Learning policy and training budget 10 Competencies of those handling training function and seriousness of line managers 15 Business linkages of training 5 Total 70
  • Scientific Identification of training needs(10 points) What is Training needs Identification? It is finding out what people need to learn about so that they can perform their activities in a better way than before. Methods to identify the Training Needs One to One Interviews(In person or by telephone) Focus Groups (meeting of individuals who share interest in subject) Using Questionnaire (Information gathering on paper) Document Analysis (reviewing the existing documents & analyzing) Observations (Observing people performance on their jobs and identifying their needs) Customer Satisfaction Survey Feedback forms etc., Components Max Points Training needs are identified systematically 8 Training needs are based on various performance parameters like current performance 2 Total 10
  • Interview Questions To HR Manager 1. What are the various mechanisms used to identify training needs? 2. Who is responsible for the same? 3. When is the process carried out? Who are the people involved? 4. To what extent do the future plans of the organization influence training needs? 5. To what extent do technological changes influence training needs? To Line Manager / 1. What are the training programs you attended last year? Functional Heads 2. If there is any new concept/technology in your function? Documents/ Secondary Data 1. Analyze individual training needs across various departments and levels
  • Pre-training Preparation for Ensuring Appropriateness of the Training Program (10 Points) Components Max Points A scientific mechanism should be in place to ensure the training program is appropriate and suits the needs of the candidate/organization 2 Setting individual training schedules in advance 3 High involvement of candidate to ensure the program is value adding 5 Total 10
  • Interview Questions To HR Manager 1. Are the training programs in line with the training needs identified? 2. To what extent is the individual consulted regarding choice of training programs/institute to go for? To Line Manager / 1. Do all training programs seem relevant/value adding to you? Functional Heads 2. Are you given a choice of institutes where you would like to go for a specific training program? 3. Do you receive the information about a training program of your interest well in advance? Documents/ Secondary Data 1. Check out the tools being used in various training programs
  • Training Process(10 points) Conception :The first step in the training process is conception of the training. This step includes deciding what topics to cover in the training as well as who needs to take part in the training. Site Selection: Space requirements and equipment needed to conduct training program. Training Planning: This step involves setting the date for the training as well as creating a clear outline of how the training will run. Training: A process of teaching new knowledge and skills to perform their job effectively. Practice: To address any problems that arise (put the words into action) Evaluation: To evaluate the effectiveness of the training program. Components Max Points Training should be conducted well, planned well by the faculty, and delivered well 5 Training motivators ensured 5 Total 10
  • Interview Questions To HR Manager 1. Does the organization avail of different methods of training or is a particular method favored? 2. How do you communicate the organization’s/individual’s needs to the faculty? 3. Do you take feedback? To Line Manager / 1. How did you find the trainers? Functional Heads 2. Was the time well managed? 3. Do you give feedback on the faculty of the training program? Documents/ Secondary Data 1. Study some of the feedback forms about the faculty given by participants 2. Visit the training institute to check various points mentioned here 3. Check the seminar hall and library facilities within the organization itself
  • Post-training Activities and Requirements (10 points) Components Max Points Implementing individual plan for improvement 5 Sharing learning's with others 3 Feedback to HR department or training manager 2 Total 10
  • Interview Questions To HR Manager 1. How is the post-training effectiveness evaluated? 2. What is the role of HR department? 3. Is there a system to ensure that the individual shares his/her learning with the rest of the team/related functions if required? To Line Manager / 1. Is there a periodic evaluation to study post-training effectiveness Functional Heads in the individual? 2. Did you make a presentation? 3. Is it considered to be useful? 4. Is it attended by the department head? 5. Is the learning documented? Documents/ Secondary Data 1. Any documents prepared by participants after a training program regarding key learning—maintained in the department if required 2. Reading material kept in the library
  • Learning Culture and Training Budget (10 Points) Components Max Points Well documented training policy that focuses on learning 7 Adequate amount budgeted 3 Total 10
  • Interview Questions To HR Manager 1. Do you have a training policy? How was the same prepared? 2. What is your training budget? What is the per employee ratio To Line Manager / Functional Heads 1. Are you aware of the training policy in the organization? 2. Do you feel that the training policy merely exists on paper and is not followed? 3. Is adequate budget allotted for training? Documents/ Secondary Data 1. Training policy document 2. Training budget over the last three years
  • Competencies of Those Handling Training Functions (15 Points) Components Max Points Training function is handled by competent and trained staff in HRD 5 Line managers specially sponsors take training seriously and give it due attention 5 Top management is serious about training and gives it due importance 5 Total 15
  • Interview Questions To HR Manager 1. 2. 3. 4. How competent is the training staff? How can they improve? How do you ensure quality of training programs? What is the top management attitude towards training? 5. Do they spare resources and provide support? To Line Manager / Functional Heads 1. Have you ever attended any training programs organized by HRD? 2. How was the experience? 3. How competent was the faculty? 4. What is your opinion about the training programs conducted by HRD? Documents/ Secondary Data 1. Any report or published material in this regard
  • Business Linkages of Training (5 Points) Components Max Points Training is in line with business requirements and ROI is measured 3 Training is perceived to have developed individual competencies as well as organizational capabilities 2 Total 5
  • Interview Questions To HR Manager 1. Is training in line with business requirements? To Line Manager / Functional Heads 1. How do you think training helps to develop individual competencies? 2. How do you think training helps to develop organizational competencies? Documents/ Secondary Data 1. Any report or published material in this regard