Human resources fair performance management hrfpm io-p_rev. 1.6

Human Resources Fair Performance Management
The Internet of Planet -IoP-
An Innovative Framework towards a hand-by-hand improvements for
both organizations and their -considered as corporate assets- People
Author: Malek Mohammed Odeh Ghazo
2015

The Hashemite Kingdom of Jordan
Deposit number at the National
Library
(2015/12/6074)

I would like to express my sincere & thankful feelings for
everyone who helped me, supported me and believed in
my capabilities to finish this excellent and well-structured
piece of work
Author: Malek Mohammed Odeh Ghazo
2015

Acknowledgment
To the greatest GOD, thanks for all what you have given me to reach this stage in my life
where I bring good to the world and people.
To my father, to the one who believed in me and in my abilities, to the one who planted the
love of education in me, to the one who made me self-dependent and proud of I do.
To my beloved mother, who stood beside me every single moment… you kept your faith in me,
even when I lost faith in myself… it is difficult to thank you enough. I will always make
you feel proud of me.
To my wife, the great gift sent from GOD to support me through my journey to get this done,
thanks a lot for your encouragements and for being next to me all the time.
To my brothers, Rawan Sh., Amjad Gh. and many others, you were a great supporters and
encouragers.
To my friends, you all were like brothers to me and shared with me all happy and sad
moments trying to be a real supporter for me to carry on in my life.
To my professors and teachers in Jordan and the United Kingdom, thanks for sharing your
knowledge and experiences with me and other students, without you all I couldn’t continue in
bridging the gap between theories and practice.
To my great country (The Hashemite Kingdom of Jordan)

Table of Contents
HRFPM Introduction ..............................................................................................................................................7
HRFPM Pillars ........................................................................................................................................................8
HRFPM Overall Framework Objectives ..................................................................................................................9
HRFPM Objectives Description ............................................................................................................................10
Objective # 1 ...........................................................................................................................................................10
Objective # 2 ...........................................................................................................................................................12
Objective # 3 ...........................................................................................................................................................14
Objective # 4 ...........................................................................................................................................................17
Objective # 5 ...........................................................................................................................................................20
Objective # 6 ...........................................................................................................................................................21
Objective # 7 ...........................................................................................................................................................26
Objective # 8 ...........................................................................................................................................................29
Objective # 9 ...........................................................................................................................................................32
Objective # 10 .........................................................................................................................................................33
Objective # 11 .........................................................................................................................................................36
Objective # 12 .........................................................................................................................................................37
Objective # 13 .........................................................................................................................................................38
Objective # 14 .........................................................................................................................................................39
HRFPM KPI Hierarchy...........................................................................................................................................40
IoP – Internet of Planet........................................................................................................................................43
Scalable HRFPM.......................................................................................................................................................43
Minor Silos Scalability .........................................................................................................................................43
Minor Scalability .................................................................................................................................................43
Major Silos Scalability .........................................................................................................................................43
Major Scalability .................................................................................................................................................43
HRFPM Vs LinkedIn Alignment Pillars .....................................................................................................................45
HRFPM References ..............................................................................................................................................49
HRFPM Author.....................................................................................................................................................53
Personal Information ..............................................................................................................................................53
Education ................................................................................................................................................................54
Professional Experience ..........................................................................................................................................54
Achievements..........................................................................................................................................................55
HRFPM Appendix.................................................................................................................................................59

HRFPM Report 6
Figure 1: HRFPM Structure ...................................................................................................................................................... 8
Figure 2: Task-by-Task Assessment Tracking Plots ..................................................................................................................11
Figure 3: Task-by-Task All Performance Attributes Assessment Records .................................................................................11
Figure 4: System Performance Contribution Tracker Main Page..............................................................................................12
Figure 5: Employee Performance Contribution Score Card for Current Job Position ................................................................13
Figure 6: Employee Performance Contribution Score Card for Higher Job Position..................................................................13
Figure 7: Employee Performance Contribution Score Card in Every Value Chain and Process..................................................13
Figure 8: Stakeholders (Assessors) identification Vs Weights % Allocation..............................................................................15
Figure 9: HRFPM Assessors Assessment Page Vs Assessment Category 1&2 (Performance, Creativity & Innovation) ..............16
Figure 10: HRFPM Assessors Assessment Page Vs Assessment Category 3&4 (Satisfaction, Expectations) ..............................16
Figure 11: HRFPM Job Attributes weight assignment against every task/process....................................................................18
Figure 12: HRFPM tasks’ weight assignment against every process.........................................................................................18
Figure 13: HRFPM Employees Vs Tasks vs Processes Allocation ..............................................................................................19
Figure 14: HRFPM Assessment breakdown per job attributes (Part 1) ....................................................................................19
Figure 15: HRFPM Assessment breakdown per job attributes -attribute 1-5 (Part 2)...............................................................19
Figure 16: HRFPM Assessment breakdown job attributes -attribute 6-10 (Part 3)...................................................................19
Figure 17: HRFPM Assessment breakdown job attributes -attribute 11-15 (Part 4).................................................................19
Figure 18: Employees Contribution Performance measurements in monthly bases against performance baseline .................20
Figure 19: HRFPM Top Level Strategy Assignment Page..........................................................................................................21
Figure 20: HRFPM 2nd Top Level Strategy Assignment Page (Value Chains Allocation) ...........................................................22
Figure 21: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chains # 1 Allocation) ................................22
Figure 22: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chain # 2 Allocation)..................................23
Figure 25: HRFPM 4th Top Level Strategy Assignment Page (Employees overall Contribution Assessment) ............................24
Figure 26: HRFPM 4th Top Level Strategy Assignment Page (Employees Promotion Assessment) ...........................................25
Figure 27: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per strategic goal) ............25
Figure 28: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per strategic goal #1.1).....25
Figure 29: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per value chain #3)...........25
Figure 30: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per value chain #1)...........25
Figure 31: HRFPM Job Position Upper & Lower Threshold Levels (Part 1)................................................................................30
Figure 34: HRFPM Job Position Graphical illustration during one of the performed processes ................................................30
Figure 35: Graphical Illustration for Current Job Position and Next (Higher) Job Position Indicators against employees’
assessments...........................................................................................................................................................................31
Figure 36: HRFPM Assessors Weights Adjustment Page..........................................................................................................32
Figure 37: EFQM Vs HRFPM Inter-relation ..............................................................................................................................38
Figure 38: KPIs Hierarchy used in Organizations......................................................................................................................40
Figure 39: HRFPM Employee X Organizational Contribution KPIs Hierarchy ............................................................................41
Figure 40: HRFPM Organization X Strategy Fulfillment KPIs Hierarchy ....................................................................................42
Figure 41: IoP (Internet of Planet) HRFPM Vs LinkedIn Alignment Platform ............................................................................44
Figure 42: LinkedIn Employees Contribution Performance measurements in monthly bases against performance baseline ...46
Figure 43: HRFPM Employees Contribution Performance measurements in monthly bases against performance baseline .....46
Figure 44: HRFPM Vs LinkedIn Employees Contribution Performance measurements in monthly bases against performance
baseline..................................................................................................................................................................................47

HRFPM Report 7
HRFPM Introduction
Through this report we will try to provide the overall framework needed to develop our human
resources in alignment with all work being executed at the organization automatically without the need
to wait for a previously defined appraisal date or a performance evaluation meeting between the
employee and his/her manager, or HR advisor or even a performance coach.
This framework mainly depends on providing a real time data for the measurement of employee’s
performance and their contribution to their duties, responsibilities and as a result to their departmental
goals, organization operational goals and organization strategic goals.
Sourcing real time data within this framework will help align all what each employee does in the
organization with the task being performed, the process in which this task was performed and as a
result the value chain in which this process wan performed to execute ultimately one/many
organizational strategic goal/s.
Having all of this into consideration and to make sure it’s well managed and maintained, we need to
source real time data which really represent the contribution of each employee to his/her work done at
the organization. For this to represent a real and full picture, we need employees contribution to be
appraised by all stakeholders related to every contribution he/she has at the organization. This means
that not just I need real time appraisal or a continuous appraisal system but also a 360 degree
assessment which clears out the full picture to fully understand and manage each employee’s
contribution to the organization.
In return, the organization willing to implement this framework within their business and departments
would need to collect back more benefits than what they are currently doing in terms of their already
implemented and used appraisal/assessment systems.

HRFPM Report 8
HRFPM Pillars
The following diagram indicates the overall model of the HRFPM and illustrates how it’s built up from
the foundational level to the top of the pyramid level.
HRFPM Pillars:
 Pillar 1: Performance.
 Pillar 2: Creativity and Innovation.
 Pillar 3: Satisfaction.
 Pillar 4: Exceed Expectations.
HRFPM Pyramid Roof:
 Layer 1: Organizational Processes.
 Layer 2: Organizational Value Chains.
 Layer 3: Organizational Strategic Goals.
 Layer 4: Organizational Strategic Paths.
 Layer 5: Organizational Vision.
Figure 1: HRFPM Structure
HRFPM Foundation/Pillars Connection Layer:
 Found. /Pillar 1: Assessors.
 Found. / Pillar 3: Assessors.
HRFPM Pillars/Roof connection Layer:
 Pillar 1 / Roof: Fairness.
 Pillar 2 / Roof: Consistency.
 Pillar 3 / Roof: Transparency.
 Pillar 4 / Roof: Intelligence.
HRFPM Foundation  Organizational Asset: Employees.

HRFPM Report 9
HRFPM Overall Framework Objectives
Fair assessment system1
360 degree assessment
system3
Visual tracking & management for
employee’s organizational
contribution
5
Training and human
development programs ROI7
Transparent and direct to the
point system9
Easy to integrate and synchronize
with other related systems11
Excellence aim with an
exceed expectations driver13
User friendly system2
Real time analytical data4
Job description and practical
performance Matcher6
Active/Proactive promotions &
rewards management system8
Predictive analytics and
situational/behavioral analysis10
Psychological analysis and
value matching system12
Innovation creator and
entrepreneur’s developer14

HRFPM Report 10
HRFPM Objectives Description
Objective # 1
First return on the organization would be a fair assessment system that will help capture real
contribution’s performance at every instance this contribution occurs which will help organizations
understand how their employee’s performance is changing overtime and under different circumstances
they may encounter during their work; in short “A Live Employee Performance Management System”.
What is this all about? And why did we call it a fair system? These are questions that can help clarify the
role of such live platform for all users and beneficiaries. Therefore, let’s go through questions in order:
What is this all about?
Employees always try to work hard throughout the year in order to accomplish their goals and targets
and as a result reserve their seat within a top performer categorization of employees or even within the
category of those who can stay for another year –the second one is harsh -. So at the end of the year,
managers will review each employees accomplishments and whether they met required targets, where
accordingly they will approve a certain promotion, add more tasks, raise targets, qualify employees to a
higher position or to a different department –these are in a positive case scenario-, approve certain
training courses and programs to improve a certain skill that negatively affected employee’s
performance, change some job conditions to monitor employee’s performance more closely and ensure
targets are met on time and many others –these are in a negative case scenario-.
On the other hand, employees will be either happily waiting for this period of assessment in order to get
back what they deserve and worked hard to get or they would do anything but to survive in this
company until before this period approaches. Such contradiction between both cases can be seen
actually everywhere in our companies around the world, where different HR programs and strategies
are being thought of and developed continuously to help organizations manage such a huge diversity
between these two scenarios.
Why do organizations strive to bridge such a gap? it’s because they know that in order to sustain their
profits and competitiveness they would need to have a healthy human resources asset that is well
maintained within needed safety limits in order to do the job in the most effective way while having a
happy and productive people and working environment.
Having all of the above into considerations, the whole situation continues to loudly call for a LIVE Human
Resources System that can continuously provide assessment results for employees and help track
through them and ensure they stay between organizational safety limits.
Fair assessment system1
Q 1

HRFPM Report 11
Why did we call it a fair system?
Simply; because it provide the required mean for low performers to act immediately on their short
comes and prepare well for their right to become a top performer or anything close to that while
knowing what is needed to do and monitoring all benefits gained of doing so.
So, it’s fair since it helps low performers to become like their colleagues and to know the secret missing
for them and also because it supports high performers to be recognized for what they are doing and for
exceeding the good thresholds of contributing to the organization and eventually collecting back desired
rewards, promotions .. etc., earlier than a year time.
Moreover, it supports such top performers to actually recognize their strength points which acted as the
driver towards accomplishing such great results and to try to strengthen them while directing more
focus on other drivers which weren’t well recognized through the performance assessment process.
Q 2
Figure 2: Task-by-Task Assessment Tracking Plots
Figure 3: Task-by-Task All Performance Attributes Assessment Records

HRFPM Report 12
Objective # 2
Second return on the organization would be a user friendly system that will deliver not just overall
performance measurements but also a breakdown performance measurement for every skill,
competency, education, knowledge, experience... etc.
The system provides every graphical user interface option needed in order for the organization to track
through every positive/negative driver from each of these breakdown performance drivers in order to
understand what is causing each employee to perform better or worse and even how every employee is
developing each of these performance drivers over time to develop and improve his/her overall
performance or how each of these performance drivers is/are declining which results in an overall
decline of employee’s performance and of course his/her contribution towards organizational success.
We all know that nothing would come from nowhere and that for every action there is a reaction, so if
an employee comes late to work and leaves on time, he/she will not be able to accomplish the required
job and as a result the overall performance of his/her contribution to the organization will decline. Same
as this example, we can reflect every increase/decrease in employees’ performance to certain drivers
which lead to such trends. These drivers are in our case what employees use to sell themselves when
they apply to the job and are what the organization wants in order to get the desired results in terms of
what contribution to the organizational success is needed.
So, any improve or decline in any of the skills, competencies, educational practical reflection,
knowledge, experience... etc., should be known in order to understand the end result. Such cause/effect
relationship is always hard to analyze when it’s postponed till end of year or even done later on as
circumstances do change, records are not always kept and even becomes more difficult when different
drivers with different weights contribute to the performance level in a certain period of time or part of
this period of time.
This is where this system proves it’s user friendly attributes since it provides users (managers and
employees) with easy to use hierarchal builder overall performance measures and plots in order for
them to track back how the overall performance level was achieved throughout the period they are
interested in, the part of the overall strategy they were involved in or even the different processes/value
chains they were part of.
User friendly system2
Q 1
Figure 4: System Performance Contribution Tracker Main Page

HRFPM Report 13
Figure 5: Employee Performance Contribution Score Card for Current Job Position
Figure 6: Employee Performance Contribution Score Card for Higher Job Position
Figure 7: Employee Performance Contribution Score Card in Every Value Chain and Process

HRFPM Report 14
Objective # 3
Third return to the organization would be to provide their performance records with an overall
assessment measure where which all related stakeholders would provide their input to all work done at
the organization in an easy and well managed way in order to improve on the involvement of
stakeholders to be an empowered part towards organizational development and of course to satisfy
stakeholders’ needs in terms of having the chance and mean to provide their feedback which should in
return help improve the relationship between them and the organization where as a result achieve a
better business between everyone.
We all heard of 360 degree assessment and how its considered much more fair assessment in
comparison to any other employees assessment since it eliminates the dominant role for managers and
supervisors to provide the ONLY feedback in reference to employees performance and their
contribution to the organization, this is because such as assessment encourages having a full assessment
picture that covers all sides and corners (from all 360 degrees). For this, employees can assess
themselves, in addition to their co-workers, supervisors, managers and other related people.
Such a spot light (old assessment) that was transferred from having one lamp directed to one side to
many lamps lighting (360 degree assessment) all sides has provided many advantages for employees in
terms of allowing them to understand how they see themselves and how others see them, it also
allowed them to open a 2 way communication channel with other parts of the organization in order to
know what is considered as a challenge that needs to be overcome and what is considered as a strength
in order to build on it and help others to benefit from, where last but not least, it helped HR to
strengthen the relationships between the different employees in the organization moving away from an
assessment that only creates unhealthy relationships to an assessment that does build up the
organization in deed.
How does HRFPM provides this 360 degree assessment?
Through the HRFPM, organizations can identify all stakeholders affecting and being affected by them –
whether directly or indirectly- and cascade down this identification to the process level in order to
achieve the following:
1. Identify all stakeholders for each process.
2. Provide each stakeholder with a weight to represent the percentage of relation of each of them
to the process.
3. All of them to assess the process they are related to once it’s accomplished through few “direct
to the point questions”.
4. Questions to be asked for stakeholders should help the organization to understand the main
strength and weak points they have in each process/task in order to improve while having a
deep insight into how each stakeholder thinks/feels and reacts.
360 degree assessment
system3
Q 1
Q 2

HRFPM Report 15
Such involvement of stakeholders to assess the work of the organization does strengthen the
relationships and empowers stakeholders to provide their feedback into what is being performed at the
organization.
Such strong relationships will lead to more loyalty for the organization, bridge the gap between leaders
and the different stakeholders and of course help the organization to structure correct strategies with
capable to be achieved strategic goals while of course feeding their systems with continuous insight into
how they are performing and what is needed to be developed and improved.
Questions directed for assessors cover 3 main categories and an extra category as follow:
1. Category 1 - Performance: How would you rate process performance?
2. Category 2 - Creativity and Innovation: How would you rate process creativity and innovation?
3. Category 3 - Satisfaction: How satisfied where you from the process?
4. Category 4 – Expectations: How much your expectations where exceeded (to what level)?
The extra category was added in order to provide the assessment process with an extra assessment
result which can help employees being assessed to exceed the 100% assessment result. In this way they
can qualify to the next employment level once they reach a certain assessment result (above 100%). This
category was given same weight like others (33.33%), which means that any employee can get a
maximum of 133.33% assessment result which should be the upper threshold level of the higher
employment level; the employee can accomplish in order to be promoted to the next employment level.
The following are snapshots from the HRFPM system for who each stakeholder is assigned a certain
weight percentage, the questions they are asked and the assessment percentage they are asked to
provide for every process they are related to.
Figure 8: Stakeholders (Assessors) identification Vs Weights % Allocation

HRFPM Report 16
Figure 9: HRFPM Assessors Assessment Page Vs Assessment Category 1&2 (Performance, Creativity & Innovation)
Figure 10: HRFPM Assessors Assessment Page Vs Assessment Category 3&4 (Satisfaction, Expectations)

HRFPM Report 17
Objective # 4
fourth return would be to provide the HR department with real time data for what skill, competency,
education, knowledge, experience... etc. need to be enhanced/improved for every employee or even a
group of employees which will then help them to direct training courses to right people and then track
the increase in the performance measures of either after attending the training or getting the needed
information to enhance/improve any decline in either of these performance drivers.
In current time, if the HR department want to check a certain skill level for employees, they would either
wait for the appraisal time (end of year or end of first half of the year or a certain quarter of the year
depending on how the organization run their appraisal process) in order to analyze results and check the
performance level of that skill for employees and how it may affect their jobs and as a result the
organization.
Such an approach is very slow, not cost effective neither feasible for our current world where everything
moves very fast and any decline an organization may suffer from through their employees performance
will directly affect their customer relations, products quality and therefore organizational reputation.
For this reason a system that can host real time data and analyze them in real time is what is needed in
order to spot every strength, employees’ do have and every weakness they may suffer from in order to
act upon and minimize the negative effect on the job and the organization.
Such real time analytical data is made user friendly for employees, HR department and all interested
people in the organization by linking these real time data to employees’ job description in the following
way:
1- Each employee’s job description will need to be broken down into –at least- these 7 parts:
i. Duties.
ii. Responsibilities.
iii. Skills.
iv. Competencies.
v. Decision level.
vi. Education level.
vii. Experience level.
2- Each of the above 7 parts of employees job description need to be linked to every duty he/she
has.
i. Duty 1  Skill-1, Skill-2, Competency-1, Competency-2, Responsibility-1, Experience-1,
Education-1, certificate-1 …. And so on.
Real time analytical data4
Q 1

HRFPM Report 18
3- Each employee’s job needs to be broken down into tasks that need to be part of its related
process.
4- Analytical data will then represent the performance of each employee through the assessment
of his/her duties which represent their contribution in the organizational performance.
5- When this assessment is analyzed; this means that every duty related attributes will be analyzed
automatically and their performance will be assessed in real time. So, if a certain duty is under
performing, this means that related attributes are underperforming based on the weight
percentage they have in relevance to that duty.
This linkage between real time data and employees’ job descriptions will help everyone in the
organization to understand easily what is going on and will help strategy people to link such analysis to
the strategy management since it’s their role to link employees’ duties and performed tasks to
organizational operational and strategic goals.
Moreover, this real time linkage will help to identify:
1. How each employee is performing against every task!
2. How each employee is performing against every process!
3. How each employee is performing in a certain day!
4. How each employee is performing against a certain challenge!
5. How each employee is performing against a certain skill/competency!
6. How each employee is performing against a certain educational level!
7. How each employee is performing against a certain experience!
8. How each employee is performing against years of experience inside the organization!
9. And so on!!!
10. Of course training needs will then be easily identified and even internal training sessions by
highly performing employees can be run and accordingly cut costs on external training.
Figure 12: HRFPM tasks’ weight assignment against every
process
Figure 11: HRFPM Job Attributes weight assignment against every
task/process

HRFPM Report 19
Figure 13: HRFPM Employees Vs Tasks vs Processes Allocation
Figure 14: HRFPM Assessment breakdown per job attributes (Part 1)
Figure 15: HRFPM Assessment breakdown per job attributes -attribute 1-5 (Part 2)
Figure 16: HRFPM Assessment breakdown job attributes -attribute 6-10 (Part 3)
Figure 17: HRFPM Assessment breakdown job attributes -attribute 11-15 (Part 4)

HRFPM Report 20
Objective # 5
Sixth return to the organization would be the mean that can help HR department to match their job
description documents with each employee performed work at the organization and not just to use
them when signing the contract and keep them in drawers afterwards.
This will be a great aid for HR department to ensure that job descriptions are well managed and that
each employee entirely understand his/her job description and as a result his/her contribution to the
department and the organization they work at.
This means that HR department and the department where which the employee works will be able to
match each required skill with each of the tasks the employee perform at the organization. This would
be accompanied with the weight given for each skill in alignment with the task needed to be performed
in order to ensure that this task is efficiently and effectively performed.
Having all of this in mind, HR department can easily link employees’ development and growth to
organizational balances score card and ensure that such development and growth work is effectively
linked to other organizational perspectives like the internal processes, customer satisfaction and of
course organizational financial measures and profit.
More insight will be provided in the next Objective.
Job description and practical
performance matcher5
Figure 18: Employees Contribution Performance measurements in monthly bases against performance baseline

HRFPM Report 21
Objective # 6
Fifth return to the organization would be the ability to visually track and manage the human
contribution towards the success of the organization through employee’s contribution measurement
towards every strategic goal on which the organization focus in order to deliver their overall strategy,
increase their profits, satisfy/thrive to exceed satisfaction of all stakeholders.
This means that through the HRFPM the organization can tell how much is the contribution of
employees towards the execution of each strategic goal, when would each of the overall contribution
occur, through which process, through which value chain and in collaboration with which other
employees, supervisors, managers, customers, suppliers, partners or any other stakeholders.
What we need in our current time is an easy to use system in order to facilitate the linkage between the
different cause and effect linkages we have in our organizations in order to understand the contribution
of every employee in organizational success and to effectively track it and manage it for the best for all.
Refer to the following hierarchy which the HRFPM does provide in order to track the contribution of
employees in the organization, manage their performance in current job position and manage their
readiness to be promoted to the next job position level.
Visual tracking & management for
employee’s organizational
contribution
Q 1
Figure 19: HRFPM Top Level Strategy Assignment Page
6

HRFPM Report 22
Figure 20: HRFPM 2nd Top Level Strategy Assignment Page (Value Chains Allocation)
Figure 21: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chains # 1 Allocation)

HRFPM Report 23
Figure 22: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chain # 2 Allocation)

HRFPM Report 24
Figure 25: HRFPM 4th Top Level Strategy Assignment Page (Employees overall Contribution Assessment)

HRFPM Report 25
Figure 26: HRFPM 4th Top Level Strategy Assignment Page (Employees Promotion Assessment)
Figure 27: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per strategic goal)
Figure 28: HRFPM 4th Top Level Strategy
Assignment Page (Employees Contribution
Assessment per strategic goal #1.1)
Assessment per value chain #3)
Assessment per value chain #1)

HRFPM Report 26
Objective # 7
Seventh return to the organization would be the ROI (Return on Investment) needed from the HR
department to justify any penny they pay to develop employees.
The HRFPM helps organizations to link every payment they make for human developments to the
execution of strategic goals, not just logically but with a data driven approach that can provide:
1. How much in return the organization can save money if a certain development program is
implemented!
2. How much would quality increase!
3. How much time would be saved!
This means that through implementing the HRFPM system the organization can track contribution’s
performance of each employee and how these measurements will change if any development
program/any other program is implemented in this organization.
This real time tracking will be great to understand how Human Contribution to the organization every
time something happens, or a change is made, or even anything occurs in the external environment (ex.
Rainy week, world cup championship … etc.).
What is ROI?
ROI stands for Return On Investment, which means that if a certain amount of money will be spent in a
specific work in the organization, we would expect a certain amount of money to return on the
organization.
In the case of HR management, measuring the ROI would be difficult since they focus on developing
skills and competencies which are intangible and are difficult to be financially measured, for this reason
the HR department and the HR manager face a lot of difficulties when proposing a certain development
program or a specific system that can help improve employees or even the HR work since they are
considered as a department that spends money with no tangible return unlike any other department.
However, organizations which implement strategic management systems that can help link the different
work done in the organization with the strategic goals like the balance score cards do appreciate that
employees development does bring back profit when linked properly with other work done in the
different departments.
ROI Vs HRFPM?
Above explanation made for the ROI and the linkage between the ROI and the HR management in
organizations does spot the light on one of the main HRFPM system features since it provides
organizations which adopt it to measure every contribution every employee makes against money spent
Training and Human
Development Programs’ ROI7
Q 1
Q 2

HRFPM Report 27
and money earned in addition of course to measuring contribution against quality improvements and
time needed to perform any work.
Moreover, it does measure employees contribution against customers satisfaction and customers’
expectations which does result of course directly and indirectly to profit or when negative contribution
is made would result to decrease in profit, decrease in loyalty and eventually loss of customers.
This is done after each assessment is made by every assessor related to every process in the
organization and as we indicated process efficiency and process effectiveness to be two different
assessors with allocated weights, this means that performed work due to every task and process is not
just measured but also used as an assessor to assess the task and the process in addition to all other
assessors so if a certain task was efficiently assessed with 80%; this means that the expected results of
the task were 80% accomplished (example: accomplishing 80% of the work order per hour instead of
100%) and if the same task was effectively assessed by 50%; this means that it needed 20% more time
to accomplish expected result and needed 20% more cost –car gas- and 10% more quality work –re-
work- in order to finalize this task).
These two assessments (80% & 50% will feed back into the HRFPM in order to assess the task and as a
result will assess the duty that this task feed to and every related skill and competency (with their
allocated weights).
So what?
Now we can provide a certain training course to develop the skill/competency that is affecting this task
to be negatively assessed and so affecting the process and the overall contribution of this employee
after we have measure the negative effect it caused (in terms of cost, time and quality) so having the
needed baseline in order to measure against it after the employee takes the training course, improves
his/her negative effect on skill/competency and therefore we can now measure how much cost will be
reduced when performing the same task and how much quality will be improved and how much time
will be reduced.
Example:
20 Minutes extra were needed to execute a certain task.
$2s extra were needed to execute a certain task (taking into consideration that $10 are the expected
cost to perform that task).
$100 is the cost of the training course needed to be taken in order to improve employee’s performance
in skill X and therefore execute it effectively.
Number of times this employee is needed to perform this task per year is approximately 300 times as
per the number of customers the organization is having now and who would ask for services that
required performing this task.
Q 3

HRFPM Report 28
Simply, this means that per year this employee will produce the following:
1. $600s waste per year.
2. 100 hours waste per year (12.5 days if he/she works 8 hours per day).
However, if the training course was taken by this employee, the following will be saved:
1. All waste in money and time (time results to money in terms of employee’s hourly rate).
2. $3 will be saved from the task cost since the employee will learn new ways to perform it which
will save some of the resources which were used before to execute it.
3. 10 minutes will be saved from the 60 minutes allocated for this task since the employee would
learn new techniques which can help him/her to be faster with no faults and re-work.
IN TOTAL:
1. Waste/year= $600 per year + $1000 (100 hours * $10 Hourly rate) = $1600 per year.
2. Cost/year = $100 (training course) + $160 (two days off from work to attend the training course
(16 hours * $10 = $160) = $260.
3. Savings/year = $900 ($3 saving per task * 300 tasks per year) + $500 (10 minutes saving * 300
tasks per year * $0.1667 minutes rate) = $1400.
4. We can also include the saved waste as saving which will result in the following:
a. Spending $260 would save the company $3000 per year

HRFPM Report 29
Objective # 8
Eighth return to the organization would be the ability to use the HRFPM system to manage the
promotion standards the organization has and what can affect these promotion to occur, predicted and
even earned/not-earned.
How is that possible?
Using the HRFPM, organizations can track the development in any duty the employee is performing and
of course every skill and competency they use to execute this duty.
This means that tracking the performance of employees’ duties would result in understanding when do
employees over perform and underperform, and whether this over performance and underperformance
is trending over a short period of time or a long period of time.
Moreover, they can also track such trending between threshold points in order to spot extreme
performance whether extreme negative or extreme positive performances.
Why do we need all of this?
We need such tracking in our organizations in order to reward employees during the time they well
performed or over performed and not make them wait till end of year to get what they deserve. Doing
this will strengthen such over performing trends and ensure their continuity as they are being
recognized immediately.
Moreover, if the over performing exceeded the upper thresholds and moved towards the positive
extreme points then why we need to wait till end of year to promote an employee who is ready to join
the next job position level since they proofed that their performance lies within the higher job level for
some time and can handle higher job level criteria and thresholds.
Such great mechanism is possible by providing a baseline for every job position in addition to upper
threshold level and lower threshold level (which can be decided by the organization but SMARTLY).
In addition, organizations can chose an Upper+ threshold level in order to track employees performance
between the old upper threshold level (in this case lower threshold level) and the new Upper+ threshold
level when considering the promotion to the next job position level (since in this case the new Lower
threshold level, the new Upper+ threshold level and the new baseline are the indicators for the higher –
next- job position level).
When thinking of such a mechanism, it sounds easy, and it is indeed simple and easy keeping into
consideration that all such thresholds and baselines are indicated and agreed on from the beginning
(before using the HRFPM).
Active/Proactive promotions &
rewards management system8
Q 1
Q 2
Q 3

HRFPM Report 30
Figure 31: HRFPM Job Position Upper & Lower Threshold Levels (Part 1)
Figure 34: HRFPM Job Position Graphical illustration during one of the performed processes

HRFPM Report 31
Figure 35: Graphical Illustration for Current Job Position and Next (Higher) Job Position Indicators against employees’
assessments
Current Job Position
As it can be seen in the figure to the left, Employee one was
assessed after his contribution in the different processes,
value chains towards all strategic goals he contributes for.
Employee 1 Assessment measure is 2.11% which is the same as
the assessment baseline for his/her current position.
Employee 1 is in the safe region sense he is far from the
Assessment Baseline Minimum Threshold.
Employee 1 got a status of an arrow showing a negative trend
since the current HRFPM was developed to show the positive
trend arrow when employee’s assessment is at least 0.01%
above the assessment baseline.
Assessment Baseline Minimum Threshold (A.B.Mi.T.) =
A.B. – A.B*15.17%
Assessment Baseline Minimum Threshold (A.B.Mi.T.) =
A.B. – A.B*15.17%
Assessment Baseline Maximum Threshold (A.B.Ma.T.) =
A.B. + A.B*15.17%
Next/Higher Job Position
As it can be seen in the figure to the left, next/higher job
position baseline and thresholds were identified as follow:
New Assessment baseline (N.A.B.) =
A.B. + A.B.*(15.17 %+( [33.33%-15.17%]/2])
New Assessment Baseline min. Threshold (N.A.B.Mi.T.) =
Old Assessment Baseline max. Threshold (A.B.Ma.T.)
New Assessment Baseline max. Threshold (N.A.B.Ma.T.) =
A.B. + A.B.*(33.33%)
Employee 1 got a status of a white circle which indicates that
the employee is still not within this range of indicators.

HRFPM Report 32
Objective # 9
Ninth return to the organization would be the transparency this system can provide in terms providing
all interested people with real time measures for what is happening.
This would also include employees by providing them with an access to systems’ measures in order for
them to understand how their contribution is being measured, what assessment results they are getting,
which of the stakeholders are satisfied and which are not and so on.
Having this implemented and open for related people will be a developing mean towards empowering
employees to become more accountable for their existence at the organization and as a result for the
sustainability of good results the organization has currently and in the future.
Will this lead into any manipulation in the assessment?
Implementing the HRFPM will eliminate any manipulation that can happen when assessing employees’
performance and contribution to the organization; this is because in addition to that every assessment
made is a combination of many sub assessments provided by all related stakeholders, organizations can
also spot assessments that are trended differently than all other assessments made by other assessors
in order to record it as inappropriate or to reduce the weight of this assessor when requesting future
assessments from them.
Transparent and direct to the
point system9
Q 1
Example: Weights provided to Assessor #1 “Process Owner” can be made Zero in the
future or reduced to a minimum weight if his/her assessments were ILLOGICAL or
UNEXPLAINABLE
Figure 36: HRFPM Assessors Weights Adjustment Page

HRFPM Report 33
Objective # 10
Tenth return to the organization would be the (predictive analytics feature it can has; based on the
database and processing the organization can provide in order to save all recorded data).
Why is that useful?
When we talk about predictive analytics we aim towards knowing the future before it occurs and act
upon what may happen to minimize any negativity that may occur.
Through the HRFPM, organizations can collect huge amount of data whether in terms of assessments
made by the different assessors, or contribution assessment measures calculated for employees or even
number of times each employee’s contribution performance exceeded the upper threshold level or
declined below the lower threshold level.
Recording all these data will provide rich resources for any predictive analytics algorithms to understand
the behavior of employees contribution over the whole period of time (in which data was recorded) or
in specific period of time (days or months or even seasons).
When such predictive algorithm works, it can provide sort of conditional monitoring measures for the
future of each employee’s contribution, while proceeding in recording the real contribution
performance measure in order to measure the difference between what was predicted and the real
measure in order to refine its algorithmic prediction and make future predictions more and more
accurate.
The continuous re-calibration is not used only to make future predictions more accurate but also
because future measures do change since we are dealing with humans who do get older and their
maturity increases in addition to their behavioral and feeling levels which do affect their performance
and of course their daily lives.
WE ARE TALKING HERE ABOUT ARTIFICIAL INTELLIGENCE FOR HUMAN RESOURCES PERFORMANCE
MANAGEMENT AND CONDITIONAL MONITORING for HUMANS AND NOT JUST MACHINES.
What is still missing?
Nothing is missing, but more data would be useful.
Why is that?
To help the algorithm know us more and ensure that the algorithm do spot all conditions in which our
performance do vary, increase, decline or remain constant.
situational/behavioral analysis10
Q 2
Q 3
Q 4
Q 1

HRFPM Report 34
What kind of data can still be added?
The HRFPM can be developed as a mobile app in order to facilitate the assessment process by the
different stakeholders and would help employees to track their contribution assessment whenever and
wherever they want.
So, why not to maximize the benefits of this application by feeding it with data and information that can
help its algorithmic brain to know us more? This would include updating the app with your personal
experience and your current status of happiness ( I am feeling sad,  I am feeling happy):
1. Every time you use the application.
2. Whenever you visit a friend.
3. When you attended a party.
4. When you played with snow.
5. When you stayed at home because it was raining outside.
6. When you left home with no breakfast.
7. When you had a baby.
8. When you take the train.
9. When you drive to work.
10. When you walk to work.
11. When you read a novel.
12. When you have a quarterly meeting with your manager.
13. When you get your salary.
14. When you spend your salary.
15. And more and more and more…….
When employees feed the application with these data; they will help the algorithm to correlate these
conditions with their contribution performance measures in order to help it understand why each set of
measures reached a certain level and to predict accurately how employees performance would be in the
future during the different periods of times or conditions, examples:
1- When employee’s birthday is approaching.
2- When an employee is expecting a baby in the next month.
3- When an employee has to take the train because his car will stay in the garage for 2 weeks.
4- When an employee is expecting a meeting in the next week with his manager.
5- When an employee attends late parties.
6- And more and more and more…….
This collaboration between employees and the HRFPM brain is considered the same as the IoT
mechanism (Internet of Things) where different sensors talk to each other since when employees feed
the HRFPM brain with information and data it’s like as if their internal sensors are talking to the HRFPM
brain sensors and exchange data.
Q 5

HRFPM Report 35
When we say exchange of data we do literally mean that the HRFPM brain talks back to our internal
sensors, how? It’s when we indicate a status feeling of sadness due to maybe not being able to buy a
certain pants or not being able to attend new year’s party for not affording to buy a concert ticket, this
is when the HRFPM will provide through its rewards and promotional system these rewards back for us
once we achieve a certain performance level or when we maintain a certain performance level
throughout a period of time (maybe a project period or a campaign period).
Exchange of data will also include when the HRFPM brain pushes notifications for us to warn us that
certain tasks are not being performed well for some time (which is negatively affecting the overall
contribution) or that certain stakeholders are not very satisfied, or that the employee is not being
creative and innovative enough through performed tasks and so on, while providing advices for
employees in order to perform better -these advices will refer to past performance measures which
were correlated to certain personal experiences-.
For example, if an employee’s creativity and innovation indicator is negatively trending, the HRFPM
would advise the employee -based on previously recorded conditions- to do some volunteering work on
weekends or to walk to the train station and take a train to work for a week or two instead of riding the
car since doing so has proofed before that it does help the employee to refresh his mind, smile more
and bring more ideas into the workplace.

HRFPM Report 36
Objective # 11
Eleventh return to the organization would be the ability to integrate the HRFPM with other systems in
order to enrich the human resources management experience.
What could other systems be?
Many systems can be integrated with the HRFPM and even synchronized with it in order to link the
different data with each other and achieve more and more results.
Systems can be –but not limited to- :
1. Business Process Management System/application (BPM) (to link employees contribution
performance measures with processes management measures in terms of efficiency,
effectiveness, load of work, types of performed work and difficulty of performed work).
2. Weather system/application (to link employees contribution performance measures with daily
weather conditions and their way to work/off to home weather conditions).
3. Reading management system/application (to link employees’ contribution performance
measures with their progress in reading and type of read books).
4. Salary expenditure system/application (to link employees’ contribution performance measures
with their salary expenditure rates on weekly bases).
5. Retail shopping centers system/application (to link employees’ contribution performance
measures with retail shopping centers’ promotions, advertisements, discounts and new
arrivals).
6. Gas prices system/application (to link employees contribution performance measures with daily
gas prices and employees’ car models and gas consumption).
7. And more and more and more….
How did that feel with all this integration?
I believe it felt strange since we never thought that our daily lives would be taken into considerations
when analyzing employees’ performance (especially our lives outside work).
Yes, this is possible and this is why top management buy in is important since we need their
encouragement for all employees to provide as much data and information as possible and to ensure
that the roll out of an organizational HRFPM is done with a collaborative relationships between HRFPM
team, all employees, all management levels and the different stakeholders.
No, it’s not only a top down approach since the top management can’t feed the HRFPM with employees
data and neither only a bottom up approach since employees cant only use the HRFPM while not
expecting encouragement and support and rewards from organizational management.
Yes, it’s a combinations of both where the 2 approaches intersect at the point where maximum
contribution is delivered to the organization and all its stakeholders.
Easy to integrate and synchronize
with other related systems11
Q 1
Q 2

HRFPM Report 37
Objective # 12
Organizations have values and employees have values as well. One of the best cases is to match both
together in order to build the best organizational environment where everyone feels comfortable.
Such alignment can be done when we hire an employee but what then?
The HRFPM can provide benchmarking results for different employees together so when inputting the
data for each employee in the HRFPM, we can also input each employee’s values. This will lead to
comparing employees sharing same values with others sharing other set of values, where comparison
will be mainly based on contribution performance. So what?
This will help the organization to understand how employees’ contribution performance would vary
based on different management techniques and different managers’ personalities having to deal with
employees of different values. Having this in mind, HR department will be able to allocate employees in
different teams and with different leaders based on the best values Vs contribution performance
alignment measures.
Of course, many benefits could be resulted from such an alignment and comparisons in terms of future
hire references and benchmarks, more psychological analysis in terms of comparing certain personal
conditions with contribution performance, comparisons between different weather conditions and
employees’ contribution performance and more and more and more…
Psychological analysis and
value matching system12
Q 1

HRFPM Report 38
Objective # 13
The HRFPM does fully intersect with the different excellence models and support their different
excellence criteria towards an excellent culture and experience within organizations along with the main
aim of excellence “exceeding stakeholders’ expectations” acting as a driver for its system and
assessment mechanism. Below you can find the alignment between the HRFPM and the EFQM
excellence model.
HRFPM provides a fair
performance management,
training management
and employee’s
relationship builder
HRFPM strength the
Collaboration between
partners and suppliers
towards a better business
for all
HRFPM supports the
need for better
business process
management,
efficiency and
effectiveness
measurement and
clear roles Vs tasks
identification
HRFPM drives
organizational
initiatives to structure
value chains needed
to deliver products
and services while
lining these value
chains to employees’
contribution
HRFPM provides many
results, trends and
cause/effect
relationships needed to
feed this criteria
HRFPM strengthen the
relation between internal
KPIs and customers
perception and results
towards a more
profitable business
HRFPM can support this
criteria when employees
fee back with their
society experiences and
how it make them feel
HRFPM if managed
properly can feed
this criteria with a
lot of results for
how much money
was saved , what
was earned, how
the business
financial indicators
were affected over
time against
stakeholders
satisfaction and
employees loyalty
and contribution
levels
HRFPM strengthen
the relationship
between leadership
and employees
through transparent
performance
management
system
HRFPM acts as a
driver towards
lighting the path
towards
accomplishing the
vision of the
organization
exceed expectations driver13
HRFPM drives all linkage
tools to link human
resources with
organization strategies
towards effective
execution
Figure 37: EFQM Vs HRFPM Inter-relation

HRFPM Report 39
Objective # 14
It’s numbered as the last objective but definitely it’s considered as the main objective of the HRFPM.
Why is that?
This is because implementing the HRFPM in any organization will develop employees to become leaders
for their organization’s success and managers for their own contribution performance along with
skills/competencies development.
entrepreneur’s developer14
Q 1
Fair assessment
system
360 degree
assessment
system
Visual tracking &
management for
employee’s
organizational
contribution
Training and human
development programs
ROI
Transparent and
direct to the point
system
Easy to integrate and
synchronize with other
related systems
exceed expectations
driver
User friendly
system
Real time analytical
data Job description and
practical performance
Matcher
Active/Proactive
promotions & rewards
management system
situational/behavioral
analysis
Psychological analysis
and value matching
system
entrepreneur’s
developer
Innovation
Innovation
Innovation
Innovation
Innovation
Entrepreneurship
Entrepreneurship
Entrepreneurship
Entrepreneurship
Innovation
Innovation
Innovation
Entrepreneurship
Innovation

HRFPM Report 40
HRFPM KPI Hierarchy
We will start with the normal hierarchy which some organizations do adopt in order to organize the
different KPIs in one structure that can build up towards a long term measurement plan.
This diagram shows that KPIs can be many for a certain department (Department X), based on their
work and what they accomplish throughout the year. However, this doesn’t stop here, but it develops to
provide each of these KPIs with a weight to indicate the importance of each of these KPIs in terms of
prioritizing what is being done and what is being measured in order to ensure right amount of efforts
are well allocated.
After that, we can notice the Time Hierarchy of organizing these KPIs. It starts with a monthly
organization where each month is given a certain weight based on the contribution; all work done
throughout each month does reflect on the overall yearly work.
Same was repeated, but this time on yearly bases taking into consideration that this department is
either part of a multiple year’s projects or has a multi-year vision to accomplish.
Figure 38: KPIs Hierarchy used in Organizations

HRFPM Report 41
On the other hand, we will talk about the HRFPM KPIs Hierarchy which intersects with the previous one
at the point where tasks are collected together in order to fulfill a process which will then be collected
along with other processes to fulfill a value chain which will also be collected along with other value
chains to fulfill a strategic goal. Eventually, strategic goals will fulfill organizational strategy over a period
of time.
The 2 structures below describe this parallel alignment between employees’ contribution towards
organizational success and processes’ contribution towards organizational strategic fulfillment.
Figure 39: HRFPM Employee X Organizational Contribution KPIs Hierarchy

HRFPM Report 42
Figure 40: HRFPM Organization X Strategy Fulfillment KPIs Hierarchy

HRFPM Report 43
IoP – Internet of Planet
Scalable HRFPM
When we talk about HRFPM scalability we can refer to the following:
Minor Silos Scalability
This is where different departments adopt and implement the HRFPM while other departments in the
same organization don’t implement it either because of culture, budget or any other issues.
Minor Scalability
This is where all departments in the same organization adopt and implement the HRFPM so allowing the
whole organization and its vision to benefit from the different characteristics and advantages it benefit
from, so allowing a boundary-less HRFPM execution.
Major Silos Scalability
This is where different organizations adopt and implement the HRFPM with no connectivity between
them.
Major Scalability
This is where different organizations adopt and implement the HRFPM while allowing a connectivity
between them to share data and information in order to build up a platform of data that best describe
employees contribution towards the different organizations they work in and the developments
employees have in their skills over time, reasons for these skills developments and how they reflect on
their daily performance.
For this to work out, we will refer to LinkedIn where we assume that organizational data (non-
confidential/coded) will be shared with them in reference to each employee who will be a LinkedIn
member.
Doing so will help us create a global platform where employees can show their professional
development over time and of course compare themselves with others in order to understand who is
most similar to them in order to benefit from their experiences and continuous growth and

HRFPM Report 44
development while at the same time understanding the baseline and average performance
requirements to move from one employment category to another.
The diagram below shows how multiple HFPRM were collected together with a bigger platform where
which LinkedIn was the host for all visual and daily developments statistics and graphical illustrations.
Reasons for choosing LinkedIn are many but mainly because it provides a professional social media
network while allowing members to develop their knowledge, skills and experiences whether through
the different posts they publish or read, comments they write or receive, endorsements they provide or
receive, recommendations they provide or receive, online training they can receive from Lynda (one of
LinkedIn products) and so on.
Figure 41: IoP (Internet of Planet) HRFPM Vs LinkedIn Alignment Platform

HRFPM Report 45
HRFPM Vs LinkedIn Alignment Pillars
The following diagram indicates the overall model of the HRFPM and illustrated how it’s built up from
the foundational level to the top of the pyramid level.
LinkedIn Pillars:
 Pillar 1: Achievements
 Sub Pillar 1.1: Test Results.
 Pillar 2: Entrepreneurship
 Sub Pillar 2.1: Comments, Activities, Posts.
 Pillar 3: Collaboration
 Sub Pillar 3.1: Recommendation.
 Pillar 4: Leadership.
 Sub Pillar 4.1: Endorsements.
Pillars/Roof connection Layer:
 Pillar 1 / Roof: Fairness.
 Pillar 2 / Roof: Consistency.
 Pillar 3 / Roof: Transparency.
 Pillar 4 / Roof: Intelligence.
HRFPM vs LinkedIn Foundation  Organizational Asset: Employees
HRFPM Pillars:
 Pillar 1: Performance.
 Pillar 2: Creativity and Innovation.
 Pillar 3: Satisfaction.
 Pillar 4: Exceed Expectations.
Foundation/Pillars Connection Layer:
 Found. / Pillar 3: Assessors.
LinkedIn Platform Input:
Input 1: Certificates. Input 2: Projects. Input 3: Courses.
Input 4: Experience. Input 5: Education. Input 6: Patents.
Input 7: Posts. Input 8: Volunteering. Input 9: Activity.

HRFPM Report 46
Figure 42: LinkedIn Employees Contribution Performance measurements in monthly bases against performance baseline
Figure 43: HRFPM Employees Contribution Performance measurements in monthly bases against performance baseline

HRFPM Report 47
Above chart combines both LinkedIn Data and HRFPM Data together in order to generate an overall
performance measures average in order to compare employees performance with so helping them to
find the best quality of hire and of course feed the LinkedIn recruiter with great and useful data that can
describe employees in the past, in the present and of course predict their future performance based on
all indicators the platform does have and based on which the platform was fed of data in the past.
This is a huge movement from an IoT (Internet of Things) and IoC (Internet of Cities) and IoE (Internet of
Everything) and IoE (Internet of Employability) towards the IoP (Internet of Planet).
Figure 44: HRFPM Vs LinkedIn Employees Contribution Performance measurements in monthly bases against performance baseline

HRFPM Report 49
HRFPM References
1. Malek Ghazo, Service management: managing services in the telecom industry in relation to
market logic, customer involvement, partner selection and supplier selection. The deposit
number at Jordan National Library (2015/6/3004).
2. DDEM, Data Driven Excellence Manager, An excellence driven framework that will lead your
managerial experience with data and power it by innovation and creativity, By Malek
Mohammed Odeh Ghazo, on July 2015. The deposit number at Jordan National Library
(2015/7/3232).
3. Excellence in Customer Service Award. An Overall detailed framework that helps to organize the
work of organizations adopting it in terms of categorizing processes and performed activities
into phases and stages which support excellence in customer service project execution starting
from the initiation phase/identifying needs and requirements where it ends with the
feedbacks/lessons learned and implementing required improvements, By Malek Mohammed
Odeh Ghazo, on August 2015. The deposit number at Jordan National Library (2015/8/4159).
4. Educational Excellence Framework (EEF), by Malek Mohammed Odeh Ghazo, on Dev 2015. The
deposit number at Jordan National Library (2015/12/5761).
5. Quality Management, Introduction to Total Quality Management for Production, Processing,
and services by David L. Goetsch & Stanley B. Davis. 5th Edition.
6. www.linkedin.com
7. www.efqm.org
8. Xiang Zhang and Rongqiu Chen, Examining the mechanisem of the value co-creation with
customers, Int. J. Production Economics, 116 (2008).
9. Stephen L. Vargo, Paul P. Maglio and Melissa Archpru Akaka, On value and value co-creation: A
service systems and service logic perspective, Europian Management Journal, 26 (2008) 145.7
10. 4 inspiring gamification examples to enhance your customer experience, by Neosperience Team,
The Digital Customer Experience Blog, on Nov 17 2014.
11. 7 phases of Reinvention, By Reena Sexena, Nov 21 2015.
12. Why the ROI of Hiring is more important than the cost, by Lou Adler, on Dec 16 2015.
13. Why you need to get mobile friendly with your hiring process, by Hireology, on Dec 11 2015.
14. Investing in artificial Intelligence, by Nathat Benaich, on Dec 27 2015.

HRFPM Report 50
15. Psychological impact of metrics, The Journal for Quality and Participation, by Duke Okes, on
January 2013.
16. Embrace Complexity please! Insights on the road to performance excellence (Oct/2011) Harry
Hertz, Director Baldrige Performance Excellence Program, on Dec 2011.
17. A fresh look at hiring: 2016 Forecast, by Hireology, 2015.
18. 2015 nonprofit talent trends, insights for nonprofits on what talent wants in the United States
and Canada, LinkedIn Talent Solutions, 2015.
19. Talent Shortage Survey, Manpower Group, 10th Annual Talent Shortage Survey, by Jones
Prising, 2015.
20. The 10 essential reasons why hiring the right people matters, by Hireology, 2015.
21. 10 ways to overcome passive candidate concerns and objectives, by Lou Adler, on December 10
2015.
22. 10 Myths to be aware of when hiring a team, by Geoffrey James, on November 12 2015.
23. 7 factors that absolutely predict great hiring decisions, by Lou Adler, on Oct 23 2015.
24. 5 ways to identify the characteristics of a Good Employee, by James Patrick Kahler, on
November 11 2015.
25. 5 Tips for hiring the best customer service Reps, By Jenny Jedeikin, on December 14 2015.
26. 5 keys to hiring the best candidate, not the one your brain wants to trick you into picking, The
Muse Contributor, by Lily Zhang, on October 12 2015.
27. 5 keys to building a great professional development program at your company, by Paul Petrone,
on November 4 2015.
28. 4 key recruiting trends to watch in 2016, by Stephanie Bevegni, on October 14 2015.
29. 3 reasons millennials are getting fired, by J.T. O’Donnell, on August 4 2015.
30. The 7 reasons why 360 degree feedback program fail, by Eric Jackson, on August 17 2015.
31. The new competency model for passive candidate recruiting, your checklist for becoming a
passive candidate recruiting expert, by Lou Adler, on November 17 2015.
32. When it comes to referral bonuses, this company proves that experiences > cash, by Paul
Petrone, on October 20 2015.
33. The Value of Soft Skills to the UK Economy, a report prepared on behalf of McDONALD’s UK, by
development economics, on January 2015.

HRFPM Report 51
34. To hire better people define the job before you define the person, by Lou Adler, on June 8 2014.
35. Jib Description 101, Hireology, 2015.
36. Hiring your medal winning team, the ultimate guide to selection, by Hireology, 2015.
37. Playing the talent management game, by Dan Ring, New writer, TechTarget, 2015
38. LinkedIn’s Head of HR on the One Thing Millennial Workers Care about the Most, By Paul
Petrone, on November 17 2015.
39. LinkedIn’s CEO Jeff Weiner shares the 4 A’s that make a great recruiter, by Lydia Abbot, on
October 23 2014.
40. 12 Tips to build a stunning talent pipeline, by LinkedIn Talent Solutions.
41. Introducing the next generation of recruiters and LinkedIn referrals, by Eduardo Vivas, on
October 14 2015.
42. How do you assess a job applicant with limited experience? By James Patrick Kahler, on
November 12 2015.
43. Global recruiting trends 2015, relationships at the core, LinkedIn Talent Solutions.
44. 2015 talent trends, insights for the modern recruiter on what telent wants around the world, by
LinkedIn talent Solutions.
45. 3 ways to increase employees’ retention, Fresh ideas that keep your top talent from leaving, by
LinkedIn talent Solutions.
46. Data reveals how candidates want to be recruited, by Alyssa Sittig, on May 19 2015.
47. Inside the mind of a millennial job seeker, attracting, interviewing and hiring Gen Y Talent, By
Hireology.
48. Obituary: The Death of Transactional Recruiting, By Lou Adler, on November 11 2015.
49. The Savvy Recruiter’s Career Guide, you transform candidate careers-now transform your own,
by LinkedIn Talent Solutions.
50. Recruiting globally: The Cultural Differences you need to know, by Paul Petrone, on December
11 2015.
51. 2015 Global Recruiting Trends, win the war of talent by staying ahead of these industry
challenges, 4th
annual report, by LinkedIn Talent Solutions.
52. Replace your jobs “apply now” button with a warm-up act, by Lou Adler, on October 8 2015.

HRFPM Report 52
53. Talent leaders agree: this one metric is the biggest challenge facing recruiters today, by Paul
Petrone, on November 9 2015.
54. 2015 talent trends, insights for the modern recruiter on what talent wants in the United Arab
Emirates, by LinkedIn Talent Solutions.
55. What technology will look like in 5 years, by Diomedes Kastanis.
56. How to measure the performance of Smart Cities, by Maria Lazarte, on Octo 2015.
57. A guide to prototyping new ideas, by NESTA.
58. Rethinking smart cities from the ground up, by Tom Saunders and Peter Baeck, on June 2015.
59. Smart Cities Market, by Markets and Markets.
60. ROTTERDAM’S SMART CITY PLANNER: USING LOCAL AND GLOBAL DATA TO DRIVE
PERFORMANCE, NICO TILLIE AND ROLAND VAN DER HEIJDEN, C ITY OF ROTTERDAM, March
2015.
61. The smartest cities methodology, by Boyd Cohen.
62. Smart Cities, smart cities design – smart data – driven evaluation frameworks, the Open
University.
63. Citizen driven innovation, a guide book for city mayors and public administrators, the World
Bank, European network of living labs, by Jarmo Eskelinen, Ana García Robles, Ilari Lindy, Jesse
Marsh, Arturo Muente-Kunigami.
64. The open book for social innovation, by Robin Murray, Julie Caulier-Grice, Geoff Mulgan.
65. Supporting sustainable development with open data, by the Open Data Institute, 2015.
66. Smart Cities, online training course by the Open University and Future Learn.
67. The internet of things: making the most of the second digital revolution, a report by the UK
government chief Scientific Advisor, Government office for Science.
68. IoE: The road map of challenges, by Craig Bachmann, Open digital ecosystem & IOT, on
November 25 2015.
69. The internet of things is far bigger than anyone realizes, by
70. The internet of things, by Michael Chul, Markus Loffler and Roger Roberts.
71. Internet of things, online training course by Kings College London and Future Learn.

HRFPM Report 53
HRFPM Author
Personal Information
Eng. Malek Mohammed Odeh Ghazo
MSc, BSc, EFQM Assessor, Trainer, Researcher
Excellence Specialist, Customer Service Specialist
LinkedIn: malek.ghazo
Email: malek.ghazo@hotmail.com
“Society layers are no longer divided into rich/moderate/poor layers but into
Entrepreneurs/Followers/steady still layers where leadership is providing through its current boost
around the world the fuel needed for the linkage between these 3 layers and drive the pulling efforts of
the rich layer (entrepreneurships) to the poor layer (steady still) to join them in the first layer of the new
worldwide society layers.”
Malek Ghazo

HRFPM Report 54
Education
1991-2004 9 O-Levels (IGCSE), 4 A-levels (GCE) - Distinction
College De La Salle-Frere, Amman, Jordan
2004-2009 BSc in Electrical and Communication Engineering – Good
University of Jordan, Amman, Jordan
2009-2010 MSc in Engineering and Management - Distinction
University of Exeter, Exeter, UK
Professional Experience
Jun 2010 - Jan 2011 Student Advisor – Disability Resource Center
University of Exeter -Exeter, United Kingdom
Sep 2010 – Jan 2011 Customer Service Advisor
EDF Energy - Exeter, UK
Feb 2011 – Apr 2012 Project Manager (R&D) – UK Government Funded Project
Xyratex Technology - Portsmouth, UK
Feb 2011 – Apr 2012 Research Associate – UK Government Funded Project
University of Portsmouth - Portsmouth, UK
Sep 2011 – Apr 2012 Consultant Engineer - Organizational Business Development
Xyratex Technology - Portsmouth, UK
Dec 2012 – Apr 2013 Consultant Engineer - Strategic Procurement Manager
Intermediate Petrochemicals Industries - Amman, Jordan
Apr 2013 – Dec 2013 Consultant Engineer – Departmental Coordinator
O&M Project - DAR AL HANDASAH – Riyadh, Saudi Arabia

HRFPM Report 55
Feb 2014 – Aug 2014 Project Manager - Training and Studies Supervisor
Trainer/Coach (KPI, BSC, Benchmarking, Excellence Criteria, RADAR)
King Abdullah II Center for Excellence – Amman, Jordan
Sep 2014 – May 2015 Program Manager - Head of Excellence Unit
Trainer/Coach (KPI, BSC, Benchmarking, Excellence Criteria, RADAR)
King Abdullah II Center for Excellence – Amman, Jordan
Jun 2014 – Present EFQM Certified Assessor
EFQM – Worldwide
May 2015 – Present Freelancer: Trainer, Excellence Specialist, Customer Service Specialist,
TQM Leader and Researcher
Worldwide
Achievements
2014 – 2015 Excellence Awards Leader
Excellence Award’s criteria/Questionnaires development (Short Term &
Long Term)
2nd Cycle Excellence in Public Service Award Project Manager
3rd Cycle Excellence in Public Service Award Project Manager
2014 Development of an Excellence Aid Initiatives Framework agreed on by
Jordan’s Prime Ministry
Committee member for transferring 85 governmental organizations’
KAA assessment reports to 5 overall initiatives to be implemented in
Jordan’s Governmental Sector, Amman, Jordan
2014 Trainer for Excellence Criteria, RADAR Assessment tool, KPI, BSC,
Benchmarking
400 Governmental Sector Trainees, King Abdullah II Center for
Excellence, Jordan

HRFPM Report 56
2014 – 2015 Research Project Leader
2 BSc Final Year Projects – King Abdullah II Center for Excellence
Hashemite University, Amman, Jordan
2011 – 2012 Patents in the domain of Machines Conditional Monitoring
FOUR Patents in the Filing Process, Xyratex, UK
2011 - 2012 Nominated for KTP Business Leader Award, UK
Nominated among 8 employees by line manager
2011 - 2012 Research Project Leader
BSc Final Year Project – Xyratex/University of Portsmouth, Portsmouth,
UK
2015 Service Management: Managing services in the telecom industry
Publications - Deposit Number in Jordan National Library 2015/6/3004
2015 Data Driven Excellence Manager: An excellence driven framework (Full
Book in English & Arabic) Publications - Deposit Number in Jordan
National Library 2015/7/3232 & 2015/8/4030 respectively.
2015 Excellence in Customer Service Award: Award Framework & Criteria
(Award in English & Arabic) Publications - Deposit Number in Jordan
2015 Excellence in School Projects and Initiatives (Award in Arabic & English)
Publications - Deposit Number in Jordan National Library 2015/7/3406
& 2015/12/5760
2015 DDEM Training Program Syllabus – Full detailed training overview
(Syllabus in English & Arabic) Publications - Deposit Number in Jordan
2015 EEF Educational Excellence Framework (In English) Publications -
Deposit Number in Jordan National Library 2015/12/5761.

HRFPM Report 57
 Managed a 218K GBP project in collaboration with the UK government (TSB), Xyratex
Technology and the University of Portsmouth.
 Initiated 4 patents in the field of machines conditional monitoring, data storage predictive
failures and data centers management.
 Lead a change management process in a multinational company where a new process was
introduced to better deliver effective products, ensure effective relationship between the
different departments and support the continuous improvements, innovation and creativity
inside each of the participated employees.
 Lead the procurement department in a large scale petrochemical company and managed $0.5
million procurements within a strategic management framework.
 Lead the synchronization between the electrical department in 8 million square meters project
(Princess Noura Binat Abdul Rahman University for woman) with an overall framework for asset
management, performance management and partners/suppliers relationship.
 Trained 400 Jordan Public sector employees in a 6 months period, who have implemented
techniques and provided very positive feedback for training material, exercises provided, case
studies implements and coaching afterwards.
 Initiated an overall and comprehensive change management framework structure to put King
Abdullah II Center for Excellence on the track of excellence towards continuous improvement,
catalyze their employees innovation and creativity, involve customers in their excellence
journey, improve their suppliers/partners relationship towards effective co-creation of value,
efficient stakeholders satisfaction and an overall customer centric strategy (internally and
Externally).
 Developed an overall excellence in customer service framework and created long term
excellence award criteria for the excellence in customer service in the Jordanian public sector
based on my past studies, thesis, and experiences.
 Currently, I am in the process to patent a framework structure for the alignment between
Business Process management and HRM/HRD towards an Innovative and Automatic framework
where employees are the centric focus and their creativity and innovation are one of the main
assets any business would have in order to sustain its presence, delivered services and products,
market shares and satisfied customers.

HRFPM Report 59
HRFPM Appendix

Company X
Strategic
Goals
Customers
MainStrategicTheme(ContainerforallCompanyX
StrategicThemes)
Customer Centric Strategy
A zero defect workplace An Automated workplace
Innovation Adoption
Is the Key
MainStrategicTheme(ContainerforallCompanyX
StrategicThemes)

We Need to Identify all kind of
waste
Each process should be
identified in terms of its waste
generation
Each department has its
own processes and
procedures
All departments should be aligned
and work in synch to run the whole
center in the most efficient and
effective way
This should aim towards developing our
employees way of thinking and educate
them on a continuous bases
SUSTAINABILITY
Processes’
Process Mapping
Service and Products
Process Mapping
Our Employees are
one of our main
assets

Department 1 Department 2
HRIT
Finance
Company X

HRIT
Finance
Company X
Main Processes
Sub Processes
Procedures
Department
Goals
Forms
Main Processes
Sub Processes
Procedures
Department
Goals
Forms
Main Processes
Sub Processes
Procedures
Department
Goals
Forms
Main Processes
Sub Processes
Procedures
Department
Goals
Forms
Main Processes
Sub Processes
Procedures
Department
Goals
Forms

HRIT
Finance
Company X
PRODUCTSSERVICES
PRODUCTSSERVICES
PRODUCTSSERVICES
PRODUCTSSERVICES
PRODUCTS
SERVICES
PRODUCTS
SERVICES

Department Goals
Department
Company X
MainProcesses
SubProcesses
Procedures
Forms
Task Responsible Employee
Task reported to
Time required to perform task
Set by Employee
Time required to perform task
Set by Manager
Cost required to perform task
Set by Employee
Cost required to perform task
Set by Manager
Quality required to perform
task
Set by Employee
Quality required to perform
task
Set by ManagerQuality types
Cost Types
Cost
QualityTime
Efficiency KPIs need to be
identified per each process

Department Goals
Department
Company X
MainProcesses
SubProcesses
Procedures
Forms
AllTasksDetails
Targets for each
Sub-Process
Measurement Frequency for each
Sub-Process
Targets for each
Main-Process
Measurement Frequency for each
Main-Process
Data collection mean for each
Sub-Process
Data collection mean for each
Main-Process

KPI
#
1
Weight 1
KPI
#
2
Weight 2
KPI
#
3
Weight 3
KPI
#
4
Weight 4
KPI
#
5
Weight 5
KPI
#
6
Weight 6
KPI
#
7
Weight 7
Monthly KPI Performance
Measurement
Monthly
KPI
January
Weight 1
Monthly
KPI
February
Weight 2
Monthly
KPI
March
Weight 3
Monthly
KPI
April
Weight 4
Monthly
KPI
May
Weight 5
Monthly
KPI
June
Weight 6
Monthly
KPI
July
Weight 7
Monthly
KPI
August
Weight 8
Monthly
KPI
September
Weight 9
Monthly
KPI
October
Weight 10
Monthly
KPI
November
Weight 11
Monthly
KPI
December
Weight 12
Yearly KPI Performance
Measurement
Year KPI
#
1
Weight 1
Year KPI
#
2
Weight 2
Year KPI
#
3
Weight 3
Year KPI
#
4
Weight 4
Year KPI
#
5
Weight 5
5 Years KPI Performance
Measurement
Department X
Usage 1:
Employee
s
Performa
nce
measure
ment
(monthly,
yearly)
(5 years
successio
n
planning)
Usage 2:
Departme
nts,
Projects,
Programs,
Portfolio
tasks
Performa
nce
measure
ment
(,
monthly,
yearly,
5years)

Process 1
Process 2
Process 3
Process 4
Process 5
Process 6
Process 7
Process 8
Process 9
Process 10
Process 13
Process 12
Process 11
Process 14
Process 15
Process 16
Process 17
Process 18
Process 19
Process 20
Process 21
Process 22
Service X
Product Y
Department 1
Department 5
Department 2
Department 1
Department 1
Department 2
Department 1
Department 4
Department 5
Department 3
Department 1
Department 3
Department 2
Department 3
Department 4
Department 1
Department 2
Department 3
Department 2
Department 3
Department 1
Department 4

Sub Process 1
Sub Process 2
Sub Process 3
Sub Process 4
Sub Process 5
Service X
Product Y
Department 1
Department 3
Department 1
Department 3
Department 2
Task 1
Task 2
Task 3
Task 4
Task 5
Task 1
Task 2
Task 3
Task 4
Task 5
Task 1
Task 2
Task 3
Task 4
Task 5
Task 1
Task 2
Task 3
Task 4
Task 5
Task 1
Task 2
Task 3
Task 4
Task 5

Company X
Budget
Department
3 Budget
Financial statement
Monthly Cash Flow
Auditing
Costs
Auditing
Costs
Employees
Costs
Department
4 Budget
Department
2 Budget
Department
1 Budget
Department
5 Budget
Expenditure
Income
Should be either;
Balanced or,
Excess in Income
EXPECTED
ACTUAL
EXPECTED
ACTUAL

Supports work alignment between the different departments towards a
more collaborative workforce and a sustainable workplace and self
dependent workplace
Company X
Financial Statement
Department 3
Financial
Statement
Department 4
Financial
Statement
Department 2
Financial
Statement
Department 1
Financial
Statement
Department 5
Financial
Statement
Financial Accounting

Financial Accounting
Costs Breakdown to match as per each project
Project 1 Project 6Project 5Project 2
Project 4Project 3 Project
11
Project 9
Project 8Project 7
Project
10
ServicesProducts
Our Accounting system already supports this synchronization
But
Requires a re-structuring
PROJECTMANAGEMENT Initiation -
Preperation
Planning
Implementation
Monitoring
and
Assessment
Continuous
improvment
Project
12
Program 1 Program 2 Program 3

Main
Processes
Procedures
Sub
Processes
Efficiency
Effecteviness
Position Level
Duties
Main Purpose
Responsibility
Direct
Reporting
Skills
Tools
Competencies
Clients
Decision making
Problem Solving
Reports Preperation
Knowledge
Relationships
Work Experience
Formal Education
Skills
Certefication
ServicesProducts
Strategic
Goals
Performance Management System
Innovation
Creativity

Every task we accomplish at Company X should be considered as
an ICEBERG, with either of the following options:
Benefits Constraints
Shown Hidden Shown Hidden

We need to Log every thing and make it accessible for everyone to benefit from...
MAIN GOAL, to have it in our culture that we:
Admit our
strengths and
share them
Admit our
mistakes and
share them
Admit our
areas for
improvement
and share them
To achieve this goal we need to better structure these information to help drive our goal of having an
automated Company X which can run it self on its own**
** On its own à refers to a zero defect workplace

Company X Employees Training Development
New projects and tasks
to be accomplished
Aiming to be done
internally
Ability to take new tasks
and perform certain jobs
more efficiently and
effectively
Skills and competencies
Increase efficiency and
effectiveness for current
tasks and processes
Each employee to
have his/her own
SWOT analysis
Return on Investment
Each employee to
have his/her own
PESTL analysis
Creativity Innovation
These 3 requirements should
be accomplished and
measured prior to any
employee training approval
Performance
apraisal
Performance
Assessment
Employees
Goals
Department
goals
Company X
Strategic
Goals
Customers
Assessment
Stakeholders
assessment
Risk analysis

Performance Management Vs Financial Accounting Management
Tasks Breakdown to match as per each project
Every JoD we pay should be linked with a return on investment in reference to;
Process Mappings à Operational Goals à Strategic Goals
ServicesProducts
But
Preperation
Planning
Implementation
Monitoring
and
Assessment
Continuous
improvment
11
Project 9
Project 8Project 7
Project
10
Project
12

Performance Management Vs Financial Accounting Management
This will help remove the constraints, since it will help point the fingers towards;
What to reduce -in terms of expenditures-
What to increase -in terms of income (training, consultation, sponsorships, lectures, etc ..-
ServicesProducts
But
Preperation
Planning
Implementation
Monitoring
and
Assessment
Continuous
improvment
11
Project 9
Project 8Project 7
Project
10
Project
12
Every task to be done at Company X to be associated with a project

Products Services
Performance Management Vs Financial Accounting
Management
Company X Employees Training Development
New projects and tasks to
be accomplished
Aiming to be done
internally
Ability to take new tasks
and perform certain jobs
more efficiently and
effectively
Skills and competencies
Increase efficiency and
effectiveness for current
tasks and processes
Return on Investment
AN Interactive Financial Statement
PROJECTMANAGEMENT
Initiation -
Preperation
Planning
Implementation
Monitoring
and
Assessment
Continuous
improvment
11
Project 9
Project 8Project 7
Project
10
Project
12

Company X
Mystery
Shopper
Customer
Satisfaction
Employee
Satisfaction
MarketingSalesPromotions
Training
Sessions
Awareness
Sessions
All of the above should be part of each program’s criteria
This is because
Each reflects an important part and represent a foundation for continuous improvement and development
Each of our employees to be an Excellence ambassador
And
Supports Company X vision and become a catalyst for more competitiveness and profits
With an aim for
Event
Management
… etc

Aimingtowards
Our Employees are
valuable assets
AimingtowardsWe end each year with a question:
Are you ready to leave us or not yet ?
Yes, but I want to stay
to help accomplish
the center’s vision
Yes, but I may come
back J
Yes, as I am an
excess at the
Company
No, I still have a lot to
learn and do at the
Company
Aimingtowards
Our processes will focus on having a
healthy and transparent workplace
TALENT DEFFERENTIATION – Each Employee is an Entrepreneur

Social Responsibility
1 day away
from work
2 days away
from work
3 days away
from work
4 days away
from work
5 days away
from work
Single social responsibility activity done alone or with a group
Should be proofed and measured and its reflection to be monitored
continuously
Double social responsibility activity (same topic or different topics) done
alone or with a group
continuously
Triple social responsibility activity (same topic or different topics) done
alone or with a group
continuously
Social responsibility Project done alone or with a group
continuously
Social responsibility Project done alone or with a group
continuously
Company X Main
Strategic Theme
and Strategic
Goals
Company X Main
Strategic Theme
and Strategic
Goals
Company X Main
Strategic Theme
and Strategic
Goals
Company X Main
Strategic Theme
and Strategic
Goals
Company X Main
Strategic Theme
and Strategic
Goals
VALUECHAIN
VALUECHAIN
A project template to be created and distributed PLANT Company X Values in our Employees

IDEAS Generation for every single issue related to Company X
EXAMPLE
Near Department 1
staff
Near Department 2
staff
Near Department 3
staff
Near Department 4
staff
Near Department 5
staff
1- We will be Educating our Staff...
2- We will be educating our Customers…
3- We will be educating our visitors…
4- We will be educating our guests…
5- We will be educating our Support Services employees…
We will be contributing towards a better country
Environment Protection
Recycling – Reusing
We will need to measure each of the previous 5 categories…
We will need to measure reflection each of the previous 5
categories on outside world
We will need to measure return on investment and use it
productively...
1
2
5
43
Continuous
monitoring
and
measurment
Spread the
knowledge of
sustainability
Add advices around them and
associate them with real numbers
form Company X experience
Makes everyone proud of what
they are doing in helping the
country and the world

LABOUR DAY
1/5/20XX
We need
to focus
on two
areas
Help support staff
dreams to develop in
their career
Help support the
succession planning
and career plans
Yearly bases to be implemented by Company X General Manager
Quarterly bases to be implemented by Company X Managers
One employee at a time to be Company
X General Manager on the next working
day after LABOR DAY off day
One employee at a time to be Company X
Manager / per each department on the first
working day of Jan,Apr,Jul,Oct

Human resources fair performance management hrfpm io-p_rev. 1.6

Human resources fair performance management hrfpm io-p_rev. 1.6

Recommended

Recommended

More Related Content

What's hot

What's hot (8)

Similar to Human resources fair performance management hrfpm io-p_rev. 1.6

Similar to Human resources fair performance management hrfpm io-p_rev. 1.6 (20)

Recently uploaded

Recently uploaded (17)

Human resources fair performance management hrfpm io-p_rev. 1.6