Performetrix monthly february

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Performetrix monthly february

  1. 1. Performetrix Enhancing the net worth of Human Capital A Human Engineering Outlook - Coaching, Training and HR Measurements Monthly Newsletter issue # 2 February 2011Cerebral Dimensions and FormationsConsultingPh: 044 – 64500652Editor: Mathew JohnContact us at: cdfconsulting@ymail.com issue # 2 February 2011 © Cerebral Dimensions and Formations 2011
  2. 2. Performetrix monthly Enhancing the net worth of Human Capital HR Dashboard not a Crashing Board – A performance management perspective Most company HR use certain metrics built dashboards containing Key performance indicators to manage the people function. The critical question that arise is Were the leaders able to monitor the HR function management during the reporting period, rather than at the end, and request interventions and corrective actions? Well the answer from most of them who manage a ‘crashing board’ is obviously ‘of course’! The folly of the whole process is that whether the metrics are appropriate and does it highlight the corrective time. Many organizations use the dashboard as a management–by-exception tool. Instead of looking at the story the metrics tell, for taking relevant action, it gets limited to the silhouette of the dashboard with serenity of the numbers within, which in itself becomes a history to report and history by its very nature keeps repeating. HR executives speak of investment in people rather a nice word to use (though it is true) and many of them have spent their careers managing people management function; but not necessarily driving Human Capital for high performance. Not so far for the fault of HR, but the organizations with varied culture and its ability to see through different aspects miss out on the dimensions that HR needs to be allowed to work with rather than operate in a silo in a transactional form, resulting in maintaining the Crash board metrics rather than dashboard which means business; meaningfully using people. The other side of the coin is ‘People are complex, ‘ought to live with it’, if people perform, ‘they will’ else nothing could be done, after all its ‘luck and destiny’, is the mental vocabulary which is the loud silence of Human resources management function. This chronic situation deserves professional support for re-shaping itself for superior evolution, and it’s worth getting corrected. The end of the continuum is that most executives cannot show how their organization’s HR strategy relate to corporate strategy, and all of these executives have their own boxes of metrics. In turn, Professional executives who have turned to strategy mapping to resolve these issues learn that the metrics they currently monitor have both leading and lagging indicators. They learn the impact and relationship between those pertinent factors that drive the people collective for superior performance. For example, when companies monitor ‘employee engagement and work passion’ index, they can take corrective actions on those 11 aspects, which are the only workplace indictors for engagement and work passion. Are these metrics also being part of the dashboard? Are these and the other metrics also being studied along with the balance sheet? The action plan suggested is to use the predictive analytics to forecast employee ‘Status quo’ for corrective action with small investment in specific interventions. As professionals in companies start using the strategy maps and balance scorecards, such that the causal relationship between the metrics could be established over time and start using statistical methods to identify correlation between metrics to enhance the dashboards for business intelligence. The end result is better business governance for desired business results. issue # 2 February 2011
  3. 3. Performetrix monthly Enhancing the net worth of Human Capital What is the error if the probability of a new recruit being Productive is 99.9 % and the employee is unproductive - A recruitment perspective Suppose your HR recruiter comes to you and confirms that this recruit ‘A’ had one in a thousand chances of being a misfit in the role. Then, when you evaluate that it really had a one- in - a thousand probability of being a misfit. The error estimate is .001. Though the error is very small, sometimes with small probabilities, little error becomes big errors, if the position is a business critical position. What if the error of .001 could lead to amortized cost loss of say Rs. 25,000 paid to the consultant, then, as well should the wrong recruitment bring a loss of Rs. 25,000 plus business related damage attributable to the misfit ness. The right assessment is: The person ‘A’, will not be recruited unless the probability of ‘no fitment’ times the business loss is more than the probability of ‘right fit’ times the business loss or business damage from the role and the its multiplicity effect on other roles. Though many claim the use of competency based selection skill, are they really using competency based selection skill procedure? Do the recruiters as well calculate the ROI in the whole process as illustrated above? Errors in prediction loss are manifold apart from the narration above, as it could have cascading effect on the morale of the productive workforce around this person ‘A’, added to it if the person ‘A’ is recruited at a higher compensation to that of the present productive work force. HRD endeavors should be around these measures and prediction, may be it went wrong because of the prevailing uncertainty, but the science would better equip the function for business excellence. To know more about how to avoid recruiting mistakes and to learn measures of employee best fit prediction, request for the workshop on ‘Mandarin Select’© - A competency based selection skill workshop, as well gain knowledge in what process correction could be achieved for higher ROI. Contact us at cdfconsulting@ymail.com issue # 2 February 2011
  4. 4. Performetrix monthly Enhancing the net worth of Human Capital Consulting for sales effectiveness – HR for Sales Is there a cause and effect relationship that makes the sales effective? Yes, would be the answer among most of the sales managers and business leaders on the business aspect. However, organizations hardly manage this for Personnel development aspects. This research is all about the impact of Sales Manager and Sales force antecedents on sales organization / function. The antecedents of sales force is hardly a subject discussed around. A key finding from one of the early researches is that the salesperson contributes to sales unit effectiveness, but is not the only contributor. Unfortunately, in practice, this distinction sometimes is not recognized, resulting in unfair expectations when the person’s sales fall below targets, or when the sales person claims his achievements entirely to his credit. It is time that most assumptions organizations hold based on the mere past records would need to be critically examined. The findings of our research with the sales team of organizations reveal that there are five antecedents that lead to Sales effectiveness, two human factors related to (Sales manager behavior) that can be controlled by the organizations and three human factors that can be attributed to the Sales force. SALES UNIT EFFECTIVENESS SALES FORCE VELOCITY FACTOR Selling skill B F Organizational commitment SALES FORCE DIMENSIONS A E Customer Relationship Strategy C G Performance Behaviors D H Sales Territory Design management Control SALES MANAGERIAL DIMENSIONS In this development model discovery on how sales effectiveness operates in real life, certain dimensions are trainable variables. The training workshop “Breakthrough Selling©”, can help sales executives and sales managers identify their SWOT and develop on their selling skill. issue # 2 February 2011
  5. 5. Performetrix monthly Enhancing the net worth of Human Capital The findings shows that if company’s focus is on high levels of antecedents along with their Sales and marketing initiatives, the resultant being high sales effectiveness for the business unit. Companies using behavior-based sales management strategies, territory design and Sales force organizational commitment will find significant positive results in sales. Successful practitioners, no doubt, anticipate the relationships identified in the research – as obvious. More importantly, the findings provide confirmation of what successful managers do things intuitively. Interestingly, while Sales management control dose not impact all the four dimensions of effectiveness, it has definite antecedent role concerning profitability and satisfaction with the sales division’s effectiveness. Having grossly impacting the Sales effectiveness by the 4 antecedents, hence management control is clearly a key link to sales unit effectiveness. Because of this selection, training and career development of sales unit managers on these aspects is an important sales management priority. For more information on how to address your organizations sales development please contact the editor The editor thanks the following esteemed consultants who have contributed the above articles and having lead some of the research: 1. Prof. Seshadhri – Our Empanelled consultant and leading management teacher 2. Mr. Sunil Verghese - Our empanelled consultant who is a behavior scientist and leading OD consultant 3. Ms. Heather – CDF Consultant issue # 2 February 2011
  6. 6. Performetrix monthly Enhancing the net worth of Human Capital Strategic HR Consulting and Training offerings • EBBOL© Study- Employee engagement and work passion study • Employee Satisfaction Study Survey Organization and HR • Employee Opinion Study Survey Consulting • Innoware© Organization Innovation Study survey • Company management Style survey • HR practices effectiveness analysis • ROI study on recruitment process • ROI study on training interventions • Organization Efficacy Study Survey • Goal Setting and goal alignment • Strategy evaluation and indicators defining Performance Consulting • Evolving Performance criteria for jobs and positions • Defining ‘How to measure ?’ and ‘What to measure?’ • People performance Policy guidelines creation • Performance Appraisal Systems • Performance appraisal training • Post appraisal evaluation review for strategy correction • Specialized Behavioral Skills Training People Performance improvements • Assessments and Development center • Revelation Leadership – A 360 degree Leadership survey • De-Mystifying Leadership© • CoMen© - Coaching and Mentoring skill building Human Engineering and • Beyond Coping© - Stress management and alleviation workshop Competence Labs • Mandarin Select© - How to avoid recruiting mistakes with selection analytics for HR professional • How to change to be an effective manager© - A TA based change workshop • Sexual Harassment alleviation – A behavioral training on the company policy alignment and impact • Breakthrough Selling© - A sales management skill workshop • Power Bricks© - A power negotiation strategy skill workshop • Performance appraisal skill • On Becoming© – A personal effectiveness lab for making your people effective as Individuals issue # 2 February 2011

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