Performetrix monthly january


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Performetrix monthly january

  1. 1. Performetrix Enhancing the net worth of Human Capital A Human Engineering Outlook - Coaching, Training and Performance Management Monthly Newsletter issue # 1 January 2011CEREBRAL DIMENSIONS AND FORMATIONSCONSULTINGPh: 044 – 64500652Editor: Dr. Mathew John issue # 1 January 2011 © Cerebral Dimensions and Formations 2010
  2. 2. Performetrix monthly Enhancing the net worth of Human Capital Irrational to rational side of HR Data: Use for practitioners and advisors – This article is provided by Lizzy Heather, Consultant with Cerebral Dimensions and Formations Organization data is omnipresent and within our grasp yet organizational HR truths are still elusive. Practice is crucial, yet falling back on the critical data can sometimes give new meanings which HR functional heads can use for its enhanced business results. Why is data not been used appropriately in many HR departments? In all probability it is used but the true meanings are not taken for action. Finding ‘meaning’ in the data set requires sifting through droves of extraneous information for business insights. It also means distilling and sediment raw information into a ‘Story’ about the employee collective, ‘our employees customer touch point’ story, related business levers and the business challenges – all with the view to enhance the HR strategy for business excellence. One of the best indicators of data not been sifted is the use by many companies into the trap of adopting best practice, without even knowing the employees present context and the ‘work world’ hidden under the carpet. The need of the hour for many a companies in the Human Capital arena is a “translation layer” to ground business and HR in fact based decision making with erudition. The translation layer is provided by consultants, but the quintessential aspects are the following: 1. What does the company HR wants to know apart from what they know? 2. What kind of data is to be maintained? 3. Execute data management– means create and maintain those data 4. Analyst needs to make connections across the insights of HR team to fully understand problems and opportunities within a broad full-context picture. Connect the unconnected which is otherwise elusive because of the human biases arising out of the regional or cultural biases or even the education and life system. Why Performance analytics - The wise HR heads and CEO’s are hungry for fact based solution to their business and Human Capital decisions. A short description of cases for the irrational side are: Case 1: A company in the eastern part of the country undertook an employee satisfaction survey, using an agency. The results were that the employee were highly satisfied with their employment, yet the problem persisted, which was the customer commitment. What was identified is that the Employee engagement is what is to be measured, but the HR did their best in conducting satisfaction survey in the name of ‘Engagement survey’ which actually it wasn’t. Satisfaction measures and engagement measures are quite different though components of each may be embedded in the other. Caution: many agency do not know the difference, they go along with some questionnaires but the validity of the questionnaire is pivotal. It is better that professionals of good standing be sought for working on these intangibles measurements. Case 2: A company in Chennai uses recruitment agencies or consultants more often to recruit. Yet at the end of the performance year not all the new recruits seem to be productive, now- where the issue lies and what are the issues to be resolved? Many factors do impediment in getting a clear view, hence what is the ROI of the whole selection process? Question to these unstated issues are like: “was the recruitment worth”, “is the recruitment process to be corrected”, or “is it that we paid for CV peddling and not professional selection”. Answers to this kind of issues could be identified for corrective actions with HR analytics. ‘Not everything that counts can be counted and not everything that can be counted counts.’ - Albert Einstein issue # 1 January 2011
  3. 3. Performetrix monthly Enhancing the net worth of Human Capital Audit your ‘Permanent White waters’ Capacity -Contributed by Sunil Verghese, an expert in People Change and Head of Human Capital analytics Amid the teeming complexity of contemporary life, adding to those is the management and leadership training. Continuous Interestingly Consultants and trainers work also on culture for enhancing leadership and environment of turmoil management skill- but to surprise some of those in the training fraternity fail to understand and change is coined the “Permanent White that it is ‘not also culture’, an organizations leadership development and resulting productivity waters” of modern life is ‘all about culture’. Clear and subtle calls are on for, for greater attention to leadership in by Vaill.R management development initiatives, it is far less clear how management education industry, functions of Training and development can best respond to such calls. The models of ‘Transactional’ and or ‘Charismatic’ changes in the behavioral aspects of managers tend to conceptualize behavioral training in ways that neglect the complexity of organizational setting, and the human psyche. The corporate learning initiatives needs to develop managerial transformational leaders who seek to raise the consciousness of colleagues by appealing to higher ideals and moral values such as liberty, justice, equality, peace. The process of leadership training and facilitation needs to submit to it resulting in motivation of the manager’s followers to perform beyond expectation by intellectually stimulating and inspiring to transcend their own self interest for a higher collective purpose, and not just inform about the tactical approach to managing people. As consultants involved in management coaching and mentoring, we happen to interview couple of Trainer’s. Question: How you bring about this above mentioned change? Answer: ‘Hey we are just leadership facilitators and I do not think we can get into this and even so, we think it is tough water to swim through as trainer’ Question: You are paid for bringing about relative change! Answer- The most unfortunate reply – ‘People at the other end of our work as well do not intend or know, hence this stance’. The Behavioral change training fraternity needs to understand this and act ethically or the HR functions of the company needs to emphasize and lay down the quality standards of learning, as behavioral training is by no way ‘informing’ process but a ‘reforming’ process. Reformation seeds cannot be sown until experiential approach is adopted. Experiential approach does not come with some training material bought from some western world or some franchised training material adopted with some games and videos. The facilitator needs to be deeply rooted in behavioral science with relevant qualification and come across not just a brand seller, but be a people mover, perfecting the Art and Science on their protégé . The need of the hour is managers need to be coached, mentored and trained to be great managerial leaders who can ignite passion and inspire their colleagues with the best in them. When an analysis on some of the persons who have personified these traits the general feel among the fraternity is that ‘it is the persons leadership strategy’ or ‘vision’, but the reality is more issue # 1 January 2011
  4. 4. Performetrix monthly Enhancing the net worth of Human Capital primal. Leadership development works through building emotional intelligence. A greater emphasis here is that ‘not to deal with emotions and make people feel good at the training by the trainer’ ( which also is dealing with emotions) but helping people learn to work with emotions, the latter is prominently missing. A real swimming through the ‘permanent white water’ can happen if leadership development intervention not be limited to mere training, but supported with ‘self’ realization journey with support of professional behavioral coach or mentors or trainers. This approach needs to have certain metrics to be defined and used for identifying the change path. The result would be amazing allowing the managers to be ‘personal scientist’ as stated by Rogers who was the man behind the science of Humanistic psychology. Some perspectives of Behavioral training is emphasized, as there is a lot of deception in the name of soft skill in the market. Now to look into the details, the HR Head / Training manager would do good if he / she is aware and classifies the Learning development in these perspectives: 1. Basic behavioral health training: Not to be construed as ‘very basic’, as semantics here leads to. It does good if the employees or managers basic behavioral health is attuned to the positive functional behavioral requirements for the role. It shall allow the person to work on ‘what ought to be’, rather than attempting an ROI on the basic health. Following metaphor shall explain this: by consuming food and keeping the nutrients and vitamins in body in balance doesn’t mean a person is all set out to run a marathon. No, not at all! 2. Skills Training: The ‘how to!’ trainings like: the How to write e-mails, Corporate etiquettes, How to motivate yourself, How to communicate effectively, 10 steps to strategic planning, steps for managing people and so on. 3. Behavioral therapy: How to change, to what extent the constructs to be addressed for affecting the change. Bringing about a real and significant change in a person in certain dimensions of behavior that may be of great help for the person and the organization he / she are in. 4. Perspective building: A knowledge sharing workshop on the emerging areas of management or the meta analysis of the interfering or related body of knowledge.. 5. Management skill: A system–control approach, which is using the management models, as defined in the popular literature (and not scientific literature). Very subjective, because it is redundant in the context of the mental models of the person given the culture he / she is immersed. Most of the trainers belong to this league. Hence unhealthy learning takes place at ‘Self Level’. 6. Leadership skill: Most of the leadership skills program uses ‘A system– control approach’, which would be using the leadership models as defined in the literature which is popularly used around the world. It is fine, but does not give results. 7. Leadership development: A holistic approach from the now to the then next level, helping a manager to look and decide the transformation in his frame of reference, using the ‘process-relational framework’. Reasons attributed to are that more individuals are being invited to find their own way to harness their potential to contribute ( We refer here to the MBTI ). In responding to this invitation more people are discovering their own innovative pathways forward. So there is a lot more leadership going on!, questioning the way leadership is taught. This is in no way something new, but as old as the origins of behavior science, forgotten in today’s HR Some of the recommendations for the HR fraternity are: Audit your training and learning consultant or trainer if they are use SOL methodology appropriately to help managers decide their learning patterns, helping those participants to become a ‘Personal Scientist’. Money spent on this approach can provide a meaningful method for ROI. issue # 1 January 2011
  5. 5. Performetrix monthly Enhancing the net worth of Human Capital Human Capital measurements, Performance Consulting and People Development offerings of CDF Consulting Group • EBBOL© Study- Employee Engagement and Work Passion study • Employee Satisfaction Study Survey Organization and HR • Employee Opinion Study Survey measurements • Innoware© Organization Innovation Study survey Consulting • 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 • Use statistical tools and techniques to define the enablers of the business and its impact • People performance Policy guidelines creation • Performance Appraisal Systems • Performance appraisal training • Post appraisal evaluation review for strategy correction • MBTI / MPTI Assessments and Career planning • Personal Effectiveness assessment • Breakthrough Sales Profiler© – Sales skill assessment • Transactional Style of managers • Assessments and Development center • Revelation Leadership© – A 360 degree Leadership survey • De-Mystifying Leadership© • CoMen© - Coaching and Mentoring skill building Lab Human Engineering and • Beyond Coping© - Stress management and alleviation Lab Competence Labs • Mandarin Select© - How to avoid recruiting mistakes with advanced selection exclusively with analytics for managers involved in professional selection Cerebral Dimensions • How to change to be an effective manager© - A TA based change Lab for building and preparing managers for impactful change. • Sexual Harassment alleviation – A behavioral intervention supporting the implementation of the company policy alignment and impact • Breakthrough Selling© - A sales management skill workshop • Power Bricks© - A power negotiation strategy skill lab • Performance appraisal skill • On Becoming© – A personal effectiveness lab for making your people effective as individuals issue # 1 January 2011