This document discusses effective measurement of human resources (HR) at Schering UK, a pharmaceutical company. It provides an overview of Schering, its corporate HR strategy focused on competent people and excellent leaders. It also outlines Schering's key performance drivers and examples of HR scorecard measures like sickness absence and employer brand. Process maps depict the HR resourcing and developing a high performing workforce. The document advocates for measuring HR's impact on business performance.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
Recruiting is harder than ever but if you have a company culture and a brand that is woven throughout your company then you can alleviate a lot of the frustration and cost. In addition to that it will help with retaining those top employees.
Employer Branding:
1- What Is It?
2- How To Develop An Employer Brand
3- Enhancing An Employer Brand
From the first point of contact until the hire the employer brand is being showcased to candidates. How is your employer brand being interpreted by the public?
Employer branding - the art of effectively communicating an organization's talent strategies - requires a unique approach with the evolution of social media. Click through to see how organizations have simply leveraged their assets as talent magnets to attract quality professionals on LinkedIn.
See the full Most InDemand Employers list: http://linkd.in/16NfLvj
Find the secrets to InDemand success on the LinkedIn Talent Blog: http://linkd.in/1ebmLY0
Follow the LinkedIn Talent Solutions page for all recruiting updates: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
Recruiting is harder than ever but if you have a company culture and a brand that is woven throughout your company then you can alleviate a lot of the frustration and cost. In addition to that it will help with retaining those top employees.
Employer Branding:
1- What Is It?
2- How To Develop An Employer Brand
3- Enhancing An Employer Brand
From the first point of contact until the hire the employer brand is being showcased to candidates. How is your employer brand being interpreted by the public?
Employer branding - the art of effectively communicating an organization's talent strategies - requires a unique approach with the evolution of social media. Click through to see how organizations have simply leveraged their assets as talent magnets to attract quality professionals on LinkedIn.
See the full Most InDemand Employers list: http://linkd.in/16NfLvj
Find the secrets to InDemand success on the LinkedIn Talent Blog: http://linkd.in/1ebmLY0
Follow the LinkedIn Talent Solutions page for all recruiting updates: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
How to create a compelling employer value proposition | Talent Connect 2016LinkedIn Talent Solutions
Lauren Larose, LinkedIn
Daniel Sanders, LinkedIn
A strong talent brand is no longer a nice to have, but a must have if you want to hire quality talent. In order to have a strong talent brand, you must first start with the foundation: a clear employer value proposition. Your employer value proposition is your unique set of offerings and values that distinguishes your company from the competition - it gives people a reason to work for you. This session will cover the basics of employer branding and how to leverage LinkedIn insights and research to craft a compelling employer value proposition.
Key highlights:
Have an understanding of the basics of Employer Branding.
Know the steps and inputs required to build/hone a compelling.
Employer Value Proposition Understand how to measure the ROI of your Employer Branding efforts.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
Lately, the term ‘employer branding’ has flooded corporate vernacular. Every respectable company seems to be incorporating an employer branding strategy. Leaders are figuring out ways to push it up on their priority list. The race to be ‘the best place to work’ is getting crowded each day. Here are some of the best practises companies ought to undertake to establish a strong employer brand and hence attract the best talent to their company.
How do you view your place of work? Companies are investing more in employee recruitment, retention and activation than ever before. Yet the challenges of attracting and optimizing top talent continue to be front of mind for the C-suite globally. In this session, we discuss all.
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
Human Resource Scorecard, HR Scorecard illustrates the most important actions performed by the human resource department including its achievements, productivity, etc. HR Scorecard can also be stated as a procedure by which the non-financial, as well as the financial targets or metrics, are assigned to the HRM related activities group which are needed to accomplish organizational strategic goals and monitor results.
For organization, HR Scorecard development is continuous process. It is crucial for the HR professionals to keep themselves ready and prepared in order to face changes within organization.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
How to create a compelling employer value proposition | Talent Connect 2016LinkedIn Talent Solutions
Lauren Larose, LinkedIn
Daniel Sanders, LinkedIn
A strong talent brand is no longer a nice to have, but a must have if you want to hire quality talent. In order to have a strong talent brand, you must first start with the foundation: a clear employer value proposition. Your employer value proposition is your unique set of offerings and values that distinguishes your company from the competition - it gives people a reason to work for you. This session will cover the basics of employer branding and how to leverage LinkedIn insights and research to craft a compelling employer value proposition.
Key highlights:
Have an understanding of the basics of Employer Branding.
Know the steps and inputs required to build/hone a compelling.
Employer Value Proposition Understand how to measure the ROI of your Employer Branding efforts.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
Lately, the term ‘employer branding’ has flooded corporate vernacular. Every respectable company seems to be incorporating an employer branding strategy. Leaders are figuring out ways to push it up on their priority list. The race to be ‘the best place to work’ is getting crowded each day. Here are some of the best practises companies ought to undertake to establish a strong employer brand and hence attract the best talent to their company.
How do you view your place of work? Companies are investing more in employee recruitment, retention and activation than ever before. Yet the challenges of attracting and optimizing top talent continue to be front of mind for the C-suite globally. In this session, we discuss all.
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
Human Resource Scorecard, HR Scorecard illustrates the most important actions performed by the human resource department including its achievements, productivity, etc. HR Scorecard can also be stated as a procedure by which the non-financial, as well as the financial targets or metrics, are assigned to the HRM related activities group which are needed to accomplish organizational strategic goals and monitor results.
For organization, HR Scorecard development is continuous process. It is crucial for the HR professionals to keep themselves ready and prepared in order to face changes within organization.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Contains a descriptive of the following capital structure theories:
1. Net Income Approach
2. Net Operating Income Approach
3. Miller Modigliani Hypothesis
4. Traditional Approach
HR / Talent Analytics orientation given as a guest lecture at Management Institute for Leadership and Excellence (MILE), Pune. This presentation covers aspects like:
1. Core concepts, terminologies & buzzwords
- Business Intelligence, Analytics
- Big Data, Cloud, SaaS
2. Analytics
- Types, Domains, Tools…
3. HR Analytics
- Why? What is measured?
- How? Predictive possibilities…
4. Case studies
5. HR Analytics org structure & delivery model
Consultant,Trainer,Speaker Keynote,Management Balanced scorecard, Performance coach Leadership, Talent management Learning and Development,HR CEO GM Director
Client case studies: Where will your company find top talent? Look to the cloudPwC
A large entertainment, media & communications company found that its five semi-autonomous divisions each had its own vastly different talent management needs and processes, and that was a problem when it came to identifying and retaining top talent across all the operating units. Although the enterprise technically owned the core HR solution for four of the divisions, the support model was handled at the division level and did not use a Shared Services model, leading to inefficiencies and redundant efforts. The company wanted to develop standardized processes, procedures, and technologies across the divisions to create a cross-divisional view of talent focusing on operational excellence and employee engagement.
VaLUENTiS Emp Eng Osney Media Conference pres110913 pres final dist copynjhceo01
Presentation of Employee Engagement in Organisations containing results from recent global survey and forthcoming VaLUENTiS report 'Employee Engagement in Organisations: State of the Notion' 2013
ISHCM Dean interview transcript online M. Sc. in Human Capital Management 200712njhceo01
Interview with the Dean, Nicholas J Higgins regarding the recently announced release of new online course programmes including the Master of Science in Human Capital Management and the introduction of the School’s innovative and revolutionary CMAS® (Continuous Management Assessment System) technology
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
3. Schering Group
Schering is a research-based pharmaceutical company
Revenues: € 4.83 billion (£ 3.35b); Profit: € 443 million (£ 298m)
More than 140 subsidiaries
More than 26,000 employees worldwide
Schering AG Group’s expertise is concentrated on four
Business Areas
3
4. Corporate HR Strategy
Employee Principles & Values: All people
and HR-related activities are guided by a
general concept describing Schering’s
expectations on cooperation and behavior.
Competent People Competent People: The strategically
- Strat. Workforce Planning necessary knowledge, skills and experience are
- Recruitment & identified, systematically developed, linked and
Development transferred throughout the entire organization.
Excellent Leaders: The expectations Schering
Excellent Leaders
has of its managers are defined and known.
- Corp.Leadership Model Managers and management talent throughout
- Corporate Management the Schering Group are identified and
Development System developed systematically to meet corporate
- Mobility Concept requirements.
Effective Organization Effective Organization: The organizational
- Corp.Organizational design supports cross-regional and cross-
Consultant Competence functional business processes.
- Aligned Key HR Systems
4
5. Until 2003: Shared Vision
IT’S WHERE Critical Success Factors Definition
WE WANT TO We will target high priority external and internal
BE customers to provide a better service and achieve
Customer Focus a higher profit
We will motivate and develop people to achieve
SHCL Aim - 2005 Achievement superior performance.
Through People
SHCL will be recognised
as a leading company in
its chosen market Time to We will strive to be better than competitors in the
segments (Female Successful speed and quality with which we plan, develop,
Healthcare, Diagnostics, Commercialisation
launch and commercialise new healthcare
Dermatology and treatments.
Therapeutics) and Information
achieve an average profit We will establish systems and processes to
Management
growth of 10% p.a. ensure that critical information is obtained and
shared across the business quickly and reliably.
Business
Growth We will consistently identify and pursue
opportunities for existing and new business and
for divestments such as through alliances and
licensing, in order to be recognised as a leader in
our chosen market
Former SHCL Values:
Achievement Stakeholders People Innovation Responsibility Enjoyment
5
6. Key performance drivers
These replace the CSFs in Shared Vision
and provide a new framework for objective
setting
– Delivering on customer needs & fulfilment
– Controlling our costs
– Extracting best value from launched products
– Developing the new business pipeline
– Managing support processes
– Building a performance culture
– Managing compliance
6
7. HR @ Schering HCL 2004
Launch of Corporate HR Strategy and review of local HR
Strategy
Launch of new approach to Performance Management,
encompassing measurement
Launch of a new HR system - Snowdrop
Development of a new Head Office Incentive Scheme
Development and implementation of a staff survey
Provision of training for the COGNOS reporting tool
Future development of the Careers section of the SHCL web
Contribution to the first all staff SHCL conference
Development of a ‘blended’ approach to learning
Provision of support for UK Radiopharma business
7
9. Schering Success Map
Key interdependencies identified by mapping
company-wide activities
47 performance “scorecard” measures
defined
7 areas of activity identified as the key
performance drivers for the business
People measures identified as a key indicator
of future business performance
9
10. Schering HR Resourcing Linear Process Map
[shorthand]
HR Resourcing
Company Process
Plan Jobs Filled
•Manpower and
T&D Succession plans
Reviews •Org & Job design
Recruitment Right People in
•Recruitment, time to
E-learning product fill Quality @ 3 M Right Job at
availability •Training & Training Right Time
Development Evaluation
Authority to
•Plan Execution Audit
recruit
•ITC delivery
•HR Budget People Competence
Quality of adherence Knowledge &
Job applicants •HR function efficiency Skill
•Satisfaction with HR
Process
(effectiveness)
10
11. Schering High Performance Workforce Linear
Process Map [shorthand]
High Performing
Workforce
Company Plan
Employee
T&D •Job design & perception of
Reviews Objectives package Employer
E-learning product •T & D Reviews Brand
availability •Objective setting Strength of
Authority to •Execution of T&D & Work Place High Performing
recruit OD plans
People
Quality of •Salary paid v Target
Int./Ext.
Job applicants •Benefits v Benchmark
Appointments
•Cost Effective
Objective Reward Package
Reviews (effectiveness)
11
12. HR Scorecard Top Layer Reporting
(10 Measures)
Employer Brand
Cost-effectiveness of People Resource
Training & OD Delivery Quality
Training & OD Effectiveness – Business Impact
Training & OD Effectiveness – Delivery
Employee Commitment & Focus
Sickness Absence
New Staff Turnover
Ratio of Internal:External Appointments
Labour Turnover
12
13. Measure: Sickness Absence
Measure Sickness absence (proxy)
5 Purpose Sickness absence rates can be
indicative of morale/motivation in
the organisation
Relates to High performing people
Target Lost time rate less than 3%.
Frequency less than 1.5
Formula % of time available lost because of
absence. Spells of absence per
employee.
Frequency Quarterly
Who measures? HR
Source of data Employee
Who acts on the data HR and line management
What do they do Investigate and manage
Notes & Comments
13
14. Measure: Employer Brand
Measure Employer Brand
2 Purpose Significant factor in recruitment and
retention of high performing people
Relates to Recruitment quality. Cost
effectiveness of People Resource.
Productivity
Target To be determined by initial survey
which will set baseline
Formula An index derived from the survey
questions
Frequency Internal survey annual, external
every two years
Who measures? HR
Source of data Survey
Who acts on the data Executive Board
What do they do Note trend. Action accordingly
Notes & Comments
14
15. Schering: Mapping Question-statements to HR
scorecard measures
T&OD effectiveness
T&OD effectiveness
Employee survey question-
New Staff turnover
Cost-effectiveness
Sickness absence
Labour turnover
Employer Brand
T&OD delivery
appointments
statements are mapped to HR
commitment
Employee
Int/Ext
quality
measurement dimensions.
DD
BI
Company management demonstrates clear leadership/acts as
F
positive role models
Schering has a reputation as a good place to work F
Overall, I think I am paid fairly compared with people in other
F
companies who hold similar jobs
Overall, I think I am paid fairly compared with other people in
F
my company who hold similar jobs
My company does a good job of providing opportunities for
personal development
F F
Schering provides excellent training F
My training helps me be more productive F
The training I receive is relevant to my job
I have access to the training I need to be productive in my
current position
I know the skills I need to be successful in my company F
My work gives me a sense of personal accomplishment
My personal values are similar to my company's values F F
The amount of work I am expected to do is reasonable
Schering is supportive of my attempts to get the right work/life
balance
I have received a good induction and support from my team
F
since joining Schering
I feel that joining Schering has been a good decision
I am confident that I will be promoted when I deserve it F
Schering does a good job of retaining highly qualified employees
My company makes it a priority to address staff retention F F
Schering does a good job of retaining highly qualified employees
15
16. HR measurement scores
Core plus
Core
Measurement dimension Core Qs Factor Qs factor
(2Q score)
(2Q + nF)
Employer brand Q3, Q6 Q7, Q13 676 666
Cost effectiveness of people’s
resource
Q2, Q8 Q13 579 5110
T&OD development delivery
quality
Q7, Q11 n/a 695 694
T&OD development effectiveness -
business impact
Q1, Q9 n/a 772 772
T&OD development effectiveness
– training and OD delivery
Q12, Q17 n/a 753 753
Q6, Q8, Q9,
Employee commitment Q4, Q18 Q10, Q11, Q12, 724 694
Q20
Sickness absence Q14, Q15 n/a 627 627
New staff turnover Q19, Q20 Q4 851 821
Internal/external appointments Q5, Q10 n/a 618 618
Labour turnover Q13, Q16 Q2, Q3, Q4, Q11 5610 618
Superscripted numerals refer to ranking position
16
17. Constructing The Index
Organisational
Development
environment
Line of sight
architecture
Reward
Work
Total mean scores 9.1 12.8 25.9 14.6 5.7
Number of questions 3 4 7 4 2
Weighting 1.33 1.0 0.57 1.0 2.0
Index scores 12.1 12.8 14.8 14.6 11.4
17
18. Survey Mapped Against Engagement
Framework
Mapping of survey scores to domains
Line-of Sight Work Environment
Business objectives awareness Cultural elements
Role ‘fit’ Leadership
12.8
Performance management
Scorecard Organisational 14.8
Communication
Expectations
Capability
Architecture Local management
Organisation design
12.1
Performance management
system
Rewards system Career progression
Base salary Decision rights Competencies
Work values
11.4
Bonus/incentives 14.6
Succession planning
Benefits Job/ Role architecture
Shares Training/ Learning
Recognition Coaching/ Mentoring
Reward Development
18
21. VB-HR™ Engagement Framework (cont)
Line of sight links the actions of an employee with
overall corporate objectives
Work environment reflects the employee’s day-to-
day influences/surroundings
Reward reflects the financial and non-financial
benefits that an employee can expect
Development indicates to an employee the extent
of an organisation’s support of future needs
Organisational architecture provides the over-
arching infrastructure around the organisation’s
intended (or otherwise) design
21
22. HR Strategic Objectives-Reporting
Transformation Process
An iterative process using
structured
workshop/sessions HCR Scorecard design
Maps/evaluates current HR
strategy activities as a
starter
Completes ‘As is’ draft
scorecard report with
evaluation
Determines the metrics
domain structure
Populates scorecard with ‘To
be’ metrics
Introduces Reporting
dimension template
Introduces 3I Methodology
– Issue
– Intervention
– Involvement
An Iterative process using
measurement validation
technology
‘Organic’ document that is
continually updated
22
23. So Many Metrics……….
Revenue/total FTEs, staff costs/
total costs, cost per hire,
acceptance per job offer ratio,
time to fill a job, employee average
tenure, percentage of internally filled jobs,
percentage of employees with development
plans, % payroll spent on training, appraisal
process satisfaction rating, ratio of salary to competitor
salary, days since last accident, number of internal to external
promotions, voluntary resignation rate…
23
24. HR Scorecard: Metrics Hierarchy
– Corporate based metrics Value-
reflecting value based based
measures HR
metrics
– Measures that are
focused on business
outcomes
HR Outcome
measures
– Typically efficiency type
Operational
measures
HR metrics
– Workforce data
HR Analytics
24
25. HCM Scorecard Layers
The ‘Schering 10’ at
UK divisional
level
Human Higher level
of reporting
Capital metric
Scorecard
Operating
Metrics
Report
Card
Human
Capital
Data
25
26. Reporting Layers
Each layer can be reported in either consolidated
and/or divisional format. Normally, as reporting
progresses through each higher level the number
of metrics reduces.
As an indicator of scale, at the HC scorecard level,
up to a dozen or so measurements would be
expected. The operating report card can contain
anything up to 20-30 metrics. The data report card
can contain over 100 metrics.
It is anticipated that may be up to 4-6
measurements will be extracted from the HC
Scorecard and populate the Corporate Scorecard
(under a balanced template).
26
27. Sample HR Scorecard Measures
Sample HR Scorecard Measures
Managing/Developing Learning And
Staffing
Performance Development
Skill/competency gap index Revenue per employee Competency growth index
Experience index Value add per employee Percent of payroll dedicated to
Employee cost ratio Appraisal score index learning/training
Vacant positions index Productivity growth per New hire - time to readiness
Recruitment costs per hire employee Training hours/employee
Turnover rate/ churn/ retention Engagement (Line-of-Sight) Qualification index
rate index Training ROI
Reward Staff Relations HR Business Performance
Comparative industry Number of incidents/grievances Time spent ratio on strategic
benchmark Length of time to resolve issues versus administrative activities
Bonus payout ratio Cost associated with cases Impact on key business
Overtime ratio Employee satisfaction ratings objectives
Benefit cost as a percentage of Diversity index HR expense to total operating
compensation expense
Rewards alignment optimisation HR FTEs to total FTEs
Completion of strategic
objectives
27 Composite metrics of various projects
28. A Note on Human Capital Reporting
Kingsmill ‘Accounting For People’
Kingsmill focuses on external reporting and the
issues regarding HCM reporting, caught between
two poles – on the one hand, promoting
unregulated self-reporting that may be viewed as
irrelevant for comparative or informational
purposes, whilst on the other, advocating a
common reporting framework that results in ‘plain
vanilla’ metrics that are so base that they are
rendered meaningless.
Comparison is made with accounting, but
overlooks a fundamental flaw – despite 500 years
of financial reporting, cross company/industry
comparison suffers from the same issues; feeding
a whole industry dedicated to interpretation
28
29. A Note on Human Capital Reporting
Kingsmill ‘Accounting For People’
HR still needs to focus on internal reporting
as a precursor to external reporting and its
associated additional stakeholder
population
Despite investment and sophistication in
technology, experience suggests that
issues of data integrity and availability,
metric definition and measurement
understanding within HR are still issues to
be resolved
Thus HR should refocus its efforts in these
areas as a means of starting the journey to
find the so called ‘Holy Grail’ of human
29
capital measurement