This document discusses strategic management and human resource management tools and processes. It covers strategic planning, types of strategies like corporate and competitive strategies. It discusses human resource management goals of maximizing employee performance. It describes strategic goals and objectives, key performance indicators, key responsibility areas, and balanced scorecards. It discusses talent management processes like attracting, developing, motivating and retaining employees. It covers job analysis processes like analyzing work activities, behaviors, and requirements. It also discusses uses of job analysis, conducting job analysis, and writing job descriptions. It briefly discusses Herzberg's two-factor theory and Vroom's expectancy theory of motivation.
This document discusses performance management systems and why they are better than traditional performance appraisals. It defines performance management as a strategic and integrated approach to improving individual and team performance to achieve organizational success. A comprehensive performance management system aligns HR processes like recruitment, training and compensation to business plans and needs. It sets targets for individual and job key result areas and identifies learning needs to help employees and the organization grow. Implementing such a system requires commitment from HR and top management, involvement of business heads, and diagnostic, proposal and rollout phases. A performance management system provides a scientific, objective and transparent way to measure and reward performance while helping the organization achieve its strategic goals.
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
This document discusses strategic human resource management and the HR scorecard. It begins with an outline of the strategic management process and different types of business strategies. It then explains what a strategic human resource management system is and why it is important to link HR with business strategy. The document introduces the HR scorecard approach for creating HR systems aligned with strategy. It discusses developing HR metrics and highlights, discussing topics like the importance of metrics, examples of metrics, data collection, and analyzing metrics. The presentation concludes with an explanation of how to develop an HR scorecard using a 10 step process.
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
The document discusses the balanced scorecard framework as a strategic management tool. It describes the balanced scorecard as considering both financial and non-financial performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. These four perspectives are causally linked, with learning and growth leading to better internal processes, higher customer value, and improved financial performance. The balanced scorecard helps organizations translate their vision into action, communicate objectives and measures, align strategic initiatives, and provide feedback to evaluate strategy. It is presented as an important tool for strategic management that can help organizations achieve long-term goals and develop competitive advantages.
The document discusses developing an HR scorecard to measure performance against strategic objectives. It presents an HR strategy map with objectives in the financial, internal processes, learning and growth, and customer perspectives. It then shows an HR scorecard template that lists strategic objectives like driving shareholder value, enhancing employee productivity, and developing strong talent management practices. For each objective it identifies key performance indicators that can be tracked.
The document provides a template for an HR manager's key performance indicator (KPI) table. It includes instructions on defining key result areas, selecting KPIs, assigning weights and targets for each KPI, tracking actual results, calculating scores, and using the final score to determine bonuses, salary increases, and promotions. The template and additional HR tools can be downloaded from www.exploreHR.org.
This document discusses performance management systems and why they are better than traditional performance appraisals. It defines performance management as a strategic and integrated approach to improving individual and team performance to achieve organizational success. A comprehensive performance management system aligns HR processes like recruitment, training and compensation to business plans and needs. It sets targets for individual and job key result areas and identifies learning needs to help employees and the organization grow. Implementing such a system requires commitment from HR and top management, involvement of business heads, and diagnostic, proposal and rollout phases. A performance management system provides a scientific, objective and transparent way to measure and reward performance while helping the organization achieve its strategic goals.
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
This document discusses strategic human resource management and the HR scorecard. It begins with an outline of the strategic management process and different types of business strategies. It then explains what a strategic human resource management system is and why it is important to link HR with business strategy. The document introduces the HR scorecard approach for creating HR systems aligned with strategy. It discusses developing HR metrics and highlights, discussing topics like the importance of metrics, examples of metrics, data collection, and analyzing metrics. The presentation concludes with an explanation of how to develop an HR scorecard using a 10 step process.
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
The document discusses the balanced scorecard framework as a strategic management tool. It describes the balanced scorecard as considering both financial and non-financial performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. These four perspectives are causally linked, with learning and growth leading to better internal processes, higher customer value, and improved financial performance. The balanced scorecard helps organizations translate their vision into action, communicate objectives and measures, align strategic initiatives, and provide feedback to evaluate strategy. It is presented as an important tool for strategic management that can help organizations achieve long-term goals and develop competitive advantages.
The document discusses developing an HR scorecard to measure performance against strategic objectives. It presents an HR strategy map with objectives in the financial, internal processes, learning and growth, and customer perspectives. It then shows an HR scorecard template that lists strategic objectives like driving shareholder value, enhancing employee productivity, and developing strong talent management practices. For each objective it identifies key performance indicators that can be tracked.
The document provides a template for an HR manager's key performance indicator (KPI) table. It includes instructions on defining key result areas, selecting KPIs, assigning weights and targets for each KPI, tracking actual results, calculating scores, and using the final score to determine bonuses, salary increases, and promotions. The template and additional HR tools can be downloaded from www.exploreHR.org.
The document discusses how HR can contribute to an organization's strategic performance. It notes that a 5% improvement in employee attitudes can drive a 1.3% improvement in customer satisfaction, resulting in 0.5% revenue growth. However, HR typically measures elements like hiring times and turnover that fail to address its contribution to business goals. The HR strategic contribution (HR SC) provides a link between HR operations and business targets by clarifying strategy, developing an HR business case, consolidating HR policies, creating a strategic map, identifying HR deliverables, aligning the HR architecture, designing a strategic measurement system, and implementing the strategy.
The document discusses the balanced scorecard, which is a strategic management tool that measures organizational performance across four perspectives: financial, customer, internal processes, and learning and growth. It provides examples of possible performance measures for each perspective, such as profit per year (financial), customer satisfaction levels (customer), cycle time and error rates (internal processes), and percentage of training delivered (learning and growth). The balanced scorecard helps organizations translate strategy into objectives and measures, communicate strategic goals, and align business activities to achieve strategic targets. It provides a comprehensive framework for performance measurement and management.
The document summarizes the HR scorecard framework, which measures HR's contribution to organizational performance similar to the balanced scorecard. It describes traditional issues with viewing HR, and introduces the HR scorecard as addressing this by linking HR activities and investments to business strategy. The 7-step model and benefits of the HR scorecard are outlined, along with a case study of its implementation at Verizon.
The document discusses implementing an HR scorecard to measure HR's impact on business outcomes. It recommends establishing a change champion, communicating the reasons for the scorecard to key stakeholders, and monitoring progress. Sustaining the change requires integrating the scorecard into company initiatives. Getting employee buy-in is also crucial by connecting the scorecard to what motivates employees and using influencers to lead the change. Proper implementation and gaining employee support are keys to the scorecard's success and sustainability over time.
The document discusses using the Balanced Scorecard approach to help organizations better execute their strategies. It explains that the Balanced Scorecard helps track performance across key perspectives, set goals and targets, and provides feedback to improve both short-term and long-term strategic execution. The document also provides an example of how a Balanced Scorecard could be applied to an airline company to improve operating efficiency, profitability, customer satisfaction and other strategic goals.
HR Measurement HR Dir VaLUENTiS-Scheringpres 260404njhceo01
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 document discusses the HR scorecard and dashboard. It provides information on:
1. The value and role of the HR scorecard in guiding decision making and evaluating program effectiveness.
2. The difference between leading and lagging indicators as measures of HR effectiveness, with leading indicators focusing on processes and lagging indicators focusing on outcomes.
3. Components of the HR scorecard including objectives, strategies, enablers, resources, and key performance drivers and deliverables that support business strategies.
This document discusses key performance indicators (KPIs) for an HR business partner position. It provides steps to create KPIs, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also lists types of KPIs and cautions against creating too many KPIs or ones that do not change to suit goals. It recommends KPIs be clearly linked to strategy and empower employees. Additional HR KPI materials can be found on the listed website.
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
The document discusses a workshop on using balanced scorecards and metrics for human resources. It provides objectives of understanding the balanced scorecard approach for HR metrics. The workshop will include an introductory lecture and time for individual work, research, collaboration and presentation development. Key aspects of balanced scorecards are defined, including looking at multiple dimensions beyond just financials. The four legs of balanced scorecards - customer, financial, business process and employee - are outlined. Steps for implementing balanced scorecards including establishing a strategy map, designing scorecard legs, developing dashboards and continuous improvement are presented. Considerations for HR metrics and mapping strategies are discussed.
New HR Metrics Scoring on the new business scorecardneha singh
This document discusses linking HR metrics to business outcomes through an HR scorecard. It outlines assessing HR's competencies, practices, and systems and how they contribute to workforce success and ultimately organizational success. HR competencies include administrative expertise, employee advocacy, strategy execution, and change management. Practices like communication, work design, selection and development are also assessed. The HR systems are evaluated based on alignment with strategy, integration across practices, and differentiation of the workforce. Workforce mindset, technical skills, and behaviors are delivered through the HR function and feed into business metrics like customer success, process success, and financial success.
This document discusses how a balanced scorecard can be used by an HR manager to translate an organization's strategy into quantifiable metrics for human resources. It describes the four perspectives of a balanced scorecard - financial, customer, internal business processes, and learning and growth. An example is provided of how objectives, actions, and measures could be defined for a goal of reducing turnover costs using these four perspectives.
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.
The document provides an agenda and details for a workshop on developing an HR scorecard and key performance indicators (KPIs) for an organization. The agenda includes an introduction, designing an HR strategy map, workshops for participants, and sessions on developing an HR scorecard and KPIs for the human capital area of an organization called Bima. The document also discusses the purpose and characteristics of effective KPIs, including that they should be essential, useful, immediate to the viewer, and not just a group of metrics.
The document presents a strategy presentation on operations strategy. It defines operations strategy as the total pattern of decisions that shape a company's long-term operations capabilities and contributions to the overall business strategy. It discusses Hayes and Wheelwright's four stages of operations contribution and how operations can progress from internally neutral to driving business strategy. The presentation uses Amazon as a case study, outlining its customer fulfillment network strategy and how it achieves one-day delivery, strong quality management, and an omnichannel approach to meet customer needs.
jaziba summer training presentation 2015-16 - CopyJaziba Siddiqui
The document is a presentation on a study of an HR scorecard at Magma Fincorp Limited in Lucknow, India. It includes an overview of the company profile, objectives of the study, and research methodology. It then discusses the origins, benefits and development of HR scorecards. The presentation examines Magma's existing HR scorecard, including key result areas, metrics, and graphical representations of performance. It provides findings from analyzing the scorecard and recommends business goals for 2015-2016. The conclusion recognizes limitations but asserts that HR scorecards can be useful performance measurement tools when continuously improved.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It explains the four perspectives of a balanced scorecard - financial, customer, internal process, and learning and growth. Strategic objectives are identified for each perspective to help organizations achieve goals and track key performance indicators.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
The document discusses metrics for measuring human resource management. It identifies key metrics such as revenue per employee, human capital value added, and training costs. These metrics can measure factors like compensation, turnover, and training. Specific metrics are identified for measuring employee attitudes, turnover, recruiting, retention, and training. HR metrics can be used to understand the impact of decisions, benchmark performance, and guide strategy.
Six Sigma is a data-driven methodology for improving processes by reducing defects to 3.4 per million opportunities through the DMAIC cycle of Define, Measure, Analyze, Improve, and Control. It aims to help companies achieve near-perfect product and service quality, increase profits, and improve customer satisfaction. The document outlines the roles and responsibilities of various Six Sigma positions like Master Black Belts, Black Belts, Green Belts and Champions and provides examples of how HR can contribute to and benefit from Six Sigma projects.
This document provides information about purchasing a 3Com 7920-02 Ethernet card from Launch 3 Telecom. It describes the product, details how to purchase it through phone, email or by filling out a request form online. It also provides information about payment options, same day shipping, tracking, warranty and additional services offered like repairs.
The document discusses how HR can contribute to an organization's strategic performance. It notes that a 5% improvement in employee attitudes can drive a 1.3% improvement in customer satisfaction, resulting in 0.5% revenue growth. However, HR typically measures elements like hiring times and turnover that fail to address its contribution to business goals. The HR strategic contribution (HR SC) provides a link between HR operations and business targets by clarifying strategy, developing an HR business case, consolidating HR policies, creating a strategic map, identifying HR deliverables, aligning the HR architecture, designing a strategic measurement system, and implementing the strategy.
The document discusses the balanced scorecard, which is a strategic management tool that measures organizational performance across four perspectives: financial, customer, internal processes, and learning and growth. It provides examples of possible performance measures for each perspective, such as profit per year (financial), customer satisfaction levels (customer), cycle time and error rates (internal processes), and percentage of training delivered (learning and growth). The balanced scorecard helps organizations translate strategy into objectives and measures, communicate strategic goals, and align business activities to achieve strategic targets. It provides a comprehensive framework for performance measurement and management.
The document summarizes the HR scorecard framework, which measures HR's contribution to organizational performance similar to the balanced scorecard. It describes traditional issues with viewing HR, and introduces the HR scorecard as addressing this by linking HR activities and investments to business strategy. The 7-step model and benefits of the HR scorecard are outlined, along with a case study of its implementation at Verizon.
The document discusses implementing an HR scorecard to measure HR's impact on business outcomes. It recommends establishing a change champion, communicating the reasons for the scorecard to key stakeholders, and monitoring progress. Sustaining the change requires integrating the scorecard into company initiatives. Getting employee buy-in is also crucial by connecting the scorecard to what motivates employees and using influencers to lead the change. Proper implementation and gaining employee support are keys to the scorecard's success and sustainability over time.
The document discusses using the Balanced Scorecard approach to help organizations better execute their strategies. It explains that the Balanced Scorecard helps track performance across key perspectives, set goals and targets, and provides feedback to improve both short-term and long-term strategic execution. The document also provides an example of how a Balanced Scorecard could be applied to an airline company to improve operating efficiency, profitability, customer satisfaction and other strategic goals.
HR Measurement HR Dir VaLUENTiS-Scheringpres 260404njhceo01
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 document discusses the HR scorecard and dashboard. It provides information on:
1. The value and role of the HR scorecard in guiding decision making and evaluating program effectiveness.
2. The difference between leading and lagging indicators as measures of HR effectiveness, with leading indicators focusing on processes and lagging indicators focusing on outcomes.
3. Components of the HR scorecard including objectives, strategies, enablers, resources, and key performance drivers and deliverables that support business strategies.
This document discusses key performance indicators (KPIs) for an HR business partner position. It provides steps to create KPIs, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also lists types of KPIs and cautions against creating too many KPIs or ones that do not change to suit goals. It recommends KPIs be clearly linked to strategy and empower employees. Additional HR KPI materials can be found on the listed website.
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
The document discusses a workshop on using balanced scorecards and metrics for human resources. It provides objectives of understanding the balanced scorecard approach for HR metrics. The workshop will include an introductory lecture and time for individual work, research, collaboration and presentation development. Key aspects of balanced scorecards are defined, including looking at multiple dimensions beyond just financials. The four legs of balanced scorecards - customer, financial, business process and employee - are outlined. Steps for implementing balanced scorecards including establishing a strategy map, designing scorecard legs, developing dashboards and continuous improvement are presented. Considerations for HR metrics and mapping strategies are discussed.
New HR Metrics Scoring on the new business scorecardneha singh
This document discusses linking HR metrics to business outcomes through an HR scorecard. It outlines assessing HR's competencies, practices, and systems and how they contribute to workforce success and ultimately organizational success. HR competencies include administrative expertise, employee advocacy, strategy execution, and change management. Practices like communication, work design, selection and development are also assessed. The HR systems are evaluated based on alignment with strategy, integration across practices, and differentiation of the workforce. Workforce mindset, technical skills, and behaviors are delivered through the HR function and feed into business metrics like customer success, process success, and financial success.
This document discusses how a balanced scorecard can be used by an HR manager to translate an organization's strategy into quantifiable metrics for human resources. It describes the four perspectives of a balanced scorecard - financial, customer, internal business processes, and learning and growth. An example is provided of how objectives, actions, and measures could be defined for a goal of reducing turnover costs using these four perspectives.
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.
The document provides an agenda and details for a workshop on developing an HR scorecard and key performance indicators (KPIs) for an organization. The agenda includes an introduction, designing an HR strategy map, workshops for participants, and sessions on developing an HR scorecard and KPIs for the human capital area of an organization called Bima. The document also discusses the purpose and characteristics of effective KPIs, including that they should be essential, useful, immediate to the viewer, and not just a group of metrics.
The document presents a strategy presentation on operations strategy. It defines operations strategy as the total pattern of decisions that shape a company's long-term operations capabilities and contributions to the overall business strategy. It discusses Hayes and Wheelwright's four stages of operations contribution and how operations can progress from internally neutral to driving business strategy. The presentation uses Amazon as a case study, outlining its customer fulfillment network strategy and how it achieves one-day delivery, strong quality management, and an omnichannel approach to meet customer needs.
jaziba summer training presentation 2015-16 - CopyJaziba Siddiqui
The document is a presentation on a study of an HR scorecard at Magma Fincorp Limited in Lucknow, India. It includes an overview of the company profile, objectives of the study, and research methodology. It then discusses the origins, benefits and development of HR scorecards. The presentation examines Magma's existing HR scorecard, including key result areas, metrics, and graphical representations of performance. It provides findings from analyzing the scorecard and recommends business goals for 2015-2016. The conclusion recognizes limitations but asserts that HR scorecards can be useful performance measurement tools when continuously improved.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It explains the four perspectives of a balanced scorecard - financial, customer, internal process, and learning and growth. Strategic objectives are identified for each perspective to help organizations achieve goals and track key performance indicators.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
The document discusses metrics for measuring human resource management. It identifies key metrics such as revenue per employee, human capital value added, and training costs. These metrics can measure factors like compensation, turnover, and training. Specific metrics are identified for measuring employee attitudes, turnover, recruiting, retention, and training. HR metrics can be used to understand the impact of decisions, benchmark performance, and guide strategy.
Six Sigma is a data-driven methodology for improving processes by reducing defects to 3.4 per million opportunities through the DMAIC cycle of Define, Measure, Analyze, Improve, and Control. It aims to help companies achieve near-perfect product and service quality, increase profits, and improve customer satisfaction. The document outlines the roles and responsibilities of various Six Sigma positions like Master Black Belts, Black Belts, Green Belts and Champions and provides examples of how HR can contribute to and benefit from Six Sigma projects.
This document provides information about purchasing a 3Com 7920-02 Ethernet card from Launch 3 Telecom. It describes the product, details how to purchase it through phone, email or by filling out a request form online. It also provides information about payment options, same day shipping, tracking, warranty and additional services offered like repairs.
presentacion bibliotecas uniminuto, en el presente documento me permito informar con el contenido los aspectos relevantes a considera respecto a los servicios que ofrece la biblioteca virtual uniminuto mediante la cual se aportan beneficios al proceso de aprendizaje
The document describes the process of designing magazine covers and contents pages in Adobe InDesign. It shows screenshots of iterative changes made to layouts, images, colors, fonts and text. Key elements like the cover model, masthead, cover lines and page numbers are refined and repositioned. Text effects like gradients, strokes and embossing are added to make elements stand out. The goal is to create visually appealing and easily readable designs that will attract an audience.
Este documento presenta un cuento sobre la sexualidad y la reproducción humana dirigido a niños y niñas a partir de 3 años. El cuento contiene ilustraciones y breves explicaciones en cada página sobre temas como la diferencia entre niños y niñas, cómo se crean los bebés, el embarazo, el parto, las diferentes formas de familia, entre otros. El objetivo es iniciar una conversación familiar sobre estos temas de una manera sencilla y adecuada para la edad.
O documento discute os diferentes tipos de psicografia, incluindo psicografia mecânica, semimecânica e intuitiva. Também menciona exemplos históricos de médiuns psicógrafos como Zilda Gama, Francisco Cândido Xavier e Divaldo Pereira Franco, e descreve fenômenos como a psicografia em línguas desconhecidas pelo médium e a possibilidade futura da psicodigitação.
How Oracle Sales Cloud Release 12 Will Boost Sales ProductivityPerficient, Inc.
Release 12 of Oracle Sales Cloud is just around the corner and with it comes some great improvements that make it an even more compelling solution for enabling modern sales in the cloud.
Oracle Engagement Cloud is the crown jewel of the release, combining Oracle’s leading sales and service capabilities. From a single screen, users can stay abreast of customer needs with a unique combination of sales automation, service request management, and knowledge management for a comprehensive customer experience.
Our discussion on release 12 of Oracle Sales Cloud included:
-Review of key release changes
-Upgrade preparations
-Engagement Cloud and what to expect
This online workshop for grantees of our Veteran Employment and Training Collaborative will cover structured interviews as part of your program evaluation process. We will be joined by Wendy Meluch, Principal, VisitorStudies.com who will cover: Conducting structured interviews as part of intake, pre/post assessment, and exiting your program; issues/questions you hope to address using a structured interview; structured interview vs. self-completed questionnaire; and interview skills and techniques.
This is an interactive webinar and participants will have an opportunity to discuss challenges and best practices in structured interviewing.
Este documento presenta los resultados de la Encuesta de Centros de Compras correspondiente al mes de enero de 2017. Las ventas totales alcanzaron 3.925 millones de pesos, un incremento del 22,8% respecto a enero del año anterior. Los rubros con mayores aumentos fueron Diversión y esparcimiento, Juguetería, Patio de comidas y Amoblamientos. Se detallan las ventas por jurisdicción y rubro, así como información sobre la cantidad de centros, locales y su condición de actividad.
The document provides tips and guidance for preparing for the Certified in Risk and Information Systems Control (CRISC) exam over a 5-month period. It recommends establishing why you want to pursue the CRISC certification, setting goals for each certification domain, and monitoring your progress. Sample goal-setting templates are provided. The document also outlines the CRISC exam format and content, recommended study materials, and a sample 5-month study plan schedule. Tips include congratulating yourself in advance and maintaining focus through prayer and goal reminders placed in visible locations.
The document discusses various aspects of filmmaking such as leadership, teamwork, lighting, sound, camera equipment, and set design. It emphasizes the importance of hard work, focus, and making everyone on the crew feel useful. The goal is to create adventuresome films through unconventional techniques and attention to both large and small details. Proper citations are included.
El plan de investigación propone discutir cómo influyen la bioética y el cinismo en la toma de decisiones humanas. Se realizará una investigación para analizar decisiones desde estas perspectivas y demostrarlo mediante una dramatización. Los objetivos son obtener información sobre bioética y cinismo, analizar decisiones desde estas bases, y representar su influencia en una obra. Se elaborará un marco teórico y agenda de trabajo para lograr los objetivos planteados.
Andrew Feller has been an incredible partner and volunteer photographer for United Adworkers. It's rare to meet a talented photographer, such as Andrew, that is so passionate and devoted to capturing fantastic moments. Visit AndrewFeller.com.
El documento describe la evolución de la tecnología e informática a lo largo de la historia y su impacto en la sociedad. Explica que los dispositivos tecnológicos han ido creciendo para satisfacer las necesidades de comunicación y pensamiento de los seres humanos. Además, señala que la tecnología e informática son fundamentales para el funcionamiento de empresas, colegios y otras áreas públicas, y que su importancia irá en aumento a medida que continúe su desarrollo.
The document discusses HR scorecards, which measure HR's contribution to business results and strategy alignment. An HR scorecard has four perspectives: financial, customer, internal, and learning. It is implemented in seven steps: clarify strategy, develop HR architecture, create a strategy map, identify HR deliverables, align architecture, design the scorecard, and execute. The scorecard links HR goals to company objectives and defines key performance indicators to measure strategic objectives across recruiting, productivity, development, and talent management.
The document discusses the importance of HR metrics for measuring workforce performance and linking it to business strategy execution and results. It introduces the balanced scorecard model for identifying the behaviors, competencies, mindsets, and culture required for workforce success and measuring their impact on business outcomes. Specific metrics are proposed for measuring HR competencies, systems, leadership behaviors, and overall workforce success in executing business strategy and creating value. The balanced scorecard, workforce scorecard, and HR scorecard are presented as frameworks for operationalizing strategies and providing feedback across business processes and outcomes.
The document discusses managing corporate performance using a balanced scorecard approach. It introduces the balanced scorecard framework which includes four perspectives: financial, customer, internal business processes, and learning and growth. It then provides details on each perspective, including examples of strategic objectives and key performance indicators that could be used. The document also discusses how corporate scorecards can be cascaded down to create balanced scorecards at divisional and functional levels like HR, IT, finance, and marketing. Strategy maps are presented as a tool to translate strategies into objectives and measures across the four perspectives.
This document discusses human resource development (HRD) initiatives at IndianOil Corporation. It summarizes key HRD initiatives including opening up performance appraisals, developing competency frameworks, introducing leadership centers and 360-degree feedback, creating job descriptions, revising promotion and career path policies, and increasing opportunities for foreign postings, training, and recruitment. The overall goal is to make HR processes more transparent, promote accountability, develop leadership capabilities, and ensure the right people are placed in the right jobs.
This document provides an overview of using a balanced scorecard approach to drive corporate performance. It discusses strategy maps and key performance indicators. The balanced scorecard uses four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps are used to translate strategy into objectives and measures within each perspective. Examples of strategy maps are provided for various corporate functions like HR, IT, finance, and marketing. Guidelines are given for developing objectives and key performance indicators within each perspective of the balanced scorecard.
This document provides an overview of using a balanced scorecard approach to drive corporate performance. It discusses strategy maps and key performance indicators. The balanced scorecard uses four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps are used to translate strategies into objectives and measures within each perspective. Examples of strategy maps are provided for various corporate functions like HR, IT, finance, and marketing. Guidelines are given for developing objectives and key performance indicators within each perspective of the balanced scorecard.
The document discusses staffing as a function of management. It begins by defining staffing and its key components, which include strategic HR planning, recruitment, and selection. It then covers the steps in staffing like job analysis, developing job descriptions and specifications, and sources of recruitment both internal and external. The document also discusses selection methods such as application forms, reference checks, employment tests, and interviews. It provides details on different types of psychological tests used in employee selection like aptitude, achievement, and situational tests. In conclusion, the document provides an overview of the staffing process and its importance in human resource management.
This document discusses how HR processes are often conducted annually rather than continuously throughout the year. It uses a fairy tale analogy of a CFO and COO who only work for two months each year to illustrate this problem. The document argues that to maximize performance, companies should view their employees as a human system and implement strategic HR processes around performance management, compensation, and development on a continuous basis. When integrated properly, these processes can help align employees' goals with company strategy and keep them engaged and motivated year-round.
- Strategic workforce planning is a process that ensures a business has the right people in the right jobs at the right time to meet its goals. It involves analyzing the current workforce, predicting future needs, and developing strategies to address talent gaps.
- Only 21% of companies take a strategic, long-term approach to workforce planning. The document outlines a 6-step process for effective strategic workforce planning: establishing business goals, understanding labor market trends, identifying future talent needs, assessing current talent, identifying gaps, and implementing strategies.
- The company discussed provides assessments and solutions to help organizations with strategic workforce planning, talent management, and other human resource needs. Their tools help with tasks like workforce analysis, candidate selection, employee
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
Bishan Chakraborty has over 16 years of experience in human resource development, leadership hiring, and senior consulting. He specializes in areas such as performance management, employee engagement, change management, leadership development, and talent acquisition. Bishan has worked with various organizations helping them solve business problems through training, development, and engagement of employees. He has a proven track record of successfully hiring leaders and developing high-performing teams.
The document discusses strategy execution and the balanced scorecard framework. It provides insights into why 70% of strategic failures are due to poor execution by leadership. The balanced scorecard is presented as a framework that can help organizations translate their strategy into clear objectives and measures across financial, customer, internal process, and learning/growth perspectives. It emphasizes that the balanced scorecard is not just a measurement system but can transform strategic planning and help align the organization to successfully execute its strategy when fully deployed.
The document discusses emerging trends and issues in human resource practices. It covers new competencies required for HR professionals, using a balanced scorecard approach to align HR strategies with business goals, integrating six sigma methodologies to improve processes and reduce defects, fostering innovation through proactive HR practices, addressing challenges in business process outsourcing companies through training and performance management, and trends in competitive recruitment and hiring from other organizations.
Human resource management an introductionTanuj Poddar
Human resource management involves facilitating the effective use of employees to achieve organizational goals. It discusses the definition of HR, approaches to HR like scientific management and human relations, functions of HR including planning, staffing, and controlling. It outlines the roles of HR managers and challenges they face in a dynamic environment. Strategic HR management involves optimally utilizing HR to achieve business goals by aligning HR goals with organizational goals, identifying required HR, and developing or acquiring necessary HR.
HR Sonar: identificeren, analyseren en uitvoeren van strategische HR-projecten. Met HR Sonar krijgt u inzicht in de HR-competenties van uw eigen organisatie. Meer info: http://www.usgprofessionals.be/hr/ehrsonar
The document provides recommendations for improving HR operational efficiency through upgrading the HR operating model. It discusses how the current HR structure is often not agile or strategic enough due to new business challenges. The HR operating model of the future involves building robust operations teams, reinventing HR business partners as strategic talent leaders, creating problem-solving pools, and providing agile support. The first phase to achieve this future state is increasing operational efficiency, such as by improving processes, maximizing the HRIS, creating shared services, and developing operations teams. The document offers specific example actions in each of these areas.
This document provides an overview of conducting an HR audit. It begins with an introduction on the importance of measuring HR practices and programs. It then outlines the typical agenda covered in an HR audit, including challenges for the HR department, purposes and objectives of an audit, benefits, frequency, principles, types of audits, scope, measures, standards, and the tasks of auditors.
The document delves into the various phases of an HR audit process - the foundational/initiation phase which involves planning and set up, the assessment phase which involves analyzing policies and practices against criteria, and the concluding/reporting phase which involves preparing and presenting an audit report with findings and recommendations. Key aspects like developing checklists, formulating
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metric data in real-time to enable timely performance adjustments.
This document discusses several topics related to human resource management (HRM) including how HRM impacts business effectiveness, metrics for measuring HR effectiveness, the importance of employee motivation and work environment, performance management systems, managing diversity, and training and development programs. It provides examples of how British Airways, Audi, and Caesars Entertainment approach these aspects of HRM and notes that successful organizations focus on employee motivation and productivity.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
12. Human Resource Management (HRM) is
the management of human resources. It is a
function in organizations designed to
maximize employee performance in service
of an employer's strategic objectives.
www.gbs-ge.ch12
16. Key Performance Indicator (KPI)
A Key Performance Indicator (KPI) is a measurement that is
established by an organization to determine the individual
department’s contribution to the organization’s goal.
• It can be measured (SMART)
• Stems from Mission, Vision & Strategic Objectives and
“VALUES” of the organization and its employees.
www.gbs-ge.ch 16
17. Key Responsibility Area (KRA)
A Key Responsibility Area (KRA) is a measurement to measure an
employee’s contribution to achieving the department’s goals required
to ultimately complete organizational goals.
– Can be measured (SMART)
– Can be closely related to an employees job description
and/or general responsibilities; however, that’s not
always the case.
– Most important job duties
www.gbs-ge.ch 17
18. Balance Scorecard
Balanced Scorecard (BSC):
Provides a clear view as to what organizations should measure in order to
“balance” the financial perspective with the service perspective.
BSC model recognizes business complexities
1. Multiple priorities often conflict
2. Employees have multiple task
3. Avoid single metric focus
*See page 3 in workbook
www.gbs-ge.ch 18
19. Department Areas
Finance Return On Investment
Cash Flow
Return on Capital Employed
Financial Results (Quarterly/Yearly)
Internal Business Processes Number of activities per function
Duplicate activities across functions
Process alignment (is the right process in
the right department?)
Process bottlenecks
Process automation
Learning & Growth Is there the correct level of expertise for
the job?
Employee turnover
Job satisfaction
Training/Learning opportunities
Customer Delivery performance to customer
Quality performance for customer
Customer satisfaction rate
Customer percentage of market
Customer retention rate
Balance Scorecard
20. www.gbs-ge.ch Switzerland | Saudi Arabia
HRM 601
Human Resource
Management
Module – 3
Job Analysis
& Talent Management
Process
21. Talent Management
www.gbs-ge.ch21
Change is the new constant in today's work environment,
irrespective of industry or location:
• A typical organization has undertaken 5 major firm-
wide changes in the past three years
• 50% of change initiatives fail and only 34% are a clear
success
• 66% of change success factors relate to talent
22. Talent Management
• Talent Management is a set of integrated
organizational HR processes designed to attract,
develop, motivate, and retain productive and
engaged employees.
• The goal of talent management is to create a
high-performance, sustainable organization that
meets its strategic and operational goals and
objectives.
www.gbs-ge.ch22
24. The Basics of Job Analysis
• Analyze Workplace activities
• Analyze Individual & group behaviors
& competencies
• Review work aids & equipment
operating standards
• Review performance standards
• Review job context
• Study other human requirements
www.gbs-ge.ch24
25. Uses of Job Analysis Information
• Recruitment & selection
• Compliance
• Performance evaluation &
appraisal
• Compensation
• Training & development
www.gbs-ge.ch25
26. Conducting a Job Analysis
1. Start by asking how will the information be used.
2. Gather background information from departmental
managers by conducting interviews, through
observation or other methods.
3. Collect and analyze historical data, i.e. job
descriptions, analytics, etc.
www.gbs-ge.ch26
27. Writing Job Descriptions
• Identify job role/title
• Provide generic job summary
• State reporting relationships
• List specific responsibilities & duties
• Provide performance standards &
working conditions
• List minimal professional /technical requirements
• Provide additional job specifications or details
www.gbs-ge.ch27
28. Frederick Herzberg on Job Enrichment
Expected and Paid to do
this job.
Hired and capable of
doing this job
• Each Job is a growing
experience
• Employees need direct
feedback on their job
• Check their own quality
• Can communicate
directly with the people
they need to interact
with
www.gbs-ge.ch 28
31. Victor Vroom Expectancy Theory
www.gbs-ge.ch31
• Expectancy Theory proposes that an individual will behave or act in
a certain way because they are motivated to select a specific
behavior over other behaviors due to what they expect the result of
that selected behavior will be.
• The motivation of the behavior selection is determined by the
desirability of the outcome.
Editor's Notes
The Hierarchy of Goals In companies, it is traditional to view the goals from the top of the
firm down to front-line employees as a chain or hierarchy of goals. Figure 3-1 illustrates this.
At the top, the president sets long-term or “strategic” goals (such as “double sales revenue to
$16 million in fiscal year 2015”). His or her vice presidents then set goals for their units that flow
from, and make sense in terms of accomplishing, the president’s goal. Then their
own subordinates set goals, and so on down the chain.
Policies and Procedures Policies provide day-to-day guidance employees
need to do their jobs in a manner that is consistent with the company’s plans and goals. Policies
set broad guidelines delineating how employees should proceed. For example, “It is the policy of
this company to comply with all laws, regulations, and principles of ethical conduct.” Procedures
spell out what to do if a specific situation arises.
What Is Strategic Human Resource Management?
Management formulates a strategic planand measurable strategic goals or aims. The plans imply certain workforcerequirements required to achieve thefirm’s strategic aims. Given these workforce requirements, HR management formulates strategies. These HR policies and practices (strategies) helpproduce the desiredworkforce skills, competencies, and behaviors.
Human Resource Strategies in Action
As one example of human resource strategy, consider Newell Rubbermaid. Several years ago, it changed its business from manufacturing and marketing housewares (such as Rubbermaid utensils and Levelor Blinds) to mostly just marketing them. They knew that implementing this change would require new employee competencies and behaviors (for instance more advertising and sales employees and fewer manufacturing ones). The human resource management team began by benchmarking Newell’s main marketing-oriented competitors to see what their best human resource practices were. Then the human resource team formulated new HR strategies.
Albertsons Example. Supermarket chain Albertsons competes with low-cost leader Walmart in part with a strategy of combining reasonably low costs with superior service. Albertsons’ human resources team helps the company do this. For example, controlling personnel-related costs while improving customer service meant hiring customer-focused employees while reducing turnover, improving retention and eliminating time-consuming manual processes. Working with its information technology department, Albertsons’ human resource team put in place an automated staffing system from Unicru.
This collects and analyzes the information entered by applicants online and at kiosks. It ranks applicants based on whether they exhibit customer-focused traits, helps track candidates throughout the screening process, and tracks reasons for departure once applicants are hired. The Albertsons human resource managers were able to present a compelling business case for adopting the Unicru system, by showing its return on investment. The bottom line was that by working as a partner in Albertsons’ strategy design and implementation process, the human resource team helped Albertsons control costs and improve customer service, and thereby achieve its strategic goals.
Translating Strategy into Human Resource Policies and Practices: An Example.
The CEO of Einstein Medical decided to summarize the change in the program’s goals in three words: initiate, adapt, and deliver. To turn Einstein Medical into a comprehensive health-care network within the dynamic new health care environment, Einstein Medical’s HR and other departmental strategies would have to focus on helping the medical center and its employees to produce new services (initiate), capitalize on opportunities (adapt), and offer consistently high-quality services (deliver).
Strategic Human Resource Management Tools
Managers use several tools to translate the company’s broad strategic goals into human resource management policies and practices. Three important tools are the strategy map, the HR scorecard, and the digital dashboard.
We can define talent management as the goal-oriented and integrated process of planning,
recruiting, developing, managing, and compensating employees.
Effectively managing talent means that managers:
Understandthat talent management tasks are parts of one unified process.
Ensure talent management decisions such as staffing, training, and pay are goal-directed.
Consistently use the same “profile” of competencies, traits, knowledge, and experience for potential employees.
The approach requires that employers proactively manage recruitment, selection, development, andrewards.
Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees.
We can define talent management as the goal-oriented and integrated process of planning,
recruiting, developing, managing, and compensating employees.
Effectively managing talent means that managers:
Understandthat talent management tasks are parts of one unified process.
Ensure talent management decisions such as staffing, training, and pay are goal-directed.
Consistently use the same “profile” of competencies, traits, knowledge, and experience for potential employees.
The approach requires that employers proactively manage recruitment, selection, development, andrewards.
Realize an effective talent management process integrates all underlying talent management activities such as recruiting, developing, and compensating employees.
The usual process of talent management consists of the several steps such as building an applicant pool, conducting appraisals, and rewarding employees. More recently, however, managing talent is considered more of a unified process. It is a goal-oriented and integrated process of planning,recruiting, developing, managing, and compensating employees. All managers must use the same set of criteria in managing talent effectively. Managers must be proactive in the application of talent management principles and successfully integrate all talent management activities into a coherent whole.
Talent management begins with understanding what jobs need to be filled, and the human traits and competencies employees need. Jobanalysis is the procedure through which you determine the duties of the positionsand the characteristics of the people to hire for them.
The information collected through a job analysis is used help manage all aspects of an effective HR program.
In terms of recruitment and selection information about what duties the job entails and what human characteristics are required helps in hiring decisions.
Job analysis is crucial for validating all major human resources practices, especially when it comes to legal compliance. You may recall from our earlier discussion of federal laws that care must be exercised in all areas related to employees such as hiring under the Americans with Disabilities Act (ADA).
A job analysis helps compare each employee’s actual performance with his or her duties and performance standards in performance appraisals.
Compensation often depends onthe job’s required skill and education level, safety hazards, degree of responsibility, and other factors you assess through job analysis.
The job description, which is created from a job analysis, lists the job’s specific duties and skills—and therefore the training—that the job requires.
Conducting a job analysis requires multiple steps.
Step 1: Decide how you’ll use the information.
Step 2: Review relevant background information such as organization charts, process charts, and job descriptions.
Step 3: Select representative positions.
Step 4: Actually analyze the jobby collecting data on job activities, working conditions, and human traits and abilities needed to perform the job.
Step 5: Verify the job analysis information with the worker performing the job and with his or her immediate supervisor.
Step 6: Develop a job description and job specification.
Job analysis may involve these processes:
Workflow analysis is a detailed study of the flow of work from job to job in a work process. Usually, the analyst focuses on one identifiable work process, rather than on how the company gets all its work done.
Business Process Reengineering Business process reengineering means redesigning business processes, usually by combining steps, so that small multifunction teams, often using information technology, do the jobs formerly done by a sequence of departments.
The basic reengineering approach is to:
1. Identify a business process to be redesigned (such as processing an insurance claim)
2. Measure the performance of the existing processes
3. Identify opportunities to improve these processes
4. Redesign and implement a new way of doing the work
5. Assign ownership of sets of formerly separate tasks to an individual or a team who use new
computerized systems to support the new arrangement
As at Atlantic American, reengineering usually requires redesigning individual jobs.
Job redesign Researches proposed redesigning jobs using methods such as job enlargement, job rotation, and job enrichment.
Job enlargement means assigning workers additional same-level activities. Thus, the worker who previously only bolted the seat to the legs might attach the back too.
Job rotation means systematically moving workers from one job to another.
Job enrichment means redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition—and therefore more motivation. It does this by empowering the worker—for instance, by giving the worker the skills and authority to inspect the work, instead of having supervisors do that. Herzberg said empowered employees would do their jobs well because they wanted to, and quality and productivity would rise. That philosophy, in one form or another, is the theoretical basis for the team-based self-managing jobs in many companies around the world today.
The job description is one of the main outcomes of conducting a job analysis. The job identification section (on top) contains several types of information. The Fair Labor Standards Act (FLSA) status section identifies the job as exempt or nonexempt with respect to being exempt or non-exempt from FLSA overtime rules. Exempt and non-exempt status also is used to help plan compensation strategies for a firm. The “Date” is the date the job description was actually approved. The job summary should summarize the essence of the job, and include only its major functions or activities.
There may be a “relationships” statement that shows the jobholder’s relationships with others inside and outside the organization. Responsibilities and duties are the heart of the job description. This section should present a list of the job’s significant responsibilities and duties. This section may also define the limits of the jobholder’s authority.
A “standards of performance” section lists the standards the company expects the employee to achieve for each of the job description’s main duties and responsibilities.
Working conditions include the location, tools, environment (hot, cold, etc.) and the like.
More employers are turning to the Internet for their job descriptions. The process is simple. Search by alphabetical title, keyword, category, or industry to find the desired job title. This leads you to a generic job description for that title which you may then customize as needed. The Internet, particularly O*NET, can help you create the “human requirements” of the job for the job specification. We will discuss job specifications next.
Motivators and Frederick Herzberg – Hygiene-motivator theory divides needs into two factors. Hygiene factors include such things as working conditions, salary, and incentives. Motivators include those factors that make the job more intrinsically motivating, like challenge, feedback, and recognition. He further claimed that the absence of hygiene factors would not foster a motivated individual. However, once hygiene factors had been attended to, the presence of motivator factors would create a motivated employee.
Edward Deci found that extrinsic rewards could, at times, actually detract from an employee who already possesses a great deal of intrinsic motivation.
There are other reasons for incentive plans’ often-dismal results. For example, many employers ignore the fact that incentives that may motivate some people won’t motivate others. Compensation experts therefore argue that managers should understand the motivational bases of incentive plans.
Piecework is the oldest and still most popular individual incentive plan. Piecework involves paying the worker a specified amount for each piece or unit he/she produces. Straight piecework entails a strict proportionality between results and rewards regardless of output. With a standard hour plan, the worker gets a premium equal to the percent by which his/her performance exceeds the standard.
The pluses for piecework are that piecework plans are understandable, appear equitable, and can be powerful incentives, since rewards are proportionate to performance. On the other hand, workers may resist even justified attempts to raise production standards. This may occur in part because a cultural norm has been established between the employees performing the same work. Occasionally, employees may well downplay quality, or resist switching from job to job (since doing so could reduce productivity). Attempts to introduce new technology or processes may trigger resistance, for much the same reason.
Merit pay or a merit raise is any salary increase the firm awards to an employee based on his/her individual performance. Merit plan effectiveness depends on trulydifferentiating among employees.
Two adaptations of merit pay plans are popular. One awards merit raises in a lump sum once a year and does not make the raise part of the employee’s salary. The other adaptation ties merit awards to both individual and organizational performance.