The document outlines several best practices for rigorous HR processes including setting SMART objectives, competency-based recruitment, performance appraisal, compensation, and individual recognition. It recommends quantifying objectives, conducting mid-term appraisals, defining multiple pay scales based on performance, and recognizing top performers both socially and with loyalty points. Other suggestions include regular open houses, certification reimbursements, mentoring programs, succession planning, and benchmarking HR processes against industry standards on a quarterly basis. The overall goal is to have a process-oriented and continuously improving HR function.

1. Rigorous HR
G.P.Rastogi
KPMG

2. SMART Objectives
• Quantitative and Time bound objectives
– Cost Per Hire
• Various channels optimization
– Offer to Join Ratio
• Analysis
– Employee Satisfaction Index
– Attrition
• Fast Trackers
– Competency Building Targets
– SLAs

3. Recruitment - Best Practices
• Competency based recruitment
– Forms, interview panels, Competency
Frameworks and levels
• Single HR Point of Contact for a
vertical
• Monitoring of MRF Nos in weekly
Delivery meetings

4. Performance Appraisal – Best
Practices
• KRAs to be defined within 15 days of an
employee joining the organization.
• KRAs to addup to a quantitative score.
• Mid-term appraisal a must.
• Training to appraise and appraiser before hand.
• Vertical and Organizational level Normalization.
• FAD : Feedback after Appraisal for every
Supervisor to be collated by HR and discussed.
• Informal 360 Degree feedback segregated by
scores of subordinates, peers and seniors.

5. Compensation – Best Practices
• 3 scales for each level
– Fast Track, Average, Laggard
• Based on Industry Compensation
Surveys
• Performance Appraisal only time for
salary correction / raises
• UCL / LCL for each role for
recruitment / promotion
• Special allowance for a critical skill

6. Individual Recognition – A
Critical Parameter
• Social Recognition of an Individual
Performer
– In Open House, Photograph on Intranet
• Loyalty Points for sharing knowledge,
code on Portals, taking trainings
redeemable against gifts
• Make the Corporate Portal a repository
of hands on learning using above.
• On the Spot Awards – Dinner for Two

7. Critical Communication
• Open Houses on Company Performance
– Publishing MoM of Open House with Actions
taken on corporate Portal.
• Relevant Certificates reimbursements
• Half Fee for Higher Education with tie-ups
• Awareness of Rewards and other HR Policies
through HR Portal Quizzes sometimes with
some carrots.
• Senior Management’s informal lunch on a
weekly basis with staff on a regular basis.
• Sharing with Employees analysis and action
taken on Employee Satisfaction Survey.

8. Other Best Practices
• Mentoring
• Manpower Projection rolled-up from
project / competency level upwards to
organization level with attrition
• Train the Trainer
• Clear Career Paths
• Succession Planning
• Motivational Speeches by Eminent Guest

9. Process Oriented &
Continuously improving HR
Quarterly
Benchmark
Targets
internally Define various
processes through
process models &
industry best
practices
Improve the processes
/ setup Empowered
workgroups to sort out
issues
Independent Audit
& Review of HR
Group
Realign Training
with changing
industry needs
(WBTs)
Implement
changes across
the organization Integrated
Competencies
Learning Portal

11. G.P.Rastogi
Associate Director, KPMG
Mobile : 98108-57557
Email : gprastogi@yahoo.co.uk