This document discusses Recruitment Results Framework (RRF), a methodology for conducting strategic assessments of recruitment risks and planning. RRF uses data from over 15,000 candidates to predict employee attrition and performance. It helps calculate a Recruitment Success Ratio and refine selection processes. RRF consulting identifies where to reduce recruitment costs and provides monthly exit interviews and annual employee engagement surveys. The benefits for companies include reducing reliance on recruiters and using web portals for candidate screening. RRF also provides training for managers on selection skills and gives mathematical precision on interview and rejection rates needed. Snapshots show potential performance predictions for candidates to help with hiring decisions.
MEASURE UP: Measuring and Increasing Quality of HiresRecruitLadder
This document discusses various metrics that recruiters use to measure the recruitment process and hiring outcomes. It focuses on "quality-of-fill" as an emerging metric that measures the long-term value and contribution of new hires. The document examines common metrics like time-to-fill, cost-to-fill, and metrics related to tracking candidates through the hiring funnel. It emphasizes that the best metrics help optimize processes, source the highest quality candidates in the shortest time, and avoid costly mistakes like rejected offers that require starting the hiring process over.
Process mapping is important for organizations because:
1) Processes are a major component of all organizations and influence their profitability and ability to adapt.
2) Most organizational problems stem from issues with processes, not individual employees.
3) Organizations can manage work more efficiently and effectively by taking a process-oriented approach.
The document discusses conducting a training needs analysis to identify critical performance gaps, determine their causes, evaluate potential solutions like training, and calculate the projected return on investment to justify training investments before implementation. The goal is to improve work performance by addressing skill or knowledge deficiencies through appropriate and cost-effective training interventions.
This document provides a summary of the February 2011 issue of the monthly newsletter "Performetrix" which focuses on enhancing human capital value. The issue includes articles on using HR dashboards effectively for monitoring and intervention, avoiding recruiting mistakes through competency-based selection, factors that influence sales effectiveness, and an overview of strategic HR consulting and training offerings from Cerebral Dimensions and Formations.
In this webinar, MarketPay’s CEO Mark Avery will share how leading companies are using compensation survey data to develop competitive salary ranges for different types of salary structures. We will cover wide-accepted approaches to developing competitive pay ranges for traditional grade structures, and review a new technology-enabled methodology for large, international clients with global grading systems. Learn how organizations like yours can better leverage compensation survey libraries to ensure the competitiveness of your pay programs.
For more information on MarketPay, visit: http://www.marketpay.com/
Leadership map by Mr Sudhakar Rao at HRRT organised by ISPE & UPES DehradunUPES Dehradun
This document discusses leadership challenges for high performing companies and how SAP solutions can help address them. It outlines key challenges such as globalization, economic downturn, innovation demands, and talent retention. SAP presents itself as the #1 leader in HR software with over 20,000 customers and 500+ in India. The document advocates using SAP's integrated suite to automate transactions, improve reporting and analytics, and enable best practices in areas like skills inventory, talent management, and end-to-end performance management. Case studies show how SAP can help with workforce planning, training, and succession strategies.
The document discusses how talent analytics can help HR professionals make better data-driven decisions with limited resources. It suggests using available internal data on employees and job performance to generate useful workforce insights. For example, comparing job candidates' past education to their job performance in the first year. Predictive models that integrate multiple internal and external data sources can also forecast future talent events, such as the likelihood of employee attrition. With talent analytics, HR can maximize performance despite budget constraints.
MEASURE UP: Measuring and Increasing Quality of HiresRecruitLadder
This document discusses various metrics that recruiters use to measure the recruitment process and hiring outcomes. It focuses on "quality-of-fill" as an emerging metric that measures the long-term value and contribution of new hires. The document examines common metrics like time-to-fill, cost-to-fill, and metrics related to tracking candidates through the hiring funnel. It emphasizes that the best metrics help optimize processes, source the highest quality candidates in the shortest time, and avoid costly mistakes like rejected offers that require starting the hiring process over.
Process mapping is important for organizations because:
1) Processes are a major component of all organizations and influence their profitability and ability to adapt.
2) Most organizational problems stem from issues with processes, not individual employees.
3) Organizations can manage work more efficiently and effectively by taking a process-oriented approach.
The document discusses conducting a training needs analysis to identify critical performance gaps, determine their causes, evaluate potential solutions like training, and calculate the projected return on investment to justify training investments before implementation. The goal is to improve work performance by addressing skill or knowledge deficiencies through appropriate and cost-effective training interventions.
This document provides a summary of the February 2011 issue of the monthly newsletter "Performetrix" which focuses on enhancing human capital value. The issue includes articles on using HR dashboards effectively for monitoring and intervention, avoiding recruiting mistakes through competency-based selection, factors that influence sales effectiveness, and an overview of strategic HR consulting and training offerings from Cerebral Dimensions and Formations.
In this webinar, MarketPay’s CEO Mark Avery will share how leading companies are using compensation survey data to develop competitive salary ranges for different types of salary structures. We will cover wide-accepted approaches to developing competitive pay ranges for traditional grade structures, and review a new technology-enabled methodology for large, international clients with global grading systems. Learn how organizations like yours can better leverage compensation survey libraries to ensure the competitiveness of your pay programs.
For more information on MarketPay, visit: http://www.marketpay.com/
Leadership map by Mr Sudhakar Rao at HRRT organised by ISPE & UPES DehradunUPES Dehradun
This document discusses leadership challenges for high performing companies and how SAP solutions can help address them. It outlines key challenges such as globalization, economic downturn, innovation demands, and talent retention. SAP presents itself as the #1 leader in HR software with over 20,000 customers and 500+ in India. The document advocates using SAP's integrated suite to automate transactions, improve reporting and analytics, and enable best practices in areas like skills inventory, talent management, and end-to-end performance management. Case studies show how SAP can help with workforce planning, training, and succession strategies.
The document discusses how talent analytics can help HR professionals make better data-driven decisions with limited resources. It suggests using available internal data on employees and job performance to generate useful workforce insights. For example, comparing job candidates' past education to their job performance in the first year. Predictive models that integrate multiple internal and external data sources can also forecast future talent events, such as the likelihood of employee attrition. With talent analytics, HR can maximize performance despite budget constraints.
Presenting this set of slides with name - Compensation Management Powerpoint Presentation Slides. This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with thirtythree slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Compensation Management Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
Pressures on margins are relentless. The need to reduce costs is constant. No business can afford to take its eyes off these fundamentals. For most companies the costs of employing people are greater than for any other single
resource. Effective management demands that managers strive for optimum performance at least cost.
Our approach to reward is based on this essential proposition. We focus on making certain that strategies for the pay and benefits of all employees are directed at adding value and are concentrated on the bottom line. This means the design and implementation of robust systems for pay that aim to reduce costs and achieve better returns from firms’ investment in people.
Yan Guo is seeking a Financial Analyst position that allows them to utilize their strategic thinking, analytical, and interpersonal skills. They have an MBA and professional designations including CGA and ACCA. Guo has over 10 years of experience in financial analysis, reporting, budgeting, and business process reengineering for companies in China, including roles at Novartis ChemOps China and Viking China. They demonstrate strong competencies in areas such as modeling, legislation, systematic operations, and key relationship development.
This document discusses personnel planning and forecasting. It outlines the processes of employment planning and succession planning. Personnel needs can be forecasted using trend analysis, ratio analysis, and scatter plots. Computer software can also be used to forecast staffing requirements based on sales projections. The supply of inside candidates can be forecasted through qualification inventories, replacement charts, and computerized skills inventories, which track employees' education, experience, and skills.
The document discusses whether the human resources (HR) department is considered a cost center or profit center. It notes that traditionally HR has been viewed as a cost center as it does not directly generate revenue. However, HR can help reduce costs through initiatives like self-service technology and help increase revenue by improving employee performance and retention. Empirical evidence also shows that companies with strong HR practices have higher profits and returns. By quantifying its impact, HR can demonstrate its value and transition from a cost center to a profit center.
Performance-related pay and performance appraisals are discussed as ways to motivate employees and measure their performance. Performance-related pay provides financial rewards to employees who meet or exceed standards. While it can be motivating, it also has disadvantages like discouraging teamwork and causing disputes. Performance appraisals rely more on feedback and identifying employee needs. They are used to document criteria for rewards and make personnel decisions. The presentation then discusses how human resources can function as a strategic asset by playing a critical role in strategy implementation and management systems. It provides seven steps for making HR a strategic partner, including defining business strategy, building an HR business case, linking HR to strategy maps, and implementing management by measurement.
Driving Growth & Talent Retention through Pay for PerformanceBest Practices
Valuing and recognizing the company's top performers are critical factors to staying healthy and competitive in today's marketplace. In addition to other incentives, an annual bonus program provides companies with opportunities to financially reward employees for their contributions each year. However, smaller bonus pools, unfair distributions, misalignment of goals, complex global administration, and other obstacles can plague the integrity of the system, ultimately sending talent out the door.
Best Practices, LLC conducted this cross-industry study to investigate how compensation organizations at leading global companies are structuring and implementing pay for performance annual bonus programs to reward top performers and retain talent in today's environment of shrinking resources and increasing talent competition.
Savvy companies design, implement, and continuously evaluate a pay for performance compensation plan to reward top performers. By identifying drivers, measures of success, program elements, global differences, and implementation best practices, this study will highlight the must-haves of successful pay for performance bonus plans.
Performance Related Pay - Is it fair, transparent, behaviour-changing?Hedda Bird
A presentation designed to help HR professionals understand how Performance Related Pay can reward effort, support talent management and re-think the way the organisation rewards its people
Contribution pay is a hybrid approach that determines pay based on both performance outcomes and competencies. Pay awards are governed by assessments of performance and competency levels according to a pay matrix. Base pay primarily rewards competency or what an employee is capable of, while cash bonuses reward achievement. Pay progression depends on achieving defined competence levels to reach a reference pay point for their grade. Exceptional performers can earn a re-earnable cash bonus that may be consolidated with sustained performance.
The organization aims to implement performance-related pay (PRP) to increase employee motivation. However, PRP is unlikely to achieve this aim due to issues with both motivation and implementation. Intrinsically motivated employees may lose motivation if financial incentives undermine their interest in the work itself. Additionally, it is difficult to objectively measure and compare employee performance, which can lead to perceptions of unfairness. PRP can also damage teamwork by encouraging competition between employees. Overall, PRP is not an effective way to motivate employees and alternative approaches like facilitating creativity and involvement in decisions are better options.
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
The document discusses pay for performance (PFP) systems. It defines PFP and explains that PFP systems tie an employee's pay more closely to their performance. The document outlines several key determinants of effective PFP systems, including measurable and controllable performance metrics. It also discusses common problems with PFP programs, such as poor performance evaluations. When designing a PFP system, an organization should consider who to include, how to measure performance, and which incentives to use. Individual and group incentives are discussed.
The document discusses integrated succession, exit, and transition (S.E.T.) planning services. It describes the three key components of S.E.T. planning - succession planning, exit planning, and transition planning. It then outlines the S.E.T. planning process, which involves customized planning, value enhancement recommendations, selecting a transfer method, and developing personal and business action plans.
Building the business case ROI for SaaS HR Charles Bedard
The document discusses building an ROI case for SaaS HR solutions by benchmarking current HR processes against competitors and setting goals for improvements. It recommends creating a benchmark comparison of key metrics like revenue per employee, employee commitment rates, and costs. The next step is to set goals for improving each HR process and estimating the potential cost savings and performance gains.
Would you fly on a plane with a pilot who had never flown before? Would you trust critical business systems and processes to teams managing them for the first time? Just as pilots spend months training on flight simulators before taking control of the real thing, simulating critical business systems and processes can greatly reduce risk before “go-live.” ScottMadden has leveraged decades of experience conducting business simulations for our clients to create a business simulation service offering to effectively train new teams and managers. With our know-how, tools, best practices, and thousands of example scenarios, we can reduce the risk, overall cost, and increase stakeholder satisfaction of your new business system or process rollout. To learn more, please visit www.scottmadden.com.
Your Business and HR Technology: Is There a Connection? - Anna Langford, AAF ...HR Network marcus evans
Anna Langford, AAF International - Speaker at the marcus evans HR Technology Summit 2012, held in Lax Vegas, NV, delivered her presentation entitled Your Business and HR Technology: Is There a Connection?
8 Steps To Immediately Reduce Workforce Costslbittnererddy
This 8-step executive brief outlines how to quickly and effectively reduce workforce costs during difficult economic times. The steps include: 1) Cutting discretionary spending before headcount; 2) Upgrading and optimizing jobs and departments based on revenue impact; and 3) Making deep cuts initially to avoid multiple rounds of layoffs that damage morale. The brief stresses treating laid-off employees fairly, clearly communicating the new vision, and learning from the experience.
The document discusses building and maintaining a pay structure with grades and ranges. It provides guidance on key steps:
1) Identify multiple pay schedules to group labor markets and streamline the structure.
2) Determine pay grades by deciding the number of grades and job levels within each grade.
3) Develop pay ranges by setting the minimum, midpoint, and maximum for each grade using common differentials and spreads.
4) Assign positions to grades based on market pay and internal alignment. Maintain the structure by annually benchmarking grades and hot jobs against the market.
1) Spiderman wears a costume with a blue and red suit and spider insignia on his mask that looks like a web. He lives in New York City with his Aunt May in a green house.
2) As Spiderman, he swings from webs, waves to nice people, and beats bad guys. As Peter Parker, he is either just Peter or transforms into Spiderman.
3) Spiderman feels responsible for helping others with his powers but also hates when people try to hurt him or his family. His enemies want to kill him but others support him, though his family does not know he is also Peter Parker.
This poster advertises a Kings of Leon album. The band name is in bold letters at the top to catch viewers' attention against the black background. The ambiguous photo is meant to pique interest in who the band is. The unique owl image represents the album title "Only by Night" by linking to owls being nocturnal, as the band lifestyle involves nighttime drinking and partying. The bottom text promotes the album name and singles, alerting viewers to when they can purchase the album, and includes websites for the band and record label.
Presenting this set of slides with name - Compensation Management Powerpoint Presentation Slides. This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with thirtythree slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Compensation Management Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization.
The document summarizes a new book from the Reputation Institute about building alignment within organizations. It discusses alignment as balancing company interests with stakeholder demands. Getting employees aligned around strategy requires four phases - knowing the strategy, revealing support and resistance, creating an action plan, and tracking progress. A tool called the RepTrak Alignment Monitor is used to measure alignment and identify which employee groups are aligned and which need more focus. Key performance indicators are also introduced to track alignment goals over time.
Pressures on margins are relentless. The need to reduce costs is constant. No business can afford to take its eyes off these fundamentals. For most companies the costs of employing people are greater than for any other single
resource. Effective management demands that managers strive for optimum performance at least cost.
Our approach to reward is based on this essential proposition. We focus on making certain that strategies for the pay and benefits of all employees are directed at adding value and are concentrated on the bottom line. This means the design and implementation of robust systems for pay that aim to reduce costs and achieve better returns from firms’ investment in people.
Yan Guo is seeking a Financial Analyst position that allows them to utilize their strategic thinking, analytical, and interpersonal skills. They have an MBA and professional designations including CGA and ACCA. Guo has over 10 years of experience in financial analysis, reporting, budgeting, and business process reengineering for companies in China, including roles at Novartis ChemOps China and Viking China. They demonstrate strong competencies in areas such as modeling, legislation, systematic operations, and key relationship development.
This document discusses personnel planning and forecasting. It outlines the processes of employment planning and succession planning. Personnel needs can be forecasted using trend analysis, ratio analysis, and scatter plots. Computer software can also be used to forecast staffing requirements based on sales projections. The supply of inside candidates can be forecasted through qualification inventories, replacement charts, and computerized skills inventories, which track employees' education, experience, and skills.
The document discusses whether the human resources (HR) department is considered a cost center or profit center. It notes that traditionally HR has been viewed as a cost center as it does not directly generate revenue. However, HR can help reduce costs through initiatives like self-service technology and help increase revenue by improving employee performance and retention. Empirical evidence also shows that companies with strong HR practices have higher profits and returns. By quantifying its impact, HR can demonstrate its value and transition from a cost center to a profit center.
Performance-related pay and performance appraisals are discussed as ways to motivate employees and measure their performance. Performance-related pay provides financial rewards to employees who meet or exceed standards. While it can be motivating, it also has disadvantages like discouraging teamwork and causing disputes. Performance appraisals rely more on feedback and identifying employee needs. They are used to document criteria for rewards and make personnel decisions. The presentation then discusses how human resources can function as a strategic asset by playing a critical role in strategy implementation and management systems. It provides seven steps for making HR a strategic partner, including defining business strategy, building an HR business case, linking HR to strategy maps, and implementing management by measurement.
Driving Growth & Talent Retention through Pay for PerformanceBest Practices
Valuing and recognizing the company's top performers are critical factors to staying healthy and competitive in today's marketplace. In addition to other incentives, an annual bonus program provides companies with opportunities to financially reward employees for their contributions each year. However, smaller bonus pools, unfair distributions, misalignment of goals, complex global administration, and other obstacles can plague the integrity of the system, ultimately sending talent out the door.
Best Practices, LLC conducted this cross-industry study to investigate how compensation organizations at leading global companies are structuring and implementing pay for performance annual bonus programs to reward top performers and retain talent in today's environment of shrinking resources and increasing talent competition.
Savvy companies design, implement, and continuously evaluate a pay for performance compensation plan to reward top performers. By identifying drivers, measures of success, program elements, global differences, and implementation best practices, this study will highlight the must-haves of successful pay for performance bonus plans.
Performance Related Pay - Is it fair, transparent, behaviour-changing?Hedda Bird
A presentation designed to help HR professionals understand how Performance Related Pay can reward effort, support talent management and re-think the way the organisation rewards its people
Contribution pay is a hybrid approach that determines pay based on both performance outcomes and competencies. Pay awards are governed by assessments of performance and competency levels according to a pay matrix. Base pay primarily rewards competency or what an employee is capable of, while cash bonuses reward achievement. Pay progression depends on achieving defined competence levels to reach a reference pay point for their grade. Exceptional performers can earn a re-earnable cash bonus that may be consolidated with sustained performance.
The organization aims to implement performance-related pay (PRP) to increase employee motivation. However, PRP is unlikely to achieve this aim due to issues with both motivation and implementation. Intrinsically motivated employees may lose motivation if financial incentives undermine their interest in the work itself. Additionally, it is difficult to objectively measure and compare employee performance, which can lead to perceptions of unfairness. PRP can also damage teamwork by encouraging competition between employees. Overall, PRP is not an effective way to motivate employees and alternative approaches like facilitating creativity and involvement in decisions are better options.
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
The document discusses pay for performance (PFP) systems. It defines PFP and explains that PFP systems tie an employee's pay more closely to their performance. The document outlines several key determinants of effective PFP systems, including measurable and controllable performance metrics. It also discusses common problems with PFP programs, such as poor performance evaluations. When designing a PFP system, an organization should consider who to include, how to measure performance, and which incentives to use. Individual and group incentives are discussed.
The document discusses integrated succession, exit, and transition (S.E.T.) planning services. It describes the three key components of S.E.T. planning - succession planning, exit planning, and transition planning. It then outlines the S.E.T. planning process, which involves customized planning, value enhancement recommendations, selecting a transfer method, and developing personal and business action plans.
Building the business case ROI for SaaS HR Charles Bedard
The document discusses building an ROI case for SaaS HR solutions by benchmarking current HR processes against competitors and setting goals for improvements. It recommends creating a benchmark comparison of key metrics like revenue per employee, employee commitment rates, and costs. The next step is to set goals for improving each HR process and estimating the potential cost savings and performance gains.
Would you fly on a plane with a pilot who had never flown before? Would you trust critical business systems and processes to teams managing them for the first time? Just as pilots spend months training on flight simulators before taking control of the real thing, simulating critical business systems and processes can greatly reduce risk before “go-live.” ScottMadden has leveraged decades of experience conducting business simulations for our clients to create a business simulation service offering to effectively train new teams and managers. With our know-how, tools, best practices, and thousands of example scenarios, we can reduce the risk, overall cost, and increase stakeholder satisfaction of your new business system or process rollout. To learn more, please visit www.scottmadden.com.
Your Business and HR Technology: Is There a Connection? - Anna Langford, AAF ...HR Network marcus evans
Anna Langford, AAF International - Speaker at the marcus evans HR Technology Summit 2012, held in Lax Vegas, NV, delivered her presentation entitled Your Business and HR Technology: Is There a Connection?
8 Steps To Immediately Reduce Workforce Costslbittnererddy
This 8-step executive brief outlines how to quickly and effectively reduce workforce costs during difficult economic times. The steps include: 1) Cutting discretionary spending before headcount; 2) Upgrading and optimizing jobs and departments based on revenue impact; and 3) Making deep cuts initially to avoid multiple rounds of layoffs that damage morale. The brief stresses treating laid-off employees fairly, clearly communicating the new vision, and learning from the experience.
The document discusses building and maintaining a pay structure with grades and ranges. It provides guidance on key steps:
1) Identify multiple pay schedules to group labor markets and streamline the structure.
2) Determine pay grades by deciding the number of grades and job levels within each grade.
3) Develop pay ranges by setting the minimum, midpoint, and maximum for each grade using common differentials and spreads.
4) Assign positions to grades based on market pay and internal alignment. Maintain the structure by annually benchmarking grades and hot jobs against the market.
1) Spiderman wears a costume with a blue and red suit and spider insignia on his mask that looks like a web. He lives in New York City with his Aunt May in a green house.
2) As Spiderman, he swings from webs, waves to nice people, and beats bad guys. As Peter Parker, he is either just Peter or transforms into Spiderman.
3) Spiderman feels responsible for helping others with his powers but also hates when people try to hurt him or his family. His enemies want to kill him but others support him, though his family does not know he is also Peter Parker.
This poster advertises a Kings of Leon album. The band name is in bold letters at the top to catch viewers' attention against the black background. The ambiguous photo is meant to pique interest in who the band is. The unique owl image represents the album title "Only by Night" by linking to owls being nocturnal, as the band lifestyle involves nighttime drinking and partying. The bottom text promotes the album name and singles, alerting viewers to when they can purchase the album, and includes websites for the band and record label.
Majority of crops in Tanzania are marketed in their raw form, missing opportunities to earn higher incomes and create jobs. Agro-processing has potential to increase incomes and food security through value addition. However, the industry faces high costs, lack of appropriate processing machines, and limited technical knowledge. Financial support for farmers and policy reforms are needed to develop the sector in a sustainable way and reduce poverty in rural areas.
The Demand Gap for Online Learning: Latest Trends from the Speak Up ResearchJulie Evans
Project Tomorrow conducted a national research project called Speak Up to survey K-12 students, teachers, parents, and administrators about technology use in education. The document summarizes key findings from Speak Up surveys between 2003-2010 which indicate that students envision a more social, un-tethered, and digitally-rich model of online learning compared to current implementation. It also found disconnects between students' vision and how educators are currently using technology in the classroom.
The CFHS had a productive year in 2013 advancing animal welfare in Canada in several key areas:
1) They negotiated improvements to national Codes of Practice for farm animals including restrictions on electric prod use on cattle and requirements for pain control when procedures are performed on young animals.
2) Initiatives to promote shelter adoption included a Choose Adoption stamp series through Canada Post and ribbons to create a national adoption community.
3) Conferences and reports were produced to share data and best practices, including the first analysis of Canadian shelter statistics and new standards for shelters.
4) Outreach efforts increased public awareness of important issues through partnerships with celebrities in PSAs and events on Parliament Hill.
Este documento trata sobre un encuentro entre un hombre y la muerte. Cuando la muerte llega para llevarse al hombre, este le pregunta qué tiene en su maleta, esperando encontrar sus pertenencias materiales y recuerdos. Sin embargo, la muerte le explica que nada le pertenecía realmente - sus cosas, recuerdos, talentos, amigos y cuerpo eran prestados y pertenecían a otras entidades. Finalmente, cuando el hombre abre la maleta vacía, comprende que lo único que realmente tuvo fue cada momento vivido. La muerte le aconseja viv
The STaR chart measures a school's technology readiness in several areas and is used for planning, budgeting, and evaluating progress. It showed that Yeager School needs to improve in some areas of technology integration. The presentation discussed using the STaR results to set goals, determine funding, update the technology plan, and provide more professional development for teachers to enhance the use of instructional technology.
The document provides details about a proposed music video for the song "Loyal" by Chris Brown featuring Lil Wayne and French Montana. It will tell the story of a girl who cheats on her boyfriend through various excuses while he remains unaware. The video will visually depict the song lyrics and show the girl getting with other men who are better or richer than her boyfriend. It provides information on the locations, performers, costumes, camera shots and movements, and personnel needed to film the video.
Smart Grids after the Third Liberalization Package: Current Developments and ...Michal
The smart grid is a concept for the development of power distribution grids that
offers great promise for the realization of the ambitious objectives of European
Energy Policy. In its Third Energy Liberalization Package, European energy law
has introduced the concept of intelligent grids and intelligent metering systems.
A new directive of EPBD (energy performance of buildings) is to press ahead
with this trend. At the same time work is underway at the European Commission
and with European Regulators concerning standardization and the new shape of
regulatory policy in the implementation stage. The EU legislation and regulatory
policy of the National Regulatory Authorities will have to take into consideration
the current trends in the modernization of the networks. Among other things, this
means revising the existing regulatory model, and that will have to take into account
the performance and output of industry networks.
Integrating Direct Mail & Online Marketing to Engage Constituents & Raise FundsIgnitus
In a time when parents are timid about spending money, nonpublic schools are getting creative to bring in new students and retain current ones. But schools are on a budget, too, and are looking for ways to recruit new students and fundraise on a budget.
The internet provides the perfect, low-cost way for your school to interact with your current supporters, find new ones, and fundraise. Through an online newsletter, your school can strengthen the relationship you have with parents by keeping them in the loop about new programs and teachers, and posting volunteer opportunities. Through email and your website, you can fundraise with little overhead cost.
We will show you how, by integrating traditional direct mail marketing with online marketing, you can reach your enrollment goals and raise more money for the programs that make your school unique.
The document provides guidance to schools on improving pupil literacy. It discusses challenges with reading and writing test results, and offers strategies schools can take to help pupils develop stronger literacy skills. These include creating motivated learners, developing writing skills, supporting speaking and listening, and providing resources, training and networking support for teachers. The overall aim is to provide schools with practical ideas backed by research to help boost literacy and academic achievement.
A atmosfera terrestre é dividida em camadas de acordo com variações de temperatura: a troposfera abaixo de 12 km, a estratosfera até 50 km, a mesosfera até 80 km, e a termosfera/ionosfera de 80-900 km. Cada camada tem características de temperatura e composição gasosa diferentes.
This document provides guidance on developing wearable technology prototypes while considering privacy and the user experience. It recommends prototyping with sensors for movement and activity, using sensor fusion to make prototyping easier, choosing software for easy development, deciding on a firmware or operating system, selecting appropriate enclosures, iterating based on hardware and software needs, and being mindful of privacy by providing users control over data collection and indicators of camera use. The document aims to help developers balance functionality and privacy concerns when creating wearable technology prototypes.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document provides 5 tips for effective recruiting and hiring. Tip 1 discusses eliminating bottlenecks in talent assessment and sourcing by implementing candidate filtering capabilities. Tip 2 focuses on improving consistency and transparency across the entire recruiting process through automated workflows and reporting. Tip 3 recommends standardizing practices with templates and approval workflows.
The document discusses HR analytics and its importance in organizations. It provides definitions of HR analytics as a multidisciplinary approach that uses quantitative methods to improve HR decision making and organizational performance. It discusses how HR analytics can be applied across the HR lifecycle including recruitment, learning and development, engagement, retention and other areas. Analytical models that can be used include skills gap analysis, principal component analysis, cluster analysis, and Kirkpatrick model for evaluating training impact. Measuring employee engagement and calculating an engagement score is also discussed as a way to assess organizational performance and drive business outcomes.
A performance appraisal is a systematic, general and periodic process that assesses an individual employee's job performance and productivity in relation to certain pre-established criteria and organizational objectives.
The document discusses HR analytics and competency mapping. It provides information on HR analytics, benefits of HR analytics, areas that can be measured, and critical areas for predictive HR analytics like turnover modeling. It also discusses competency mapping, defining competencies and types of competencies. The stages of analysis in HR analytics are described from reporting to predictive analysis. A case study on Nielsen Corporation is presented, where they built a predictive model to identify drivers of attrition and reduced voluntary attrition by almost half through targeted programs.
1) The document discusses implementing an HRIS system for a construction services startup company that currently lacks systematic processes. It outlines 10 steps for automating the HRIS implementation process including what to study, sending an RFI, developing an RFP, vendor proposals, selection, and go-live.
2) The recruitment process is used as an example to show how an HRIS can improve processes like applicant tracking, interviews, and onboarding. It analyzes the company's current and future needs for recruitment and highlights objectives of the HRIS.
3) An RFP template is provided that specifies requirements for an HRIS vendor proposal to automate recruitment through the HRIS. The RFP requests pricing, timelines,
Mu0016 performance mgmt & appraisalNitesh Kumar
This document discusses performance management and appraisal. It explains that performance management aims to build a high-performance culture by clarifying goals, enabling growth, and continuously improving processes. The main goals of performance management are to help employees achieve standards, identify skills needed for their jobs, encourage motivation, promote communication between supervisors and employees, identify barriers to performance, and support career advancement. The document also defines performance appraisal, discusses dimensions and characteristics of appraisal, and lists traditional and modern methods of appraisal such as essays, rankings, behavioral anchors, management by objectives, and 360-degree feedback. Finally, it explains the principles of performance feedback and some common pitfalls managers face in providing feedback.
Protim Banerjee is an experienced HR professional with over 6 years of experience in talent acquisition, talent management, performance management, payroll management, and compliance. He is currently working as the Zonal HR head for East India at Wings Biotech, where he is responsible for recruitment, talent development, performance reviews, and payroll for the East zone. Previously he has held HR roles at 2COMS Consulting and Enfield Apparels with responsibilities including recruitment, onboarding, employee engagement, and attrition management. He has an MBA in HR from Dr. BC Roy Engineering College.
1. The document discusses resourcing as an HR topic, specifically analyzing Human Resourcing Limited's strategies and issues.
2. Human Resourcing Limited previously faced problems with employee retention due to improper HR planning during recruitment.
3. To address this, they implemented internal/external verifiers for their NVQ assessment and improved HR planning processes.
TELESPAZIO PERFORMANCE APPRAISAL 1
Telespazio Performance Appraisal Development
Overview
A performance appraisal or review is a method used by an organization to evaluate and document the work performance of their employees. It is an important aspect of career development, and it involves frequent employee performance reviews in the organization. Telespazio is a spaceflight services company, which developed a dual employee appraisal system in 2005. The system aimed to plan the organizational change through support of employee management like compensation, mobility, rewards, training, and career advancement to continue to keep the company going. The system was electronic which enables support values such as transparency, common objective definitions, giving observable behaviors and sharing (Dessler, 2014). The dual system aimed at ensuring that the company promotes employee professional development and attains positive result feedback. The system evaluates the employee performance in comparison with the objectives and competence skills. This paper will examine the Telespazio performance appraisal system focusing on appraisal methods, proposed strategies, and an appraisal tool.
Current Appraisal Methods
Currently, the appraisal approach, which Telespazio uses, is called Telespazio Performance Appraisal for Development (TPAD). This system supports employee compensation, rewards, training and career advancement. It promotes transparency, common objective definitions, and focusing on competencies and roles (Profili et al., 2014). This procedure is an avenue for employee training and development to ensure growth also allowing employees to deal with upcoming challenges, which is a strategy to strengthen the company workforce. TPAD is a fair system because it the process begins with the employees and manager listing endeavors, skills and their objectives for the following year. The evaluated skills in the process differ in each position. The process helps the company identify employee roles through determination of the different employee's skills and knowledge. It then matches the skills in roles where they are most appropriate.
The company mainly uses the 360 feedback and management by objectives (MBOs) systems to appraise their employees. The management by objectives system allows the employees and managers recognize the employee goals, which are later used to measure performance. The MBOs are used to evaluate work progress quarterly, which is an important tool in improving employee productivity. The 360-feedback system uses the employees from all organizational levels who interact with the employee being appraised. It opens gives a chance for employees to be part of the appraisal process, and it is a fair and transparent process (Peacock, 2015). The appraisal uses three levels to rate the employee performance. The levels are unsatisfactory; improvement needed and mee.
Tata Consultancy Services has detailed promotion policies and performance appraisal processes to evaluate employees. Employees are assessed twice a year and also at the end of projects based on a balanced scorecard across financial, customer, internal, and learning/growth metrics. Employees are rated on a 1-5 scale, and those receiving low ratings for two consecutive periods may be exited. Promotions are based on competence and performance. Recognition programs like milestone parties, awards, recommendations, and salary increases are used to motivate high performers. The involvement of senior management and an online system help ensure the processes are objective, transparent, and supported across the large employee base.
The document outlines the human resource planning (HRP) process, which involves 5 steps: 1) forecasting future HR demand, 2) estimating internal and external HR supply, 3) comparing demand and supply to determine surpluses or shortages, 4) developing strategies like hiring freezes or overtime to address imbalances, and 5) assessing the effectiveness of the HRP effort. Key aspects of HRP include determining future staffing needs, utilizing HR efficiently, controlling costs, and informing strategic planning. Common techniques for forecasting demand are informal estimates, expert surveys, and extrapolation of past trends.
The document provides an overview of performance appraisal processes and methods. It defines performance appraisal, outlines its objectives and processes. It describes various methods of performance appraisal including graphic rating scales, ranking, forced choice, critical incidents, management by objectives. It discusses sources of information, challenges, errors and strategies to improve performance appraisal.
Matthew Jandorf has over 15 years of experience in talent acquisition and management. He has a proven track record of effectively filling positions quickly while maintaining high quality. He is skilled in developing processes, mentoring employees, and using technology to improve recruiting efforts. Jandorf has experience leading teams, developing strategic plans, and delivering results for organizations.
This project report evaluates the performance appraisal system at Bharat Sanchar Nigam Ltd (BSNL), an Indian state-owned telecommunications company. The report begins with an introduction to the company and outlines the rationale for studying its performance appraisal process. It then provides details on key aspects of performance appraisal like definitions, objectives, methods, and limitations. The report concludes with a research study evaluating BSNL's actual performance appraisal process and provides findings, conclusions and suggestions.
This document provides information about an assignment for an MBA course on HR Audit. It includes 6 questions related to topics like objectives of human resource planning, methods used in the HR audit process, competency mapping, and balanced scorecard software. It also provides contact information to obtain solved assignments for Rs. 125 each via email or phone.
This 3-page document provides an overview of performance appraisal processes and methods. It discusses several key points:
1. It defines performance appraisal and discusses its importance, characteristics, process, limitations, and benefits.
2. It describes various methods used for performance appraisal, including essay, graphic rating scales, forced-choice ratings, management by objectives, ranking, assessment centers, and 360 degree feedback.
3. It discusses potential rating errors in performance appraisals such as leniency, central tendency, halo effect, and primacy/recency effects.
4. It outlines the roles of reporting managers, reviewers, department heads, and HR in the performance appraisal process.
Unlocking Success - A Deep Dive into Recruitment KPIs and Strategies for HR P...IscalePro
Demystify the world of Key Performance Indicators (KPIs) in recruitment with our comprehensive guide. Explore the importance of tracking KPIs for effective hiring, from enhancing decision-making to ensuring cost-effective recruitment. Learn about diverse recruitment KPIs and strategies for continuous improvement. Elevate your talent acquisition game with insights that go beyond the surface. Dive into the realm of success in recruitment with our expert-backed analysis. Discover more about iScalePro, your partner in skill assessment for a seamless hiring process.
Training need analysis is a systematic process to identify gaps between current and desired job performance. It occurs at the individual, operational, and organizational levels. The analysis determines the knowledge, skills, and attitudes required to meet job standards compared to what employees currently possess. Common techniques to conduct the analysis include surveys, competence analysis, performance appraisals, task analysis, feedback, and management decisions. The results are used to prioritize training needs and design effective programs that address the identified gaps.
Training need analysis is a systematic process to identify gaps between current and desired job performance. It occurs at the individual, operational, and organizational levels. The analysis determines the knowledge, skills, and attitudes required to meet job standards compared to what employees currently possess. Common techniques to conduct the analysis include surveys, competence analysis, performance appraisals, task analysis, feedback, and management decisions. The results are used to prioritize training needs and design effective programs that bridge identified performance gaps.
The document announces a new executive training program called the Independent Dealer Executive Academy (IDEA) created by The Pros Elite Group in partnership with Strategic Business Associates. IDEA is a 4.5 day training designed for dealer principals, presidents, and general managers to teach them how to ensure sales, service, finance, and administration execute according to industry benchmarks. Key areas covered include accounting and finance, sales operations, service operations, administrative operations, and strategic planning. The training is meant to prepare dealer executives to execute new paradigms like managed network services and the fourth phase of MPS.
2. Performetrix monthly
Enhancing the net worth of Human Capital
How to conduct a strategic assessment of your
recruitment risks and plan for the best?
“How will the new hire perform after he joins is always a ‘?’
Unanswered it remains till a few months the new hire is in place, but answered in some adjectives like (good, excellent, class)
– RRF provides a greater precision to identify the potential issues in prediction and craft the path for bettering the selection.
HR / recruitment strategist adopt multifaceted approach to recruitment strategy. Had it been mentioned as the best, another
trial would not take place. Trial and error methods are one among the many methods adopted, had it if learning from the
errors are appropriately treated further. With the Recruitment Results Framework (RRF) a continuous approach in recruitment
quality and learning’s from those for implementation framework is the key with precision empiricism of the present and
refining the future method.
May be this RRF solutions is not required if organizations do not have the issues of attrition coupled with low engagement
levels and high cost of recruitment, both amortized and unamortized cost. The value creation using a recruitment consultant is
not much as they sell CV’s and not uses sophisticated selection tools for them, on the contrary using the web pages where the
universe of potential candidate’s access is the same for all.
Why RRF consulting
When faced with a choice among strategies, management should choose the strategy that maximizes the expected utility for
the organization, and to make those choice managers need to be provided with the estimates of success process, which is
where the RRF serves the purpose. Decision of the cost for recruitment is so vivid in the standard accounting systems, but
the cost of errors in selecting is not captured in any of the accounting standards, leading to the drain of ‘Cash’ as well Human
capital with poor performance that can have serious consequences in terms of projects, products and customers. Our
performance specialist would work with the company and analyze in a systematic manner the subjective or expected value of
alternate outcomes associated with a decision.
RRF approach is highly researched from the market data base of organizations and people movement tracked with almost
15,000 candidates, and today resulting in predicting the employee mental mobility (attrition) as well performance prediction at
the selection process. RRF helps your company study the recruitment / selection success in terms of
1. “Recruitment Success Ratio” (RSR)
2. “Refine the present anomalies
3. Train the managers involved in selection with repeat training, so that the implementation is handy within the
company
4. Help you identify how and where to reduce your cost of recruitment
issue # 3
March 2011
3. Performetrix monthly
Enhancing the net worth of Human Capital
RRF works with the quality and value creation in the “Talent Flow” and associated “Selection Process”, defining,
measuring and planning the new process and empirics, so to have a continuous improvement in getting better
prediction of the prospective employee. To make the findings vivid and meaningful, this advisory support is also
embedded with monthly exit interviews by CDF Consulting and a yearly EBBOL Study (An instrument for measuring
at a greater precision the Employee engagement and work passion study)
Benefits for your company and company HR:
Incrementally reduce dependency on the CV consultants where a big money is paid per hire.
Tendency to use much of the web portals for skimming the appropriate CV’s , as people would be at their
best in making selection decision supported by CDF analytics
Selection attention matrix changes over a period to high professionalism.
CDF consultants would conduct the base process and analytics study of prediction while company HR only
conducts the selection process and provide the ratings on re-defined process to CDF, in turn CDF provides
success matrix of each candidates for further decision.
All nominated and identified managers involved in the selection process are trained in ‘Mandarin Select’ a
training program on selection skills
Annual EBBOL score for course correction on policy and practices along with the monthly exit interviews on
employee separation to get better insights into the selection process or otherwise as relevant.
Monthly interface electronically or telephonically with the separated employee, hence location not an issue.
Senior consultant who have consulted on major change initiatives only involved in providing findings and its
inferences.
The return on investment worked out that would be worth the returns
A mathematical precision on what should be the RSR
Mathematical precision on how many people should be interviewed and how many shall be rejected.
Deriving the coefficient for success for future mapping
Concern Validation
Phase
RRF PROCESS
Implementation Results Phase
Phase
issue # 3
March 2011
4. Performetrix monthly
Enhancing the net worth of Human Capital
SNAPSHOT OF RRF MONTHLY RECRUITMENT RESULTS (IMPLEMENTATION PHASE)
(Other elements of RRF, like Exit interview and EBBOL results are not part of this article)
1. A new process correction based on RRF study at company ABC conducted and competency based
implementation in place , PART OF CONCERN VAIDATION AND IMPLEMENTATION PHASE.
2. Shyam, Ram and Vaidhya are potential candidates who have been interviewed with the company ABC and
the final results sent to RRF solutions, before the letter of appointment is given.
3. The following report of potential performance prediction is mapped and sent to the company ABC HR for
taking a decision
4. Company ABC takes a informed decision.
5. At the end of appraisal period all these calculated predictions are ratified to see the success % and then
again refine the process – A Kaizen in recruitment.
6. Value to the company- Potential prediction of success of person on the job before hiring and continuous
areas of identification for controlling attrition by conducting exit interviews.
Potential Performance Prediction
10 Mr. Shyam is in the
9 Correct acceptance curve,
8 hence select
7
6
5 Potential Performance
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
issue # 3
March 2011
5. Performetrix monthly
Enhancing the net worth of Human Capital
Potential Performance Prediction
10
9
8
7
6
5 Potential Performance
4
3
Mr. Ram lies in the not
2 successful curve, hence
1 hire with the known risk
or decline offer
0
0 1 2 3 4 5 6 7 8 9 10
Potential Performance Prediction
10
9
8
7
6
5 Potential Performance
4
3
2 Mr. Vaidhya lies in the
confirmed rejection
1 curve, hence not to
0 proceed with the known
0 1 2 3 4 5 6 7 8 9 10 risk
Recruitment Results Framework (RRF), the methodology and prediction formulation in India is exclusively owned by
Cerebral Dimensions Learning System.
issue # 3
March 2011
6. Performetrix monthly
Enhancing the net worth of Human Capital
Is your company efficacious – beyond the core
competency?
Businesses face increasing pressures from competition, stock market anomalies, loss of key leaders, on- going organizational
change and competitive innovation. It is more to be realized, people in business are not working to support a social ‘cause’,
but are working for the mission and stated purpose of the business, and although they may choose the organization for its
reputation and its market prowess. The organization in turn selects the mission and goals for the employee to pursue. It is
the business, not the cause that provides impetus to daily operations.
CDF; company wide research and their consultants related observation is that, to build company level efficacy, at times some
of the company’s view the following as contributors of business success such as
‘Employee engagement’
‘Product prowess’
‘Brand identity’
Longevity in the trade and some ‘customer opportunities’
And utilization of all in exclusion.
Having said that in reality most organizations get into measuring all of the aspects religiously but do not have any concerted
total plan with conviction to build efficacy, as company’s are misguided or prefer to be ignorant of the collective inter -
linkages of the above processes.
On the contrary company’s focusing on any one of the aspect is also probably doing a mistake or rather a blunder.
To enumerate this aspect of Efficacy- let’s illustrate the research based findings. Many business surveys and questionnaires
tend to focus on how individuals view their unique circumstances in an organization, to the exclusion of understanding how
individuals perceive the broader capabilities of the organization.
Organizational Efficacy as measured by Cerebral Dimensions and Formations is a global reality measure that would take all of
those elements (Organizational self esteem, commitment, climate and organizational citizenship) into account in evaluating
organizational capacity to achieve outcomes.
The most important distinction to be reminded to HR and business leaders is that organizational efficacy is not employee
efficacy. To illustrate:– In a highly efficacious organizations, people should think differently, work differently, and act
differently and the outcomes should be different from organization where organizational efficacy is low.
Employee’ are the best respondents for measuring your company’s Efficacy, which is measured by the 3 major factors as
measured by the survey instrument of Cerebral Dimensions Learning System. The instrument is simple yet having a very high
validity and reliability of 0.9
This is to be conducted when the CEO feels that everything is right yet something is not right. To measure your company’s
Efficacy, please connect with one of the lead consultants of Cerebral Dimensions Learning System or National Coordinator
issue # 3
March 2011
7. Performetrix monthly
Enhancing the net worth of Human Capital
It’s time for performance evaluation – The Holy Grail
Performance Management system, the buzzword yesterday, today and tomorrow among the corporate, has been more or less
a plagiarism rather than a reality mapped to the said organization. The existing survey of the PMS, more reveal the ‘people
salary increment’ and ‘promotion decision’ component only attached to the PMS.
Performance management system has become a widespread formal organizational procedure with managers measuring and
evaluating subordinates performance using formal rating instruments. It has been estimated that over 92% of all big
organizations use some form of this process, and 34% of SME’s use some form of this process.
The issue that still revolves around is that whether the PMS designed are really representative of the measure of the
organizations competitiveness in slices or they are exclusively for rating only the individuals contributions. Or is there a linking
score (here we refer to Balanced scorecard) for the individuals contribution to the organization.
Revolutions begin long before they are officially declared. For several years senior executives in a broad range of industries
have been rethinking how to measure the performance of their business. At the heart of this revolution lies a radical decision;
to shift from treating financial figures as the foundation for performance measurement to treating them as one among a
broader set of measures. Treating the measure is one thing, but giving them equal status in determining strategy,
promotions; and other rewards is another
Hence studying performance management System for better business results and people development
could be looked from two defined aspects that can allow a holistic approach to performance management
system and appraisal.
1. A tool of the organization aligned to the organization design – Design of PMS
2. The impact of performance measurement.
Design of PMS
In the past, performance appraisal were an independent system to ensure role clarity, performance planning, job-related
competency identification and development, development of critical attributes required by the job as well as those valued by
the organization and identification if training needs. In the last few years this system is slowly being re-placed by not a better
– a utilitarian approach, which included:
Its time to place people in their space
Fixation of increment
Individuals performance analysis
Performance rewards and recognition.
Of the above some of those are mere judgmental aspects of the process and some developmental. The missing aspects are
the holism of the appraisal. Holism here is referred to how to link the performance of the individual to the organization, not
issue # 3
March 2011
8. Performetrix monthly
Enhancing the net worth of Human Capital
just a mere linking but a causal reflection of the same. It would do good for organization to study their causal impact of all the
measures before embarking on the ‘target setting’ for the new performance period. This would require not just a ‘process’
and related ‘appraisal form’ like many attempt to; instead study of the strategy of the organization and preparing the score
card.
Study across some of the Indian organizations reveals the heresy of this high potent system and people development tool to a
mere religious ritual. Financial figures reflection on some of the functions of organization is good but it is indiscriminately
used based on the mere perception instead of professionally being consulted. The result being measuring the consequences
of business ‘decision for yesterday’ very meticulously for appraising people and rewarding those and prepare for yesterday
success mantra for tomorrows uncertain dynamic business canvas. One of the simple example was that in one of our clients
PMS planning consulting it was observed that the company had fixed the sales executives KPI in terms of the sales figures,
but the strategy study revealed that creation of the cash flow and market share was the real success metric. With the changes
incorporated in the KPI the bleak issue of the company turned around.
The further challenges observed are “ How a company generates the performance data it needs is the second piece of its
information architecture.” In the refined architecture the Impact of KPI’s are narrated in terms such that organizations can
start looking at their business data, its usage and appraisal from these. This is very relevant even for the board level appraisal
of the CEO. Interestingly not many CEO are being measured by these principle based metrics.
Performance Indicator system and impact
The notion of impact of performance measurement and its indicators is pivotal for the design to be successful. It has been
postulated that excessive use of the outcome – related performance indicators (ORPI’s) might influence managerial behavior.
Here these illustrations may not be as relevant for all the work and positions, but to be comprehended in context and be
adopted. Here the author illustrates the impacts with a metaphor, which is the basis of true professional consulting.
Tunnel vision KPI: Concentration on areas included in the KPI scheme, to the exclusion of other important
areas. Most of the KPI lacks the measure of effectiveness of intervention of work, such as measures of quality of
outcome. As a result many measures of outcomes used in KPI schemas of company are likely to be highly imperfect
indicators of effectiveness, the relevance of which is easily challenged given the strategic priorities not being
achieved. If managers are encouraged to pay excessive attention to KPI schemas, they may be tempted to focus on
the more easily managed aspects of activity, such as input and procedures, rather than enhancement of
effectiveness in terms of outcome.
Suboptimization KPI: Is the pursuit by managers of their own narrow objectives, at the expense of strategic
consideration. More relevant to large organization, especially in service where the effectiveness of the organization is
on a wider spread of society as customers, and not just those addressed by a manager, hence the KPI is no
guarantee that the individual managers will take account of their responsibility as reflected in the targets in the
appraisal. This lack of congruence between personal targets and global objectives give rise to the phenomenon,
issue # 3
March 2011
9. Performetrix monthly
Enhancing the net worth of Human Capital
which has become known as sub optimization of the Performance indicators and their impact on the appraisal
process.
Myopic KPI: Many of the PMS designers and administrators are unaware of the Myopia effect that leads to the
ineffectiveness of the process and system. Myopia is concentration on short-term issues, to the exclusion of the
long-term criteria, which may only show up in the performance in many years time. Therefore managerial Myopia
arises because of lack of congruence between the time horizon of the projects for which he / she is responsible,
hence if long term issues are considered important, the KPI scheme of the PMS must focus on process dedicated to
long term objectives rather than just outcomes.
Convergence KPI: An emphasis on not being exposed as an outliner on any KPI, rather than a desire to be
outstanding. This arises more from the human process of ‘self centeredness’ and lack of specialist support sought by
the HR. This is more often reflected in many organizations when the HR seeks to get the data from the functional
heads for their completing the appraisal process and not really being bothered of the Strategic objectives.
Ossification KPI: Research indicates that excessively rigid performance measurement schemas can stifle
innovation and suppress potentially healthy experimentation. If outcomes are enhanced by the innovation there is no
guarantee that the current KPI will capture the improvement. Any organization delivering exceptional performance
will raise expectations, and the managers looking for a quite life may instead spurn the short-lived plaudit arising,
instead of the beneficial innovation and apt for chronic mediocrity.
However, as with most formal control systems, the most profound danger is that the system itself becomes ossified,
and fails to react to new challenges and opportunities. This has been the observation of the author in many
organization.
Gaming KPI: The dynamic incentives implicit in a performance management schema are potentially very
important for two reasons; firstly, most KPI’s in practice are intermediate measures of performance, measuring
process of service delivery rather than outcomes. As a result the numbers reported are readily changed by the
behavior of managers.
Misrepresented KPI: Fraudulent practices with the selfish motives by the managers in measuring their
subordinates and the designers selfishness for their own gains always leads to the inappropriate data and ineffective
use of the PMS.
It would be worth to note that the natural process of life always comes coupled with some or many of the
KPI’s, but it also doesn’t mean that it should be lived with. It would do good for progressive or intending
to be progressive companies to evaluate their business strategy, Vision Mission and create the score card
which would address most of the issues rendering the business results embedded in the employee
appraisal.
The editorial thanks the following esteemed consultants who have contributed the above articles and having lead some of the research:
1. Prof. Vinu Kuruvilla – Our Empanelled consultant and leading management teacher
2. Dr. Hardik & Mr. Sunil Verghese - CDF Principal Consultants and Management Trainer, who are one among our consultants
trained on RRF. We thank them for sharing on RRF, as there were many enquiries for the same.
3. Ms. Latha Sushindhran – CDF Consultant, who has contributed the article on Organizational Efficacy
4. Mr.Sunl Verghese – Contributed the article on PMS and KPI
issue # 3
March 2011