UCF framework presented to a large IT service company in Mumbai in 2008.. showing my thinking then on how an organization could approach organization capability recording and building.. related to PCMMI.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Managing attrition and turnover in your call center/contact center can be a daunting task. Inter-related and interconnected activities, processes and procedures. This article surfaces the relationships and can help you address attrition management in your center.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
Managing attrition and turnover in your call center/contact center can be a daunting task. Inter-related and interconnected activities, processes and procedures. This article surfaces the relationships and can help you address attrition management in your center.
Human Resources Management Solution - iON Cloud ERPChirantan Ghosh
People are the greatest assets of your enterprise and every year you spend considerable time and effort in managing your human resources. From recruitment and talent acquisition to talent retention and development...
HUMAN RESOURCES SOFTWARE PLATFORMS
Our concern to increase service efficiency has led us to develop, based on our long-term experience, two online platforms dedicated to HR specialists.
APTITUDE HR is an integrated platform of human resources management (HRMS - Human Resources Management System) that meets the flexibility requirements of the modern HR management models. It has a modular structure based on the field-specific processes. Tailored to the real needs of any organization,
APTITUDE HR supports the following activities:
- Organizational structure management
- Recruitment and selection management
- Competency assessment through questionnaires, multiple choice tests and assessment centres
- Staff hiring and administration
- Timesheet management and holiday planning
- Compensation management
- Performance management
- Development programme planning and implementation
- Corporate travel management
- Financial management of service contracts
- Internal control and auditing
- Operational parameters and performance indicators reporting
The application’s modules enable operational efficiency of all major activities of human resources management, and offer practical support in monitoring and automating all phases of the employee lifecycle from recruitment through to exit. The platform is 100% web based, information is centralized and functions are self-service, both for employees and managers. APTITUDE HR uses an advanced security system with role-based access control and passwords and can be hosted on the users’ own servers or delivered as SAAS (software as a service). The platform allows simultaneous management of employees across multiple companies (holding entities) and offers flexibility in managing different employment modalities. APTITUDE HR also enables integration with other applications via export/import and advanced work process customization and parameterization in compliance with the user company’s internal procedures. The application is available in both Romanian and English and, upon request, can be adapted to accommodate the most used European languages.
APTITUDE HR is readily tailored to suit the customer’s business requirements due to the high degree of adaptability and easy implementation. The platform has wide applicability regardless of industry or business volume and the application is being constantly developed to keep up with the market dynamics and the evolution of the HR management sector.
For more interesting information on this top-quality product, we invite you to visit our website at http://www.aptitude.ro . Feel free to ask any questions you may have (contact details are available on site).
Start the New Year Right — Focus Learning Through Competencies in 2013Human Capital Media
Competencies have been a part of the learning discussion for some time. And, depending on where they are in the cycle of opinion about their value, can trend higher or lower. Recently, some have stated that competencies are no longer welcome in the workplace, or have little value alongside an individual’s business goals. Esoterically speaking, there may be some truth to this. We are not, however, talking about old core values, nor are we trying to define what makes an employable corporate citizen. Rather, we are talking about what aligns a job function/family or what is a specific differentiator for level or role.
Job-specific, task-oriented competencies, associated with tools employees can use and relate to, make a significant positive difference in:
Best practices sharing.
Capturing institutional memory.
Providing consistent communication.
Setting clear expectations for hiring, performance, career engagement and development.
Providing clear skills management and mitigation for workforce planning.
Enabling flexibility in assignments and roles while accelerating capability to learn and deliver.
In this webinar, you will:
Hear case studies and research validating the justification for a learning strategy.
Learn some of the ways to relate business outcomes from learning.
Understand how the Kenexa Job Competency Library can make learning not just on the job, but targeted at the job.
My read and summarization of the booklet on devops by mike loukides from O Reilly, great read for starters.. a good reference on automation, inreastructure as code
how i managed to Develop a Analytics story for services about 4 years back. Contains
Maturity Model, Business Potential, Services Structures Areas that analytics can be applied to
20150108 create time stamp
Tom Davenports Classic on hwo to Build Organizations of Knowledge workers, around talent Management, Information and Managerial Hygiene.. great reference for managers
Read in 2011, a very foundational book on physics, narrated in a very easy lay-man terms.. This book talks about constants, in nature and how we need to interpret and listen to these constants..
These are my book notes, great book one can buy this book on Amazon... worth a read for science buffs
In 2011 i read this wonderful book from the found of IDEO Tom Kelley, on how to manage and inculcate innovation.. this book was a precursor for the book ten faces of Innovation
A personal collection of HR concepts through training sessions attended.. highlights.. Areas like Presentations, Leadersdhip, Influencing, Interviews .. etc...
Life Biography and the philosophy of Sri Sankara, A book that i picked up at vadyar and sons Palakkad, well written introduction into the greatest Advaita philosopher Sri Sankara .. deck to be updated.. with more information later.s
Morey stettner wrote a very practical guide for managers, do surely read it.. this is my prime reference for managing my teams at work.. the presentation is a precis of that book and the key principles resident there..
Anticipatory Failure Determination <afd> is a method similar to FMEA in design, to extract and discover failures in design ad how to cope and manage these risks.
1. Unified Skills & Competency Framework
Competency Analysis Description Assessment
M Management
Probation
A
Assessment
R
K Roles & RBS
E Responsibilities Performance Result Breakdown
T Management
Frsr/Ltrl/Mgt
Job Performance
Selection X% Results
Description Assessment
Assessment Financials
O
R Employees
G Customers
A Processes
N Grades / Levels
I Y%
Z Initiative
A Personality Actions
T Z%
I MCF SLF Individual
O
N
Career Model
2. Market Capability Framework
Business Environment
Industry Technology
Suppliers / People Internal Organization Customers
Resource Management Processes Business Development
Projects
Training
Staffing
3. Assessment Framework -
Competency Analysis
Demonstrated capabilities from the past, including Capability to performance for delivering the business
experience, education …. objectives
MCF
Business
Background
Competency
SLF
Ethics /
Leadership
Values
Personality traits critical for the organization from an Capabilities that foster building the organization
individual through leadership.
4. Technology
Etiquette / Process
PM
Culture
Industry
Experience MCF
Background Business Biz Dev
Education
Resource
Management
Assessment Framework -
Competency Analysis Training
Competency
Staffing
Hygiene
Ethics /
Values
Punctual
SLF
Integrity Leadership
Loyalty
Edge Energy Energize Execute Passion
5. Etiquette Technology
Culture
Process
Educatio SIEMENS
n PM
Industry
Experien Present
ce MCF
Background Branding
network
Business Biz Dev
Selling Convince
Resource
Management
Training Instruction
Design
Competency
Hygiene
Staffing TWI
/Instructor
Punctualit Ethics /
y Values Present
SLF
Integrity Leadership
Loyalty Rajesh Input
Edge Energy Energize Execute Passion
•Self Initiative •Oration
•Analysis
•Innovate – unlimited •Oriented to Change / •Language – written
•Decision Taking
thinking Learning •Language - Reading •Customer focus
•Result Orientation
•Strategic Judgment •Self Determination •Active Listening •Siemens Values
•Plan & Risk
•Entreprenuership •Team Player
•Quality Orientation
•Coach/Mentor
•Influencing
•Conflict Handling
6. Applying the Framework to the
organization.
For Each Leaf node Describe
Description Assessment
Statements that define the task / Measurement /evaluation criteria for
responsibility the task responsibility
Description Assessment
RR Grade Job Selection Probation Performance
For e.g. ITIL / ISO 20000
# of CRs managed / resolved
Apply change management in resolving
Avg time of CR response [Scope – proposal]
errors
Conversion rate of CRs.
For e.g. Training Presentation
Present topic / subject to large audiences # of Presentation hours conducted
Audience Feedback
7. Actions
• Identify and finalize the leaf nodes
• Describe the leaf nodes
– Action / character statements
– Measurement / evaluation criteria
• Link grades to Organization statements
• Describe all relevant roles within the organization
• Link RR to Market Statements
• Describe Job Descriptions using above 2
• Describe Assessment frameworks for Role/JD