Académique Documents
Professionnel Documents
Culture Documents
EFFECTIVENESS
In HPCL Context
How does HR Add Value to Business
(alignment with business)
How is effectiveness of HR measured
AlignmentHR
of HR
with Business
Why measure
effectiveness
Strategy
What are our strategic
and business
objectives?
Distinctive Competence
To achieve our strategy, what are
the key things we need to do
exceptionally well in order to
achieve our competitive advantage.
Workforce Capability
What are the key capabilities that our
workforce needs to excel in order to
achieve our business strategy?
Strategic partner
Change Agent
(Management of Strategic
Human Resources)
(Management of
Transformation
and change)
Administrative expert
Employee champion
(Management of
Organisation infrastructure)
(Management of
Employee contribution)
People
Processes
Future/strategic focus
HR as Change Agent
Future/strategic focus
(Management of
Transformation
and change)
People Focus
Change Agent
HR as Strategic Partner
Processes Focus
Future/strategic focus
Strategic partner
(Management of Strategic
Human Resources)
Internal Processes
Learning and Growth
Improved Profitability
Satisfied Customer
CURRENT REALITY
Customer Centric Processes
Competency
Mapping
and
Development as
Why
measure
HR
effectiveness
Strategic Initiative
GRADES AT HPCL
LEADERSHIP FRAME
I
F
E
D
3 Enduring Commitment
and Initiative
4
Active Learning and Agility
5
Cooperative Teamwork
Behavioral
Technical
Weightage to
Middle Management
Behavioral and
Managing
Top Management
Technical Competencies
Leading
Processes Focus
HR as Administrative Expert
Administrative expert
(Management of
Organisation infrastructure)
HR as Employee Champion
(Management of
Employee contribution)
People Focus
Employee champion
Measuring HR effectiveness
Selecting
the
RIGHT
METRIC
Why measure HR effectiveness
Measuring
HR
effectiveness
at
HPCL
Why measure HR effectiveness
Developing
HR
Scorecard
The
process
Why measure HR effectiveness
Developing
HR
Scorecard
The
process
Why measure HR effectiveness
THE IR SCORECARD
Scoreca
rd Key
F1
Strategic Objectives
Management value
add
Metrics
Value added per
management
employee
Description
Measures utilization efficiency of
employee resource
Scorecard
Key
Strategic Objectives
Metrics
Description
F1a
Reduce incidents of
and downtime due
to labour disputes
Incidents of labour
disputes
F1b
Reduce incidents of
and downtime due
to labour disputes
F2
Resolve IR related
legal cases
Number of IR related
legal cases resolved
F3
Optimize workmen
productivity
Non-management
employee productivity
index
F4
Scorecard
Key
Strategic Objectives
Metrics
Description
C1
Competent
Management
employees
Management employee
competency levels
C2a
Management
employee and Retired
employee delight
Management employee
satisfaction index
C2b
Management
employee and Retired
employee delight
Number of unresolved
complaints
C3
Reduce employee
attrition
C4
Inter-SBU
coordination
Number of exceptions
to SLAs
C5
Acceptance and
ownership of new
initiatives
Delay in implementation
of new initiatives
Strategic
Objectives
Metrics
Description
C1a
Satisfied and
flexible
workmen
Non-management
employee satisfaction
index
Metric measures the satisfaction levels of nonmanagement employees through annual survey
carried out by an external agency
C1b
Satisfied and
flexible
workmen
Instances of vacancy
filling by existing
manpower
Metric measures the number of nonmanagement vacancies that are filled up by redeploying existing manpower
C2
Constructive
employee
unions and
association
C3
Number of exceptions
to SLAs
C4
Enlightened
line managers
Scorecard
Key
Strategic Objectives
Metrics
Description
P1
Organisation Design
Alignment
Delay in implementation
of changes to the
organization structure
beyond scheduled time
frame
P2
Manpower Planning
Percentage shortfall or
excess manpower
P3
P4
Average CGPA of
applications received
during campus
recruitment
Scorecard
Key
Strategic
Objectives
Metrics
Description
P1a
Legal
Management
Percentage of
disputes at
conciliation stage
that go into judicial
process
P1b
Legal
Management
Number of
exceptions to legal
management
process
P2
Statutory
compliance
management
Number of
exceptions to IR
related regulations
P3a
Proactive union
management
Measures the
number of strong
union leaders
converted from
negative to neutral
or positive bias
Scorecard
Key
Strategic Objectives
Metrics
Description
L1
Quality of HR talent
Competency score of HR
department
L2
IT integration of HR
processes
Number of online HR
processes and
procedures
L3
Knowledge
Management
Knowledge Management
system set-up
L4
Strategic thinking
HR strategic thinking
score
Financial
Customer
Competent Management Employees
Quality of HR Talent
(to design appropriate competency development initiatives
Financial
Customer
Strategic Thinking
(to anticipate implications of present actions and
take proactive steps)
Payoffs
of
measuring
HR
effectiveness
Why measure HR effectiveness
Finally
,
create
a
Value
System
for
HR
Why measure HR effectiveness
Thank You