Académique Documents
Professionnel Documents
Culture Documents
Culture
Organizational & Image
Design
HR as
Survey Action Business
Planning Partner
Staffing EEO/AA
Benefits
Medical cost per participant; dental cost per participant; 401K employee
participation rate; $ saved in union negotiations.
Compliance
# New EEO Charges; # Old EEO Charges Closed; Progress on AA Goals;
Outcomes of Inspections and Audits.
Employee Relations Expert
Employee Relations
Turnover rates, “Best Place to Work” rankings, legal compliance,
efficiency, union activity (or lack thereof).
Labor Relations
Absence of the extreme negative (strikes, slowdowns, sit-downs, boycotts); $
outcome of new contracts, both immediate & longer term; timeliness & quality
of new contracts; productivity per employee; safety & quality measures.
Organizational Design
Benchmarking headcount; effectiveness of communications & key
processes (no bottlenecks); spans and layers; management ratios.
Performance Management
Performance Reviews: Timeliness and Quality; #/% Positions with written
accountabilities and measures; other measures vary with the position.
HR as Business Partner
Any business measure of effectiveness. 360-Degree Feedback on the
extent to which HR is considered a partner by those they support.
Identify
Scan the Identify Develop Communicate
Strategic
External People HR the
Business
Environment Issues Strategy HR Strategy
Issues
The Common HR Approach
Communicate
HR practices, Articulate how
to the business
processes, what we do
what a good
and adds value to
job we are
systems The business
doing
Business Actual HR
Objectives Measures
Driven to Win Headcount
Flexible Turnover Rates
Embracing Risk Succession Candidates
Creative Time to-fill, train, on-board
Global Cost Reduction
Fast Training Completed
Grievances
Client Satisfaction Surveys
Performance/Potential
Ratings
Sales per employee
Best practices recognized
The Role of HR
When executives were asked to select
which descriptor best described the view
of HR held their organizations, only 34%
indicated that HR was viewed as a
“strategic partner.”
SHRM/Balanced Scorecard Collaborative
Company
HR Department
Inputs Outputs
Internal
Feedback:
Efficiency
Effectiveness
External
Feedback:
Impact
Scope of HR Measurement
Approaches
Value
Benchmarks
Ad hoc HR
Measures
Time
Alignment
=
Successful Execution
People Processes
To execute strategy you need to align your strategy, process and people!
The biggest questions facing
CEOs today
How do I know if my company is aligned?
Alignment
=
Successful Execution
Slow . . .
And follows a People Processes
Fast -
different logic . . . Logical !
Strategic Thinking
Marketing
Operations
Human Resources
Organizational Culture
Included an analysis of four
large data bases
Organizational DNA
Customer Focused Cultures
Employee Behavior
Organizational Culture
The Alignment of People
Marketplace
Approach
Alignment
Customer Focus
=
Successful Execution
Leadership
Behavior
Performance Processes
People Processes
Culture
Impact Measurement
It’s all about Change
INTELLIGENCE
ACCOUNTABILITY CURIOSITY
WHAT YOU
NEED TO KNOW
PROCESS
Pushing The HR Curve
# People Who
Know the Solution
Problem Complexity
Getting Computers
To Do the Work
Is A
Waste of Time
The “Evolving” HR Professional
Never Forgets…
Because You
Can Do It
Doesn’t Mean
You Should
Do It
“It is not the strongest of
the species that survive,
nor the most intelligent,
but rather the one most
responsive to change.”