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INTERNAL PROCESSES & SYSTEMS

(Evolving HR Processes)

KEY METRICS REVIEW & PLANNING

(Staffing, Attrition, Performance, EVA)

EMPLOYEE ENGAGEMENT

(Satisfaction, Career Aspirations & Celebrations)

SUPPORTING BUSINESS NEEDS

(HR Structure, Recruitment, & Allocation)

CUSTOMER SATISFACTION

(Competent Workforce, delivering quality)

NEW HR MANDATE

DEVELOPMENT OF HR WORKFORCE

(Competency Planning, & Development )

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Need for HR Value ChangingDynamics

Change in internal

environment

Change in external

environment

Company focus

Nature of work

Employee profile

Employee aspiration

Competition

Technology

Globalization

Local & foreign

regulations

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Role of HR Professionals

The Past The Future

Operational

Monitor

Short term

Administrative

Reactive

Activityfocus

Strategic

Partner

Long term

Consultative

Proactive

Solution focus

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Emerging Roles for HRProfessionals

Human CapitalDeveloper

FunctionalExpert

EmployeeAdvocate

StrategicPartner

HR Leader

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Evolution of HR Roles

Now onwards.

Till now. Employee

Champion

AdministrativeExpert

Change Agent Strategic Partner

Employee Advocate (EA),Human Capital (HC) Developer

Functional Expert

Strategic Partner

Strategic Partner Leader

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Planning

Monitoring/Implementing

Developing/Training Reviewing/Appraisal

Rewarding

Steps of PM

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Performance agreement

Role requirements

Setting objectives and standards

Knowledge, skills and capabilities Performance measures and indicators

Corporate core values or requirements

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Performance standard

A statement of the condition that existwhen a job is being performed effectively.

PS are used when it is not possible to set

time-based targets or specific long termquantifiable objectives.

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Capability

Capable people at work are those who meettheir performance expectations. They canuse their knowledge, skills and personalattributes to achieve the objectives andstandards specified for their roles.

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Execution of the process

Employees understand what the businessis and how key initiatives fit into the overall company strategy.

Employees are engaged in the business:they understand how their actions andbehaviors impact results.

Individuals own their performance and

development.

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Contin

Performance information exchanges arehonest and constructive they drivecontinuous improvement.

Performance assessments are derivedfrom observable activities and behaviorsdemonstrated.

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Contin

Ongoing dialog is emphasized over formalassessment.

Performance results are linked toconsequences.

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Driving results

PMS process intended to drive theachievement of key business results istypically designed to ensure that

individual, group, and enterprise goals andexpectations are clearly defined, focusedon key priorities, and well connected to

drivers of results.

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Tracking action.

Select the goal

Specify the minimum expectations Communicate expectations clearly

Allocate responsiility

Expand and extend the process

Improving performance

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Managing under performers

Identify and agree the problem.

Establish the reasons for the shortfall.

Decide and agree on the action required. Resource the action.

Monitor and provide feedback.

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Traditional merit rating schemes and manycurrent performance appraisal systemslinked to performance related pay

schemes have required managers to ratetheir staff and this is known as PR.

Performance rating

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Strategies

Develop different purposes andapproaches for different employee groups.

Integrate the organization with theindividual.

Create a culture of conversation andperformance information.

Invest more in process execution thanprogram design.

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Metrics to measure

Business results improvement.

Distribution of performance rating.

Frequency of formal performanceconversations.

Quality of assessments.

Correlation between rewards and rating. Understanding goals-performance drivers-

associated expectations.

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Difference between PS & PA

Performance appraisal can be defined asthe formal assessment and rating ofindividuals by their managers at, usually,

an annual review meeting.

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Focus

Evaluation

Annual Exercise Rewards & Recognitions

Designed & monitored by.

Ownership KPSS & KRAS

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Developmental needs.

Review mechanisms

System with deadlines. Format driven.

Linked with promotions, rewards. T&D.

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Mistakes in designing PMS

Not having the right emphasisand overprojection of the new.

Poorly designed PMS and formats.

Multiple objectives make a mess.

Multiple components may make a

sophisticated system. Over criticism of the past.

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Inadequate effort put subsequently to helpthe employees in implementing it.

Lack of Organizational support.

Lack of Competencies in HR department.

Inability to promote a sense of ownership

of the system. Lack of follow-up on the part of HR

department.

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Lack of follow-up on the part of HRdepartment.

Top Management Commitment.

Past Experience with all the systems

Nature of the system

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