hr business modeling to sca 476
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HR Business ModelingHR Business Modeling
to Sustain Competitiveto Sustain Competitive
AdvantageAdvantageHR Open Source SocietyHR Open Source Society
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First Who,then What
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Objectives
Introduce the concept of business modelsand why we need them for our work.
Identify the practical linkages between an
business model and day-to-day work. How to develop Powerful HR Business Model
to Sustained Competitive Advantage
Redefine The Future of HR (Professional) Get Coffee & Coaching from Neutron Jack!
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Todays HR Dashboard
Business Challenge
HR Strategy
Business Strategy
SCA
Integrated HRBusiness Model
Strategic HR Metric
Execution & Result
The Future of HR
Culture
Kaizen
GTMP
HPLOHPLOHPLOHPLO
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Business ChallengesBusiness Challenges
Tough Times for Top ExecutivesOver the past three years, nearly 40
percent of the top 2500 CEOs have beenremoved from their posts. Nearly all ofthem, due to a failure to execute the
strategy.Bossidy and Charan
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Food for thoughtFood for thought it is not the lack of a strategy that causes [Senior Executives]
to lose sleep, but rather their organizations inability to executeagainst a strategy Booz-Allen & Hamilton
Having a great strategy is no longer enough lots of companiescan develop great strategies. To win, companies must be able toturn great strategy into great performance. In short, they must beable to execute. Marion Associates
Execution is a disciplined process or logical set of connectedactivities that enables an organization to make its strategy work.Execution can itself be a source of competitive advantage.Hrebiniak, Making Strategy Work, Wharton
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EXECUTIONEXECUTIONStrategy
People
Processes
Alignment=
Successful Execution
To execute strategy you need to align your strategy, process and people!
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The Alignment ChallengeThe Alignment Challenge
Strategy
People Processes
Alignment=
Successful Execution
Fast -Logical !
Fast -
Logical !
Slow . . .And follows a
different logic . . .
Success and speed of execution depend on peoplealignment,
Yet this is the hardest element to align!
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Building Sound Business
Strategies
The Marketing
Strategy
The
Organization
Strategy
The Customer
Service Strategy
The Financial
Strategy
The Product
Strategy
BUSINESS STRATEGYBUSINESS STRATEGY
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Business Mission & Objectives
WOTS InternalWOTS External
(Refined) Goals &Objectives Formulation
Strategy Formulation
Implementation
Feedback &Controls
Building Sound Business Strategies: ProcessesBuilding Sound Business Strategies: Processes
Start Here ?..
Start Here.?.
Start Here ?..
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Strategy TypologyStrategy TypologyPorter:
Overall cost
leadershipDifferentiation
Focus
Miles and Snow:Defenders
ProspectorsAnalysers
Reactors
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Our ChecklistOur ChecklistEconomic Performance
Above Normal
Sustained
Competitive
Advantage
YesYesYesYes
Above Normal
Temporary
Competitive
Advantage
--NoYesYes
NormalCompetitive
Parity----NoYes
Below NormalCompetitive
Disadvantage------No
Economic
Performance
Competitive
Implications
Exploited by
the
Organization?
Costly to
Imitate?Rare?
Valuable
?
Above Normal
Sustained
Competitive
Advantage
YesYesYesYes
Above Normal
Temporary
Competitive
Advantage
--NoYesYes
NormalCompetitive
Parity----NoYes
Below NormalCompetitive
Disadvantage------No
Economic
Performance
Competitive
Implications
Exploited by
the
Organization?
Costly to
Imitate?Rare?
Valuable
?
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Strategic LearningLoop
Initiatives &Programs
test thehypotheses
Output(Results)
reportingManagement Control Loopfunding
Input(Resources)
update thestrategy
PERFORMANCE
85% of management
teams spend lessthan one hour permonth on strategy
issues
92% oforganizations donot report on lead
indicators
60% of
organizations dontlink strategy &
budgets
78% of organizationslock budgets to an
annual cycle
20% of organizations
take more than 16 weeksto prepare a budget
STRATEGY
BALANCEDSCORECARD
BUDGET
MAKE STRATEGY A CONTINUOUS PROCESSMAKE STRATEGY A CONTINUOUS PROCESS
Kaplan & Norton, SFO
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HR & BUSINESS STRATEGYHR & BUSINESS STRATEGY
Businessstrategy
HRstrategy
Businessplans
Imple-mentation
Monitor
Internal
drivers
Externaldrivers
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HR STRATEGYHR STRATEGY--11
Strategic
Management
Defender Prospector Analyser Reactor
Cost Differentiation Focus Innovation
Matching Model
HR Strategy
Universalistic
Contingency
Configurational
HR Design
HRM Practices
Architecture Policies Practices
Quality Enhancement
Innovation Strategies
Cost Reduction Strategies
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HR STRATEGYHR STRATEGY--22SWOTANALYSIS
Resource
Based View of
the firm
High Value
Unique
In-imitable
Scarcity
Competitive
HRM
Firm
Strategy
Good HR
Practices
InstitutionalHuman Capital
(Source ofCompetitive
Advantage)
Employee Social
Capital
Employee Knowledge,
Experience, Skill,
Commitment
Org & Social Sys tem,
Culture
HR Outcomes OrganizationalPerformance
Operational
Outcomes
FinancialOutcome
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CULTURECULTURELevels of Culture
Iceberg
Manifest
ExpressedValues
BasicAssumptions
waterline
BasicAssumptions
Expressed Values
Manifest culture
Onion
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CULTURECULTURECulture Type:
Leader Type:Facilitator, Mentor,
Parent
Effectiveness Criteria:
Cohesion, Morale, Human
Resource Development
Management Theory:
Participation fosterscommitment
Culture Type:
Leader Type: Coordinator,
Monitor, Organizer
Effectiveness Criteria:Efficiency, Timeliness, Smooth
Functioning
Management Theory:
Control fosters efficiency
Culture Type:
Leader Type: Hard-driver,
Competitor, Producer
Effectiveness Criteria:Market share, Goal achievement,
Beating competitors
Management Theory:
Competition fosters productivity
Culture Type:
Leader Type:Innovator,
Entrepreneur, Visionary
Effectiveness Criteria:
Cutting-edge output, Creativity,
Growth
Management Theory:
Innovativeness fosters newresources
CLAN
Inte
rnalFocus&I
ntegration
ExternalFoc
usand
Differentiation
Flexibility and Discretion
Stability and Control
HIERARCHY MARKET
ADHOCRACY
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KAIZEN CULTUREKAIZEN CULTURE
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HRHR--KAIZEN CULTUREKAIZEN CULTURE
Culture Type:
Leader Type: Facilitator, Mentor,
Parent
Effectiveness Criteria:
Cohesion, Morale, HumanResource Development
Management Theory:
Participation fosters
commitment
Culture Type:
Leader Type: Coordinator,
Monitor, Organizer
Effectiveness Criteria:
Efficiency, Timeliness, Smooth
Functioning
Management Theory:
Control fosters efficiency
Culture Type:
Leader Type: Hard-driver,
Competitor, Producer
Effectiveness Criteria:
Market share, Goal achievement,
Beating competitors
Management Theory:
Competition fosters productivity
Culture Type:
Leader Type: Innovator,
Entrepreneur, Visionary
Effectiveness Criteria:
Cutting-edge output, Creativity,Growth
Management Theory:
Innovativeness fosters new
resources
CLAN
InternalFocus&Integratio
n
Exte
rnalFocusandDifferentiatio
n
Flexibility and Discretion
Stability and Control
HIERARCHY MARKET
ADHOCRACY
Human resource planning
Recruiting & selection
Work design & analysis
Training & education
Job rotation
Leadership development
Performance appraisal
Incentive compensation
Benefits & profit sharing
Employee development
Employee s ecurity & health
Employee relations
Training of quality tools
QCC activity
Project team of improvement
Daily management
Cross -functional management
Usage of SQC
Customer service system
Managing customer satisfaction
Leadership
Supplier's cooperation
Quality management system
Business process re-engineering
Quality goal-sett ing, MCRS
Hoshin management
Empowerment
Culture change & development
Employee satisfaction Employee quality awareness Customer satisfaction Company's image
Quality Performance
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The Clan The Adhocracy
The Hierarchy The Market
50
40
3020
10
10
20
30
4050
Red: NowGreen: Preferred
Culture MovementCulture Movement
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GTMP
Talent ManagementTalent Management
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Future of HR ManagerFuture of HR ManagerAdd Value
&Maximize
Upside
Limit
Liability&
ProtectDownside
Im
pact/Contribution
totheBusiness
Strategic
HR Planning
OrganizationalDesign
HR asBusinessPartner
Compensation
Benefits
Safety &
WorkersCompensation
Compliance
Labor/UnionRelations
Staffing
Training &Development
Culture& Image
EEO/AA
EmployeeRelations Performance
Management
Survey ActionPlanning
HR InformationSystems (HRIS)
A Century of Evolution in the Function
Labor Employee Personnel Human Organizational Relations Relations Resources Effectiveness
continueto grow
Source: Rich Vosburgh
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Competence of HRCompetence of HR
ProfessionalProfessionalBusiness
UnderstandingChange
Management
CultureManagement
HR Processes& Practices
Personalcredibility
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Wall Street JournalWall Street JournalVice President, Human ResourcesVice President, Human Resources
Global Fortune 500 Company of 30,000 employees, the leader in its
field, is seeking a Corporate Vice President of Human Resources with a
strong background and focus in organization effectiveness, development and
training. Partnering with corporate senior management and business
sector heads to bring forth a new business culture, the VP will establish
HR as a strategically focused internal consulting arm to the company. The
successful candidate will have a businesspersons perspective and a
demonstrated track record in change management, re-engineering,
leadership development and training. Respond to: M-67, P.O. Box 17182,
Philadelphia, PA 19105 EOE.
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The Role of HRThe Role of HRThe 2002 Human Resource
Competency Study found that43% of HRs impact on business
performance came from itsstrategic contribution.
Source: University of Michigan Business School
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The Top Seven
People-Related HR Issues1. Retaining Talent2. Attracting Talent with Critical Skills
3. Improving Workplace Performance
4. Gaining Control of Health Care Costs
5. Using the Web Effectively for Information/Service
Delivery
6. Creating People Measures for a Balanced Scorecard7. Building New Workforce Skills for the Next Round of
Growth
SOURCE: Towers Perrin interview of HR Professionals
PRIORITYPRIORITY
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The Role of HRThe Role of HR
PeopleProcesses
Future / Strategic Focus
Day to Day Operational Focus
Strategic Partner
Strategic HR Planning HR as Business Partner Culture and Image
Change Agent Staffing Organizational design Survey action planning Performance measurement Training and development
Employee Relations
Expert
Employee relations Labor relations Safety & workers compensation Diversity and EEO
Administrative
Expert
Compensation Benefits HR information systems Compliance
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Administrative ExpertAdministrative ExpertCompensation
Payroll as %--total operating costs (benchmarked); compensation targetsbenchmarked against peer companies; turnover rates; quality ofmanagement review and Board material.
Benefits
Medical cost per participant; dental cost per participant; 401K employeeparticipation rate; $ saved in union negotiations.
HRIS Systems Support
HRIS implementation on time and within budget; customer satisfaction.
Compliance# Good corporate citizen, Permits
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Employee Relations ExpertEmployee Relations Expert
Employee Relations
Turnover rates, Best Place to Work rankings, legal compliance,efficiency, union activity (or lack thereof).
Labor RelationsAbsence 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 & qualitymeasures.
Safety and Workers Compensation# Incidents & $ value of accidents; # employees trained; % requiredtraining & certifications completed; audit results.
Diversity & EEOAttitude survey measures of perceived fairness; # people trained inDiversity Awareness and Diversity Leadership programs; perceivedtolerance.
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Strategic PartnerStrategic PartnerStrategic HR Planning
Quality of succession management program assessment. Quality of BenchStrength. Quality of Succession Plan Follow-up (% Actions Completed).
HR as Business PartnerAny business measure of effectiveness. 360-Degree Feedback on theextent to which HR is considered a partner by those they support.
Culture and Image
Employee Satisfaction data; quality of the description and utilization ofculture & image understanding; standing on the Fortune 100 Greatest Placesto Work.
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Change AgentChange AgentStaffing$ to Fill; Days to Fill; # Filled; Quality of Hires; Retention of Hires.
Organizational DesignBenchmarking headcount; effectiveness of communications & keyprocesses (no bottlenecks); spans and layers; management ratios.
Survey Action PlanningEmployee satisfaction results at the work group level; rolled up to BusinessUnit level; norms available for Business Unit analysis.
Performance ManagementPerformance Reviews: Timeliness and Quality; #/% Positions with written
accountabilities and measures; other measures vary with the position.
Training & Development# Programs; #Days/Person Training; Impact of Training; effectivenessmeasures within new groups.
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SCASCA The primary objective of business-level strategy
was to create sources of sustainablecompetitiveadvantage (SCA).
How do we know SCA when we see it? What is it?When is it considered sustainable?
To produce SCA, the capability must:1. Produce value
2. Be rare
3. Imperfectly imitable, i.e. not be easily imitated orsubstituted
4. Be exploitable by the organization
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Stages in Human Resources HR Competitive AdvantageStages in Human Resources HR Competitive Advantage
COMPETITIVE
ADVANTAGE
(Consolidation)
Total line manager accountability Internal consultants Add value Integral to company success Long term vision and strategyBUSINESS
PARTNERS
(Integrated)
Integral contribution to business plan
Strong influence on other departments Member of top team Quality systems and processes Service management Intellectual capital/knowledge management Workforce empowerment and teams Return on investment
Cost/benefit analysis Comprehensive database
PROACTIVE(Rapid growth) Customer/needs focused
Pro-active/improvement Management development
Leadership training Succession planning Workforce planning Performance management Workforce productivity
INTERNALPOLICE
(Emerging)
Policies and manuals Controls headcount, hiring,restructuring, travel, relocation Reporting systems & budgets Basic measures turnover,absenteeism Technical and skills training IR disputes, grievances OH&S procedures
KIND HEARTS(Lending Support)
Cafeteria
Car park Security Gymnasium Social club Party
BASICNEEDS
Recruitment Induction Payroll Admin/Records Leave
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Competencies vs. Core Competencies vs.
Distinctive Competencies A competencyis an internal capabilitythat a
company performs betterthan other internalcapabilities.
A core competencyis a well-performed internalcapability that is central, not peripheral, to acompanys strategy, competitiveness, and
profitability. A distinctive competenceis a competitively
valuable capabilitythat a company performsbetter than its rivals.
SCASCA
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SCASCACongruence Approach:Balancing People, Culture and tasks
Strategy ExecutiveLeadership
CriticalTasks
People Culture
OrganisationalStructures
Norms, valuesInformal RolesInformal Power
Human ResourcesCapabilities andCompetencies
Component tasks
Reward systemsFormal linkingStructures
Adapted from: Nadler, D & M, Tushman
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A new reputation and value proposition for our HR requires a fundamental mind-set change inthe organisation, however more critically mindset change from the HR Leaders.
HR to move from a traditionally administrative focusto a more specialist consultative role
HR has started to shed the traditional role of:
a little strategic work, a little consulting, and a lot of administrative duties
empowering line management to perform necessary HR roles
Consultative
Strategic
Old paradigmOld paradigm Our Emerging paradigmOur Emerging paradigm Potential future statePotential future state
Increasing Relevance
Strategic
Consultative
Administrative
Strategic
Consultative
Administrative
Strategic
Consultative
Value addingservice & delivery
Admin
Strategic
Admin
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HR StrategyHR Strategy Unique value proposition, tailored chain ofUnique value proposition, tailored chain of
activities, trade offs, Reinforcing activities fitting inactivities, trade offs, Reinforcing activities fitting in
together, continuity and continuous improvementtogether, continuity and continuous improvement
Focused Learning
BusinessStra
tegy
Chan
geManagement
Technology (Enabler)
Skills and TalentManagement
Line-of-sightPerformanceManagement
Competitive
Remuneration,Rewards andIncentives
Job Grading(market related)
Employee
Leaders
hipandCulture
B
usinessM
odel
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The Importance ofMeasurement
If you cant measure it, you cant understand it.If you cant understand it, you cant control it.
If you cant control it, you cant improve it.
James HarringtonThe Improvement Process
Understand
Measure
Control
Improve
Understand
Measure
Control
Improve
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Metric DesignMetric Design
Build YourMetrics CreateMeaningfulMeasures
AssessYour Data
Th L l f M iTh L l f M t i
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Effectiveness
Efficiency
Impact
Three Levels of MetricsThree Levels of Metrics
Efficiency
What range of
resources (financialand non-financial)should beconsidered?
What is theappropriate level ofinvestments?
How shouldinvestable resourcesbe allocated to
maximize results?Source: Boudreau and Ramstead
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Effectiveness
Efficiency
Impact
Three Levels of MetricsThree Levels of Metrics
Effectiveness
What unique combination
of policies and practiceswould best build thenecessary humancapital?
What factors link policiesand practices to humancapital enhancement?
What attributesdistinguish effective fromineffective policies and
practices?Source: Boudreau and Ramstead
Th L l f M t iTh L l f M t i
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Effectiveness
Efficiency
Three Levels of MetricsThree Levels of Metrics
Impact
What is the link
between sustainablestrategic success andhuman resourcemanagement?
Which talent poolsare most critical forcompetitive
advantage? How could improving
human capital
increase value?
Impact
Source: Boudreau and Ramstead
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What Can Be Measured?What Can Be Measured?
Staffing and Hiring Work ProcessesCompetentEmployees
Turnover RatesReduced Time-to-Fill for Vacancies
Training Costs
Number ofEmployees
TrainedCost per Hire Voluntary
Separations
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Example KPI reportExample KPI report
HR Key Performance Indicator Report
For Period ended
Criteria Measure Description Associated report Last periodThis
periodChange
YTD
(avg)
Number of FTEs Workforce Headcount Report
Total hours utilised Workfor ce Utilisation Report
% of total w orkforce terminating
Total $ cost of turnover
% total hours lost to absenteeism
Total $ cost
Number of lost time injuries (LTI)
Number of lost time days
Average duration rate of LTI
Frequency rate of LTI
$ cost of w orkers compensationWorkers Compensation Costing
Report
Number of discrimination complaints recd
Number of sexual harassment complaints rec d
Number of physical harassment complaints recd
Number of w omen in management positions
- senior management
- middle management
Ratio of female appointments vs male
% of w omen returning to work af ter mat leave
Absenteeism performance and cost
impact upon the organisation
Headcount
Workforce turnover
(unplanned)
Changes in workforce numbers and
hours utilised by employee category
Turnover performance and cost
impact upon the organisation
Workforce
absenteeism
(unplanned)
Workforce Turnover Report
Workforce Absenteeism Report
Workers
compensation
Occupational health and safety
performance throughout the
organisation
Occupational Health & Safety
Report
Equal employment
opportunity
Equal employment opportunity and
affirmative action performance
throughout the organisation
ER Status Report
E l KPI tE ample KPI report
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Example KPI reportExample KPI report (continued)(continued)
$ labour cost as % of sales
Revenue generated per FTEs
Unit production per FTEs
Labour utilisation rate
Quality reject r ate (employee err or)
Number of credit returns (linked w ith employee
error)
Number of customer complaints (employee
related)
Recruitment Average days vacancy duration - management
Average days vacancy duration - staff
Average cost r ecruitment - management
Average cost recruitment - staff
% new hires achieving 6 months service
% new hires achieving 12 months service
% new hires achieving sat. appraisal at first
assessment
A verage $ c os t per v ac ancy filled A ver age c os t of vac anc ies filled
Company training expenditure (% of salaries &
w ages)
$ commitment to staff training and
development
Training & Development
Expenditure Report
Average training hours per employeeTime commitment to staff training and
developmentTraining Hours Allocation Report
% training course participant satisfactionParticipant satisfaction w ith training
courses provided
% training course attendanceParticipant attendance at training
courses provided
Number of employees completing sponsored
tertiary studies
Number of employees completing sponsored MBA
programs
Learning centres
- number of courses off ered
- % course participation
- Internet hours utilised
- e-learning courses utilised
- % e-learning pass rate
Training Performance Report
Productivity and
utilisation
Workforce productivity/employee
relations performance
Employee satisfaction
levels/organisational culture
Training and
development
Recruitment per formance throughout
the organisation
Staff retention performance
throughout the organisation
Recruitment Status Report
Commitment to professional
development of staff throughout the
organisation
Learning centre effectiveness
throughout the organisation
Criteria Measure Description Associated report Last periodThis
period
ChangeYTD
(avg)
Example KPI reportExample KPI report ( i d)( ti d)
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Example KPI reportExample KPI report (continued)(continued)
% of internal appointments above level __
Avg length of service of staff apptd above level___
Number of unfair dismissal claims
Workforce lost time (hours)
Number of f ormal union grievances
% w orkforce on individual contracts
Internal communications
- number of bulletins issued
- number of emails issued
- number of staff briefing sessions conducted
Work/life balance
- number of active flexible w ork agreements
- number of active w orking from home
agreements
- number of active job sharing agreements
Workforce teams
- number of active teams
- number of team meetings
% compa ratio
$ pay for performance gaps
$ pay equity gaps
% employee share scheme take-up rate
Level of outstanding annual leave liabilityOrganisation performance in managing
annual leaveAcc rued Annual Leave Report
Number of manual payroll adjus tments Payroll per formance
Number of employees aged under 25
Number of employees aged 2535
Number of employees aged 3545
Number of employees aged 4555
Number of employees aged over 55
Avg length of service (current employees)
Avg length of service (terminating employees)
% ratio of salaried staff to w aged staff
% ratio of surplus staff to required staff
Organisational success in providing an
eff ective w ork/life balance program
for all employees
Employee relations performance
throughout the organisation
Organisational ef fectiveness in
creating and sustaining a team-based
structure/culture
Organisational competitiveness and
equity in remuneration
packaging/policy
Administration
Organisation profile
Demographic prof ile of employees by
age across the organisation
Average length of service of
employees across the organisation
and terminating
Adequacy of w orkforce planning
Succession Planning Status
ReportSuccession planning Succession planning eff ectiveness
ER Status Report
Staff alignment and commitment to the
organisation
Employee relations
Remuneration
Criteria Measure Description Associated report Last periodThis
periodChange
YTD
(avg)
Example KPI reportExample KPI report ( ti d)( ti d)
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Example KPI reportExample KPI report (continued)(continued)
Number of FTEs in HR Workforce Headcount Report
HR FTEs as % of total workforce (FTEs)
HR labour cost as % of sales/revenue
HR $ cost as % of total workf orce (FTEs)
Level of satisfaction w ith w ages/salary/benefits
Level of satisfaction w ith conditions/physical
w ork environment
Level of satisfaction w ith job
Level of satisfaction w ith personal relations
Level of satisf action w ith participation and
recognition
Level of satisfaction w ith opportunities for
development
Number of employees w ho w ould recommend
company
Number of employees w ho w ould seek re-
employment w ith company
% of appraisals completed on time
Number of formal staff grievances raised
% of individual training plans completed
% of employees above competent
% of employees below competent
Average satisfaction % vs norm
Average satisfaction % vs previous survey
Exit interview s
Staff satisf action levels w ith the
organisation and reasons for leaving.(This section may not be reported on a
regular monthly basis, dependent upon
the volume of exit interviews received
and the need to c reate meaningful
data and protect employee confid
Exit Interview Report
HR headcou ntHuman resources efficiency/cost
effectiveness
Staff satisfaction levels within the
organisation. (This section is likely to
be produced on an annual basis.)
Workforce attitude
surveys
Performance
appraisals
Performance managementeffectiveness throughout the
organisation. (This section is likely to
be produced on an annual basis.)
Criteria Measure Description Associated report Last periodThis
period
ChangeYTD
(avg)
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Integrated HR Business ModelIntegrated HR Business Model
Basic Process for HR
Strategy
Scan the
External
Environment
IdentifyStrategic
Business
Issues
Develop
HR
Strategy
Communicate
the
HR Strategy
Identify
People
Issues
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The Common HR Approach
HR practices,
processes,and
systems
Articulate how
what we doadds value toThe business
Communicateto the business
what a goodjob we are
doing
The Inside-Out Approach
Source: Patrick Wright
The Better HR Planning
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The Better HR Planning
Approach
Identify thebusiness model
componentsand areas todrive value
Develop anHR strategy
to execute the
business modelwith relevant
metrics
Use the metricsto demonstrateor prove how
we are drivingbusiness
performance
The Outside-In Approach
Source: Patrick Wright
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Vision
&
Mission
Key SuccessFactors
Challengesand
Opportunities
StrategicPriorities
High-level Action PlansShort-termMid-term
Long-term
HR FrameworkHR Framework
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HR ROAD MAPHR ROAD MAP
Key Success Factors for HR Management
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Key Success Factors for HR Management
Key Success Factors can be defined as:
What must happen to be successful over the longer term
Criteria against which to assess priorities and performance.
Team stability
Proactive and analytical (data and research driven) Workforce pride and loyalty (retention, commitment,
passion, sense of belonging, excellence and competence)
Cost effective and efficient Succession planning
Visible and visionary/HR leadership People leadership and encouraging innovation, creativity and
involvement
Knowledge/expertise of HR Excellent employee relationships harmony and
commitment
Business awareness/knowledge of best practices Recognition (international reputation and eminence)
Client service (accessible, responsive, advisory approach,confidential and quality driven)
Successful labour relations climate
HR Functional EffectivenessOrganization-Wide People Effectiveness
Key Success Factors for HR Effectiveness
Team stability
Proactive and analytical (data and research driven) Workforce pride and loyalty (retention, commitment,
passion, sense of belonging, excellence and competence)
Cost effective and efficient Succession planning
Visible and visionary/HR leadership People leadership and encouraging innovation, creativity and
involvement
Knowledge/expertise of HR Excellent employee relationships harmony and
commitment
Business awareness/knowledge of best practices Recognition (international reputation and eminence)
Client service (accessible, responsive, advisory approach,confidential and quality driven)
Successful labour relations climate
HR Functional EffectivenessOrganization-Wide People Effectiveness
Key Success Factors for HR Effectiveness
In order to make these key success factors tangible and meaningful, enablingperformance measures will need to be applied for each and every key success factor.
In order to make these key success factors tangible and meaningful, enablingperformance measures will need to be applied for each and every key success factor.
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Priorities for HR Management
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Priorities for HR Management
Consideration ofoutsourcing of HRactivities
Career paths
Compensation/benefits(review of plans)
Low
Change managementcapability
Competencies
HR process mapping
HR service delivery modeland cost profile
Conflict resolution Training strategy
Employment equity
Staffing process
Organization & workdesign
Organizational integrationMedium
Communication plan
HR marketing/education/promotion
HR performancemeasurement/reporting
HR policies
HRIS (databases,technology architecture)
Service to retirees Sick leave/disabilitymanagement
Classification
Performance management
Leadership/development
Union/managementrelations
Internship (recruitment)/mentoring
Wellness
Accountability framework
Workforce analysis/HRplanning/transition/succession planning
Supported HR vision &strategy approved by theBoard of Trustees andSenior management
High
Enabling PrioritiesHR Service Delivery
PrioritiesOperational PrioritiesStrategic Priorities
Consideration ofoutsourcing of HRactivities
Career paths
Compensation/benefits(review of plans)
Low
Change managementcapability
Competencies
HR process mapping
HR service delivery modeland cost profile
Conflict resolution Training strategy
Employment equity
Staffing process
Organization & workdesign
Organizational integrationMedium
Communication plan
HR marketing/education/promotion
HR performancemeasurement/reporting
HR policies
HRIS (databases,technology architecture)
Service to retirees Sick leave/disabilitymanagement
Classification
Performance management
Leadership/development
Union/managementrelations
Internship (recruitment)/mentoring
Wellness
Accountability framework
Workforce analysis/HRplanning/transition/succession planning
Supported HR vision &strategy approved by theBoard of Trustees andSenior management
High
Enabling PrioritiesHR Service Delivery
PrioritiesOperational PrioritiesStrategic Priorities
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HRHR PROJECTsPROJECTs
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