hr business modeling to sca 476

7/29/2019 Hr Business Modeling to Sca 476

1/57

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


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


Cohesion, Morale, HumanResource Development

Management Theory:

Participation fosters

commitment

Culture Type:

Leader Type: Coordinator,

Monitor, Organizer


Efficiency, Timeliness, Smooth

Functioning

Management Theory:

Control fosters efficiency

Culture Type:

Leader Type: Hard-driver,

Competitor, Producer


Market share, Goal achievement,

Beating competitors

Management Theory:

Competition fosters productivity

Culture Type:

Leader Type: Innovator,

Entrepreneur, Visionary


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


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


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


Recruitment Status Report

Commitment to professional

development of staff throughout the

organisation

Learning centre effectiveness



period

ChangeYTD

(avg)

Example KPI reportExample KPI report ( i d)( ti d)


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% 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 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


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


periodChange

YTD

(avg)

Example KPI reportExample KPI report ( ti d)( ti d)


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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.)


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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