human resources fair performance management hrfpm io-p_rev. 1.6

Human Resources Fair Performance Management

The Internet of Planet -IoP-

An Innovative Framework towards a hand-by-hand improvements for

both organizations and their -considered as corporate assets- People

Author: Malek Mohammed Odeh Ghazo

2015

The Hashemite Kingdom of Jordan

Deposit number at the National

Library

(2015/12/6074)

I would like to express my sincere & thankful feelings for

everyone who helped me, supported me and believed in

my capabilities to finish this excellent and well-structured

piece of work

Author: Malek Mohammed Odeh Ghazo

2015

Acknowledgment

To the greatest GOD, thanks for all what you have given me to reach this stage in my life

where I bring good to the world and people.

To my father, to the one who believed in me and in my abilities, to the one who planted the

love of education in me, to the one who made me self-dependent and proud of I do.

To my beloved mother, who stood beside me every single moment… you kept your faith in me,

even when I lost faith in myself… it is difficult to thank you enough. I will always make

you feel proud of me.

To my wife, the great gift sent from GOD to support me through my journey to get this done,

thanks a lot for your encouragements and for being next to me all the time.

To my brothers, Rawan Sh., Amjad Gh. and many others, you were a great supporters and

encouragers.

To my friends, you all were like brothers to me and shared with me all happy and sad

moments trying to be a real supporter for me to carry on in my life.

To my professors and teachers in Jordan and the United Kingdom, thanks for sharing your

knowledge and experiences with me and other students, without you all I couldn’t continue in

bridging the gap between theories and practice.

To my great country (The Hashemite Kingdom of Jordan)

Table of Contents

HRFPM Introduction .............................................................................................................................................. 7

HRFPM Pillars ........................................................................................................................................................ 8

HRFPM Overall Framework Objectives .................................................................................................................. 9

HRFPM Objectives Description ............................................................................................................................ 10

Objective # 1 ........................................................................................................................................................... 10

Objective # 2 ........................................................................................................................................................... 12

Objective # 3 ........................................................................................................................................................... 14

Objective # 4 ........................................................................................................................................................... 17

Objective # 5 ........................................................................................................................................................... 20

Objective # 6 ........................................................................................................................................................... 21

Objective # 7 ........................................................................................................................................................... 26

Objective # 8 ........................................................................................................................................................... 29

Objective # 9 ........................................................................................................................................................... 32

Objective # 10 ......................................................................................................................................................... 33

Objective # 11 ......................................................................................................................................................... 36

Objective # 12 ......................................................................................................................................................... 37

Objective # 13 ......................................................................................................................................................... 38

Objective # 14 ......................................................................................................................................................... 39

HRFPM KPI Hierarchy ........................................................................................................................................... 40

IoP – Internet of Planet ........................................................................................................................................ 43

Scalable HRFPM ....................................................................................................................................................... 43

Minor Silos Scalability ......................................................................................................................................... 43

Minor Scalability ................................................................................................................................................. 43

Major Silos Scalability ......................................................................................................................................... 43

Major Scalability ................................................................................................................................................. 43

HRFPM Vs LinkedIn Alignment Pillars ..................................................................................................................... 45

HRFPM References .............................................................................................................................................. 49

HRFPM Author ..................................................................................................................................................... 53

Personal Information .............................................................................................................................................. 53

Education ................................................................................................................................................................ 54

Professional Experience .......................................................................................................................................... 54

Achievements .......................................................................................................................................................... 55

HRFPM Appendix ................................................................................................................................................. 59

HRFPM Report 6

Figure 1: HRFPM Structure ...................................................................................................................................................... 8

Figure 2: Task-by-Task Assessment Tracking Plots ..................................................................................................................11 Figure 3: Task-by-Task All Performance Attributes Assessment Records .................................................................................11 Figure 4: System Performance Contribution Tracker Main Page ..............................................................................................12 Figure 5: Employee Performance Contribution Score Card for Current Job Position ................................................................13 Figure 6: Employee Performance Contribution Score Card for Higher Job Position..................................................................13 Figure 7: Employee Performance Contribution Score Card in Every Value Chain and Process ..................................................13 Figure 8: Stakeholders (Assessors) identification Vs Weights % Allocation ..............................................................................15 Figure 9: HRFPM Assessors Assessment Page Vs Assessment Category 1&2 (Performance, Creativity & Innovation) ..............16 Figure 10: HRFPM Assessors Assessment Page Vs Assessment Category 3&4 (Satisfaction, Expectations) ..............................16 Figure 11: HRFPM Job Attributes weight assignment against every task/process ....................................................................18 Figure 12: HRFPM tasks’ weight assignment against every process .........................................................................................18 Figure 13: HRFPM Employees Vs Tasks vs Processes Allocation ..............................................................................................19 Figure 14: HRFPM Assessment breakdown per job attributes (Part 1) ....................................................................................19 Figure 15: HRFPM Assessment breakdown per job attributes -attribute 1-5 (Part 2) ...............................................................19 Figure 16: HRFPM Assessment breakdown job attributes -attribute 6-10 (Part 3) ...................................................................19 Figure 17: HRFPM Assessment breakdown job attributes -attribute 11-15 (Part 4) .................................................................19 Figure 18: Employees Contribution Performance measurements in monthly bases against performance baseline .................20 Figure 19: HRFPM Top Level Strategy Assignment Page ..........................................................................................................21 Figure 20: HRFPM 2nd Top Level Strategy Assignment Page (Value Chains Allocation) ...........................................................22 Figure 21: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chains # 1 Allocation) ................................22 Figure 22: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chain # 2 Allocation) ..................................23 Figure 23: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chain # 3 Allocation) ..................................23 Figure 24: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chain # 4 Allocation) ..................................24 Figure 25: HRFPM 4th Top Level Strategy Assignment Page (Employees overall Contribution Assessment) ............................24 Figure 26: HRFPM 4th Top Level Strategy Assignment Page (Employees Promotion Assessment) ...........................................25 Figure 27: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per strategic goal) ............25 Figure 28: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per strategic goal #1.1) .....25 Figure 29: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per value chain #3) ...........25 Figure 30: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per value chain #1) ...........25 Figure 31: HRFPM Job Position Upper & Lower Threshold Levels (Part 1)................................................................................30 Figure 32: HRFPM Job Position Upper & Lower Threshold Levels (Part 2)................................................................................30 Figure 33: HRFPM Job Position Upper & Lower Threshold Levels (Part 3)................................................................................30 Figure 34: HRFPM Job Position Graphical illustration during one of the performed processes ................................................30 Figure 35: Graphical Illustration for Current Job Position and Next (Higher) Job Position Indicators against employees’

assessments ...........................................................................................................................................................................31 Figure 36: HRFPM Assessors Weights Adjustment Page ..........................................................................................................32 Figure 37: EFQM Vs HRFPM Inter-relation ..............................................................................................................................38 Figure 38: KPIs Hierarchy used in Organizations......................................................................................................................40 Figure 39: HRFPM Employee X Organizational Contribution KPIs Hierarchy ............................................................................41 Figure 40: HRFPM Organization X Strategy Fulfillment KPIs Hierarchy ....................................................................................42 Figure 41: IoP (Internet of Planet) HRFPM Vs LinkedIn Alignment Platform ............................................................................44 Figure 42: LinkedIn Employees Contribution Performance measurements in monthly bases against performance baseline ...46 Figure 43: HRFPM Employees Contribution Performance measurements in monthly bases against performance baseline .....46 Figure 44: HRFPM Vs LinkedIn Employees Contribution Performance measurements in monthly bases against performance

baseline..................................................................................................................................................................................47

HRFPM Report 7

HRFPM Introduction

Through this report we will try to provide the overall framework needed to develop our human

resources in alignment with all work being executed at the organization automatically without the need

to wait for a previously defined appraisal date or a performance evaluation meeting between the

employee and his/her manager, or HR advisor or even a performance coach.

This framework mainly depends on providing a real time data for the measurement of employee’s

performance and their contribution to their duties, responsibilities and as a result to their departmental

goals, organization operational goals and organization strategic goals.

Sourcing real time data within this framework will help align all what each employee does in the

organization with the task being performed, the process in which this task was performed and as a

result the value chain in which this process wan performed to execute ultimately one/many

organizational strategic goal/s.

Having all of this into consideration and to make sure it’s well managed and maintained, we need to

source real time data which really represent the contribution of each employee to his/her work done at

the organization. For this to represent a real and full picture, we need employee\s contribution to be

appraised by all stakeholders related to every contribution he/she has at the organization. This means

that not just I need real time appraisal or a continuous appraisal system but also a 360 degree

assessment which clears out the full picture to fully understand and manage each employee’s

contribution to the organization.

In return, the organization willing to implement this framework within their business and departments

would need to collect back more benefits than what they are currently doing in terms of their already

implemented and used appraisal/assessment systems.

HRFPM Report 8

HRFPM Pillars

The following diagram indicates the overall model of the HRFPM and illustrates how it’s built up from

the foundational level to the top of the pyramid level.

HRFPM Pillars:

Pillar 1: Performance.

Pillar 2: Creativity and Innovation.

Pillar 3: Satisfaction.

Pillar 4: Exceed Expectations.

HRFPM Pyramid Roof:

Layer 1: Organizational Processes.

Layer 2: Organizational Value Chains.

Layer 3: Organizational Strategic Goals.

Layer 4: Organizational Strategic Paths.

Layer 5: Organizational Vision.

Figure 1: HRFPM Structure

HRFPM Foundation/Pillars Connection Layer:

Found. /Pillar 1: Assessors.


Found. / Pillar 3: Assessors.


HRFPM Pillars/Roof connection Layer:

Pillar 1 / Roof: Fairness.

Pillar 2 / Roof: Consistency.

Pillar 3 / Roof: Transparency.

Pillar 4 / Roof: Intelligence.

HRFPM Foundation Organizational Asset: Employees.

HRFPM Report 9

HRFPM Overall Framework Objectives

Fair assessment system 1

360 degree assessment

system 3

Visual tracking & management for

employee’s organizational

contribution

5

Training and human

development programs ROI 7

Transparent and direct to the

point system 9

Easy to integrate and synchronize

with other related systems 11

Excellence aim with an

exceed expectations driver 13

User friendly system 2

Real time analytical data 4

Job description and practical

performance Matcher 6

Active/Proactive promotions &

rewards management system 8

Predictive analytics and

situational/behavioral analysis 10

Psychological analysis and

value matching system 12

Innovation creator and

entrepreneur’s developer 14

HRFPM Report 10

HRFPM Objectives Description

Objective # 1

First return on the organization would be a fair assessment system that will help capture real

contribution’s performance at every instance this contribution occurs which will help organizations

understand how their employee’s performance is changing overtime and under different circumstances

they may encounter during their work; in short “A Live Employee Performance Management System”.

What is this all about? And why did we call it a fair system? These are questions that can help clarify the

role of such live platform for all users and beneficiaries. Therefore, let’s go through questions in order:

What is this all about?

Employees always try to work hard throughout the year in order to accomplish their goals and targets

and as a result reserve their seat within a top performer categorization of employees or even within the

category of those who can stay for another year –the second one is harsh -. So at the end of the year,

managers will review each employees accomplishments and whether they met required targets, where

accordingly they will approve a certain promotion, add more tasks, raise targets, qualify employees to a

higher position or to a different department –these are in a positive case scenario-, approve certain

training courses and programs to improve a certain skill that negatively affected employee’s

performance, change some job conditions to monitor employee’s performance more closely and ensure

targets are met on time and many others –these are in a negative case scenario-.

On the other hand, employees will be either happily waiting for this period of assessment in order to get

back what they deserve and worked hard to get or they would do anything but to survive in this

company until before this period approaches. Such contradiction between both cases can be seen

actually everywhere in our companies around the world, where different HR programs and strategies

are being thought of and developed continuously to help organizations manage such a huge diversity

between these two scenarios.

Why do organizations strive to bridge such a gap? it’s because they know that in order to sustain their

profits and competitiveness they would need to have a healthy human resources asset that is well

maintained within needed safety limits in order to do the job in the most effective way while having a

happy and productive people and working environment.

Having all of the above into considerations, the whole situation continues to loudly call for a LIVE Human

Resources System that can continuously provide assessment results for employees and help track

through them and ensure they stay between organizational safety limits.

Fair assessment system 1

Q 1

HRFPM Report 11

Why did we call it a fair system?

Simply; because it provide the required mean for low performers to act immediately on their short

comes and prepare well for their right to become a top performer or anything close to that while

knowing what is needed to do and monitoring all benefits gained of doing so.

So, it’s fair since it helps low performers to become like their colleagues and to know the secret missing

for them and also because it supports high performers to be recognized for what they are doing and for

exceeding the good thresholds of contributing to the organization and eventually collecting back desired

rewards, promotions .. etc., earlier than a year time.

Moreover, it supports such top performers to actually recognize their strength points which acted as the

driver towards accomplishing such great results and to try to strengthen them while directing more

focus on other drivers which weren’t well recognized through the performance assessment process.

Q 2

Figure 2: Task-by-Task Assessment Tracking Plots

Figure 3: Task-by-Task All Performance Attributes Assessment Records

HRFPM Report 12

Objective # 2

Second return on the organization would be a user friendly system that will deliver not just overall

performance measurements but also a breakdown performance measurement for every skill,

competency, education, knowledge, experience... etc.

The system provides every graphical user interface option needed in order for the organization to track

through every positive/negative driver from each of these breakdown performance drivers in order to

understand what is causing each employee to perform better or worse and even how every employee is

developing each of these performance drivers over time to develop and improve his/her overall

performance or how each of these performance drivers is/are declining which results in an overall

decline of employee’s performance and of course his/her contribution towards organizational success.


We all know that nothing would come from nowhere and that for every action there is a reaction, so if

an employee comes late to work and leaves on time, he/she will not be able to accomplish the required

job and as a result the overall performance of his/her contribution to the organization will decline. Same

as this example, we can reflect every increase/decrease in employees’ performance to certain drivers

which lead to such trends. These drivers are in our case what employees use to sell themselves when

they apply to the job and are what the organization wants in order to get the desired results in terms of

what contribution to the organizational success is needed.

So, any improve or decline in any of the skills, competencies, educational practical reflection,

knowledge, experience... etc., should be known in order to understand the end result. Such cause/effect

relationship is always hard to analyze when it’s postponed till end of year or even done later on as

circumstances do change, records are not always kept and even becomes more difficult when different

drivers with different weights contribute to the performance level in a certain period of time or part of

this period of time.

This is where this system proves it’s user friendly attributes since it provides users (managers and

employees) with easy to use hierarchal builder overall performance measures and plots in order for

them to track back how the overall performance level was achieved throughout the period they are

interested in, the part of the overall strategy they were involved in or even the different processes/value

chains they were part of.

User friendly system 2

Q 1

Figure 4: System Performance Contribution Tracker Main Page

HRFPM Report 13

Figure 5: Employee Performance Contribution Score Card for Current Job Position

Figure 6: Employee Performance Contribution Score Card for Higher Job Position

Figure 7: Employee Performance Contribution Score Card in Every Value Chain and Process

HRFPM Report 14

Objective # 3

Third return to the organization would be to provide their performance records with an overall

assessment measure where which all related stakeholders would provide their input to all work done at

the organization in an easy and well managed way in order to improve on the involvement of

stakeholders to be an empowered part towards organizational development and of course to satisfy

stakeholders’ needs in terms of having the chance and mean to provide their feedback which should in

return help improve the relationship between them and the organization where as a result achieve a

better business between everyone.


We all heard of 360 degree assessment and how its considered much more fair assessment in

comparison to any other employees assessment since it eliminates the dominant role for managers and

supervisors to provide the ONLY feedback in reference to employees performance and their

contribution to the organization, this is because such as assessment encourages having a full assessment

picture that covers all sides and corners (from all 360 degrees). For this, employees can assess

themselves, in addition to their co-workers, supervisors, managers and other related people.

Such a spot light (old assessment) that was transferred from having one lamp directed to one side to

many lamps lighting (360 degree assessment) all sides has provided many advantages for employees in

terms of allowing them to understand how they see themselves and how others see them, it also

allowed them to open a 2 way communication channel with other parts of the organization in order to

know what is considered as a challenge that needs to be overcome and what is considered as a strength

in order to build on it and help others to benefit from, where last but not least, it helped HR to

strengthen the relationships between the different employees in the organization moving away from an

assessment that only creates unhealthy relationships to an assessment that does build up the

organization in deed.

How does HRFPM provides this 360 degree assessment?

Through the HRFPM, organizations can identify all stakeholders affecting and being affected by them –

whether directly or indirectly- and cascade down this identification to the process level in order to

achieve the following:

1. Identify all stakeholders for each process.

2. Provide each stakeholder with a weight to represent the percentage of relation of each of them

to the process.

3. All of them to assess the process they are related to once it’s accomplished through few “direct

to the point questions”.

4. Questions to be asked for stakeholders should help the organization to understand the main

strength and weak points they have in each process/task in order to improve while having a

deep insight into how each stakeholder thinks/feels and reacts.

360 degree assessment

system 3

Q 1

Q 2

HRFPM Report 15

Such involvement of stakeholders to assess the work of the organization does strengthen the

relationships and empowers stakeholders to provide their feedback into what is being performed at the

organization.

Such strong relationships will lead to more loyalty for the organization, bridge the gap between leaders

and the different stakeholders and of course help the organization to structure correct strategies with

capable to be achieved strategic goals while of course feeding their systems with continuous insight into

how they are performing and what is needed to be developed and improved.

Questions directed for assessors cover 3 main categories and an extra category as follow:

1. Category 1 - Performance: How would you rate process performance?

2. Category 2 - Creativity and Innovation: How would you rate process creativity and innovation?

3. Category 3 - Satisfaction: How satisfied where you from the process?

4. Category 4 – Expectations: How much your expectations where exceeded (to what level)?

The extra category was added in order to provide the assessment process with an extra assessment

result which can help employees being assessed to exceed the 100% assessment result. In this way they

can qualify to the next employment level once they reach a certain assessment result (above 100%). This

category was given same weight like others (33.33%), which means that any employee can get a

maximum of 133.33% assessment result which should be the upper threshold level of the higher

employment level; the employee can accomplish in order to be promoted to the next employment level.

The following are snapshots from the HRFPM system for who each stakeholder is assigned a certain

weight percentage, the questions they are asked and the assessment percentage they are asked to

provide for every process they are related to.

Figure 8: Stakeholders (Assessors) identification Vs Weights % Allocation

HRFPM Report 16

Figure 9: HRFPM Assessors Assessment Page Vs Assessment Category 1&2 (Performance, Creativity & Innovation)

Figure 10: HRFPM Assessors Assessment Page Vs Assessment Category 3&4 (Satisfaction, Expectations)

HRFPM Report 17

Objective # 4

fourth return would be to provide the HR department with real time data for what skill, competency,

education, knowledge, experience... etc. need to be enhanced/improved for every employee or even a

group of employees which will then help them to direct training courses to right people and then track

the increase in the performance measures of either after attending the training or getting the needed

information to enhance/improve any decline in either of these performance drivers.

In current time, if the HR department want to check a certain skill level for employees, they would either

wait for the appraisal time (end of year or end of first half of the year or a certain quarter of the year

depending on how the organization run their appraisal process) in order to analyze results and check the

performance level of that skill for employees and how it may affect their jobs and as a result the

organization.


Such an approach is very slow, not cost effective neither feasible for our current world where everything

moves very fast and any decline an organization may suffer from through their employees performance

will directly affect their customer relations, products quality and therefore organizational reputation.

For this reason a system that can host real time data and analyze them in real time is what is needed in

order to spot every strength, employees’ do have and every weakness they may suffer from in order to

act upon and minimize the negative effect on the job and the organization.

Such real time analytical data is made user friendly for employees, HR department and all interested

people in the organization by linking these real time data to employees’ job description in the following

way:

1- Each employee’s job description will need to be broken down into –at least- these 7 parts:

i. Duties.

ii. Responsibilities.

iii. Skills.

iv. Competencies.

v. Decision level.

vi. Education level.

vii. Experience level.

2- Each of the above 7 parts of employees job description need to be linked to every duty he/she

has.

i. Duty 1 Skill-1, Skill-2, Competency-1, Competency-2, Responsibility-1, Experience-1,

Education-1, certificate-1 …. And so on.

Real time analytical data 4

Q 1

HRFPM Report 18

3- Each employee’s job needs to be broken down into tasks that need to be part of its related

process.

4- Analytical data will then represent the performance of each employee through the assessment

of his/her duties which represent their contribution in the organizational performance.

5- When this assessment is analyzed; this means that every duty related attributes will be analyzed

automatically and their performance will be assessed in real time. So, if a certain duty is under

performing, this means that related attributes are underperforming based on the weight

percentage they have in relevance to that duty.

This linkage between real time data and employees’ job descriptions will help everyone in the

organization to understand easily what is going on and will help strategy people to link such analysis to

the strategy management since it’s their role to link employees’ duties and performed tasks to

organizational operational and strategic goals.

Moreover, this real time linkage will help to identify:

1. How each employee is performing against every task!

2. How each employee is performing against every process!

3. How each employee is performing in a certain day!

4. How each employee is performing against a certain challenge!

5. How each employee is performing against a certain skill/competency!

6. How each employee is performing against a certain educational level!

7. How each employee is performing against a certain experience!

8. How each employee is performing against years of experience inside the organization!

9. And so on!!!

10. Of course training needs will then be easily identified and even internal training sessions by

highly performing employees can be run and accordingly cut costs on external training.

Figure 12: HRFPM tasks’ weight assignment against every process

Figure 11: HRFPM Job Attributes weight assignment against every task/process

HRFPM Report 19

Figure 13: HRFPM Employees Vs Tasks vs Processes Allocation

Figure 14: HRFPM Assessment breakdown per job attributes (Part 1)

Figure 15: HRFPM Assessment breakdown per job attributes -attribute 1-5 (Part 2)

Figure 16: HRFPM Assessment breakdown job attributes -attribute 6-10 (Part 3)

Figure 17: HRFPM Assessment breakdown job attributes -attribute 11-15 (Part 4)

HRFPM Report 20

Objective # 5

Sixth return to the organization would be the mean that can help HR department to match their job

description documents with each employee performed work at the organization and not just to use

them when signing the contract and keep them in drawers afterwards.

This will be a great aid for HR department to ensure that job descriptions are well managed and that

each employee entirely understand his/her job description and as a result his/her contribution to the

department and the organization they work at.

This means that HR department and the department where which the employee works will be able to

match each required skill with each of the tasks the employee perform at the organization. This would

be accompanied with the weight given for each skill in alignment with the task needed to be performed

in order to ensure that this task is efficiently and effectively performed.

Having all of this in mind, HR department can easily link employees’ development and growth to

organizational balances score card and ensure that such development and growth work is effectively

linked to other organizational perspectives like the internal processes, customer satisfaction and of

course organizational financial measures and profit.

More insight will be provided in the next Objective.

Job description and practical

performance matcher 5

Figure 18: Employees Contribution Performance measurements in monthly bases against performance baseline

HRFPM Report 21

Objective # 6

Fifth return to the organization would be the ability to visually track and manage the human

contribution towards the success of the organization through employee’s contribution measurement

towards every strategic goal on which the organization focus in order to deliver their overall strategy,

increase their profits, satisfy/thrive to exceed satisfaction of all stakeholders.

This means that through the HRFPM the organization can tell how much is the contribution of

employees towards the execution of each strategic goal, when would each of the overall contribution

occur, through which process, through which value chain and in collaboration with which other

employees, supervisors, managers, customers, suppliers, partners or any other stakeholders.


What we need in our current time is an easy to use system in order to facilitate the linkage between the

different cause and effect linkages we have in our organizations in order to understand the contribution

of every employee in organizational success and to effectively track it and manage it for the best for all.

Refer to the following hierarchy which the HRFPM does provide in order to track the contribution of

employees in the organization, manage their performance in current job position and manage their

readiness to be promoted to the next job position level.

Visual tracking & management for

employee’s organizational

contribution

Q 1

Figure 19: HRFPM Top Level Strategy Assignment Page

6

HRFPM Report 22

Figure 20: HRFPM 2nd Top Level Strategy Assignment Page (Value Chains Allocation)

Figure 21: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chains # 1 Allocation)

HRFPM Report 23

Figure 22: HRFPM 3rd Top Level Strategy Assignment Page (Processes per Value Chain # 2 Allocation)


HRFPM Report 24


Figure 25: HRFPM 4th Top Level Strategy Assignment Page (Employees overall Contribution Assessment)

HRFPM Report 25

Figure 26: HRFPM 4th Top Level Strategy Assignment Page (Employees Promotion Assessment)

Figure 27: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution Assessment per strategic goal)

Figure 28: HRFPM 4th Top Level Strategy Assignment Page (Employees Contribution

Assessment per strategic goal #1.1)


Assessment per value chain #3)


Assessment per value chain #1)

HRFPM Report 26

Objective # 7

Seventh return to the organization would be the ROI (Return on Investment) needed from the HR

department to justify any penny they pay to develop employees.

The HRFPM helps organizations to link every payment they make for human developments to the

execution of strategic goals, not just logically but with a data driven approach that can provide:

1. How much in return the organization can save money if a certain development program is

implemented!

2. How much would quality increase!

3. How much time would be saved!

This means that through implementing the HRFPM system the organization can track contribution’s

performance of each employee and how these measurements will change if any development

program/any other program is implemented in this organization.

This real time tracking will be great to understand how Human Contribution to the organization every

time something happens, or a change is made, or even anything occurs in the external environment (ex.

Rainy week, world cup championship … etc.).

What is ROI?

ROI stands for Return On Investment, which means that if a certain amount of money will be spent in a

specific work in the organization, we would expect a certain amount of money to return on the

organization.

In the case of HR management, measuring the ROI would be difficult since they focus on developing

skills and competencies which are intangible and are difficult to be financially measured, for this reason

the HR department and the HR manager face a lot of difficulties when proposing a certain development

program or a specific system that can help improve employees or even the HR work since they are

considered as a department that spends money with no tangible return unlike any other department.

However, organizations which implement strategic management systems that can help link the different

work done in the organization with the strategic goals like the balance score cards do appreciate that

employees development does bring back profit when linked properly with other work done in the

different departments.

ROI Vs HRFPM?

Above explanation made for the ROI and the linkage between the ROI and the HR management in

organizations does spot the light on one of the main HRFPM system features since it provides

organizations which adopt it to measure every contribution every employee makes against money spent

Training and Human

Development Programs’ ROI 7

Q 1

Q 2

HRFPM Report 27

and money earned in addition of course to measuring contribution against quality improvements and

time needed to perform any work.

Moreover, it does measure employees contribution against customers satisfaction and customers’

expectations which does result of course directly and indirectly to profit or when negative contribution

is made would result to decrease in profit, decrease in loyalty and eventually loss of customers.

This is done after each assessment is made by every assessor related to every process in the

organization and as we indicated process efficiency and process effectiveness to be two different

assessors with allocated weights, this means that performed work due to every task and process is not

just measured but also used as an assessor to assess the task and the process in addition to all other

assessors so if a certain task was efficiently assessed with 80%; this means that the expected results of

the task were 80% accomplished (example: accomplishing 80% of the work order per hour instead of

100%) and if the same task was effectively assessed by 50%; this means that it needed 20% more time

to accomplish expected result and needed 20% more cost –car gas- and 10% more quality work –re-

work- in order to finalize this task).

These two assessments (80% & 50% will feed back into the HRFPM in order to assess the task and as a

result will assess the duty that this task feed to and every related skill and competency (with their

allocated weights).

So what?

Now we can provide a certain training course to develop the skill/competency that is affecting this task

to be negatively assessed and so affecting the process and the overall contribution of this employee

after we have measure the negative effect it caused (in terms of cost, time and quality) so having the

needed baseline in order to measure against it after the employee takes the training course, improves

his/her negative effect on skill/competency and therefore we can now measure how much cost will be

reduced when performing the same task and how much quality will be improved and how much time

will be reduced.

Example:

20 Minutes extra were needed to execute a certain task.

$2s extra were needed to execute a certain task (taking into consideration that $10 are the expected

cost to perform that task).

$100 is the cost of the training course needed to be taken in order to improve employee’s performance

in skill X and therefore execute it effectively.

Number of times this employee is needed to perform this task per year is approximately 300 times as

per the number of customers the organization is having now and who would ask for services that

required performing this task.

Q 3

HRFPM Report 28

Simply, this means that per year this employee will produce the following:

1. $600s waste per year.

2. 100 hours waste per year (12.5 days if he/she works 8 hours per day).

However, if the training course was taken by this employee, the following will be saved:

1. All waste in money and time (time results to money in terms of employee’s hourly rate).

2. $3 will be saved from the task cost since the employee will learn new ways to perform it which

will save some of the resources which were used before to execute it.

3. 10 minutes will be saved from the 60 minutes allocated for this task since the employee would

learn new techniques which can help him/her to be faster with no faults and re-work.

IN TOTAL:

1. Waste/year= $600 per year + $1000 (100 hours * $10 Hourly rate) = $1600 per year.

2. Cost/year = $100 (training course) + $160 (two days off from work to attend the training course

(16 hours * $10 = $160) = $260.

3. Savings/year = $900 ($3 saving per task * 300 tasks per year) + $500 (10 minutes saving * 300

tasks per year * $0.1667 minutes rate) = $1400.

4. We can also include the saved waste as saving which will result in the following:

a. Spending $260 would save the company $3000 per year

HRFPM Report 29

Objective # 8

Eighth return to the organization would be the ability to use the HRFPM system to manage the

promotion standards the organization has and what can affect these promotion to occur, predicted and

even earned/not-earned.

How is that possible?

Using the HRFPM, organizations can track the development in any duty the employee is performing and

of course every skill and competency they use to execute this duty.

This means that tracking the performance of employees’ duties would result in understanding when do

employees over perform and underperform, and whether this over performance and underperformance

is trending over a short period of time or a long period of time.

Moreover, they can also track such trending between threshold points in order to spot extreme

performance whether extreme negative or extreme positive performances.

Why do we need all of this?

We need such tracking in our organizations in order to reward employees during the time they well

performed or over performed and not make them wait till end of year to get what they deserve. Doing

this will strengthen such over performing trends and ensure their continuity as they are being

recognized immediately.

Moreover, if the over performing exceeded the upper thresholds and moved towards the positive

extreme points then why we need to wait till end of year to promote an employee who is ready to join

the next job position level since they proofed that their performance lies within the higher job level for

some time and can handle higher job level criteria and thresholds.


Such great mechanism is possible by providing a baseline for every job position in addition to upper

threshold level and lower threshold level (which can be decided by the organization but SMARTLY).

In addition, organizations can chose an Upper+ threshold level in order to track employees performance

between the old upper threshold level (in this case lower threshold level) and the new Upper+ threshold

level when considering the promotion to the next job position level (since in this case the new Lower

threshold level, the new Upper+ threshold level and the new baseline are the indicators for the higher –

next- job position level).

When thinking of such a mechanism, it sounds easy, and it is indeed simple and easy keeping into

consideration that all such thresholds and baselines are indicated and agreed on from the beginning

(before using the HRFPM).

Active/Proactive promotions &

rewards management system 8

Q 1

Q 2

Q 3

HRFPM Report 30

Figure 31: HRFPM Job Position Upper & Lower Threshold Levels (Part 1)



Figure 34: HRFPM Job Position Graphical illustration during one of the performed processes

HRFPM Report 31

Figure 35: Graphical Illustration for Current Job Position and Next (Higher) Job Position Indicators against employees’ assessments

Current Job Position As it can be seen in the figure to the left, Employee one was

assessed after his contribution in the different processes,

value chains towards all strategic goals he contributes for.

Employee 1 Assessment measure is 2.11% which is the same as

the assessment baseline for his/her current position.

Employee 1 is in the safe region sense he is far from the

Assessment Baseline Minimum Threshold.

Employee 1 got a status of an arrow showing a negative trend

since the current HRFPM was developed to show the positive

trend arrow when employee’s assessment is at least 0.01%

above the assessment baseline.

Assessment Baseline Minimum Threshold (A.B.Mi.T.) =

A.B. – A.B*15.17%

Assessment Baseline Minimum Threshold (A.B.Mi.T.) =

A.B. – A.B*15.17%

Assessment Baseline Maximum Threshold (A.B.Ma.T.) =

A.B. + A.B*15.17%

Next/Higher Job Position

As it can be seen in the figure to the left, next/higher job

position baseline and thresholds were identified as follow:

New Assessment baseline (N.A.B.) =

A.B. + A.B.*(15.17 %+( [33.33%-15.17%]/2])

New Assessment Baseline min. Threshold (N.A.B.Mi.T.) =

Old Assessment Baseline max. Threshold (A.B.Ma.T.)

New Assessment Baseline max. Threshold (N.A.B.Ma.T.) =

A.B. + A.B.*(33.33%)

Employee 1 got a status of a white circle which indicates that

the employee is still not within this range of indicators.

HRFPM Report 32

Objective # 9

Ninth return to the organization would be the transparency this system can provide in terms providing

all interested people with real time measures for what is happening.

This would also include employees by providing them with an access to systems’ measures in order for

them to understand how their contribution is being measured, what assessment results they are getting,

which of the stakeholders are satisfied and which are not and so on.

Having this implemented and open for related people will be a developing mean towards empowering

employees to become more accountable for their existence at the organization and as a result for the

sustainability of good results the organization has currently and in the future.

Will this lead into any manipulation in the assessment?

Implementing the HRFPM will eliminate any manipulation that can happen when assessing employees’

performance and contribution to the organization; this is because in addition to that every assessment

made is a combination of many sub assessments provided by all related stakeholders, organizations can

also spot assessments that are trended differently than all other assessments made by other assessors

in order to record it as inappropriate or to reduce the weight of this assessor when requesting future

assessments from them.

Transparent and direct to the

point system 9

Q 1

Example: Weights provided to Assessor #1 “Process Owner” can be made Zero in the

future or reduced to a minimum weight if his/her assessments were ILLOGICAL or

UNEXPLAINABLE

Figure 36: HRFPM Assessors Weights Adjustment Page

HRFPM Report 33

Objective # 10

Tenth return to the organization would be the (predictive analytics feature it can has; based on the

database and processing the organization can provide in order to save all recorded data).

Why is that useful?

When we talk about predictive analytics we aim towards knowing the future before it occurs and act

upon what may happen to minimize any negativity that may occur.


Through the HRFPM, organizations can collect huge amount of data whether in terms of assessments

made by the different assessors, or contribution assessment measures calculated for employees or even

number of times each employee’s contribution performance exceeded the upper threshold level or

declined below the lower threshold level.

Recording all these data will provide rich resources for any predictive analytics algorithms to understand

the behavior of employees contribution over the whole period of time (in which data was recorded) or

in specific period of time (days or months or even seasons).

When such predictive algorithm works, it can provide sort of conditional monitoring measures for the

future of each employee’s contribution, while proceeding in recording the real contribution

performance measure in order to measure the difference between what was predicted and the real

measure in order to refine its algorithmic prediction and make future predictions more and more

accurate.

The continuous re-calibration is not used only to make future predictions more accurate but also

because future measures do change since we are dealing with humans who do get older and their

maturity increases in addition to their behavioral and feeling levels which do affect their performance

and of course their daily lives.

WE ARE TALKING HERE ABOUT ARTIFICIAL INTELLIGENCE FOR HUMAN RESOURCES PERFORMANCE

MANAGEMENT AND CONDITIONAL MONITORING for HUMANS AND NOT JUST MACHINES.

What is still missing?

Nothing is missing, but more data would be useful.

Why is that?

To help the algorithm know us more and ensure that the algorithm do spot all conditions in which our

performance do vary, increase, decline or remain constant.


situational/behavioral analysis 10

Q 2

Q 3

Q 4

Q 1

HRFPM Report 34

What kind of data can still be added?

The HRFPM can be developed as a mobile app in order to facilitate the assessment process by the

different stakeholders and would help employees to track their contribution assessment whenever and

wherever they want.

So, why not to maximize the benefits of this application by feeding it with data and information that can

help its algorithmic brain to know us more? This would include updating the app with your personal

experience and your current status of happiness ( I am feeling sad, I am feeling happy):

1. Every time you use the application.

2. Whenever you visit a friend.

3. When you attended a party.

4. When you played with snow.

5. When you stayed at home because it was raining outside.

6. When you left home with no breakfast.

7. When you had a baby.

8. When you take the train.

9. When you drive to work.

10. When you walk to work.

11. When you read a novel.

12. When you have a quarterly meeting with your manager.

13. When you get your salary.

14. When you spend your salary.

15. And more and more and more…….

When employees feed the application with these data; they will help the algorithm to correlate these

conditions with their contribution performance measures in order to help it understand why each set of

measures reached a certain level and to predict accurately how employees performance would be in the

future during the different periods of times or conditions, examples:

1- When employee’s birthday is approaching.

2- When an employee is expecting a baby in the next month.

3- When an employee has to take the train because his car will stay in the garage for 2 weeks.

4- When an employee is expecting a meeting in the next week with his manager.

5- When an employee attends late parties.

6- And more and more and more…….

This collaboration between employees and the HRFPM brain is considered the same as the IoT

mechanism (Internet of Things) where different sensors talk to each other since when employees feed

the HRFPM brain with information and data it’s like as if their internal sensors are talking to the HRFPM

brain sensors and exchange data.

Q 5

HRFPM Report 35

When we say exchange of data we do literally mean that the HRFPM brain talks back to our internal

sensors, how? It’s when we indicate a status feeling of sadness due to maybe not being able to buy a

certain pants or not being able to attend new year’s party for not affording to buy a concert ticket, this

is when the HRFPM will provide through its rewards and promotional system these rewards back for us

once we achieve a certain performance level or when we maintain a certain performance level

throughout a period of time (maybe a project period or a campaign period).

Exchange of data will also include when the HRFPM brain pushes notifications for us to warn us that

certain tasks are not being performed well for some time (which is negatively affecting the overall

contribution) or that certain stakeholders are not very satisfied, or that the employee is not being

creative and innovative enough through performed tasks and so on, while providing advices for

employees in order to perform better -these advices will refer to past performance measures which

were correlated to certain personal experiences-.

For example, if an employee’s creativity and innovation indicator is negatively trending, the HRFPM

would advise the employee -based on previously recorded conditions- to do some volunteering work on

weekends or to walk to the train station and take a train to work for a week or two instead of riding the

car since doing so has proofed before that it does help the employee to refresh his mind, smile more

and bring more ideas into the workplace.

HRFPM Report 36

Objective # 11

Eleventh return to the organization would be the ability to integrate the HRFPM with other systems in

order to enrich the human resources management experience.

What could other systems be?

Many systems can be integrated with the HRFPM and even synchronized with it in order to link the

different data with each other and achieve more and more results.

Systems can be –but not limited to- :

1. Business Process Management System/application (BPM) (to link employees contribution

performance measures with processes management measures in terms of efficiency,

effectiveness, load of work, types of performed work and difficulty of performed work).

2. Weather system/application (to link employees contribution performance measures with daily

weather conditions and their way to work/off to home weather conditions).

3. Reading management system/application (to link employees’ contribution performance

measures with their progress in reading and type of read books).

4. Salary expenditure system/application (to link employees’ contribution performance measures

with their salary expenditure rates on weekly bases).

5. Retail shopping centers system/application (to link employees’ contribution performance

measures with retail shopping centers’ promotions, advertisements, discounts and new

arrivals).

6. Gas prices system/application (to link employees contribution performance measures with daily

gas prices and employees’ car models and gas consumption).

7. And more and more and more….

How did that feel with all this integration?

I believe it felt strange since we never thought that our daily lives would be taken into considerations

when analyzing employees’ performance (especially our lives outside work).

Yes, this is possible and this is why top management buy in is important since we need their

encouragement for all employees to provide as much data and information as possible and to ensure

that the roll out of an organizational HRFPM is done with a collaborative relationships between HRFPM

team, all employees, all management levels and the different stakeholders.

No, it’s not only a top down approach since the top management can’t feed the HRFPM with employees

data and neither only a bottom up approach since employees cant only use the HRFPM while not

expecting encouragement and support and rewards from organizational management.

Yes, it’s a combinations of both where the 2 approaches intersect at the point where maximum

contribution is delivered to the organization and all its stakeholders.

Easy to integrate and synchronize

with other related systems 11

Q 1

Q 2

HRFPM Report 37

Objective # 12

Organizations have values and employees have values as well. One of the best cases is to match both

together in order to build the best organizational environment where everyone feels comfortable.

Such alignment can be done when we hire an employee but what then?

The HRFPM can provide benchmarking results for different employees together so when inputting the

data for each employee in the HRFPM, we can also input each employee’s values. This will lead to

comparing employees sharing same values with others sharing other set of values, where comparison

will be mainly based on contribution performance. So what?

This will help the organization to understand how employees’ contribution performance would vary

based on different management techniques and different managers’ personalities having to deal with

employees of different values. Having this in mind, HR department will be able to allocate employees in

different teams and with different leaders based on the best values Vs contribution performance

alignment measures.

Of course, many benefits could be resulted from such an alignment and comparisons in terms of future

hire references and benchmarks, more psychological analysis in terms of comparing certain personal

conditions with contribution performance, comparisons between different weather conditions and

employees’ contribution performance and more and more and more…

Psychological analysis and

value matching system 12

Q 1

HRFPM Report 38

Objective # 13

The HRFPM does fully intersect with the different excellence models and support their different

excellence criteria towards an excellent culture and experience within organizations along with the main

aim of excellence “exceeding stakeholders’ expectations” acting as a driver for its system and

assessment mechanism. Below you can find the alignment between the HRFPM and the EFQM

excellence model.

HRFPM provides a fair

performance management,

training management

and employee’s

relationship builder

HRFPM strength the

Collaboration between

partners and suppliers

towards a better business

for all

HRFPM supports the

need for better

business process

management,

efficiency and

effectiveness

measurement and

clear roles Vs tasks

identification

HRFPM drives

organizational

initiatives to structure

value chains needed

to deliver products

and services while

lining these value

chains to employees’

contribution

HRFPM provides many

results, trends and

cause/effect

relationships needed to

feed this criteria

HRFPM strengthen the

relation between internal

KPIs and customers

perception and results

towards a more

profitable business

HRFPM can support this

criteria when employees

fee back with their

society experiences and

how it make them feel

HRFPM if managed

properly can feed

this criteria with a

lot of results for

how much money

was saved , what

was earned, how

the business

financial indicators

were affected over

time against

stakeholders

satisfaction and

employees loyalty

and contribution

levels

HRFPM strengthen

the relationship

between leadership

and employees

through transparent

performance

management

system

HRFPM acts as a

driver towards

lighting the path

towards

accomplishing the

vision of the

organization

Excellence aim with an

exceed expectations driver 13

HRFPM drives all linkage

tools to link human

resources with

organization strategies

towards effective

execution

Figure 37: EFQM Vs HRFPM Inter-relation

HRFPM Report 39

Objective # 14

It’s numbered as the last objective but definitely it’s considered as the main objective of the HRFPM.

Why is that?

This is because implementing the HRFPM in any organization will develop employees to become leaders

for their organization’s success and managers for their own contribution performance along with

skills/competencies development.


entrepreneur’s developer 14

Q 1

Fair assessment

system

360 degree

assessment

system

Visual tracking &

management for

employee’s

organizational

contribution

Training and human

development programs

ROI

Transparent and

direct to the point

system

Easy to integrate and

synchronize with other

related systems Excellence aim with an

exceed expectations

driver

User friendly

system

Real time analytical

data Job description and

practical performance

Matcher

Active/Proactive

promotions & rewards

management system


situational/behavioral

analysis

Psychological analysis

and value matching

system


entrepreneur’s

developer

Innovation

Innovation

Innovation

Innovation

Innovation

Entrepreneurship

Entrepreneurship

Entrepreneurship

Entrepreneurship

Innovation

Innovation

Innovation

Entrepreneurship

Innovation

HRFPM Report 40

HRFPM KPI Hierarchy

We will start with the normal hierarchy which some organizations do adopt in order to organize the

different KPIs in one structure that can build up towards a long term measurement plan.

This diagram shows that KPIs can be many for a certain department (Department X), based on their

work and what they accomplish throughout the year. However, this doesn’t stop here, but it develops to

provide each of these KPIs with a weight to indicate the importance of each of these KPIs in terms of

prioritizing what is being done and what is being measured in order to ensure right amount of efforts

are well allocated.

After that, we can notice the Time Hierarchy of organizing these KPIs. It starts with a monthly

organization where each month is given a certain weight based on the contribution; all work done

throughout each month does reflect on the overall yearly work.

Same was repeated, but this time on yearly bases taking into consideration that this department is

either part of a multiple year’s projects or has a multi-year vision to accomplish.

Figure 38: KPIs Hierarchy used in Organizations

HRFPM Report 41

On the other hand, we will talk about the HRFPM KPIs Hierarchy which intersects with the previous one

at the point where tasks are collected together in order to fulfill a process which will then be collected

along with other processes to fulfill a value chain which will also be collected along with other value

chains to fulfill a strategic goal. Eventually, strategic goals will fulfill organizational strategy over a period

of time.

The 2 structures below describe this parallel alignment between employees’ contribution towards

organizational success and processes’ contribution towards organizational strategic fulfillment.

Figure 39: HRFPM Employee X Organizational Contribution KPIs Hierarchy

HRFPM Report 42

Figure 40: HRFPM Organization X Strategy Fulfillment KPIs Hierarchy

HRFPM Report 43

IoP – Internet of Planet

Scalable HRFPM When we talk about HRFPM scalability we can refer to the following:

Minor Silos Scalability

This is where different departments adopt and implement the HRFPM while other departments in the

same organization don’t implement it either because of culture, budget or any other issues.

Minor Scalability

This is where all departments in the same organization adopt and implement the HRFPM so allowing the

whole organization and its vision to benefit from the different characteristics and advantages it benefit

from, so allowing a boundary-less HRFPM execution.

Major Silos Scalability

This is where different organizations adopt and implement the HRFPM with no connectivity between

them.

Major Scalability

This is where different organizations adopt and implement the HRFPM while allowing a connectivity

between them to share data and information in order to build up a platform of data that best describe

employees contribution towards the different organizations they work in and the developments

employees have in their skills over time, reasons for these skills developments and how they reflect on

their daily performance.

For this to work out, we will refer to LinkedIn where we assume that organizational data (non-

confidential/coded) will be shared with them in reference to each employee who will be a LinkedIn

member.

Doing so will help us create a global platform where employees can show their professional

development over time and of course compare themselves with others in order to understand who is

most similar to them in order to benefit from their experiences and continuous growth and

HRFPM Report 44

development while at the same time understanding the baseline and average performance

requirements to move from one employment category to another.

The diagram below shows how multiple HFPRM were collected together with a bigger platform where

which LinkedIn was the host for all visual and daily developments statistics and graphical illustrations.

Reasons for choosing LinkedIn are many but mainly because it provides a professional social media

network while allowing members to develop their knowledge, skills and experiences whether through

the different posts they publish or read, comments they write or receive, endorsements they provide or

receive, recommendations they provide or receive, online training they can receive from Lynda (one of

LinkedIn products) and so on.

Figure 41: IoP (Internet of Planet) HRFPM Vs LinkedIn Alignment Platform

HRFPM Report 45

HRFPM Vs LinkedIn Alignment Pillars

The following diagram indicates the overall model of the HRFPM and illustrated how it’s built up from

the foundational level to the top of the pyramid level.

LinkedIn Pillars:

Pillar 1: Achievements

Sub Pillar 1.1: Test Results.

Pillar 2: Entrepreneurship

Sub Pillar 2.1: Comments, Activities, Posts.

Pillar 3: Collaboration

Sub Pillar 3.1: Recommendation.

Pillar 4: Leadership.

Sub Pillar 4.1: Endorsements.

Pillars/Roof connection Layer:

Pillar 1 / Roof: Fairness.

Pillar 2 / Roof: Consistency.

Pillar 3 / Roof: Transparency.

Pillar 4 / Roof: Intelligence.

HRFPM vs LinkedIn Foundation Organizational Asset: Employees

HRFPM Pillars:

Pillar 1: Performance.

Pillar 2: Creativity and Innovation.

Pillar 3: Satisfaction.

Pillar 4: Exceed Expectations.

Foundation/Pillars Connection Layer:



Found. / Pillar 3: Assessors.


LinkedIn Platform Input:

Input 1: Certificates. Input 2: Projects. Input 3: Courses.

Input 4: Experience. Input 5: Education. Input 6: Patents.

Input 7: Posts. Input 8: Volunteering. Input 9: Activity.

HRFPM Report 46

Figure 42: LinkedIn Employees Contribution Performance measurements in monthly bases against performance baseline

Figure 43: HRFPM Employees Contribution Performance measurements in monthly bases against performance baseline

HRFPM Report 47

Above chart combines both LinkedIn Data and HRFPM Data together in order to generate an overall

performance measures average in order to compare employees performance with so helping them to

find the best quality of hire and of course feed the LinkedIn recruiter with great and useful data that can

describe employees in the past, in the present and of course predict their future performance based on

all indicators the platform does have and based on which the platform was fed of data in the past.

This is a huge movement from an IoT (Internet of Things) and IoC (Internet of Cities) and IoE (Internet of

Everything) and IoE (Internet of Employability) towards the IoP (Internet of Planet).

Figure 44: HRFPM Vs LinkedIn Employees Contribution Performance measurements in monthly bases against performance baseline

HRFPM Report 48

HRFPM Report 49

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HRFPM Report 50

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HRFPM Report 51

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45. 3 ways to increase employees’ retention, Fresh ideas that keep your top talent from leaving, by LinkedIn talent Solutions.

46. Data reveals how candidates want to be recruited, by Alyssa Sittig, on May 19 2015.

47. Inside the mind of a millennial job seeker, attracting, interviewing and hiring Gen Y Talent, By Hireology.

48. Obituary: The Death of Transactional Recruiting, By Lou Adler, on November 11 2015.

49. The Savvy Recruiter’s Career Guide, you transform candidate careers-now transform your own, by LinkedIn Talent Solutions.

50. Recruiting globally: The Cultural Differences you need to know, by Paul Petrone, on December 11 2015.

51. 2015 Global Recruiting Trends, win the war of talent by staying ahead of these industry challenges, 4th annual report, by LinkedIn Talent Solutions.

52. Replace your jobs “apply now” button with a warm-up act, by Lou Adler, on October 8 2015.

HRFPM Report 52

53. Talent leaders agree: this one metric is the biggest challenge facing recruiters today, by Paul

Petrone, on November 9 2015.

54. 2015 talent trends, insights for the modern recruiter on what talent wants in the United Arab Emirates, by LinkedIn Talent Solutions.

55. What technology will look like in 5 years, by Diomedes Kastanis.

56. How to measure the performance of Smart Cities, by Maria Lazarte, on Octo 2015.

57. A guide to prototyping new ideas, by NESTA.

58. Rethinking smart cities from the ground up, by Tom Saunders and Peter Baeck, on June 2015.

59. Smart Cities Market, by Markets and Markets.

60. ROTTERDAM’S SMART CITY PLANNER: USING LOCAL AND GLOBAL DATA TO DRIVE PERFORMANCE, NICO TILLIE AND ROLAND VAN DER HEIJDEN, C ITY OF ROTTERDAM, March 2015.

61. The smartest cities methodology, by Boyd Cohen.

62. Smart Cities, smart cities design – smart data – driven evaluation frameworks, the Open University.

63. Citizen driven innovation, a guide book for city mayors and public administrators, the World Bank, European network of living labs, by Jarmo Eskelinen, Ana García Robles, Ilari Lindy, Jesse Marsh, Arturo Muente-Kunigami.

64. The open book for social innovation, by Robin Murray, Julie Caulier-Grice, Geoff Mulgan.

65. Supporting sustainable development with open data, by the Open Data Institute, 2015.

66. Smart Cities, online training course by the Open University and Future Learn.

67. The internet of things: making the most of the second digital revolution, a report by the UK government chief Scientific Advisor, Government office for Science.

68. IoE: The road map of challenges, by Craig Bachmann, Open digital ecosystem & IOT, on November 25 2015.

69. The internet of things is far bigger than anyone realizes, by

70. The internet of things, by Michael Chul, Markus Loffler and Roger Roberts.

71. Internet of things, online training course by Kings College London and Future Learn.

HRFPM Report 53

HRFPM Author

Personal Information

Eng. Malek Mohammed Odeh Ghazo

MSc, BSc, EFQM Assessor, Trainer, Researcher

Excellence Specialist, Customer Service Specialist

LinkedIn: malek.ghazo

Email: [email protected]

“Society layers are no longer divided into rich/moderate/poor layers but into

Entrepreneurs/Followers/steady still layers where leadership is providing through its current boost

around the world the fuel needed for the linkage between these 3 layers and drive the pulling efforts of

the rich layer (entrepreneurships) to the poor layer (steady still) to join them in the first layer of the new

worldwide society layers.”

Malek Ghazo

HRFPM Report 54

Education

1991-2004 9 O-Levels (IGCSE), 4 A-levels (GCE) - Distinction

College De La Salle-Frere, Amman, Jordan

2004-2009 BSc in Electrical and Communication Engineering – Good

University of Jordan, Amman, Jordan

2009-2010 MSc in Engineering and Management - Distinction

University of Exeter, Exeter, UK

Professional Experience

Jun 2010 - Jan 2011 Student Advisor – Disability Resource Center

University of Exeter -Exeter, United Kingdom

Sep 2010 – Jan 2011 Customer Service Advisor

EDF Energy - Exeter, UK

Feb 2011 – Apr 2012 Project Manager (R&D) – UK Government Funded Project

Xyratex Technology - Portsmouth, UK

Feb 2011 – Apr 2012 Research Associate – UK Government Funded Project

University of Portsmouth - Portsmouth, UK

Sep 2011 – Apr 2012 Consultant Engineer - Organizational Business Development

Xyratex Technology - Portsmouth, UK

Dec 2012 – Apr 2013 Consultant Engineer - Strategic Procurement Manager

Intermediate Petrochemicals Industries - Amman, Jordan

Apr 2013 – Dec 2013 Consultant Engineer – Departmental Coordinator

O&M Project - DAR AL HANDASAH – Riyadh, Saudi Arabia

HRFPM Report 55

Feb 2014 – Aug 2014 Project Manager - Training and Studies Supervisor

Trainer/Coach (KPI, BSC, Benchmarking, Excellence Criteria, RADAR)

King Abdullah II Center for Excellence – Amman, Jordan

Sep 2014 – May 2015 Program Manager - Head of Excellence Unit

Trainer/Coach (KPI, BSC, Benchmarking, Excellence Criteria, RADAR)

King Abdullah II Center for Excellence – Amman, Jordan

Jun 2014 – Present EFQM Certified Assessor

EFQM – Worldwide

May 2015 – Present Freelancer: Trainer, Excellence Specialist, Customer Service Specialist,

TQM Leader and Researcher

Worldwide

Achievements

2014 – 2015 Excellence Awards Leader

Excellence Award’s criteria/Questionnaires development (Short Term &

Long Term)

2nd Cycle Excellence in Public Service Award Project Manager

3rd Cycle Excellence in Public Service Award Project Manager

2014 Development of an Excellence Aid Initiatives Framework agreed on by

Jordan’s Prime Ministry

Committee member for transferring 85 governmental organizations’

KAA assessment reports to 5 overall initiatives to be implemented in

Jordan’s Governmental Sector, Amman, Jordan

2014 Trainer for Excellence Criteria, RADAR Assessment tool, KPI, BSC,

Benchmarking

400 Governmental Sector Trainees, King Abdullah II Center for

Excellence, Jordan

HRFPM Report 56

2014 – 2015 Research Project Leader

2 BSc Final Year Projects – King Abdullah II Center for Excellence

Hashemite University, Amman, Jordan

2011 – 2012 Patents in the domain of Machines Conditional Monitoring

FOUR Patents in the Filing Process, Xyratex, UK

2011 - 2012 Nominated for KTP Business Leader Award, UK

Nominated among 8 employees by line manager

2011 - 2012 Research Project Leader

BSc Final Year Project – Xyratex/University of Portsmouth, Portsmouth,

UK

2015 Service Management: Managing services in the telecom industry

Publications - Deposit Number in Jordan National Library 2015/6/3004

2015 Data Driven Excellence Manager: An excellence driven framework (Full

Book in English & Arabic) Publications - Deposit Number in Jordan

National Library 2015/7/3232 & 2015/8/4030 respectively.

2015 Excellence in Customer Service Award: Award Framework & Criteria

(Award in English & Arabic) Publications - Deposit Number in Jordan


2015 Excellence in School Projects and Initiatives (Award in Arabic & English)

Publications - Deposit Number in Jordan National Library 2015/7/3406

& 2015/12/5760

2015 DDEM Training Program Syllabus – Full detailed training overview

(Syllabus in English & Arabic) Publications - Deposit Number in Jordan


2015 EEF Educational Excellence Framework (In English) Publications -

Deposit Number in Jordan National Library 2015/12/5761.

HRFPM Report 57

Managed a 218K GBP project in collaboration with the UK government (TSB), Xyratex

Technology and the University of Portsmouth.

Initiated 4 patents in the field of machines conditional monitoring, data storage predictive

failures and data centers management.

Lead a change management process in a multinational company where a new process was

introduced to better deliver effective products, ensure effective relationship between the

different departments and support the continuous improvements, innovation and creativity

inside each of the participated employees.

Lead the procurement department in a large scale petrochemical company and managed $0.5

million procurements within a strategic management framework.

Lead the synchronization between the electrical department in 8 million square meters project

(Princess Noura Binat Abdul Rahman University for woman) with an overall framework for asset

management, performance management and partners/suppliers relationship.

Trained 400 Jordan Public sector employees in a 6 months period, who have implemented

techniques and provided very positive feedback for training material, exercises provided, case

studies implements and coaching afterwards.

Initiated an overall and comprehensive change management framework structure to put King

Abdullah II Center for Excellence on the track of excellence towards continuous improvement,

catalyze their employees innovation and creativity, involve customers in their excellence

journey, improve their suppliers/partners relationship towards effective co-creation of value,

efficient stakeholders satisfaction and an overall customer centric strategy (internally and

Externally).

Developed an overall excellence in customer service framework and created long term

excellence award criteria for the excellence in customer service in the Jordanian public sector

based on my past studies, thesis, and experiences.

Currently, I am in the process to patent a framework structure for the alignment between

Business Process management and HRM/HRD towards an Innovative and Automatic framework

where employees are the centric focus and their creativity and innovation are one of the main

assets any business would have in order to sustain its presence, delivered services and products,

market shares and satisfied customers.

HRFPM Report 58

HRFPM Report 59

HRFPM Appendix

Company X

Strategic

Goals

Customers

Ma

in S

tra

teg

ic T

he

me

(C

on

tain

er

for

all C

om

pa

ny

X

Str

ate

gic

Th

em

es)

Customer Centric Strategy

A zero defect workplace An Automated workplace

Innovation Adoption

Is the Key

Ma

in S

tra

teg

ic T

he

me

(C

on

tain

er

for

all C

om

pa

ny

X

Str

ate

gic

Th

em

es)

We Need to Identify all kind of

waste

Each process should be

identified in terms of its waste

generation

Each department has its

own processes and

procedures

All departments should be aligned

and work in synch to run the whole

center in the most efficient and

effective way

This should aim towards developing our

employees way of thinking and educate

them on a continuous bases

SUSTAINABILITY

Processes’

Process Mapping

Service and Products

Process Mapping

Our Employees are

one of our main

assets

Department 1 Department 2


HRIT

Finance

Company X



HRIT

Finance

Company XMain Processes

Sub Processes

Procedures

Department

Goals

Forms

Main Processes

Sub Processes

Procedures

Department

Goals

Forms

Main Processes

Sub Processes

Procedures

Department

Goals

Forms

Main Processes

Sub Processes

Procedures

Department

Goals

Forms

Main Processes

Sub Processes

Procedures

Department

Goals

Forms



HRIT

Finance

Company X

PRODUCTSSERVICES

PRODUCTSSERVICES

PRODUCTSSERVICES

PRODUCTSSERVICES

PRODUCTS

SERVICES

PRODUCTS

SERVICES

Department Goals

Department

Company X

Ma

in P

roc

es

se

s

Su

b P

roc

es

se

s

Pro

ce

du

res

Fo

rms

Task Responsible Employee

Task reported to

Time required to perform task

Set by Employee

Time required to perform task

Set by Manager

Cost required to perform task

Set by Employee

Cost required to perform task

Set by Manager

Quality required to perform

task

Set by Employee

Quality required to perform

task

Set by ManagerQuality types

Cost Types

Cost

QualityTime

Efficiency KPIs need to be

identified per each process

Department Goals

Department

Company X

Ma

in P

roc

es

se

s

Su

b P

roc

es

se

s

Pro

ce

du

res

Fo

rms A

ll Ta

sk

s D

eta

ils

Targets for each

Sub-Process

Measurement Frequency for each

Sub-Process

Targets for each

Main-Process

Measurement Frequency for each

Main-Process

Data collection mean for each

Sub-Process

Data collection mean for each

Main-Process

KPI

#

1

Weight 1

KPI

#

2

Weight 2

KPI

#

3

Weight 3

KPI

#

4

Weight 4

KPI

#

5

Weight 5

KPI

#

6

Weight 6

KPI

#

7

Weight 7

Monthly KPI Performance

Measurement

Monthly

KPI

January

Weight 1

Monthly

KPI

February

Weight 2

Monthly

KPI

March

Weight 3

Monthly

KPI

April

Weight 4

Monthly

KPI

May

Weight 5

Monthly

KPI

June

Weight 6

Monthly

KPI

July

Weight 7

Monthly

KPI

August

Weight 8

Monthly

KPI

September

Weight 9

Monthly

KPI

October

Weight 10

Monthly

KPI

November

Weight 11

Monthly

KPI

December

Weight 12

Yearly KPI Performance

Measurement

Year KPI

#

1

Weight 1

Year KPI

#

2

Weight 2

Year KPI

#

3

Weight 3

Year KPI

#

4

Weight 4

Year KPI

#

5

Weight 5

5 Years KPI Performance

Measurement

Department X

Usage 1:

Employee

s

Performa

nce

measure

ment

(monthly,

yearly)

(5 years

successio

n

planning)

Usage 2:

Departme

nts,

Projects,

Programs,

Portfolio

tasks

Performa

nce

measure

ment

(,

monthly,

yearly,

5years)

Process 1

Process 2

Process 3

Process 4

Process 5

Process 6

Process 7

Process 8

Process 9

Process 10

Process 13

Process 12

Process 11

Process 14

Process 15

Process 16

Process 17

Process 18

Process 19

Process 20

Process 21

Process 22Service X

Product Y

Department 1

Department 5

Department 2

Department 1

Department 1

Department 2

Department 1

Department 4

Department 5

Department 3

Department 1

Department 3

Department 2

Department 3

Department 4

Department 1

Department 2

Department 3

Department 2

Department 3

Department 1

Department 4

Sub Process 1

Sub Process 2

Sub Process 3

Sub Process 4

Sub Process 5

Service X

Product Y

Department 1

Department 3

Department 1

Department 3

Department 2

Task 1

Task 2

Task 3

Task 4

Task 5

Task 1

Task 2

Task 3

Task 4

Task 5

Task 1

Task 2

Task 3

Task 4

Task 5

Task 1

Task 2

Task 3

Task 4

Task 5

Task 1

Task 2

Task 3

Task 4

Task 5

Company X

Budget

Department

3 Budget

Financial statement

Monthly Cash Flow

Auditing

Costs

Auditing

Costs

Employees

Costs

Department

4 Budget

Department

2 Budget

Department

1 Budget

Department

5 Budget

Ex

pe

nd

itu

re

Inc

om

e

Should be either;

Balanced or,

Excess in Income

EX

PE

CT

ED

AC

TU

AL

EX

PE

CT

ED

AC

TU

AL

Supports work alignment between the different departments towards a

more collaborative workforce and a sustainable workplace and self

dependent workplace

Company X

Financial Statement

Department 3

Financial

Statement

Department 4

Financial

Statement

Department 2

Financial

Statement

Department 1

Financial

Statement

Department 5

Financial

Statement

Financial Accounting

Financial Accounting

Costs Breakdown to match as per each project

Project 1 Project 6Project 5Project 2

Project 4Project 3 Project

11

Project 9

Project 8Project 7

Project

10

ServicesProducts

Our Accounting system already supports this synchronization

But

Requires a re-structuring

PR

OJ

EC

T M

AN

AG

EM

EN

TInitiation -

Preperation

Planning

Implementation

Monitoring

and

Assessment

Continuous

improvment

Project

12

Program 1 Program 2 Program 3

Main

Processes

Procedures

Sub

Processes

Efficiency

Effecteviness

Position Level

Duties

Main Purpose

ResponsibilityDirect

Reporting

Skills

Tools

Competencies

Clients

Decision making

Problem Solving

Reports Preperation

Knowledge

Relationships

Work Experience

Formal Education

Skills

Certefication

ServicesProducts

Strategic

Goals

Performance Management System

Innovation

Creativity

Every task we accomplish at Company X should be considered as

an ICEBERG, with either of the following options:

Benefits Constraints

Shown Hidden Shown Hidden

We need to Log every thing and make it accessible for everyone to benefit from...

MAIN GOAL, to have it in our culture that we:

Admit our

strengths and

share them

Admit our

mistakes and

share them

Admit our

areas for

improvement

and share them

To achieve this goal we need to better structure these information to help drive our goal of having an

automated Company X which can run it self on its own**

** On its own à refers to a zero defect workplace

Company X Employees Training Development

New projects and tasks

to be accomplished

Aiming to be done

internally

Ability to take new tasks

and perform certain jobs

more efficiently and

effectively

Skills and competencies

Increase efficiency and

effectiveness for current

tasks and processesEach employee to

have his/her own

SWOT analysis

Return on Investment

Each employee to

have his/her own

PESTL analysis

Creativity Innovation

These 3 requirements should

be accomplished and

measured prior to any

employee training approval

Performance

apraisal

Performance

Assessment

Employees

Goals

Department

goals

Company X

Strategic

GoalsCustomers

Assessment

Stakeholders

assessment

Risk analysis

Performance Management Vs Financial Accounting Management

Tasks Breakdown to match as per each project

Every JoD we pay should be linked with a return on investment in reference to;

Process Mappings à Operational Goals à Strategic Goals

ServicesProducts


But


PR

OJ

EC

T M

AN

AG

EM

EN

TInitiation -

Preperation

Planning

Implementation

Monitoring

and

Assessment

Continuous

improvment



11

Project 9

Project 8Project 7

Project

10

Project

12


Performance Management Vs Financial Accounting Management

This will help remove the constraints, since it will help point the fingers towards;

What to reduce -in terms of expenditures-

What to increase -in terms of income (training, consultation, sponsorships, lectures, etc ..-

ServicesProducts


But


PR

OJ

EC

T M

AN

AG

EM

EN

TInitiation -

Preperation

Planning

Implementation

Monitoring

and

Assessment

Continuous

improvment



11

Project 9

Project 8Project 7

Project

10

Project

12


Every task to be done at Company X to be associated with a project

Products Services

Performance Management Vs Financial Accounting

Management

Company X Employees Training Development

New projects and tasks to

be accomplished

Aiming to be done

internally

Ability to take new tasks

and perform certain jobs

more efficiently and

effectively

Skills and competencies

Increase efficiency and

effectiveness for current

tasks and processes

Return on Investment

AN Interactive Financial Statement

PR

OJ

EC

T M

AN

AG

EM

EN

TInitiation -

Preperation

Planning

Implementation

Monitoring

and

Assessment

Continuous

improvment



11

Project 9

Project 8Project 7

Project

10

Project

12


Company X

Mystery

Shopper

Customer

Satisfaction

Employee

SatisfactionMarketingSalesPromotions

Training

Sessions

Awareness

Sessions

All of the above should be part of each program’s criteria

This is because

Each reflects an important part and represent a foundation for continuous improvement and development

Each of our employees to be an Excellence ambassador

And

Supports Company X vision and become a catalyst for more competitiveness and profits

With an aim for

Event

Management… etc

Aim

ing

to

wa

rds

Our Employees are

valuable assets

Aim

ing

to

ward

sWe end each year with a question:

Are you ready to leave us or not yet ?

Yes, but I want to stay

to help accomplish

the center’s vision

Yes, but I may come

back J

Yes, as I am an

excess at the

Company

No, I still have a lot to

learn and do at the

Company

Aim

ing tow

ard

s

Our processes will focus on having a

healthy and transparent workplace

TALENT DEFFERENTIATION – Each Employee is an Entrepreneur

Social Responsibility

1 day away

from work

2 days away

from work

3 days away

from work

4 days away

from work

5 days away

from work

Single social responsibility activity done alone or with a group

Should be proofed and measured and its reflection to be monitored

continuously

Double social responsibility activity (same topic or different topics) done

alone or with a group


continuously

Triple social responsibility activity (same topic or different topics) done

alone or with a group


continuously

Social responsibility Project done alone or with a group


continuously

Social responsibility Project done alone or with a group


continuously

Company X Main

Strategic Theme

and Strategic

Goals

Company X Main

Strategic Theme

and Strategic

Goals

Company X Main

Strategic Theme

and Strategic

Goals

Company X Main

Strategic Theme

and Strategic

Goals

Company X Main

Strategic Theme

and Strategic

Goals

VA

LU

E C

HA

IN

VA

LU

E C

HA

IN

A project template to be created and distributed PLANT Company X Values in our Employees

IDEAS Generation for every single issue related to Company X

EXAMPLE

Near Department 1

staff

Near Department 2

staff

Near Department 3

staff

Near Department 4

staff

Near Department 5

staff

1- We will be Educating our Staff...

2- We will be educating our Customers…

3- We will be educating our visitors…

4- We will be educating our guests…

5- We will be educating our Support Services employees…

We will be contributing towards a better country

Environment Protection

Recycling – Reusing

We will need to measure each of the previous 5 categories…

We will need to measure reflection each of the previous 5

categories on outside world

We will need to measure return on investment and use it

productively...

1

25

43

Continuous

monitoring

and

measurment

Spread the

knowledge of

sustainability

Add advices around them and

associate them with real numbers

form Company X experience

Makes everyone proud of what

they are doing in helping the

country and the world

LABOUR DAY

1/5/20XX

We need

to focus

on two

areas

Help support staff

dreams to develop in

their career

Help support the

succession planning

and career plans

Yearly bases to be implemented by Company X General Manager

Quarterly bases to be implemented by Company X Managers

One employee at a time to be Company

X General Manager on the next working

day after LABOR DAY off day

One employee at a time to be Company X

Manager / per each department on the first

working day of Jan,Apr,Jul,Oct

Ma

na

ge

Se

rvic

e D

eliv

ery

Pro

ject

/ A

dd V

alu

e t

o d

eliv

ere

d s

erv

ice

s

& P

rod

ucts

Leadership

Human Resources

Partnerships and

Resources

Customer / End User

Infrastructure

National Goals

Economy and investment

Strategy

Strategic Goals

Va

lue

ch

ain

to

pro

du

ce

/ D

eve

lop

Se

rvic

es &

Pro

du

cts

(

)

Vision

Mission

Values

Involvement

Company X

Org

an

iza

tio

na

l

Str

uc

ture

Empowerment/Delegation/

Capabilities build up

Quality

CostTime

Innovative Environment

Identify/Analyze Risks

Long term relationships

Exchange Experiences

Services Specifications

Le

ss

on

s L

ea

rne

d /

Co

nti

nu

ou

s

Imp

rov

em

en

t

Identify needs

Communication

Involvements

Support Creativity and

innovation


Involvement

Goals

Communication

Research Readiness

Analytical Readiness

Win – Win Relationship

Communication

Researches

Business Etiquette

Support studies and

researches

Studies and Researches

Knowledge Spread

Innovative Environment

Country different sectors

Awareness /

Training

Win – Win Relationship

Strategic Goals

Identify needs

Identify needs

%

%

%

%

%

Le

ss

on

s L

ea

rne

d /

Co

nti

nu

ou

s

Imp

rov

em

en

tL

es

so

ns

Le

arn

ed

/

Co

nti

nu

ou

s

Imp

rov

em

en

tL

es

so

ns

Le

arn

ed

/ C

on

tin

uo

us

Imp

rov

em

en

t

KPIs

Capabilities &

Experiences

Operational Goals

Strategic Goals

Operational Goals

Business Etiquette

Studies &

Researches

Long term

relationships

Time

Policies and Strategies

Initiation

-

Preperat

ions

Plannin

g

Exec

ution

Measurem

ent and

Monitorin

g

Continuou

s

Improvmen

t

KPIs

KPIs

KPIs

Le

ss

on

s L

ea

rne

d /

Co

nti

nu

ou

s

Imp

rov

em

en

t

KPIs

Ideas and

Suggestions

Strategic Goals

Empowerments

Tools and

Equipments


Communication

Efforts

Processes

Quality

CostTime

Quality

CostTime

Quality

CostTime

Quality

CostTime

Agreements

Communication

Awareness /

Training

Ideas &

Suggestions

Recognition

Rewards and

Encouragements

Ideas & Suggestions

Awareness / Training

Rewards and

Encouragements

Technological Readiness

Financial Resources

Human Resources

Tools and Equipments

Not to force employees

on doing any thing

Commitment to work plan/

recognition

Community

Company X

Innovational

Excellence

Framework

structure

Executive Director

Manager

Employee

Co-Worker

Customer

Partner

Per Process

Per Employee

Per Task

Per Employee

Per Task

Per Employee

Per Process

Per Employee

Per Process

Per Employee

Per Process

Per Employee

Assign per manager…

To be assigned at the beginning of the service/product

value chain

Can allow & announce an extra margin for creativity and

innovation

Margin in either/both Time and Cost

But not Quality

Assign per employee…

To be assigned at the beginning of the process per each

service/product value chain

Can be re-assigned or mutual assignment for training/

qualifications purposes (to be categorized)

Can allow & announce an extra margin for creativity and innovation


But not Quality

Employees self assessment for their work

Can be compared later and help develop employees to

better assess themselves

Later to be justified and explained

Employees self assessment for their co-workers

When compared, margin of error (gap) will be pointed out

and to be eliminated


Customers self assessment for employees they deal with

This to be done at the end of each process/service delivery/

product


Partners assessment for employees they deal with


product


Positions’ Required Skills






Assign per manager…

To be assigned at the beginning of the service/product value chain



But not Quality

Assign per employee…

To be assigned at the beginning of the process per each service/product

value chain

Can be re-assigned or mutual assignment for training/qualifications

purposes



But not Quality

Employees self assessment for their work

Can be compared later and help develop employees to better assess

themselves


Employees self assessment for their co-workers

When compared, margin of error (gap) will be pointed out and to be

eliminated


Customers self assessment for employees they deal with

This to be done at the end of each process/service delivery/product


Partners assessment for employees they deal with



Education

Recommendations

Skills

Certeficates

Experiance

Exams

Interviews

When On Board

(Employees to assess themselves in all aspects)

When Qualifying

(Employees to assess themselves in all aspects)

Per Weight (may differ based on the process)


Can be broken down per skill or Automatically

Distributed




Per Weight (may differ based on the

process)


process)


process)


process)


process)


process)


process)


process)


process)


process)

SupplierPer Process

Per Employee

Suppliers assessment for employees they deal with


product



Suppliers assessment for employees they deal with


Later to be justified and explainedPer Weight (may differ based on the process)Per Weight (may differ based on the

process)


process)

Per Weight (may differ based on the process)Per Weight (may differ based on the

process)


process)

Can be broken down per task or

Automatically Distributed

Can be broken down per Processes or



Distributed


Automatically DistributedCan be broken down per sub-processes or



Distributed






Distributed



Can be broken down per sub-processes or



Distributed






Distributed


Automatically DistributedCan be broken down per sub-processes or Automatically

Distributed


Distributed





Extra optional Skills






All extra points to be provided here

These will be given extra % as a bonus during the full assessment

Related to margins provided


















MUST be broken down per skill







Related to margins providedPer Weight (may differ based on the process)








Must attach each related document for current/future

reference


referenceMust attach each related document for current/future reference


reference

A%

B%

C%

D%

E%

F%

G%

Education

Recommendations

Skills

Certeficates

Experiance

Exams

Interviews

A%

B%

C%

D%

E%

F%

G%

100%

100%

A certain targeted % is required to fit in any

position

Targeted % to be given an upper threshold and

lower threshold

If upper threshold was exceeded multiple times,

the employee will be advised to whether qualify

for the next level or stay in the same level

If lower threshold

was exceeded multiple times, the employee will

be advised to explain, justify and advise

Ca

ree

r

Pla

ns

Su

cc

es

sio

n P

lan

nin

g

As

se

ss

me

nt

Re

su

lts

ProcessPer Sub Process / Task

Per Employee

Process KPIs to be reflected on the Employee assessment

Process PIs to be reflected on the Employee assessment

The employee is the main catalyst for the success of the

process




The employee is the main catalyst for the success of the processPer Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process)


Distributed



Can be broken down per sub-processes/task

or Automatically Distributed




The employee is the main catalyst for the success of the processPer Weight (may differ based on the process)


A certain targeted % is required to fit in any position

Targeted % to be given an upper threshold and lower

threshold

If upper threshold was exceeded multiple times, the

employee will be advised to whether qualify for the next

level or stay in the same level

If lower threshold

was exceeded multiple times, the employee will be

advised to explain, justify and advise

Human

Resources

Developmental

Excellence

Framework

structure

human resources fair performance management hrfpm io-p_rev. 1.6

Leadership & Management