Hey friends,
last month I posted this question. but i didn't get sufficient replies
For my study purposes , I need to know what are the performances
related HR practices or strtagies , AND what are the HR functions that can
be used/based performances of the employees in organizations.
please help me. I look forward to hearing your responses
Thank you.
______________
From Sri Lanka, Colombo
last month I posted this question. but i didn't get sufficient replies
For my study purposes , I need to know what are the performances
related HR practices or strtagies , AND what are the HR functions that can
be used/based performances of the employees in organizations.
please help me. I look forward to hearing your responses
Thank you.
______________
From Sri Lanka, Colombo
Hi Shyamlee,
Some of the HR performance indicators are
1) Resourcing : hiring status against deadlines, recruitment lead time, companies from which you are able to attract people, cost per hire etc.
2) Attrition rate : how many employees are leaving your company and more importantly, how many of them are high performers which will give you the correst indication of the brain drain that's taking place in your company, reasons for exit which will be a great source of data for taking management decisions etc.
3) Training : training mandays per employee ( could in in days or hours ), the effectiveness of the training programmes etc
Some of the HR performance indicators are
1) Resourcing : hiring status against deadlines, recruitment lead time, companies from which you are able to attract people, cost per hire etc.
2) Attrition rate : how many employees are leaving your company and more importantly, how many of them are high performers which will give you the correst indication of the brain drain that's taking place in your company, reasons for exit which will be a great source of data for taking management decisions etc.
3) Training : training mandays per employee ( could in in days or hours ), the effectiveness of the training programmes etc
Hi shyamee,
Some of the key performance indicators for Human Resources include but are not limited to the following.
• Percentage Budget variance-actual vs. Plan
• Employees’ clarity on HR policies
• Employees’ clarity on roles, responsibilities and expectations
• Development of qualitative staff
• Number of HR issues arising for which there are no clear policies and guidelines
• Competitiveness of compensation structure relative to industry benchmark
• Usefulness and accuracy of compensation survey
• Lead time to respond to staff welfare issues
• Employees’ assessment of promotion criteria and process (clarity, fairness )
• Measurement of HR policy violation
• Average time required to fill vacancies
• Proportion of training programme resulting in productivity improvement
• Staff attrition rate
• Understanding / Clarity of the Organisational philosophy
i hope the above will add some value
Pinfada
From Nigeria, Lagos
Some of the key performance indicators for Human Resources include but are not limited to the following.
• Percentage Budget variance-actual vs. Plan
• Employees’ clarity on HR policies
• Employees’ clarity on roles, responsibilities and expectations
• Development of qualitative staff
• Number of HR issues arising for which there are no clear policies and guidelines
• Competitiveness of compensation structure relative to industry benchmark
• Usefulness and accuracy of compensation survey
• Lead time to respond to staff welfare issues
• Employees’ assessment of promotion criteria and process (clarity, fairness )
• Measurement of HR policy violation
• Average time required to fill vacancies
• Proportion of training programme resulting in productivity improvement
• Staff attrition rate
• Understanding / Clarity of the Organisational philosophy
i hope the above will add some value
Pinfada
From Nigeria, Lagos
Hi Shyamlee,
Besides what my colleagues have added ..would like to share the innovative ideas in PMS..called growth file..
Its a great good idea indeed. Each employee maintains a Growth File which has records of his / her
a. Participation in Cross Functional Teams
b. Participation in Kaizen scheme. ( Ideas for improvement (given & implemented))
c. Participation in Continuous Improvement Team (Six Sigma projects)
d. Reduction in COPQ (Cost of Poor Quality) for his/ her work station
e. Training (participated in or imparted)
f. Position on Skill Matrix
g. 5S score for his/ her work station
All the above have certain weightage and employees do a self scoring on the set parameters each month. End of the month all employees are assessed on QCDGP (Quality, Cost, Delivery, Growth and Productivity) and the best employee is awarded. This also helps the supervisor to draw KRAs for the employee and performance appraisal becomes a discussion on strengths and areas of improvement. At the same time the employee is always on a 'self assessment mode' and continuous improvement becomes self driven.
Cheers,
Rajat
From India, Pune
101Besides what my colleagues have added ..would like to share the innovative ideas in PMS..called growth file..
Its a great good idea indeed. Each employee maintains a Growth File which has records of his / her
a. Participation in Cross Functional Teams
b. Participation in Kaizen scheme. ( Ideas for improvement (given & implemented))
c. Participation in Continuous Improvement Team (Six Sigma projects)
d. Reduction in COPQ (Cost of Poor Quality) for his/ her work station
e. Training (participated in or imparted)
f. Position on Skill Matrix
g. 5S score for his/ her work station
All the above have certain weightage and employees do a self scoring on the set parameters each month. End of the month all employees are assessed on QCDGP (Quality, Cost, Delivery, Growth and Productivity) and the best employee is awarded. This also helps the supervisor to draw KRAs for the employee and performance appraisal becomes a discussion on strengths and areas of improvement. At the same time the employee is always on a 'self assessment mode' and continuous improvement becomes self driven.
Cheers,
Rajat
From India, Pune
Hi Shyamalee..
I have seen some of the responses posted. While all of them appear to be ok... I have the following to add.
There cannot be just 'one set' of KPI's for HR. It will depend on the type of Industry and most importantly has to be closely linked to the Organizational strategy.So an approach of 'one size fits all' in all probability will fail Organizations in meeting their strategic objectives.
Just like to add that a given set of KPI's which seem ok today may not help the Organization much at another point in time. Hence KPI's need to evolve :idea:
One good resource that comes to mind is the book ' Balanced score card' by Kaplan and Norton which brings a certain degree of clarity to the subject you have in mind.
Key steps in formulating the KPI's would be
1.0 Define Org. Strategic Objectives and challenges
2.0 Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects
3.0 Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports the organizational strategy
4.0 Develop KPI's for each of the strategic objectives.
5.0 Track and measure performance
From India, Mumbai
I have seen some of the responses posted. While all of them appear to be ok... I have the following to add.
There cannot be just 'one set' of KPI's for HR. It will depend on the type of Industry and most importantly has to be closely linked to the Organizational strategy.So an approach of 'one size fits all' in all probability will fail Organizations in meeting their strategic objectives.
Just like to add that a given set of KPI's which seem ok today may not help the Organization much at another point in time. Hence KPI's need to evolve :idea:
One good resource that comes to mind is the book ' Balanced score card' by Kaplan and Norton which brings a certain degree of clarity to the subject you have in mind.
Key steps in formulating the KPI's would be
1.0 Define Org. Strategic Objectives and challenges
2.0 Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects
3.0 Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports the organizational strategy
4.0 Develop KPI's for each of the strategic objectives.
5.0 Track and measure performance
From India, Mumbai
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