Dear Seniors,
In our company we have a system of Monthly MIS submission by all dept.heads(we have approx 14 departments & they have 4-5 sub sections).To measure actual performance against set target(KRA) management wants a neutral person like HR , who can cross check the MIS, present to Management committee about each department performance against set KRA,highlight the deviations from planned targets & also present the summary report to management committee on monthly basis.
Request you to give your opinion about - Is HR the right person for doing this thing? How the other companies are doing it? One thing I would like to highlight here is that we don't have an integrated software(ERP) for MIS generation. HOD's finds MIS little tedious hence its not on time,general delay is of 8-10 days .Management don't trust HODs because they feel there are chances of misrepresentation of information or exaggeration of achievements hence they want HR to participate in summarizing & checking of actual working.Also management wants only relevant & decision impacting information hence expecting this from HR.
Please suggest what we should do.Shall we take this responsibility or there is any smarter way of doing it.
Thanks & Regards
Aakansha(HRD)
From India, Nagpur
22In our company we have a system of Monthly MIS submission by all dept.heads(we have approx 14 departments & they have 4-5 sub sections).To measure actual performance against set target(KRA) management wants a neutral person like HR , who can cross check the MIS, present to Management committee about each department performance against set KRA,highlight the deviations from planned targets & also present the summary report to management committee on monthly basis.
Request you to give your opinion about - Is HR the right person for doing this thing? How the other companies are doing it? One thing I would like to highlight here is that we don't have an integrated software(ERP) for MIS generation. HOD's finds MIS little tedious hence its not on time,general delay is of 8-10 days .Management don't trust HODs because they feel there are chances of misrepresentation of information or exaggeration of achievements hence they want HR to participate in summarizing & checking of actual working.Also management wants only relevant & decision impacting information hence expecting this from HR.
Please suggest what we should do.Shall we take this responsibility or there is any smarter way of doing it.
Thanks & Regards
Aakansha(HRD)
From India, Nagpur
Dear Aakansha,
Following are my views on your post:
a) Earlier there use to be Management Representative in ISO certified organisations. On similar lines, your management wanted to create a Performance Representative who can monitor the performance of all the departments and give feedback to them.
b) For the delayed submission of data, HR need not be held responsible. HODs are expected to be mature to understand the implications of the delayed submission of data for the review by HR. You may pass on the details of each department as and when you complete the review.
c) Your management's desire is laudable. However, here lies the catch. Is HR competent to understand the intricacies of each department? What if HODs are taking HR for ride?
d) Monitoring monthly performance to too tedious. Frequency of measurement is too short. You could be spending whole lot of time in monitoring it. While one should measure the performance, what matters is that it should not be costly. Against this backdrop, let us remember what former CEO of HCL Technologies, Mr Vineet Nayar has said. He has brought out difference between adding value and counting the value. For this, he has given example of diamond cutter. To read the complete article, click the following link:
https://www.hbrascend.in/topics/thre...agers-leaders/
e) As you have rightly said, to avoid the manipulations, organisation should invest in ERP. These systems spew out real time performance report in no time.
f) In a company where sound PMS is established, costs associated with the business are identified and each HoD is assigned the respective cost relevant to his/her department. Have you done that? Are you measuring what supposed to be measured? Is it that you are missing out primary measures but spending time in the measures of secondary or tertiary importance? If this is happening then the whole exercise could go futile.
Thanks,
Dinesh Divekar
From India, Bangalore
Following are my views on your post:
a) Earlier there use to be Management Representative in ISO certified organisations. On similar lines, your management wanted to create a Performance Representative who can monitor the performance of all the departments and give feedback to them.
b) For the delayed submission of data, HR need not be held responsible. HODs are expected to be mature to understand the implications of the delayed submission of data for the review by HR. You may pass on the details of each department as and when you complete the review.
c) Your management's desire is laudable. However, here lies the catch. Is HR competent to understand the intricacies of each department? What if HODs are taking HR for ride?
d) Monitoring monthly performance to too tedious. Frequency of measurement is too short. You could be spending whole lot of time in monitoring it. While one should measure the performance, what matters is that it should not be costly. Against this backdrop, let us remember what former CEO of HCL Technologies, Mr Vineet Nayar has said. He has brought out difference between adding value and counting the value. For this, he has given example of diamond cutter. To read the complete article, click the following link:
https://www.hbrascend.in/topics/thre...agers-leaders/
e) As you have rightly said, to avoid the manipulations, organisation should invest in ERP. These systems spew out real time performance report in no time.
f) In a company where sound PMS is established, costs associated with the business are identified and each HoD is assigned the respective cost relevant to his/her department. Have you done that? Are you measuring what supposed to be measured? Is it that you are missing out primary measures but spending time in the measures of secondary or tertiary importance? If this is happening then the whole exercise could go futile.
Thanks,
Dinesh Divekar
From India, Bangalore
Dear Akansha,
Your only question is whether HR should shoulder the responsibility of collating MIS data of individual departmental performance against the KRA s and present to the Management.
In my view HR is not competent enough to undertake this. The person who is thoroughly grounded in capturing nuances of business intricacies may add lot of value to this vital activity on which business impacting decisions are dependent.
With due regards to HR , HR is ill-equipped to handle this.
Regards
Vinayak Nagar kar
HR-Consultant
From India, Mumbai
Your only question is whether HR should shoulder the responsibility of collating MIS data of individual departmental performance against the KRA s and present to the Management.
In my view HR is not competent enough to undertake this. The person who is thoroughly grounded in capturing nuances of business intricacies may add lot of value to this vital activity on which business impacting decisions are dependent.
With due regards to HR , HR is ill-equipped to handle this.
Regards
Vinayak Nagar kar
HR-Consultant
From India, Mumbai
Dear Aakansha,
The KRA is HR related but involves multidepartmental role. Since your management wants to get the things done throgh HR. Which means is the function of HR and in most of the company HR department prepares MIS for the management.
You or your team members either develop a " Logical Format'' in line with KRA or get it done through any agency for collection of data accorss the departments on daily basis. Your management come out with an order for all departments to forward their informations of the day by using the FORMAT to you through mail on next day morning. You and your department has to take little pain for some period of time but would be set on track within. This task will give you an ample oppurtunity to know your people better and their productive behaviour, which is a complte HR task.
The thumb rule says HR should take this responsibility. But can take the help of IT department or keep IT professional in your department for data analysis and to compile into required MIS.
This we did 25 years back.
From India, Mumbai
The KRA is HR related but involves multidepartmental role. Since your management wants to get the things done throgh HR. Which means is the function of HR and in most of the company HR department prepares MIS for the management.
You or your team members either develop a " Logical Format'' in line with KRA or get it done through any agency for collection of data accorss the departments on daily basis. Your management come out with an order for all departments to forward their informations of the day by using the FORMAT to you through mail on next day morning. You and your department has to take little pain for some period of time but would be set on track within. This task will give you an ample oppurtunity to know your people better and their productive behaviour, which is a complte HR task.
The thumb rule says HR should take this responsibility. But can take the help of IT department or keep IT professional in your department for data analysis and to compile into required MIS.
This we did 25 years back.
From India, Mumbai
Dear Prabhat ji,
Thanks for your guidance.Even I am looking toward it as an opportunity ,in fact my fist challenge was to spread awareness among people about why MIS is important & how it will ease their work in long run. To some extent I am quiet successful in doing this but it was a very energy draining exercise because my immediate senior have same opinion as of Nagarkar ji. He don't find any value in doing this thing & for quiet some time , in fact still I would say it is a debatable topic in my company. I enjoy doing it personally because I brings me closer to people problems & actual business performance .But where I am contributing ,is it going to enrich my career as an HR is something that keeps me puzzled ,my immediate senior is very knowledgeable person ,his suggestions & opinions are very valuable for me hence I feel confused on taking this role on direction of Management.
However after going through your & Divakar sir's post now I feel I am on right track & should learn technicalities of becoming a Performance Representative.
Thanks & Regards
Aakansha-HRD
From India, Nagpur
Thanks for your guidance.Even I am looking toward it as an opportunity ,in fact my fist challenge was to spread awareness among people about why MIS is important & how it will ease their work in long run. To some extent I am quiet successful in doing this but it was a very energy draining exercise because my immediate senior have same opinion as of Nagarkar ji. He don't find any value in doing this thing & for quiet some time , in fact still I would say it is a debatable topic in my company. I enjoy doing it personally because I brings me closer to people problems & actual business performance .But where I am contributing ,is it going to enrich my career as an HR is something that keeps me puzzled ,my immediate senior is very knowledgeable person ,his suggestions & opinions are very valuable for me hence I feel confused on taking this role on direction of Management.
However after going through your & Divakar sir's post now I feel I am on right track & should learn technicalities of becoming a Performance Representative.
Thanks & Regards
Aakansha-HRD
From India, Nagpur
Dear Akansha,
If you are looking at this as an learning opportunity and challenge to add value then it is altogether different matter. But equip yourself with knowledge and skills involved aiming at final deliverables. You seem to be in two minds and any half- hearted effort is likely to slip this activity into becoming mere information collection and dismination centre rather than value-addition.Your senior is rightly apprehensive of this.
Regards
Vinayak Nagar kar
HR-Consultant.
From India, Mumbai
If you are looking at this as an learning opportunity and challenge to add value then it is altogether different matter. But equip yourself with knowledge and skills involved aiming at final deliverables. You seem to be in two minds and any half- hearted effort is likely to slip this activity into becoming mere information collection and dismination centre rather than value-addition.Your senior is rightly apprehensive of this.
Regards
Vinayak Nagar kar
HR-Consultant.
From India, Mumbai
To
AAKANSHA,
Regarding this current topic,I would like to say that you should have a software (ERP)/
SAP..for MIS generation.it is the duty of IT peroson,and not of HR.It is the duty of every HOD.to give
report for MIS to IT person on day to day basis in a formet..If HOD has not given a report then HR can
Remind him.but overall presentation and MIS generation should be done by IT person.
JAYANT NISAL
Corporate Manager-HR/IR.
7875757963
From India, Pune
AAKANSHA,
Regarding this current topic,I would like to say that you should have a software (ERP)/
SAP..for MIS generation.it is the duty of IT peroson,and not of HR.It is the duty of every HOD.to give
report for MIS to IT person on day to day basis in a formet..If HOD has not given a report then HR can
Remind him.but overall presentation and MIS generation should be done by IT person.
JAYANT NISAL
Corporate Manager-HR/IR.
7875757963
From India, Pune
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