Dear Seniors,
I have recently joined as an HR Officer in a small firm with nearly 70 employees and have been assigned the task of creating my Performance Profile and also developing the departmental goals and roadmap for the next 1 year. All the objectives have to be SMART.
Though I have experience in all generalist HR activities, I do not have experience in independently setting up the systems from scratch. Hence, I am having trouble understanding how to derive the TIME and RESOURCES (People/Tools/Money) needed to develop the plan. Attached is the Performance Objectives I have developed. Could anyone please guide me further on this.
Thank You.
Vina.
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2I have recently joined as an HR Officer in a small firm with nearly 70 employees and have been assigned the task of creating my Performance Profile and also developing the departmental goals and roadmap for the next 1 year. All the objectives have to be SMART.
Though I have experience in all generalist HR activities, I do not have experience in independently setting up the systems from scratch. Hence, I am having trouble understanding how to derive the TIME and RESOURCES (People/Tools/Money) needed to develop the plan. Attached is the Performance Objectives I have developed. Could anyone please guide me further on this.
Thank You.
Vina.
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Dear Vina,
For the proper Performance Appraisal (PA), you need to have a proper Policy on Performance Appraisal. When employees join the company, during induction itself, they should be told when their appraisal will take place. The salient features of the policy could be as below:
a) Appraisal may be done quarterly. An appraisal cycle of one year is too long. Nevertheless, a salary hike may be done on 1st April or 1st Oct.
b) Employees who join in between, when their first PA will take place can be decided in the policy.
c) The percentage of salary hike should be linked to the score of PA.
The important point about PA is that it concentrates only on individual performance. We need to go beyond and measure business performance. For this, you need to have a well-designed policy on Performance Management System (PMS). PA is a subset or part of PMS. Therefore, when you wish to launch this major OD initiative, you need to make it comprehensive rather than doing a half job.
To establish PMS, you need to study systems and processes of each department, find out direct and indirect costs associated with each department, and design the KPIs for each department. From these KPIs, you need to devise the KRAs for each department or individual. The other parameters on which KPIs are designed are quality, quantity, timeliness, accuracy, capacity utilization, and so on. But then this is far easier to say than do. It requires immense expertise to do this, and you need to hire an external consultant.
I have been providing my replies on this subject time and again. You may refer to the following links to see my past posts:
<link outdated-removed>
https://www.citehr.com/500549-format...ml#post2165577
#post2152684
https://www.citehr.com/498440-how-ca...ml#post2160264
Old:
https://www.citehr.com/490150-job-de...ml#post2140544
I request you to go through each of the above links. It will increase your understanding of PMS.
If you wish to hire my services on PMS consulting, I will help you bring about a sea change. I will study the systems and processes of each department deeply and design unique measures. There could be a few cost-based measures as well. You may talk to your management about availing my services. If you wish to know more about my consulting services, you may click here to check the presentation.
Last but not least, do you have buy-in from your management for this major OD initiative? Is this your own initiative? If yes, then first convince your management about PMS. To convince them, you need to measure the cost of poor performance and revenue leakage that has occurred due to not having a culture of performance.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
For the proper Performance Appraisal (PA), you need to have a proper Policy on Performance Appraisal. When employees join the company, during induction itself, they should be told when their appraisal will take place. The salient features of the policy could be as below:
a) Appraisal may be done quarterly. An appraisal cycle of one year is too long. Nevertheless, a salary hike may be done on 1st April or 1st Oct.
b) Employees who join in between, when their first PA will take place can be decided in the policy.
c) The percentage of salary hike should be linked to the score of PA.
The important point about PA is that it concentrates only on individual performance. We need to go beyond and measure business performance. For this, you need to have a well-designed policy on Performance Management System (PMS). PA is a subset or part of PMS. Therefore, when you wish to launch this major OD initiative, you need to make it comprehensive rather than doing a half job.
To establish PMS, you need to study systems and processes of each department, find out direct and indirect costs associated with each department, and design the KPIs for each department. From these KPIs, you need to devise the KRAs for each department or individual. The other parameters on which KPIs are designed are quality, quantity, timeliness, accuracy, capacity utilization, and so on. But then this is far easier to say than do. It requires immense expertise to do this, and you need to hire an external consultant.
I have been providing my replies on this subject time and again. You may refer to the following links to see my past posts:
<link outdated-removed>
https://www.citehr.com/500549-format...ml#post2165577
#post2152684
https://www.citehr.com/498440-how-ca...ml#post2160264
Old:
https://www.citehr.com/490150-job-de...ml#post2140544
I request you to go through each of the above links. It will increase your understanding of PMS.
If you wish to hire my services on PMS consulting, I will help you bring about a sea change. I will study the systems and processes of each department deeply and design unique measures. There could be a few cost-based measures as well. You may talk to your management about availing my services. If you wish to know more about my consulting services, you may click here to check the presentation.
Last but not least, do you have buy-in from your management for this major OD initiative? Is this your own initiative? If yes, then first convince your management about PMS. To convince them, you need to measure the cost of poor performance and revenue leakage that has occurred due to not having a culture of performance.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Dear Vina,
I appreciate the attachment of the Excel sheet. You have developed it with whatever understanding you have. Merits or quality of the document aside, you deserve appreciation for not seeking direct spoon-feeding, a trend that is observed in this forum the most.
I have gone through the attached Excel file. My observations may appear terse; however, you need to be given upfront feedback. The observations are as follows:
a) There appears to be confusion between the concept of JD and KRA, a common problem among HR professionals, at least in India.
b) In each KRA, there has to be a numerical value. Except for one, I did not find a single number in the entire Excel sheet.
c) Some of the statements are routine tasks, and these cannot be KRAs. Regarding productivity improvement, how can HR alone be responsible? Productivity depends on several factors like timely availability of raw material, quality of capital equipment in use, guidance and support by the manager, etc.
d) Examples of how productivity per person is measured are as follows:
i) Tonnage handled per person (in ports or logistics companies).
ii) Revenue per employee (almost all industries).
iii) Units produced per operations staff (mostly in factories).
As stated in my previous post, you need to work under someone who has handled this job. Otherwise, it may do more harm than good.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
I appreciate the attachment of the Excel sheet. You have developed it with whatever understanding you have. Merits or quality of the document aside, you deserve appreciation for not seeking direct spoon-feeding, a trend that is observed in this forum the most.
I have gone through the attached Excel file. My observations may appear terse; however, you need to be given upfront feedback. The observations are as follows:
a) There appears to be confusion between the concept of JD and KRA, a common problem among HR professionals, at least in India.
b) In each KRA, there has to be a numerical value. Except for one, I did not find a single number in the entire Excel sheet.
c) Some of the statements are routine tasks, and these cannot be KRAs. Regarding productivity improvement, how can HR alone be responsible? Productivity depends on several factors like timely availability of raw material, quality of capital equipment in use, guidance and support by the manager, etc.
d) Examples of how productivity per person is measured are as follows:
i) Tonnage handled per person (in ports or logistics companies).
ii) Revenue per employee (almost all industries).
iii) Units produced per operations staff (mostly in factories).
As stated in my previous post, you need to work under someone who has handled this job. Otherwise, it may do more harm than good.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Dear Mr. Atul,
Thank you for taking the time to go through my query and for your willingness to help.
Dear Mr. Dinesh,
Thank you very much for your valuable feedback. I have gone through the links you provided. I understand now that what I have mentioned as KRA in the Excel sheet is only the various functions I had planned to focus on. The industry is F&B, and recruitment was the only area of focus. Now they would like to have an HR department, and I have been hired for the startup.
The attachment shows my Performance Goals as HR Officer for the first year, which I was trying to develop. Could you please guide me on how I can make my Individual Performance Goals SMART?
Upon receiving the assignment, I informed my management of the need for guidance from someone with more expertise and experience, to which they agreed. However, I shall get back to you on this after management approval.
Thank you.
Vina.
Acknowledge(0)Amend(0)
Thank you for taking the time to go through my query and for your willingness to help.
Dear Mr. Dinesh,
Thank you very much for your valuable feedback. I have gone through the links you provided. I understand now that what I have mentioned as KRA in the Excel sheet is only the various functions I had planned to focus on. The industry is F&B, and recruitment was the only area of focus. Now they would like to have an HR department, and I have been hired for the startup.
The attachment shows my Performance Goals as HR Officer for the first year, which I was trying to develop. Could you please guide me on how I can make my Individual Performance Goals SMART?
Upon receiving the assignment, I informed my management of the need for guidance from someone with more expertise and experience, to which they agreed. However, I shall get back to you on this after management approval.
Thank you.
Vina.
Acknowledge(0)Amend(0)
Ms. Vina,
You have covered every aspect of the HR domain, from minor to major, including core and developmental practices planned for one year - something your bosses may not appreciate.
The focus on recruitment, induction, and the preparation of job descriptions (JDs), Key Result Areas (KRAs), and Key Performance Indicators (KPIs) for both new and existing employees will be no small task for you. Given your limited tenure in this organization and lack of prior HR leadership experience in other firms, you will require facilitation and support for comprehensive initiatives to enhance your strength and capabilities, benefiting both you and your organization.
Moreover, effective planning entails setting timelines, often an overlooked aspect. By mapping out assignments on an activity schedule with a time tracker, you will uncover interconnected issues, sub-issues, and the probable time required for each task. Take, for instance, the "remuneration policy." To formulate this, you must conduct a detailed study of various compiled data related to compensation surveys in the region and industry, salary and wage information, and benchmarks from comparable companies to establish figures incorporating mean, median, and average values for the Remuneration policy, which should remain effective for a minimum of four years. I recommend discussing comprehensive details on what you can accomplish, where you may need assistance with routine HR tasks, and determining the priorities to solidify HR assignments for the upcoming one, two, or even three years.
Regards,
RDS Yadav
Management Consultant
+91-9634532026
From India, Bareilly
Acknowledge(0)Amend(0)
You have covered every aspect of the HR domain, from minor to major, including core and developmental practices planned for one year - something your bosses may not appreciate.
The focus on recruitment, induction, and the preparation of job descriptions (JDs), Key Result Areas (KRAs), and Key Performance Indicators (KPIs) for both new and existing employees will be no small task for you. Given your limited tenure in this organization and lack of prior HR leadership experience in other firms, you will require facilitation and support for comprehensive initiatives to enhance your strength and capabilities, benefiting both you and your organization.
Moreover, effective planning entails setting timelines, often an overlooked aspect. By mapping out assignments on an activity schedule with a time tracker, you will uncover interconnected issues, sub-issues, and the probable time required for each task. Take, for instance, the "remuneration policy." To formulate this, you must conduct a detailed study of various compiled data related to compensation surveys in the region and industry, salary and wage information, and benchmarks from comparable companies to establish figures incorporating mean, median, and average values for the Remuneration policy, which should remain effective for a minimum of four years. I recommend discussing comprehensive details on what you can accomplish, where you may need assistance with routine HR tasks, and determining the priorities to solidify HR assignments for the upcoming one, two, or even three years.
Regards,
RDS Yadav
Management Consultant
+91-9634532026
From India, Bareilly
Acknowledge(0)Amend(0)
Hello Vina,
As I see, you will be the HR initiator of the company. Firstly, you have to seek a deep understanding of the owner or top management people for what they are looking for. As per your attached sheet, you should have a good number of HR folks for executing and implementing HR practices. Although every single activity is time-consuming and requires approval from top management, for smart goals, please take the initial steps of HR setup as your 1st-year plans and execute them perfectly so that employees feel a good experience with HR.
In short, my advice is to go for some basic HR practices where employees can enjoy the basic needs of an organization, then proceed to more complex activities.
Regards
From India, Pune
Acknowledge(0)Amend(0)
As I see, you will be the HR initiator of the company. Firstly, you have to seek a deep understanding of the owner or top management people for what they are looking for. As per your attached sheet, you should have a good number of HR folks for executing and implementing HR practices. Although every single activity is time-consuming and requires approval from top management, for smart goals, please take the initial steps of HR setup as your 1st-year plans and execute them perfectly so that employees feel a good experience with HR.
In short, my advice is to go for some basic HR practices where employees can enjoy the basic needs of an organization, then proceed to more complex activities.
Regards
From India, Pune
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