Hello Friends,
I have been following this group on a regular basis and am very impressed with all the help put forward by the members of this group. At the moment, I need urgent help from all of you.
I have been asked to prepare an HR Matrix and am not sure where to begin. I did some research on this site and found details on Competency Matrix and Skill Matrix but nothing much on HR Matrix.
I request you to please help me out with details.
With regards, Kuntal
From India, Mumbai
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64I have been following this group on a regular basis and am very impressed with all the help put forward by the members of this group. At the moment, I need urgent help from all of you.
I have been asked to prepare an HR Matrix and am not sure where to begin. I did some research on this site and found details on Competency Matrix and Skill Matrix but nothing much on HR Matrix.
I request you to please help me out with details.
With regards, Kuntal
From India, Mumbai
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Hi Friend,
You can consider the following tools for creating an HR Matrix:
1. First, frame the important functions of HR as pillars.
2. Define the role of each pillar.
3. Identify areas for improvement within these pillars.
4. Utilize the DMAIC (Define, Measure, Analyze, Improve, Conclude) formula for the same.
I hope this information is helpful to you.
Regards,
Bhagwan
Senior HR
TM Group
From India, Mumbai
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You can consider the following tools for creating an HR Matrix:
1. First, frame the important functions of HR as pillars.
2. Define the role of each pillar.
3. Identify areas for improvement within these pillars.
4. Utilize the DMAIC (Define, Measure, Analyze, Improve, Conclude) formula for the same.
I hope this information is helpful to you.
Regards,
Bhagwan
Senior HR
TM Group
From India, Mumbai
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Thank you so much for your kind reply. Do you have a format for the same? If so, could you please forward it to me? I have to present this on Tuesday morning.
Once again, thank you.
With regards,
Kuntal
From India, Mumbai
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Once again, thank you.
With regards,
Kuntal
From India, Mumbai
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Hi, Friend,
Nowadays, I am busy in a training session. So I'll be free from that by this coming Monday. Could you wait until next Wednesday because by then, I will surely provide you with the soft copy of the same. Please reply.
Regards,
Bhagwan
Sr. HR
TM Group
From India, Mumbai
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Nowadays, I am busy in a training session. So I'll be free from that by this coming Monday. Could you wait until next Wednesday because by then, I will surely provide you with the soft copy of the same. Please reply.
Regards,
Bhagwan
Sr. HR
TM Group
From India, Mumbai
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Hi, It is great to know about the avilable help I would also prefer the soft copy for HR MAtrix? Would you pl send me as well? Have a Great Day Bharat Ketkar
From Switzerland, Langenthal
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From Switzerland, Langenthal
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Can anyone give me the format of an HR matrix and any information on MIS in HR? What should I write about MIS in HR and from where can I get the data about it? Please do the needful; I'll be very thankful to you, guys.
From India, Vadodara
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From India, Vadodara
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Hi Friend,
My name is Udaya. I am pursuing my MSW (Master of Social Work) in Coimbatore. I am looking to transition my career into Human Resources. Currently, I am specializing in HR. So, if I want to pursue a career in HR, what else should I do? Do I need to enroll in an MBA program, or can I opt for training in systems like PeopleSoft HRMS, SAP HR, or pursue a GPHR (The Global Professional in Human Resources) certification? I am feeling quite confused. My ultimate goal is to establish a career in the HR field. I would greatly appreciate your guidance on how I can advance in my career.
Awaiting your reply.
Udaya.
From India, Coimbatore
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My name is Udaya. I am pursuing my MSW (Master of Social Work) in Coimbatore. I am looking to transition my career into Human Resources. Currently, I am specializing in HR. So, if I want to pursue a career in HR, what else should I do? Do I need to enroll in an MBA program, or can I opt for training in systems like PeopleSoft HRMS, SAP HR, or pursue a GPHR (The Global Professional in Human Resources) certification? I am feeling quite confused. My ultimate goal is to establish a career in the HR field. I would greatly appreciate your guidance on how I can advance in my career.
Awaiting your reply.
Udaya.
From India, Coimbatore
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Hi, I would also like to have a look at this soft copy. So request you to please post the same on the website. Kiran.
From India, Pune
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From India, Pune
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Subject: Request for Soft Copy of HR Matrix
Hello Bhagwan,
I am Narendran. Please help me in obtaining the soft copy of the HR Matrix to the email address mentioned below: nareniaf_kumar@rediffmail.com. I would be very grateful if you could send it to me.
Thanks and Regards,
Narendran
From India, Madras
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Hello Bhagwan,
I am Narendran. Please help me in obtaining the soft copy of the HR Matrix to the email address mentioned below: nareniaf_kumar@rediffmail.com. I would be very grateful if you could send it to me.
Thanks and Regards,
Narendran
From India, Madras
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Dear all,
My colleague had forwarded this article on HR Matrix by L. Gratton which perhaps may shed light on this subject.
Regards,
Rajat Joshi
The HR Matrix Reloaded
A multi-dimensional look at the HR function, by Lynda Gratton
I was reminded recently of a true story which goes something like this: A company's HR team had worked on a new graduate brochure that the team believed captured the very essence of the organization.
The brochure described the employee proposition with clarity and accuracy, and portrayed the brand in a sensitive and compelling manner. After completing the third draft, they sent the brochure to their external consultants for copy editing and design. Two weeks later, the brochure returned, and the team was delighted with the results. Only later did they hear that the brochure they believed so accurately portrayed their company was, in fact, the brochure of their archenemies, which the design team had inadvertently sent to them!
The story came back to me recently as I looked at the people strategy documents of some of the companies I advise. The bad news is that, like the graduate brochures, they are mostly indistinguishable. The good news is... it does not matter. What distinguishes great companies and great HR teams is not the written people strategy but rather the capacity to make it happen. Here's why.
People strategies are essentially three-dimensional. The first dimension is "vertical alignment," which is the capacity of the people strategy to accurately reflect and be aligned with the goals of the business. The second dimension is "horizontal alignment," which is the internal coherence between the various people policies. What we often ignore is the third dimension: "action." Our research shows that companies move between these three dimensions. Some companies are weak in all dimensions; they have no discernible people strategy or coordinated action. Others are strong in vertical alignment but weak in horizontal and action. We found this in HR teams that were close to the line managers and business goals but not adept at translating these into actionable policies and practices. The reverse was also true. In one of the organizations we studied, we found that horizontal alignment was strong, but vertical alignment was weak. The team had created cohesion between the policies, but the lack of an overarching business goal severely restricted its ability to build vertical alignment.
But perhaps most significantly, we found a real disconnection between the first two dimensions and the third. Just because there was an articulated people strategy did not mean that it was actioned. That's why, in a sense, like the graduate brochures, it does not matter that the people strategies of many companies look similar. What is crucial is not the articulation of people strategy but the actioning of it. How can HR teams ensure that they fulfill this third dimension? Our research has shown three ways of strengthening the action dimension.
First, action-orientated teams are competent at creating a complete picture of the human resources of the organization. At Hewlett-Packard (HP), the team triangulates the data between employee surveys, line management comments, and focus groups to really understand where traction is being gained and where it is lost. In a similar way, the HR team at the Royal Bank of Scotland is currently building a data warehousing capacity that will supply day-by-day information to Chief Executive Fred Goodwin and his team.
Next, action-orientated HR teams are adept at "keeping the best." What bedevils the action dimension is "initiative-itus" – multiple initiatives, often conflicting, rarely completed. In the face of this confusion, line managers are bemused, and employees cynical. At Kraft Foods, the action-orientated HR team has absolutely stuck with what it knows to be best. For example, the performance management system has remained intact for at least a decade. The measures flex, but the architecture of the process remains stable.
Finally, these action-orientated teams are skilled at translating policies into actionable, measurable plans. At HP, the people strategy priorities are subject to the same project management practices as any other major activity. Project plans are created, outcomes agreed, and timescales noted. In one single room, the project plans for all the priority areas are shown, with those "off-track" clearly marked in red. In a few seconds, anyone entering the project room can see the extent of action in the people strategy.
So even if your people strategy is indistinguishable from your competitors, take heart. It's all in the third dimension!
Lynda Gratton is an Associate Professor of Organizational Behavior at London Business School and Program Director of Human Resource Strategy in Transforming Organizations.
From India, Pune
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My colleague had forwarded this article on HR Matrix by L. Gratton which perhaps may shed light on this subject.
Regards,
Rajat Joshi
The HR Matrix Reloaded
A multi-dimensional look at the HR function, by Lynda Gratton
I was reminded recently of a true story which goes something like this: A company's HR team had worked on a new graduate brochure that the team believed captured the very essence of the organization.
The brochure described the employee proposition with clarity and accuracy, and portrayed the brand in a sensitive and compelling manner. After completing the third draft, they sent the brochure to their external consultants for copy editing and design. Two weeks later, the brochure returned, and the team was delighted with the results. Only later did they hear that the brochure they believed so accurately portrayed their company was, in fact, the brochure of their archenemies, which the design team had inadvertently sent to them!
The story came back to me recently as I looked at the people strategy documents of some of the companies I advise. The bad news is that, like the graduate brochures, they are mostly indistinguishable. The good news is... it does not matter. What distinguishes great companies and great HR teams is not the written people strategy but rather the capacity to make it happen. Here's why.
People strategies are essentially three-dimensional. The first dimension is "vertical alignment," which is the capacity of the people strategy to accurately reflect and be aligned with the goals of the business. The second dimension is "horizontal alignment," which is the internal coherence between the various people policies. What we often ignore is the third dimension: "action." Our research shows that companies move between these three dimensions. Some companies are weak in all dimensions; they have no discernible people strategy or coordinated action. Others are strong in vertical alignment but weak in horizontal and action. We found this in HR teams that were close to the line managers and business goals but not adept at translating these into actionable policies and practices. The reverse was also true. In one of the organizations we studied, we found that horizontal alignment was strong, but vertical alignment was weak. The team had created cohesion between the policies, but the lack of an overarching business goal severely restricted its ability to build vertical alignment.
But perhaps most significantly, we found a real disconnection between the first two dimensions and the third. Just because there was an articulated people strategy did not mean that it was actioned. That's why, in a sense, like the graduate brochures, it does not matter that the people strategies of many companies look similar. What is crucial is not the articulation of people strategy but the actioning of it. How can HR teams ensure that they fulfill this third dimension? Our research has shown three ways of strengthening the action dimension.
First, action-orientated teams are competent at creating a complete picture of the human resources of the organization. At Hewlett-Packard (HP), the team triangulates the data between employee surveys, line management comments, and focus groups to really understand where traction is being gained and where it is lost. In a similar way, the HR team at the Royal Bank of Scotland is currently building a data warehousing capacity that will supply day-by-day information to Chief Executive Fred Goodwin and his team.
Next, action-orientated HR teams are adept at "keeping the best." What bedevils the action dimension is "initiative-itus" – multiple initiatives, often conflicting, rarely completed. In the face of this confusion, line managers are bemused, and employees cynical. At Kraft Foods, the action-orientated HR team has absolutely stuck with what it knows to be best. For example, the performance management system has remained intact for at least a decade. The measures flex, but the architecture of the process remains stable.
Finally, these action-orientated teams are skilled at translating policies into actionable, measurable plans. At HP, the people strategy priorities are subject to the same project management practices as any other major activity. Project plans are created, outcomes agreed, and timescales noted. In one single room, the project plans for all the priority areas are shown, with those "off-track" clearly marked in red. In a few seconds, anyone entering the project room can see the extent of action in the people strategy.
So even if your people strategy is indistinguishable from your competitors, take heart. It's all in the third dimension!
Lynda Gratton is an Associate Professor of Organizational Behavior at London Business School and Program Director of Human Resource Strategy in Transforming Organizations.
From India, Pune
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