1. Competency Mapping
                        
                                                                                                                                                                                
Introduction:

Competency mapping is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization.

Success factors are combinations of knowledge, skills, and attributes that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior. Competency must lead to effective performance.

Implementation Process proposed by Hale Human Capital:

* Half day presentation to Management team on Competency Mapping
* Understanding client’s business model
* Competency Mapping for various roles/positions.
* Competency based H R Management ( Integration)

Take Away:

* Improved productivity and employee engagement
* Well defined job description and job specification which will enhance role clarity of employees.
*Increased effectiveness people development interventions based on the results of Competency Mapping and   Assessment.
*A Competency Based Performance Management System.

Methodology :

a) Personal discussion with management Team, b) Finalizing a Competency Model c) Pilot study and implementation d) Discussion with employees e) Data collection f) Developing and customizing templates

 


2. Balanced Score Card

Introduction:

The Balanced Scorecard is a performance management approach that focuses on various overall performance indicators, often including customer perspective, internal-business processes, learning and growth and financials, to monitor progress toward organization's strategic goals. Each major unit throughout the organization often establishes its own scorecard which, in turn, is integrated with the scorecards of other units to achieve the scorecard of the overall organization.

Process:

As a part of our exercise, we identify number of financial and non-financial measures specific to the client organization and attach targets to them, which when reviewed, help to determine whether the current performance 'meets expectations' or not. The idea is to alert managers to areas where performance deviates from expectations, thereby encouraging them to focus their attention on these areas & hopefully as a result trigger improved performance within the part of the organization they lead.

Design Process:

The four perspectives involved in BSC are as follows:

The "Financial perspective" encourages the identification of a few relevant high-level financial measures. Designers were encouraged to choose measures that helped inform the answer to the question "How do we look to shareholders?"

The "Customer perspective" encourages the identification of measures that answer the question "How do customers see us?"

The "Internal business perspective" encourages the identification of measures that answer the question "What must we excel at?"

The "Innovation and Learning perspective" encourages the identification of measures that answer the question "Can we continue to improve and create value?"

We use the following four steps in our design process to accomplish this:

* Translating the vision into operational goals;
* Communicating the vision and link it to individual performance;
* Business planning; index setting
* Feedback and learning, and adjusting the strategy accordingly.

 

Design Process:

At the end of the implementation of this exercise, the client organization would be able to benefit from the following:

* Improved organization alignment
* Improved communications, both internally and externally.
* Well connected and linked strategy and operations
* More emphasis on strategy and organizational results
* Integrated strategic planning and management


 



3. H R Audit

Introduction:

The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organization’s HR functions. The purpose of the audit is to reveal the strengths and weaknesses in the organization’s Human Resources System, and any issues needing resolution. The audit works best when the focus is on analyzing and improving the HR function in the organization.

Scope of Audit:

The scope and coverage of audit can be classified broadly under four categories such as H R D Systems, HRD Competencies, Management style, HRD Culture & impact. A focused study will be done on the following

* Orientation/Induction Procedure
* Communication system
* H R Initiatives
* H R Policies and procedures (Including employee handbook)
* Competency Mapping
* Performance Management System.
* Recruitment & Selection
* Promotion and career development plan.
* Training and Development

Methodology:

* Personal discussion with management Team,
* Discussion with employees,
* Data collection based on check list
* Data Verification
* Verifying templates
* Assessment of impact of the system.

Deliverables:

* We submit comprehensive easy to-read and understand reports within 10 days of the audit.

* We submit our findings with recommendations and will also monitor the progress of implementation if organization desires so.




4. Employee satisfaction survey

Introduction:

Highly satisfied employees are more engaged in their jobs, their productivity is higher and they generate more profit for your company. An Employee Satisfaction Survey is an effective tool that provides a road map for problem solving, facilitating effective communication within the organization and to provide a baseline from which progress can be benchmarked.

Assessing employee engagement levels and then taking action will significantly increase productivity and satisfaction at work.

Objectives of Employee Satisfaction Surveys:

Surveys generate significant bottom-line benefits and a very strong payback when action is taken based on the survey findings:

* Identify hidden problems, opportunities and possible solutions.
* Create a roadmap for making breakthrough improvements.
* Strengthen the culture of collaboration and change within the organization.
* Reduction in attrition by implementing recommendations.

Process of Implementation:

The administration of the survey would involve the following steps:

* Determining what Questions to ask based on discussion with Management team
* Identifying the suitable methodology – ‘Paper & pen’ or ‘Internet based’ or a mix of both.
* Proofing and testing
* Marketing the Survey
* Inviting Employees to fill in.
* Strategy to obtain high response rate
* Selecting the norms to use
* Interpreting survey results
* Sharing Results and requesting action
* Deciding when to repeat the survey along with Management.

Deliverables :

* We submit comprehensive easy to read and understand graphical, reports within 20 days after the completion of the period for receiving survey response.

* Employee surveys provide actionable information for increasing organizational and leadership effectiveness, for increasing productivity, quality and customer service, and for enhancing employee and customer satisfaction and delight.

* We submit our findings with recommendations and will also monitor the progress of implementation if organization desires so.





5. Streamlining H R Systems & Policy

 

Introduction:

Developing well structured HR systems and policies is the basic requirement for any organization that wants to project itself as being employee centric and effective in an environment where there is a dearth for real talent. Any potential employee would want to be a part of a workforce which has clearly defined systems and policies as it sets clear expectations and the employee knows what to look forward to, during his stay with the organization. The first step in this direction is to design and build robust HR systems that the organization can operate and benefit from.

The Process:

* Understand the Organization and the business better.
* Clearly understand the HR policies, procedures and practices followed by the company.
* Do a study to find out the systems that require modification based on inputs from employees as well as the    management teams. Also prioritize the order in which change may be required based on urgent Vs important    factors and develop a revised corporate plan.
* Position the needs and support required to the management team. Create/Review and make changes to the HR    Manual. Include the following areas of HR in the manual:
* Recruitment and selection (i.e. JDs, selection tools, background checks, offers)
* Compensation (i.e. methods, consistency, market)
* Employee Relations (i.e. labor agreements, performance management, disciplinary procedures, employee   recognition
* Mandated benefits (i.e. social security, , worker's compensation, )
* Optional Group Benefits (i.e. insurance, time off benefits, flexible benefits, retirement plans, employee assistance    programs, perks)
* Payroll (i.e. internal vs. external options, compliance)
* Recordkeeping (i.e. HRIS, personnel files, confidential records, other forms)
* Training and Development (i.e. new employee orientation, staff development, technical and safety, leadership,   career planning)
* Employee Communications (i.e. handbook, newsletter, recognition programs, announcements, electronic    communication)
* Internal Communications (i.e. policies and procedures, management development, management reporting)

After evaluating each of these areas, a strategic human resources business plan can be prepared. This in turn maps out exactly what action plans are required and their impact on the bottom line.

Based on the investment cost for the HR team, a generalist team can be hired with basic exposure to all areas. Based on areas which require expertise and special time, The HR team at HHC can offer the required support on an ongoing basis.

Deliverables:

Using this model for setting up the structured HR department in an organization provides the following benefits:

* Earning the good will of employees due to a transparent approach in managing all HR related processes.
* Cost reduction due to the need to hire only a couple of generalists / coordinators who take care of the daily activities.
* Expert support is made available through HHC for each of the areas, which sometimes may not be practically available through the internal HR teams at all times.

 




6. Setting up a complete H R Department for SME

 

Introduction:

“Unless, not fully sentient with the significant role of the HR; an organization cannot attain evolution through its human capital.”

The HR department doesn't make anything or sell anything but it helps the organization to produce or sell things by improving its’ employees performance and by smoothing the trail of success. As companies grow, they need to establish a HR department. The research shows that firms that are highly active in Human Resource Management produce better results.

Setting up an efficient HR department is a huge challenge as it involves possessing laser- like focus on finding the new talent, retaining the key resources and achieving the company’s key goals. We at HHC, take up this problem of setting up a HR department for SME and deliver effective results by doing a overall study of the current system, identifying the problem areas and thereby offering expert HR personnel who would support the organization for those particular areas on an ongoing basis depending on the area that needs special focus at any point in time

Process:

*The process of setting up a HR Department would involve focus on the following areas:

Recruitment Process:

* Structured and clearly- identified candidate sourcing methods.
* Tie up with consultants
* Structured Interview and Evaluation Mechanisms

 

Induction:

* Orientation of the employees on the date of Joining
* Training for new Joinees, using a structured Course Material and evaluation system.

Training and Development:

* Clearly identifying TNA on an ongoing basis.
* Preparing training course material based on training needs identified through performance Appraisal system.

Performance Appraisal System:

* Finalize the monthly performance measurement criteria for all the teams in the organization.
* Decide the duration between appraisal review and feedback
* Arrive at a stable and ongoing Incentive mechanism.
* Decide on the performance improvement plan for low performers.

Employee Engagement Plan:

* Decide the frequency at which team leaders and management should meet up with employees to take feedback    and to update employees of organizations’ performance.
* Decide employee welfare programs based on inputs from employees.
* Devise systems which would help tap the pulse of the employees and retain employees accordingly.



Labor laws:

* Ensure that all labor laws are adheres to as per factories act / shops and establishment act whichever may be applicable.

HRIS:

* Create and manage an effective HR Information System which would track the employee strength at regular frequency in a consolidated format.

Salary Processing:

* Collect all relevant inputs for salary processing and arrive at fool proof methods for eradicating errors.

Deliverables:

At the end of the implementation of this exercise, the organization would be able to benefit in the following manner:

* Have structured templates which can be used repetitively which will ensure uniformity in the process
* Analyze training needs and zero in on training material.
* Formalize a streamlined Performance management system.

 




7. Preparation of Job Description

 

Introduction:

A Job Description is a list of the general tasks, functions, and responsibilities of a position. The objective of a job description is to have a clear outline of duties and responsibilities to make the screening process as direct and focused as possible. A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. During this exercise, we collect as much information as possible about the organization, the team and the role and use a systematic procedure to create a ‘close to ideal’ JD for each of the roles in the organization.

Process:

There are several steps involved in formulating a Job Description. These steps include completing a job analysis, recording the basic purpose and functions of the job, and detailing necessary qualifications.

* Completing a Job Analysis
* Identifying the Purpose of the Job
* Job Setting
* Recording the Basics
* Detailing Qualifications
* Maintaining Consistency

There are eight typical components of a job description that can be tweaked based on the various roles in the organization.

1. Company name, title of the position and department
2. Location
3. Reporting structure (to whom will the person report)
4. Overall responsibility (include if there is managerial responsibility)
5. Key areas of responsibility/accountability
6. Terms of employment (part-time, full-time or contract )
7. Qualifications (necessary skills, education, and experience)
8. Requirements (necessary components for the job)

Deliverables:

A well structured JD can serve the following purposes:

1. Most organizations use the JD as their recruitment documentation for their hiring process. A clear description of the job makes it very easy to prepare the right and appropriate types of questions to be asked during the interview in order to hire the right candidate.

2. Helps to avoid an employee from inadvertently taking on tasks that were not in his original job definition, or on the other hand completing tasks that were assigned to him but not in the JD and still seeming to have failed in his duties as those that were documented have not been performed. In short, it provides good clarity of role and sets clear performance expectations.

3. During Appraisals, an effort from the employee to tabulate his actual performance Vs what was expected in the JD would help the Supervisor to clearly distinguish an average performer from a top performer.



8. Employee Engagement Initiatives

 

Introduction:

Employee Engagement is the level of commitment and involvement an employee has towards their organization and its values. It is a positive attitude held by the employees towards the organization. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization.

Our HR Exercise on “Employee Engagement Initiatives” focuses on how employee engagement is an antecedent of job involvement and what companies should do to ensure employee satisfaction and retention. It employs tools that identify strong feelings of employee engagement and the steps which show how to drive a disengaged employee.


Process:

The six step process that is employed by HHC to improve Employee Engagement is as follows:

* Determine the current level of employee engagement in the client organization. The best tool to determine this    base line is a comprehensive employee satisfaction survey which focuses on the following areas:
* Assessment of Organizational Culture
* Availability of constructive feedback and mentoring
* Opportunity for advancement and professional development
* Reward, Recognition and Incentive systems
* Availability of Effective Leadership
* Clarity of Job Expectations
* Adequacy of tools to complete work responsibilities
* Levels of Motivation
* Pay attention to the feedback and look for specific problems.
* Listening to employee ideas and suggestions through focus group discussions
* Analysis of Data received through various techniques
* Definitive plan of action plan.
* Implementation of the change with the support of the management.

Employee engagement should be a continuous process of measuring, analyzing, defining and implementing process with welfare of employees in mind.

Deliverables:

Improving engagement requires the commitment of all members within an organization; however a company's leadership must set the standard and ensure the philosophy is consistently modeled by all managers and supervisors on an ongoing basis. As a result, the organization would be able to experience the following:

* High levels of satisfaction and retention of employees.
* Considerable reduction in the costs associated with rehiring, training and development of the knowledge base
* Increased levels of Performance due to the vast experience pool available in the organization due to availability    and retention of immense talent.
* High morale levels which creates a joyful work atmosphere.

On the whole, engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance.








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