|
|
|
|
Execution-MiH Encyclopedia →
Functional Management
→
|
SECTION - Human Resources Management |
This section works on applying the Execution-MiH in Human Resources function. It is not a section on teaching fundamental concept of Human Resources management. It covers all the best practices in HRM, across various dimensions, how to execute these practices, how to select a right combination of todos from this repository to enhance & making happen the HR-Blueprint of an enterprise.
|
|
|
|
| |
Chapters
|
|
|
Corporate Core Values permeate all aspects of an enterprise. It represents the organizational character, which reflects in the way it is preceived by all its stakeholders (especially the external stakeholders)
Topics in this chapter : Trust & Integrity → Innovation & Creativity → Customer-Focus → Social Responsibility → Speed → Operational Excellence → Sustainable & Responsible Growth → Flexibility →
|
|
|
Organization culture represents the way employees view the organizational behavior and also the basis on which they shape their day-to-day conduct. As they say, culture is defined more by its absence that what is. This chapter shares the cultural elements of an execution-focused entity.
Topics in this chapter : Treating Others with Respect → Team-Work → Trusted First, Respected Later, Loved Last → Ethical Profitability → Stability of thought and Discipline of Action → Accountability & Ownership as a Leadership Competency → Entreprenureship as a Leadership Competency → Fairness & Consistency → Passion & Self-Motivation → Low-Voice Achievement → Persistent & consistent Execution →
|
|
|
These are the ethical practices, which work on protecting & safe-guarading employees, ensure a code of conduct by organization as well as by employee, and protection of corporate values & culture.
Topics in this chapter : Equal Opportunity Employer → Respecting & Promoting Diversity → Safguarding Against Sexual & Other Harrassment → Whistle Blowing → Company Ombudsman → Employee Listening Post → Employee Code of Conduct → Employee Health & Safety →
|
|
|
An employee, team, function and enterprise works best when he/she knows on what he has to do, what will be the success criteria and what are the priorities, and above all how he will build further skills & knowledge to "make it happen"?
Topics in this chapter : Business Goals with Quantified Targets → BAU- Core Job Responsibilities with success criteria → Initiatives- interim milestones → Expectations from Partners → Key Actions to Take → Mix of Quantitative & Qualitative Success Criteria → What will define above expectations/Below Expectations? → Weight ages to Goals → Monthly-Quarterly break-down of lagging indicators → Monthly-Quarterly indicators of leading indicators → Org Goals having weighting in Individual goals → Functional goals have weight in Individual Goals → Performance Scorecard Aligned to goal-sheet → View & Inputs of Internal Customers in Goal-Sheet → Raising the Bar Approach → Top-Down and Bottom-Up and Circle → Guidance to Number & Category of goals → Leadership Team to have top 3 organizational goals as common →
|
|
|
Leadership is defined more by practice than by a set explanation. Leadership capabilities are difficult to measure, but easy to observe. Organizations can enhance their individual performance management processes, by including leadership dimension.
Topics in this chapter : What is Leadership? → How to fit the leadership dimension in individual performance management? →
|
|
|
An organization needs a well defined set of leadership competencies, which it can share with their employees at all levels in terms of expectations. All roles need to demonstrate leadership, but not all leadership competencies are required by all roles. The level and intensity of leadership will change depending upon if you are demonstrating the same at individual level vs. managerial level vs. strategic level.
Topics in this chapter : Setting Strategic Intent and Alignment → Customer Focus → Fostering Innovation → Business and Financial Acumen → Communicates and Listens Openly and Directly → Lead diverse and collaborative teams → Develop Self and Others → Lead Change → Act with Decisiveness → Manage for Performance → Deliver Results →
|
|
|
There are two challenges with leadership. One is to define the end-goal in achieving leadership competencies aligned to the business goals. The other is how to achieve that end-goal. The chapter on leadership development endeavors to cover the methods, principles and thumb rules on how to build the 'leadership capital'.
Topics in this chapter : Leadership Development- Setting the Context → Developing Leaders- Few Leadership Traits →
|
|
|
Leadership Competency frame-work is built around the leadership competencies listed in the earlier chapter. This frame-work has multiple dimensions. It talks about how to link the required leadership competencies with a given role and a given level. It provides the rules on what kind of competencies get greater importance, given the stage and challenges an organization is faced with. It also calibrates a leadership competency into different levels of excellence, so that one can assess on to the extent an employee has demonstrated a given leadership competency.
Topics in this chapter : Leadership Competency Frame-work Components → Leadership Competencies Definitions → Roles and Level based Competency Segregation → Leadership Competency Assessment Matrix →
|
|
|
Learning & Development along with leadership and goals forms the overall reference against which the performance management system should be desigend. An organization giving equal emphasis on all the three factors will accelerate its journey towards building long-term human capital
Topics in this chapter : L&D steps from Goal-Sheet → L&D Steps from Competency Sheet → L&D steps for Future Career Potential → 10% Training-20% Self-Learning-70% on Job → Individual L&D plan with goal-completion criteria, timelines, check-points, assessment method → Wide-range of Learning & Development options → L&D employee's responsibility → Well-Defined Skill & Competency needs with each role → L& D Progress included in performance assessment → Learning & Development in Small Bites → Minimum Number of Days of Training & Self-Learning → Assessing L&D success with Performance Success → Three category of trainings- Awareness-Application-Results, with tracking of success → Follow-up on the program on through mentoring/coaching →
|
|
|
Peformance Management System is a 360 degree process to enable an organization drive its performance & execution. It includes the three pillars of performance (Goals-What?, Leadership- How?, Learning & Development).
Topics in this chapter : Quarterly Feedback Cycle → Mid-Term Appraisal → Year-End Ranking → Single Ranking on Goals → Combined Ranking on goals- competencies → Separate ranking on goals and competencies → 360 degree feedback → Focused Feedback on Goals → Focused Feedback on competencies → Feedback to Manager → Help-items from Manager/organization → Performance assessment responsibility of employee → 1-5 ranking (EE most/EE Some/ME/UE some/ UE most) → Bell-Curve & Relative Ranking → Review & Update of Goal-Sheet → Sharing Ranking/Post Ranking Session → Skip-Level Interaction → Panel Discussion on performance ranking for next level →
|
|
|
Talent Management essentially works on how an organization identifies, nurtures and deploys talent to deepen the depth of human capablities & skills and get the best possible readiness to meet the current & future needs.
Topics in this chapter : Potential Assessment → Key Talent Identification by combining potential+ performance → Promotable-High Potential-Close watch → Period of Readiness → Succession planning linked to Talent Management → Mentoring Program → Formal Skill Inventory → Need to availability Match → Inside Job Posting → Job-Rotation Goals → Talent Development Track → Leadership Team Health-Check (Color tagging for adequate/less than adequate) → Self-Advocacy →
|
|
|
While there is typically a large emphasis on investing into employees who are doing well, there needs to be an equal investment into people who can be nurtured & encouraged to achieve higher levels of performance.
Topics in this chapter : Planned exit for Continued (2-3 years) UE in most cases → Focused Road-Map for People at cusp of 3 and Cusp of 2 →
|
|
|
Compensation design, its fulfillment and servicing is core to driving employees' performance & capabilities. An execution-focused compensation structure will reward both on goals & leadership. It will provide a reasonable differentiation across levels of performance. It will work on near-term to long-term retention and consistency of performance.
Topics in this chapter : Measured vis-a-vis mark to market based on job-wise benchmarking → Performance Bonus- Variable Pay linked to Goals → Increment-Growth Linked to Competencies/Potential → High Differentiation of variable pay vis-a-vis performance → High min-max range to allow a person grow within a level → Accelerated Variable Pay → Flexibility to Manager to play within range given the budget & guidelines → Short Term and Long Term Incentives - A Balance → Level progression → Long term - Access to Share purchase plan → Flexible Benefit Plans → Flexible Retirement Plans- If there are superannuation plans → Job family wise percentile marking → Concept of sales incentive plans vs. Is there deferrment plan →
|
|
|
Recruitment & selection forms the foundation of building human capital. Getting people with make-it-happen capabilities & attitude gives a great head-start.
Topics in this chapter : Resume Review → Tel Screeing Review → Job Fit Assessment → Job Simulation Assessment → Computer Skills Assessment → Competency-Situation Based Assessment → Manager & Reviewer → Interview panel including customers → Inside Track- Strong internal Candidate →
|
|
|
Job description is a central piece of reference for recruitment, goal-setting, leadership-cometency needs, doing salary benchmarking and lot of other HR processes.
Topics in this chapter : Objective → Skills Required → Responsibilities → Working Relationships → Performance Indicators → Competency Requirements →
|
| |
|
|
|
|
|
|
|
All Sections in " Functional Management ."
|
|
|
|
| Back |
|
|
