1. Do our recruiting programs attract our future managers?
2. What % of our employee’s are ready for management positions?
3. What will our staffing needs be 5 years down the road?
4. Who are the most productive employees across the company?
5. Which employees are at risk of leaving? What can we do to keep them?
6. Do we have the right skill mix to achieve our goals? What are the gaps?
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The 6 Questions HR should be able to answer….and prove
Sunday, July 25th, 2010The 7 Executive Reports HR Should be Producing
Sunday, July 25th, 20101. HR Scorecard – with appropriate HR measures in four dimensions of Financial, Customer Focus, Operational, Productivity.
2. Recruiting Analysis – not just time and cost of hire, but “time to productivity” measures.
3. Retention Analysis – turnover, “at risk”, promotions, and other job actions/reasons.
4. Workforce Analysis – competency/skills, demographics, regulatory compliance.
5. Succession Planning Analysis – of key/pivotal jobs, occupants, readiness, bench strength.
6. Training Reports – not just who took what, but how competency/skill gaps were addressed; impact.
7. Compensation Analysis – of positions, correlation of who earns what to productivity measures.
HR’s Priority – The People or The Business?
Tuesday, July 20th, 2010My comment on a recent posting on this topic I came across…..
I like this question. Though answering it could be as frustrating as trying to answer the one about the chicken or the egg. If the business doesn’t thrive, there won’t be any jobs for the people, yet it’s the people that drive the business.
Why must HR make a choice? How about this – HR’s priority is the “Beople”, ensuring that the business thrives with a workforce that is challenged and engaged, and treated equitably for their efforts.
As a function, HR helps by being as effective and efficient as possible to drive out costs of service delivery through smart processes and leveraging technology. As the steward for employees, HR helps by shepherding the development of an integrated approach to managing talent, including:
1. Workforce planning that manages the “Talent Supply Chain” and weighs all sourcing options, including FTE’s, temps, contractors, and outsourcing,
2. Recruiting and sourcing practices that ensure the right people with the right competencies and skills are placed into pivotal roles,
3. Performance management practices that assess proficiencies in required competencies and skills the business needs to compete,
4. Training programs that enhance employees competencies and skills,
5. Succession management programs that identify pivotal roles, ensures the right people are filling them, and develops “bench strength”, and finally
6. A strategy for capturing intellectual capital, encouraging employees to engage and share knowledge across the corporation though social media and other collaborative technologies.
Can HR do both? It better if it wants to survive, and those that do are delivering true value to the organization
