1. 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.
The 7 Executive Reports HR Should be Producing
Posted by Michael Benson Date:July 25th, 2010HR’s Priority – The People or The Business?
Posted by Michael Benson Date: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
“Scrap Notes” – Shared Services: goals, drivers, and delivery channels
Posted by Nov Omana Date:May 22nd, 2010I’m a gadget junkie. I have a Palm Pre phone with everything on it, including the ability to create a wifi hotspot that can support up to 5 devices, a Jawbone bluetooth earpiece, an iTouch, a GPS, Kindle book reader, my laptop of course, and most recently I acquired an iPad. I maintain umteen (is that a word?) lists – addresses, books to read, music to download, workout routines, etc.
But, despite all this, the one thing I value most is my hardcopy calendar book, in which I also hold my business cards, and an untold number of scraps of paper onto which I scratch notes and various other ideas I come across when reading the too many magazines I have subscriptions to (Business Week, Time, Newsweek, WSJ, etc.). All in the belief that these tidbits of information will be valuable reference material, readily available when I need them.
OK, so what does all this have to do with Shared Services – goals, drivers, and deliver channels? Well, one of these scraps of paper has notes about just that. Not sure where I got this info – probably a webinar I listened to. If you recognize this and know the source, please let me know and I’ll be happy to cite a reference.
So, with this entry, I begin my “Scrap Notes” series. Sure to become the next great cure for insomnia. Enjoy!
Shared Services Goals
- Administrative/transactional cost savings
- Enable HR transactions
- Improve capabilities
- Improve customer service
- Facilitate integration of mergers and acquisitions (hmm, not sure I get this one)
- Achieve process and system standardization
- Ensure better regulatory compliance
Shared Services Delivery Channels
- Telephone
- Cases via web
- On-line chat
- Forms via email, mail, fax
- In person
Shared Services Drivers
- Centralization/consolidation
- Job restructuring, specialization of labor
- Work relocation
- Automation/self-service
- Work flow redesing
- Policy/Program/Process standardization
- Functional Best practice adoption
- Demand Management
