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Copyright © 2009 Pearson Education, Inc.publishing as Prentice Hall

141

!easuring and I"pro#ing H$

!anage"ent%s $esultsChapter 14

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142

&he E#olution o' H$!

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14(

)hat &his !eans in Practical &er"s

* H$! duties ha#e gone 'ro" supplying "ostly

transactional ser#ices to supplying "ore

strategic and peoplerelated consulting support

* &he i"plications are the 'ollo+ing

- E"ployers and H$ units need to 'ind ne+

+ays to pro#ide their traditional transaction

ser#ices to 'ree up H$ "anage"ent%s ti"e 'orstrategic, internal consulting acti#ities

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144

- H$ "anagers ha#e to i"pro#e their business

analysis, internal consulting sills

- H$ "anagers need to i"pro#e their

outsourcing sills

)hat &his !eans in Practical &er"s, cont.

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14/

e+ )ays to upply &ransactional

er#ices

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14

H$ !anager as Internal Consultant

3e#eraging H$ entails three basic steps

* Ha#e an H$ strategy in place

* &ae steps to reduce the assets and e''ortsde#oted to deli#ering transactional ser#ices

* e#elop the sills re5uired to be an e''ecti#e

internal consultant

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146

e#eloping H$ Consulting ills

* !aster basic H$! 'unctional concepts and sills

in areas lie recruiting, inter#ie+ing and e5ual

e"ploy"ent co"pliance

* 7c5uire business no+ledge and strategic sills

needed to analy8e and ad#ise ho+ to best align

e"ployee co"petencies +ith e"ployer strategic

needs* uild credibility and rapport

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14:

uilding Credibility and $apport

* Establishing credibility as an e;pert re5uiresha#ing, a"ong other things

- 7n e;cellent co""and o' and understanding

o' the industry, organi8ation and co"petition

- Persuasi#e, high5uality suggestions

- Pro#en ability to sol#e "a

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149

- 7bility to de#elop creati#e solutions to di''icult

proble"s

- 7 record and ability to co"plete pro

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1410

- 7 reputation 'or "eeting co""it"ents

- 7 reputation 'or creating solutions that +or

* $apport re5uires the 'ollo+ing - =ou listen "ore than you tal

- 7cno+ledge that client%s situation is personal

and uni5ue - Pay attention to the e"otions surrounding the

client%s 'actual issues

uilding Credibility and $apport, cont.

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1411

- $e'lect bac that you understand and care

- >ocus on doing +hat%s best 'or the client

- >ocus on the client as an indi#idual

- )or to constantly 'ind ne+ +ays to be o'

greater ser#ice

- ?ie+ "ethodologies, "odels, techni5ues andbusiness processes as a "eans to an end

uilding Credibility and $apport, cont.

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1412

Conducting the H$! 7udit

- H$ audits #ary in scope and 'ocus. &en possibleareas o' 'ocus include

- $ecruit"ent and selection

- Co"pensation

- E"ployee relations

- !andated bene'its - @roup bene'its

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141(

- Payroll

- $ecordeeping

- &raining and de#elop"ent

- E"ployee co""unications

- Internal co""unications

Conducting the H$! 7udit, cont.

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1414

&ypes o' 7udits

* Co"pliance audits

* est practices

* trategic

* >unction speci'ic

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141/

$easons 'or Conducting 7udits

* Ensuring legal co"pliance

* Aeeping H$ practices aligned +ith e"ployer

needsBstrategy

* Identi'ying opportunities 'or i"pro#e"ent

* I"pro#ing e''iciency and producti#ity

* Identi'y root proble" areas and cost reductionopportunities

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141

* I"pro#e e"ployee "orale

* I"ple"enting and staying current +ith +orld

class practices

* !easuring and i"pro#ing per'or"ance across

the organi8ation as +ell as results 'ro" ey H$

pro

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1416

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141:

)hen to 7udit

* )hen a business reaches #arious "ilestones

* )hen the business gro+s to the point +here line

"anagers can no longer "ae their o+n hiring,

discipline, pro"otion and other decisions +ithout

H$ assistance

* &he e"ployer creates or "odi'ies an e"ployee

handboo

* 7 ne+ head o' H$! arri#es

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1419

* E"ployee "orale,

turno#er, attendance or

e;cessi#e discipline

proble"s see" to signalneed 'or e#aluation

* &he co"pany beco"es

a go#ern"ent contractor

or subcontractor

)hen to 7udit, cont.

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1420

&he H$ 7udit Process

* eter"ine scope o' the audit

* e#elop the audit 5uestionnaire

* Dse the 5uestionnaire to collect data

* ench"ar the 'indings

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1421

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1422

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142(

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1424

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142/

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142

ench"aring in 7ction

* H$! pro#ides a custo"i8ed bench"aring

ser#ice to enable e"ployers to co"pare their

H$related "etric results +ith other co"panies

* Co"parable 'igures can be broen do+n by

industry, e"ployee si8e, co"pany re#enue,

industry sectors and geographic region

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1426

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142:

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1429

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14(0

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14(1

&he HighPer'or"ance )or yste"

* 7 highper'or"ance +or syste" HP)F is a

set o' e"ployee and H$!related practices that

translate into organi8ational e''ecti#eness

* &he G3 lists the 'ollo+ing characteristics o'HP)

- !ultisilled +or tea"s

- E"po+ered 'rontline +orers

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14(2

- E;tensi#e training

- 3abor "anage"ent cooperation

- Co""it"ent to 5uality - Custo"er satis'action

&he HighPer'or"ance )or yste", cont.

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14((

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14(4

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14(/

trategyased !etrics

* !easure acti#ities and outco"es that contribute

to achie#ing a co"pany%s strategic ai"s

* Preparing a list o' these "etrics re5uires

- e'ining the business% strategic goals

- Create a strategy "ap to identi'y +hat the

strategybased "etrics "ight be - Dse the strategy "ap to identi'y i"portant

strategic "etrics

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14(

&he H$ corecard Process

* &he H$ corecard re'ers to the assigning o'

'inancial and non'inancial goals to H$!related

acti#ities re5uired 'or achie#ing the co"pany%s

strategic ai"s and 'or continuous "onitoringresults

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14(6

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14(:

H$ corecard e5uence

1. e'ine the business strategy

2. Gutline a strategy "ap

(. Identi'y the strategically re5uired outco"es4. Identi'y the re5uired +or'orce co"petencies

and beha#iors

/. Identi'y the re5uired H$ syste" policies andacti#ities

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14(9

. Create strategic "etrics

6. u""ari8e the scorecard "easures in a digital

dashboard

H$ corecard e5uence, cont.

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1440

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1441

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1442

Gutsourcing H$! 7cti#ities

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144(

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1444

Pros and Cons o' Gutsourcing

* Pro Can be cost e''ecti#e and 'ree H$!%s ti"e

'or other +or

* Con Can decrease H$

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144/

&o )ho" o E"ployers Gutsource H$

>unctions

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144

Gutsourcing Checlist

* peci'y +hich ser#ices to outsource

* 7gree +ith #endor on e;actly +hat H$ acti#ities

+ill be outsourced and +hat +ill be retained

internally

* $e#ie+ "ultiple pro#iders and decide on one

partner

* Clari'y e;actly +hat ser#ices the #endor +ill

pro#ide

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1446

* !ae sure to ha#e "etrics to "easure and hold

accountable the #endor

* 3oo 'or 'inancial stability in the prospecti#e

#endor

* Chec their ser#ice record +ith other clients

* Consider the costs

* 3oo at the prospecti#e #endor%s technology

leadership

Gutsourcing Checlist, cont.

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144:

* Ensure they ha#e ade5uate disaster reco#ery

plans

* !ae sure they +ill pro#ide your inhouse

people +ith ade5uate training regardingprocedures, etc.

Gutsourcing Checlist, cont.

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7ll rights reser#ed. o part o' this publication "ay bereproduced, stored in a retrie#al syste", or trans"itted,

in any 'or" or by any "eans, electronic, "echanical,photocopying, recording, or other+ise, +ithout the prior+ritten per"ission o' the publisher. Printed in the Dnited

tates o' 7"erica.

dessler1e_14

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