BuildHR- KPI KRA - - 19062018 - ICC.pptx

BuildHR- YES - - 19062018 - ICC.pptx

Employee Key Performance Indicators (KPI) are metrics used by organizations to measure their employees' efforts and suggest improvements. Employee Key Result Areas (KRA) are a set of goals and objectives that each organization assigns for their employees at the beginning of their evaluation period

Key Result Area/KRAs outline an employee's roles and responsibilities within their organization. KRAs help individuals align their roles to the larger business plan and focus on results rather than activities. This allows employees to set priority goals and objectives, and make effective decisions.

1. 10 th year  … HR SERVICES     l       TRAINING & DEVELOPMENT     l       RECRUITMENT & ASSESSMENT CENTRES

2. HR & OD Services Company since April 2009 Serviced over 242 Clients from diverse industries Worked on long term (over 18 months) HR and OD Intervention projects providing end-to-end HR solutions to over 75 SME’s / Family Managed Businesses (FMB’s) Engaged in Assessment centers and Leadership Development assignments for over 1000 Managers Specialized in Executive Search offering career advancement to many middle and senior level executives. Pioneered in Mass Recruitment Business and have recruited and trained over 5000 people at the Base of the Pyramid - BoP Our History

3. De – Code HR @ YES - Coimbatore

4. De – Code HR The context of growth – Onto becoming a major league player Talent development – A neglected growth lever

5. De – Code HR Making it more than a ‘One man Show’ Expanding the ‘inner circle’

6. De – Code HR Casting a wider net – De – Risking the business Breaking Silo’s

7. De – Code HR Making the transition from following to leading Taking the fight to the market Keeping the momentum and institutionalising the change – the role of HR

8. De – Code HR The context of growth – Onto becoming a major league player Talent development – A neglected growth lever Making it more than a ‘One man Show’ Expanding the ‘inner circle’ Casting a wider net – De – Risking the business Breaking Silo’s Making the transition from following to leading Taking the fight to the market Keeping the momentum and institutionalising the change – the role of HR

9. Why Work Dreams

10. Performance Management - Dimensions People Dimension Process Dimension Organizational Dimension

11. Role Sensitivity Role Clarity Role Acceptance Role Commitment Role Integration Significance Ownership Demonstrate Alignment What does it mean to have taken up this assignment

12. Set of SKILLS Relates to the ability to do, Physical domain Attribute Relates to qualitative aspects personal Characteristics or traits KNOWLEDGE Relates to information Cognitive Domain COMPETENCY Outstanding Performance of tasks or activities

13. Alignment of HR systems Competency Model Recruitment and selection Performance Management Training & Development Compensation

14. At Which Stage do we recruit Education Earning Years Post Retirement Years Phase I Phase II Phase III Age- 22 yrs Age- 60 yrs Marriage Child birth Child’s Education Child’s Marriage Housing 22 yrs 38 yrs 10- 20 yrs

15. Understanding Employment Dependability vs Reliability The definition of these two words is very similar. When used in the world of work, they usually have two slightly different meanings. Dependability means that you will be on time and at work every day. It also means that you will notify your supervisor when you are unable to be at work. Reliability means that you will follow through with a job. When your supervisor asks you to do a job, you will get it done, and look for things to do when you have completed assigned tasks.

16. Common misrepresentation on Resumes & applications Resume ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Salary & Job Title Employment History Educational Background Self Employment Expertise

17. Types of References Some of the following references may be more useful and relevant than others Academic references Prior work references Financial references Law enforcement records Personal references, such as references from relative, or family friends, often are of little value, they probably should not even be required. No applicant will ask somebody to write a recommendation who is going to give a negative response. Greater reliance should be placed on work – related references from previous employers and supervisors.

18. Factors you consider while your recruit

19. Problems in the interview Operating Managers & Supervisors most often use poor interviewing techniques because they do not interview often or have not been trained to interview. SNAP JUDGMENTS – Form an early impression – spend the balance of the interview looking for evidence to support it. NEGATIVE EMPHASIS – Unfavorable information – A single negative characteristic may bar an individual from being accepted, whereas no amount of positive characteristics will guarantee a candidates acceptance. HALO EFFECT – Prominent characteristic overshadow other evidence – ‘athletes make good salespeople’. Devil’s horns (a reverse halo effect), Inappropriate dress or a low grade point average, may affect an interviewer as well. CULTURAL NOISE - responses believed as socially acceptable rather than factual responses – Don’t encourage it. Make it aware that the interviewer is not being taken in. ‘The fact that you are the best singer is interesting, but tell me about your performance on your last job’.

20. Understanding Employment Employment is a relationship. The are reasons for a person to be working and for the employer to recruit him. Only if both the expectations are met one can have a good employment relationship. The employer has expectations and employee must respect his needs . Understand why one wants to work. One will be happier if his job is meeting his needs .

21. Understanding Employment Employers want their employees to have seven basic skills. They are Knowing how to learn Reading, Writing and Computation Listening and Oral Communication Adaptability Personal Management Group Effectiveness Attitude towards company and employer

22. I mitation Reflective Experiential How does learning happen in us Observation

23. Learning Values & Beliefs Needs Goals Planning Actions Results

24. The Context of Growth Knowledge, Skills, Systems, and Tools Financial Results To Build the Strategic Capabilities.. Needed to Deliver Unique Sets of Benefits to Customers... To Drive Financial Success... And Realize the Vision Equip our People... Internal Capabilities Customer Benefits

25. Target should be measurable and specific Element # 1 : Performance Results

26. Template : KPI Table for HR Manager

27. Template : KPI Table for HR Manager Key result areas are the main goals that HR manager needs to accomplish. In this sample, we have four key result areas.

28. Template : KPI Table for HR Manager Key performance indicators are measurable indicators used to evaluate your performance level Every Key Result Areas must have at least one KPI. Total number of KPIs shoud be 8 – 10 items.

29. Template : KPI Table for HR Manager Weight of each KPI should be defined. Weight of KPI is determined based on the scale of priority. Total weight should be 100.

30. Template : KPI Table for HR Manager Targets are defined based on historical data and future expectations. Targets can be percentage, number, or score – depending on the type of KPIs.

31. Template : KPI Table for HR Manager Actual is the actual results. Or target achievements. We should develop reporting system to capture these results.

32. Template : KPI Table for HR Manager

33. Template : KPI Table for HR Manager Formula to calculate score : Actual / Target x 100 (for KPI Maximize, the higher the better) or Target / Actual x 100 (KPI Minimize; the lower the better).

34. Template : KPI Table for HR Manager

35. Template : KPI Table for HR Manager Formula to obtain Final Score = Score x Weight /100

36. Template : KPI Table for HR Manager Final Score is used to determine bonus allocation, salary increase, and promotion.

37. Element # 2 : Competencies Basic Intermediate Advanced Expert Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Responds promptly to other team members’ needs. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Actively builds internal and external networks. Builds internal and external networks and uses them to efficiently to create value. Involves teams in decisions that effect them. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Encourages co-operation rather than competition within the team and with key stakeholders. Builds and maintains relationships across The company. Drives and leads key relationship groups across The company. Manages alliance relationships through complex issues such as points of competing interest. Ensures events and systems, eg IT, for collaboration are in place and used. Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations. Competency : Collaboration

38. 40 Performance Assessment 5 - Best in class Incompatible Values B5 C5 D5 E5 4 - High B4 C4 D4 E4 3 - Average B3 C3 D3 E3 2 - Below average A2 B2 C2 D2 E2 1 - Low/No A1 B1 C1 D1 E1 A - Does not meet expectations B - Meets some expectations C - Meets most expectations D - Exceeds expectations E - Significantly exceeds PERFORMANCE P O T E N T I A L Ability to play next higher roles Ability to perform exceedingly well in the current role   Super Stars 5% The Top Talent – Invest, Develop & Retain.   Stars 10% The prospective potential candidates , Retain, Motivate, Reward   Key Performer 65% Solid Citizens and are strong pillars for organization. Develop to enhance capability.   Average Performer 15% Performance Coaching and Follow up on Improvement Areas based on a time defined plan   Low performer 5% Exit Plan Advantages: Two-dimensional assessment Slicing of performance rather than treating as chunk/cluster and hence approaches towards rewards, development can be made specific to the specific slices. For example, we can bring in a differentiation even within a specific group like “Key Performer” and differentiate the budget distribution appropriately. Applicable for middle and Top Management only

39. Talent Development Matrix

40. Analyzing a position or job based on the competency required Categorizing the positions that require similar competencies into one job family Identifying career paths based on the job family Competency profile (Functional and Managerial Competency) Per Position Categorizing the positions into a Job Family Career Path : Vertical, Lateral and Diagonal Mandatory training Defining Career Path

41. CONCEPTUAL FRAMEWORK Assessing Employee Career Plan Employee Career Needs Assessment of the career type of the employee Assessment of the employee competency level (for example through assessment center ) Organization Career Needs Assessment of the competency profile required by the position Assessment of the organization’s need of manpower planning Match?

42. CONCEPTUAL FRAMEWORK Employee Development Program Employee Career Needs Organization Career Needs Match? Special Assignment Mentoring Executive Development Program Job Enrichment On the Job Development Apprenticeship in Other Company Presentation Assignment Training/Workshop Desk Study Development Programs and Interventions

43. Competency-based Training Framework Required competency level for certain position Competency Gap Competency Assessment Current competency level of the employee Training and Development Program

44. Yogita D Mobile : [phone] [email protected] Lakshmi Narayan NJ Mobile: [phone] [email protected] Our Coordinates BuildHr Management Consultants Private Limited 3A / 8,Thangal Ulvai Street | Virugambakkam | Chennai – 600092   Web : www.buildhr.co.in | Landline  : 044 42016776 | 044 2377 3743