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HR Gd-Pi Guide-2018: Compiled by HR Direction
HR Gd-Pi Guide-2018: Compiled by HR Direction
Compiled by HR Direction
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Sub-domains in HR
Retaining the “Right Talent” for a firm could be the source of competitive advantage for
the firm. HR Management involves discharging functions viz. HR Planning, recruitment,
selection, L&D (Learning and Development), C&B (Compensation and Benefits),
Performance Management, Trade Union Management, Legal and procedural
compliance, formulation of company policy and procedures et al.
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Recruiting & Selection
Recruitment:
The process of searching for prospective employees and attracting them to apply
for jobs in the organization. This involves –
Recruitment Process:
• Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of
employees needed
Selection:
1. Preliminary Interview
3. Employment Interview
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5. Selection Decision
6. Physical Examination
Performance Appraisal:
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Compensation & Benefits
• Payroll Administration
• Performance Appraisals
• Rewards & Recognition
• Provide Wage Comparisons
• Group Health, Dental & Vision Insurance
• Life & Disability Insurance
• Accident, Sickness & Cancer Insurance
• Flexible Spending Accounts
• Retirement Plan Administration
• Employee / Employer Relations
• Intermediary between Parties
• Open-door Policy for Employee Questions & Concerns
• Strict Privacy Policy on Employee Records, Exit Interviews
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Development: Development means those learning opportunities designed to help
employees to grow. Development is not primarily skills oriented. Instead it provides
the general knowledge and attitudes, which will be helpful to employers in higher
positions. Efforts towards development often depend on personal drive and
ambition. Development activities such as those supplied by management
development programs are generally voluntary in nature.
Employee Engagement
Employee engagement is the measure of how involved and committed the workers
are towards their organization and values. A well engaged employee is well aware of
the day to day happenings of the organization and work with his or her fellow
colleagues to improve the performance of the individual and works towards the
betterment of the organization. It is an optimistic attitude that the employees hold
towards their organization.
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Industry Relations
Strategic planning
Key Definitions
Key Performance Areas
The areas within the business unit, for which an individual or group is logically
responsible.
Competency
Measurable clusters of Knowledge Skill and Abilities (KSA) that are critical in
determining how results will be achieved. Examples of competency are customer
service, written or oral communication, creative thinking and so on.
Job Description
A job description is a brief description about the job, designed by the employers for
the employee. This is a list that contains the general tasks, responsibilities and
functions that the individual appointed for the job position has to perform or is held
responsible for.
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Mergers and acquisitions (M&A)
Changing trends in HR
1. What is HR Analytics?
Big Data in HR refers to the use of the many data sources available to your organization,
including those not traditionally thought of in HR; advanced analytic platforms; cloud based
services; and visualization tools to evaluate and improve practices including talent
acquisition, development, retention, and overall organizational performance. This involves
integrating and analyzing internal metrics, external benchmarks, social media data, and
government data to deliver a more informed solution to the business problem
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facing your organization. Using these tools, HR organizations are able to perform
analytics and forecasting to make smarter and more accurate decisions, better measure
efficiencies and identify management “blind spots”.
2. What are some of the next generation HR metrics which need to be focused
on for better performance of HR in organizations?
i.) The end of HR is to create value; improved HR analytics are a means to help codify and
to make value happen. Some companies are so concerned about the HR scorecard or
dashboard that they make metrics the end, not the means. Effective HR metrics means
doing more predictive than descriptive analytics. Descriptive analytics have scorecards and
dashboards that can be used for comparisons across time or with others. Predictive
statistics emphasize a path with lead indicators and outcomes of interest.
ii.) Avoid measuring what is easy and focus on measuring what is right. Just because
something can be measured does not mean it should be. In the past, HR would
measure activities (eg. how many managers received 40 hours of training or how much
people liked attending a training program). In future, we need to measure the outcomes
of those activities. When focusing on outcomes, it is important to have a clear sense of
what the desired outcomes of HR should be.
iii.) Third, keep measures simple and focused on decisions. Too often, the desire to
quantify HR leads to more HR data than insight. Turning valid data into thoughtful
decisions should be the focus of HR analytics. Sometimes this starts with data, when
HR information warehouses about employee attitudes, turnover, compensation,
performance and so forth can be used to improve decision-making. In these cases, HR
professionals need to learn how to cull key messages and trends from the data. Turning
complex data into simple messages requires that HR professionals can see themes or
stories in the information warehouses they access to make more informed decisions.
iv.) Fourth, keep ownership and accountability of HR analytics with line managers. Line
managers are the ultimate owners of HR work; they have final accountability for what is
done and how well it is done. HR professionals are architects who build blueprints for
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actions and lay out choices that can be made. To gain line manager buy-in and support
for HR analytics, it is important to involve line managers in determining the goals of the
HR metrics, in defining which HR metrics should be used and applying those metrics for
improved decision – making.
Gamification is the process of enabling the participants to learn in the learning and
development scenarios through applying games and make it more engaging for the
learner. In this process, the learner competes with the co – participants or participates
individually and through this interactive exercise learns and earns rewards for his/her
performance.
The digital gaming technology which has been fast growing is used for the purpose
of implementing gamification in learning. The technological development in HR has
helped in implementing e-learning techniques in different organizations, but usage of
gaming is a completely different and new concept which is still evolving.
There are many computer/ online/ smart phone based games available in the market for
the organizations to impart training to their employees, but the ones which lead to
effective development of employees are those which are aligned with the business
objectives. So, identifying the requirements is the first step to be carried out before a
company implements this process. After identifying, the company can collaborate with
game developers to identify/ develop (if necessary) games which would be suitable to
the company’s requirements. The design should be such that the actions and
achievements are visible to the trainees and not just entertaining.
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