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Practical exercise
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— e Art of t e Start
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ë aking meaning
ë ³antra´ ?
ë Doing t ings muc better
ë Professional courage ± pleasing
ë Real priorities
ë Hiring better t an yourself
ë Hiring evangialists
ë Presenting
ë Believing in yourself
 — e BSC ap Logic
   


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‡ —otal labour
Optimize Cost Ratio ‡ ºndustrial action
‡ Absent etc

ºmprove ROº of ‡ ROº of HR Strategic

Strategic ºnterventions
Programs

En ance Productivity ‡ Profit per Employee

‡ Revenue per
Employee



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‡ —otal labour
Optimize Cost Ratio ‡ ºndustrial action
‡ Absent etc

ºmprove ROº of ‡ ROº of HR Strategic

Strategic ºnterventions
Programs

En ance Productivity ‡ Profit per Employee

‡ Revenue per
Employee
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‡ Ranking in ³Best Place to Work

Enable creation of
Annual Survey´ (conducted by
rig t performance climate
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‡ Engagement Q12 etc

En ance internal HR customer/ ‡ Satisfaction surveys etc

Stake older Satisfaction



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‡ Ranking in ³Best Place to Work

Enable creation of
Annual Survey´ (conducted by
rig t performance climate
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‡ Engagement Q12 etc

En ance internal HR customer/ ‡ Satisfaction surveys etc

Stake older Satisfaction
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‡ Average lead time to recruit employees

‡ Recruiting cost per employee
Excellent Attraction
And Retention Processes ‡ Performance of New Recruits during t e
First —wo Years of Employment
‡ ºntention to leave

‡ Average Lead —ime to Develop Strategic

Competencies
Develop Strategic
‡ Average Lead —ime to Close Strategic
Competencies
Competencies Gap
‡ % of Strategic Competencies Available
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‡ Average lead time to recruit employees

‡ Recruiting cost per employee
Excellent Attraction
And Retention Processes ‡ Performance of New Recruits during t e
First —wo Years of Employment
‡ ºntention to leave

‡ Average Lead —ime to Develop Strategic

Competencies
Develop Strategic
‡ Average Lead —ime to Close Strategic
Competencies
Competencies Gap
‡ % of Strategic Competencies Available
wit in t e Organization



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‡ Number of Qualified —alents per

Strategic Positions
Excellent —alent
‡ Progress of —alent Development Plan
anagement (actual vs. planO
‡ % of Senior anagers w o Have
Been Promoted ºnternally

‡ Average Competency Assessment

Performance and
Consequence Scores
anagement ‡ Pure compliance metrics (variancesO



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‡ Number of Qualified —alents per

Strategic Positions
Excellent —alent
‡ Progress of —alent Development Plan
anagement (actual vs. planO
‡ % of Senior anagers w o Have
Been Promoted ºnternally

‡ Average Competency Assessment

Performance and
Consequence Scores
anagement ‡ Pure compliance metrics (variancesO
 — 

  
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Core learning
‡HºPOS Relations ip based learning
Stretc learning
‡Scares category workers (NB rigor cometency models; blocker positions;
‡Leaders Affirmtation - EVPO
Succcesion - readiness

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‡Good conceptual model

‡Branding
‡ Accepted by line
‡ Rigor in definition of constructs ‡EVP¶s

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‡ Based on WWº— odel identify instruments ‡Rand D

‡ — en go look for t em - audit ‡S are best Practice
 



 

  

‡Business acumen . *, ! ! 
‡Broad scanning ‡Delivery focus ‡Leaders ip
‡Developing Ot ers
‡ºnfluencing
‡Versatility

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‡—rack record of ac ievement ‡Expertise
‡People management ‡Best practice
‡Project management ‡Anglo businesses
‡Ot er cultures/geogs


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‡Drive for results
‡Willingness to learn
‡Emotional stability
‡Conceptual ability



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‡ —otal labour cost

Alignment ±
‡ Permanent vis
Remuneration
temporary money
‡ Etc



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‡ —otal labour cost

Alignment ±
‡ Permanent vis
Remuneration
temporary money
‡ Etc
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‡ % of HR Employees w o
Develop ºnternal Develop ºndividual
HR Capabilities Development Plan
‡ % of HR Employees w o
Fully Execute — eir ºndividual
Development Plan

‡ Progress of HR Portal
ºmplementation (actual vs.
Deploy HRºS planO
‡ Accuracy Level of HR
Database
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‡ % of HR Employees w o
Develop ºnternal Develop ºndividual
HR Capabilities Development Plan
‡ % of HR Employees w o
Fully Execute — eir ºndividual
Development Plan

‡ Progress of HR Portal
ºmplementation (actual vs.
Deploy HRºS planO
‡ Accuracy Level of HR
Database
 — e HR Scorecard ap Logic
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Session 6- A Compendium of HR etrics

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Staffing
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Staffing- General
 
 
 

ë Staffing
effectiveness:
ë —ransfer
ë Promotions
ë Demotions
  
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Staffing- ovement
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Staffing- Effectiveness

 
 

 

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Retention
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Retention-—urnover
 

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Workforce Capability
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Compensation and Benefits



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Environment
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HR Service Delivery
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Organizational Effectiveness
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