SLraLeglc 8ole of P8

@e SLraLeglc naLure of P8
P8 pracLlLloners can be dlvlded lnLo Lwo maln
areas
@ransacLlonal acLlvlLles
SLraLeglc acLlvlLles
W 1ronsoctiono/ 4ctivities conslsL of Le servlce
dellvery aspecLs of P8 recrulLmenL Lralnlng
deallng wlL people lssues legal compllance
and oLer employee servlces
W SLraLeglc AcLlvlLles
SupporL Le aclevemenL of organlsaLlon's goals
and values and lnvolve Le developmenL and
lmplemenLaLlon of forwardlooklng P8 sLraLegles
LaL are lnLegraLed wlL one anoLer and allgned
Lo Le buslness ob[ecLlves
@e SLraLeglc arLner model
P8 pracLlLloners sare responslblllLy wlL Lelr
llne managemenL colleagues for Le success of Le
enLerprlse
W avld ulrlc model (1998) ldenLlfled Le
followlng roles for P8 professlonals
SLraLeglc parLners
AdmlnlsLraLlve experLs
Lmployee camplons
Cange agenLs
W ,odlfled ln 2003 as
SLraLeglc parLner
Lmployee advocaLe
Puman caplLal developer
luncLlonal experL
Leader
8uslness arLnerlng
@e role of sLraLeglc parLners conslsLs of worklng
closely wlL buslness leaders lnfluenclng sLraLegy and
lmplemenLlng lL
Also Lo ensure LaL Le buslness makes Le besL use of
lLs people and lLs people opporLunlLles
lL works closely wlL llne managemenL colleagues
W @e sLraLeglc role of P8 lrecLors
W @e SLraLeglc role of eads of P8 luncLlons
W @e sLraLeglc role of P8 8uslness parLners
@e lmpacL of SLraLeglc P8,
W @o be accepLed as a sLraLeglc buslness parLner
Le P8,funcLlon sould be evaluaLed Lo
demonsLraLe lLs value ln quanLlLaLlve Lerms
W ,aln mlsslon of P8 was seen as lmprovlng
morale elp employees and perform rouLlne
admlnlsLraLlon
W P8 funcLlon needs Lo add value
numan kesource Lva|uat|on
@e procedures and processes LaL measure
evaluaLe and communlcaLe Le value added of
uman resource managemenL pracLlces Lo Le
organlsaLlon
n overv|ew of nk eva|uat|on
nk
Lva|uat|on
Scope
Cvera|| nk effect|veness
Narrow eva|uat|on of nk
effect|veness
Iocus
nk Department
nk rofess|ona|
nk pract|ces
Strateg|c
||nkage
keact|ve to roact|ve
Leve| of
ana|ys|s
Strateg|c
Management
Cperat|ona|
Lva|uat|on
cr|ter|a
Cutcomes
rocesses
nk
ract|ces
1ra|n|ng
erformanc
e appra|sa|
Commun|ca
t|on
kewards
nk C||mate
roact|ve
uthent|c|ty
Cpenness
k|sk tak|ng
nk
Cutcome
s
Lmp|oyee
Competen
cy
1eamwork
Comm|tm
ent
8ao 1990
Crgan|sat
|ona|
Lffect|ve
ness
Wn|gher
product|v|
ty
WMore
prof|ts
WCost
reduct|on
Cther
Iactors
WLnv|ronment
W1echno|ogy
Wkesource
va||ab|||ty
nkM ract|ces
rogrammes
o||c|es
Systems
nk]Lmp|oyee
erformance
Measures
loJlvlJool
AbsenLeelsm
Lurnover
CommlLmenL
op
ynamlcs
processes
performance
Crgan|sat|ona|
erformance
Measures
peotloq
leooce
Labour producLlvlLy
roducL/servlce
quallLy
loooclol
leooce
roflL markeL sare
8Cl
Cther Iactors
Lconomy
Lecnology
lndusLry
8raLLon and Cold 2003
Measurement
rob|ems
ccuracy of
measurement
of var|ab|es
D|sconnect
between what
|s measured
and what |s
|mportant
Inf|uence of
extraneous var|ab|es
mak|ng |t d|ff|cu|t to
|so|ate |mpact of nk
pract|ces on f|rm
performance
I|rm
performance
measures are
quant|tat|ve and
f|nanc|a| nk
pract|ces are
|ntang|b|e
D|ff|cu|t to
demonstrate a
causa| ||nk
Lvo|v|ng nkMand |ts Measurement
D|mens|ons of
nkM funct|on
1rad|t|ona| nkM rogress|ve nkM 1ru|y dvanced nkM
P8,mlsslon @o provlde requesLed P8
servlces
@o sape Le success of
buslness
@o lead Le creaLlon
preservaLlon and
uLlllzaLlon of uman
and lnLellecLual caplLal
P8,role vlewed as 'servanLs'
expecLed Lo do waL Le
manager asks Lem Lo do
vlewed as 'parLner' ln
deflnlng buslness
sLraLegles Lo acleve
compeLlLlve advanLage
vlewed as prlmary
source of compeLlLlve
advanLage and
essenLlal for success
P8
professlonals
lnexpenslve employees
kepL away from buslness
declslons
arL lf sLraLeglc
declslonmaklng
expecLed Lo conLrlbuLe
Lo Le declslons
consldered an asseL Lo
Le flrm
very well respecLed ln
Le flrm elps declde
buslness dlrecLlon
D|mens|ons of
nkM funct|on
1rad|t|ona| nkM rogress|ve nkM 1ru|y dvanced
nkM
CrlLerla for P8
evaluaLlon
,easures based on
admlnlsLraLlve
acLlvlLles eg
speed of response
Lo cusLomer
requesLs lrlng
graduaLes on Llme
number of beneflL
clalms processed
cosL per new lre
,easures
empaslze P8's
lmpacL on buslness
sLraLegy and lnvolve
measurlng P8's
conLrlbuLlon Lo
deflnlng Le
sLraLeglc dlrecLlon
of buslness focus ls
on quallLy (noL
quanLlLy) of P8
conLrlbuLlon
,easures
empaslze ablllLy of
P8 Lo grow reLaln
and access
lnLellecLual caplLal
as well as
knowledge of
currenL and fuLure
employees of Le
organlsaLlon
(Lurnover raLes
number of
poslLlons needed Lo
be fllled exLernally
due Lo lack of
lnLernal LalenL
form supporLlng
lnformaLlon)
locus of P8 ,easures
nk Measures Lxamp|es rob|ems
Lfflclency CosL perlre Llme Lo flll
Llme Laken Lo process
grlevances
o noL reflecL Le quallLy of
Le LalenL or effecLlveness
of Le processes
Lmployee Lurnover ercenLage of employees
leavlng Le flrm
,ore dlrecLly lnfluenced by
llne managers only
lndlrecLly lnfluenced by P8
managers
SLafflng raLlos 8aLlo of P8 sLaff per 100
employees
o noL lndlcaLe ow
efflclenLly resources ave
been used
LxpendlLure of resources CosL of P8 funcLlon uslng fewer resources does
noL always suggesL
efflclency ln uLlllzaLlon
Level of efforL 8encmarks number of
people lred number of
people Lralned
oes noL lndlcaLe effecLlve
P8 performance no way Lo
know lf organlsaLlon's
needs are belng meL
Lmployee aLLlLudes SaLlsfacLlon survey scores lnfluenced more by llne
managers responses
obLalned from employees
are sub[ecL Lo blas
nk ract|ce oss|b|e Measures
SLafflng WAccepLance per offer raLlo
Wnumber of appllcanLs conLacLed compared Lo
Lose reporLlng for [ob lnLervlew
W@lme Lo flll a [ob
WCosL of fllllng a [ob
WercenLage of lnLernally fllled [obs
Werformance of lred appllcanLs
W8aLlo of backup LalenL (number of prepared
backups ln place for Lop [obs)
@ralnlng and developmenL WCosL per Lralnee our
WercenLage of employees lnvolved ln Lralnlng
Wnumber of courses LaugL by sub[ecL
Wayroll expense per employee
W@lme for new programme deslgn
Wnumber of Lralnlng days and programmes eld
per year
erformance
Appralsal
W AccepLance of Appralsal process by employees
WercenL of employees recelvlng performance
appralsal
WLxLenL Lo wlc measuremenL sysLems are seen as
credlble
SafeLy and PealL WLosL worklng days
WCosL of ln[urles
Wlncldence of ln[urles
W@rends ln workforce
P8 professlonals WP8 compeLencles
P8 funcLlon W8aLlo of LoLal employees Lo P8 professlonals
(measure of producLlvlLy)
W8aLlo of rupees spenL on P8 funcLlon Lo sales
WAdmlnlsLraLlve cosLs
Werformance agalnsL Le annual P8 deparLmenL
budgeL
ConLemporary Approaces Lo P8 LvaluaLlon
1 P8 Scorecard
2 8encmarklng
3 8uslness Lxcellence ,odel
W P8 Scorecard
,easures Le effecLlveness and efflclency of Le
P8 funcLlon ln produclng Lose employee
beavlors LaL are lmporLanL for a flrm Lo acleve
lLs sLraLeglc goals
@e P8 Scorecard approac sLrengLens one
aspecL of Le 8alanced scorecard LaL ls ow
besL Lo lnLegraLe Le role of P8 lnLo an
organlsaLlon's measuremenL of buslness
performance
Steps |n Us|ng the nk Scorecard Lxamp|e of an IMCG f|rm
1 eflne Le buslness sLraLegy @o be a good leader
2 CuLllne Le value caln of Le company evelop new and unlque producLs
wlc requlres cerLaln employee
beavlors and also requlres
employees wo ave Le experLlse Lo
develop new producLs
3 ldenLlfy sLraLeglc organlsaLlonal ouLcomes evelopmenL of new producLs
4 ldenLlfy requlred workforce compeLencles
and beavlor
CreaLlvlLy and proacLlvlLy worklng Lo
flnd novel soluLlons
3 eslgn P8 Scorecard measuremenL @ralnlng Lo enance workforce
creaLlvlLy and lnnovaLlon
6 erlodlcally evaluaLe Le measuremenL
sysLem
Pas morale gone up or down as a
resulL of P8 pracLlces
7 erlodlcally evaluaLe Le measuremenL
sysLem
oes Le P8 pracLlce ave deslred
lmpacL on employee compeLencles
P8 Scorecard 8ao 1999
Name of the Crgan|sat|on
P8 racLlces P8
CompeLencle
s of P8 and
Llne
,anagers
P8 CulLure P8 and
8uslness
Llnkage
Cverall
Crade/ 8aLlng
A A 8 C AA8C
W nk UDI1 ls concerned wlL Le assessmenL
of P8 funcLlon
W 4 sLeps
eLermlne Le scope of Le audlL Wlll Le audlL
focus on Le enLlre P8 funcLlon or on a speclflc P8
pracLlce
Pow wlll Le audlL be conducLed? lnformaLlon on
raLlos and measures of Lurnover absenLeelsm eLc
CollecL daLa uslng lnLervlews quesLlonnalre
survey observaLlons eLc
Analyse Le daLa and Lake correcLlve acLlon lf
requlred
W enchmark|ng
An approac Lo monlLorlng and evaluaLlng P8
performance
Compares selecLed performance lndlcaLors from
dlfferenL organlsaLlons Lyplcally ln Le same
lndusLry or wlL comparable organlsaLlons LaL
are consldered 'besL ln class'
Pelps an organlsaLlon know ow well lLs P8
pracLlces compare wlL Le 'besL' P8 pracLlces ln
oLer more successful organlsaLlons
W 8uslness Lxcellence ,odel
AsslsLs organlsaLlons ln aclevlng excellence
Lroug conLlnuous lmprovemenLs ln Le
managemenL and deploymenL of processes
,alcolm 8aldrldge naLlonal CuallLy Award
(,8nC)
@aLa 8uslness Lxcellence ,odel (@8L,)
W 8L,uses seven crlLerla Lo evaluaLe
performance
8esulL orlenLaLlon
CusLomer focus
Leaderslp and consLancy of purpose
,anagemenL by processes and facLs
eople developmenL and lnvolvemenL
arLnerslp developmenL
ubllc responslblllLy