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Q.Why
Don't Any of My HR Projects Get Approved?
Q.As
a Manager, How Can I Align My Staff to Organisation Strategy More
Effectively?
Q.How
Can I Better Engage and Retain our Workforce?
Q.What
is Wrong with Using Manual/Paper Based HR Systems?
Q.What
is the Link Between HR Process and Business Outcomes?
Q.How
can the HR Department Help Execute the Organisation Strategy?
Q.What
is VQTQ ?
Q.What
is Performance Management?
Q.What
is Human Capital?
Q.What
are the Benefits of HR Dashboards and Graphical Reporting?
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Q. Why Don't Any of My HR Projects
Get Approved?
A. This is a complex issue which can be summarised
in two parts. First, finance professionals have to approve
the allocation of the money which you need to implement your
project. They don't talk in "HR speak" but are very
good at "finance speak". Second, it is rare for
HR professionals to have any financial skills. What happens
is that HR professionals struggle to express employee needs
in financial terms and finance professionals struggle to understand
people issues. Therefore, when HR and finance professionals
meet there is usually a yawning chasm of understanding, which
we call "Death Valley". Most HR projects die here.
To make the HR project succeed, Death Valley needs a bridge
and the bridge can only be built by both sides working together.
HR professionals are the project initiators and need to learn
the language of finance. They also need to be able to explain
people issues in financial terms. It's interesting that when
the finance department initiates a HR project, it almost always
gets approved. More read is available at : How to Finance Human Capital Projects
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Q. As a Manager, How Can I Align My
Staff to Organisation Strategy More Effectively?
A. Get rid of your manual or paper based appraisal system and start using
an active performance management and business improvement
system. Drucker is creditted with developing the idea of Management
By Objectives in the 1950's. This is what Performance Management
means. It is about aligning the organisational objectives
with the employees’ agreed objectives. Skills,
competence requirements, development plans and the delivery
of results are improved by creating a culture of performance improvement. The emphasis
is on business improvement at the same time as improving Employee Engagement through the learning
and development of employees.
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Q. How Can I Better Engage and Retain our Workforce?
A. Work out a way to make your line managers pay more
attention to them. In every study we've seen, line managers
account for 40-60% of the direct cause of employees leaving
an organisation. Most talent management systems help line
managers with retention. They help managers and employees
to commit to an employee development plan and employees experience
real personal development and benefit the organisation through increased Employee Engagement. They feel part of the organisation and start
to understand that they and the organisation are interdependent.
The employee is working towards developing the organisation
by achieving its goals and this forms the beginning of organisational Workforce Planning.
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Q. What is Wrong with Using Manual/Paper
Based HR Systems?
A. It is common for manual systems to fall into disrepair,
typically within 18 months after implementation because line
managers don't believe they have the time to be filling in
forms. Line managers need automated HR software tools to conduct effective
talent, performance, recruitement and learning management.
Manual HR systems make it much harder for line managers to
assist with the often conflicting needs of the business and
of their staff. As a result, employees are not managed to
desired outcomes nor do they receive the attention they need.
By contrast, automated Human Capital management systems track which managers in the
organisation are actively developing an effective workforce
and which managers simply can't retain their staff. Advanced
analytics now allow the HR department to measure the quality
of employee and management work effort and engagement. This
helps to prevent managers from opting out of the people management
process also helps in more tightly aligning the organisations
needs with each managers.
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Q. What is the Link Between HR Process
and Business Outcomes?
A. The HR role is slowly moving away from that of
managing operational processes and is beginning to contribute
to the organisation meeting it's strategic goals. This represents
an important aspect of ‘added value’ placing the
HR profession as a strategic business partner and change agent,
not merely a process manager. The HR department is the best
positioned to have the greatest impact on the entire organisation
as no other function owns or is capable of so greatly inflencing
the frontline workers.
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Q. How can the HR Department Help
Execute the Organisation Strategy?
A. The focus on strategy execution is as much about
managing as it is about measuring workforce success. This
entails focusing on the strategic performance of employees
rather than the contribution of the HR function to the business.
Choosing the right strategy is only part of the challenge.
Executing that strategy and measuring the effectiveness of
the contribution is where HR professionals can create fast
and meaningful success. Execution is rarely an issue. However,
how and what needs to be measured requires education for the
HR department.
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Q. What is VQTQ ?
A. VQTQ (Verb, Quantity, Time, Quality) is a methodology
developed by PeopleStreme and is designed to set objectives. This
methodology allows people to create measures and objectives
in the first instance. This is in contrast to SMART which
allows measures to be tested after having been created. VQTQ
is easy to use, delivers clear concise objectives that can
be easily self assessed (employee) and easily reviewed by
the manager. VQTQ objectives which are set for employees leave
no room for misinterpretation. These employees understand
exactly what is expected of them.
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Q. What is Performance Management ?
A.Employee Performance Management is a process for establishing a shared workforce understanding about what is to be achieved at an organisation level. It is about aligning the organisational objectives with the employees’ agreed measures, skills, competency requirements,
development plans and the delivery of results. The emphasis is on improvement,
learning and development in order to achieve the
overall business strategy and to create a high performance workforce. A detailed description is availabe at this website by clicking this link : What is Performance Management.
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Q. What is Human Capital ?
A. The term Human Capital represents an asset with a flow of
benefits that are greater than the cost of the asset. To most
the term capital means assets that yield income so that when using
the term human capital, it means the value
added by the workforce. A detailed description is availabe at this website by clicking this link : What is Human Capital.
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Q. What are the Benefits of HR
Dashboards and Graphical Reporting?
A. Creating visibility through graphical reporting
on HR metrics causes the business to take notice and to make
change. This results in better resource management and enables
managers to work on the business, not in the business. Most
line and senior managers tend to ignore HR reports because
they don't see how such reports can benefit them. By creating
graphical charts, the HR department is able to get immediate
attention (graphs are easier to read) and commence a dialogue
with these managers. It might be the reports require a number
of iterations to become useful and this is acceptable in most
organisations. The critical change is in the dialogue between
HR and the management team. This allows the HR department
to start creating strategic outcomes in the organisation by
gaining the ear of business managers.
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