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The drill down is correct. Thats how vision is followed, from the
organisation level to what every employee deliver. What is the
project that you are working upon ? It seems to be pretty
interesting .
WOWOW 13
Hi 1979,
I am a member of a HR Project to develop a professional HR system
in my organization with about 5,000 employees. Therefore, we are
finding the right way and approach to do it. One more thing I am
concerning about is Vision, Mission, Core Value are really necessary
to my organization. Because, I understand that the HR system
needs to link to the strategy of the organization. That means the
starting point should be Vision. So the full and completed process
should be:
Vision => Mission => Core Values => Business Process => Org.
Chart => Job Design => Job Analysis => Competency Mapping =>
KRA => KPA => KPI.
If there is no Vision, Mission, Core Values the remaining things are
still meaningful?
Moreover, I would like to have the tools to implement the above
mentioned process. Could you please help me with these tools?
Thanks.
24th March 2013 From Vietnam, Hanoi
CITE CONTRIBUTION 1832
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25th March 2013 From India, Delhi
WOWOW 13
Thanks you all for your comments and advices. There are some
more things that I need you to continue helping me understand
more.
1 - Where the BSC appears and plays its role in the process Vision
=> Mission => Core Values => Business Process => Org. Chart =>
Job Design => Job Analysis => Competency Mapping => KRA =>
KPA => KPI?
2 - As B K BHATIA commented that our company is doing the
alignment of people to the business objectives, thus ensuring goal
based accountability at all levels, I would like to explain more
details: our company now starts the project to develop competency
framework, KPI, and so on. It has JDs for every positions already,
but only JDs, not competencies and KPIs. Therefore, it considers
that its HR system is not effective and good enough.
With above concerns, I do hope to have your supports.
Thanks.
25th March 2013 From Vietnam, Hanoi
ASIFBD_2012 37
1. FINANCIAL PERSPECTIVE.
2. CUSTOMER PERSPECTIVE.
You tend to get what you MEASURE. People will work to ACHIEVE
the EXPLICIT targets which are set. For example, emphasizing
traditional financial measures may encourage short-term thinking.
The CORE GROUP THEORY by Kleiner provides further CLUES on the
mechanisms behind this. Kaplan and Norton recognize this, and
urge for a more balanced set of measurements. But still, people will
work to achieve their scorecard goals, and may IGNORE important
things which have no place on their scorecard.
Regards,
Asif
25th March 2013 From Bangladesh
Attached Images
In the drill down you had indicated, Balanced Score Card will be
crucial and will take a place next to Business Process.
It is an excellent tool to implement strategy and will be very useful
in identifying Org Structure required, Competency required and
KRAs and KPAs.
In fact, your exercise will be complete only when you implement
some sort of Balanced Score Card. Some find it difficult to
implement all aspects of BSC but organisations have succeeded in
implementing BSC fully.
25th March 2013 From India, Chennai
WOWOW 13
Thank you all for your kind support. To conclude the process in
implementation of HRM linked to strategic management, the
standard flow is:
Vision => Mission => Core Values => BSC => Business Process =>
Org. Chart => Job Design => Job Analysis => Competency
Mapping => KRA => KPA => KPI
However, the Job Design and Job Analysis will exchange their places
based upon the context of the organization. That means if the
organization want to do re-engineering or re-structuring so the Job
Analysis should follow the Job Design.
One more crucial thing that I am still looking for your help is how to
do competency mapping, KRAs and KPIs setting up with the current
JDs of my organization while we have 5000 employees?
Thanks.
26th March 2013 From Vietnam, Hanoi
AUDI.NARASINGAM 11
Dear Wowwow
Let me add a little bit on the job description part.
In my company I have used two methods (Competency Mapping) :
DACUM & CUDBAS. I can't attach any material here due to company
restrictions, but do look it up in the net to get some idea. CUDBAS
gives a quicker process, especially for the technical group.
It took me two years to do this for my former company of 4000 pax.
Hope this helps.
Best Regards
Audi Narasingam
ASM Technologies
Malaysia/ Singapore
27th March 2013 From Singapore, Singapore
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Dear Wowow,
Please find herewith the attached files, where it helps you in
designing JD and understand competency.
Regards,
Vani M
27th March 2013 From India, Bangalore
Attached Files
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VICKY_RATHOD #12
5
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Dear Wowow,
You may follow link below in order to get clarification on how to
map competencies and KRA and KPI.
How To Identify The Competencies Of The Employees Working In
Different Platform
In addition try to make groups of these people ex:
Department/Section, Position/Designation, similar kind of work
etc, sounds easy but is not, then you may arrive at a smaller
number for which you have to map competencies.
And one more thing start mapping competencies from top to
bottom, i:e, from CEO/MD/CMD > Directors >HOD and down
below, this will help to keep your competencies alined to
organisations Vision and Mission.
Regards,
Vicky Rathod
28th March 2013 From India, Mumbai
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Hi,
You are approaching it right. The idea is to align organisation
Vision, Values and Mission with business results. This is required
as we want all employees to do ceratin things in a particular
manner which require a level of profeciency in a set of
competencies.
Thus organisation structure has to first asnwer the question -
Why this role and what are the outcomes expected of this role.
In order to do this role what skills and demonstrated behaviours
will be required. If this question is answered the rest is coining
them as JD, KPI, KRA etc..
With a competency map available then the process is of assesing
and developing people to be abLe to do those roles well. This can
be attempted through skill programs or behavioural programs.
The competency map itself should be reviewed in 3-5 years time
since the business envoirnment is chnaging all the time.
Regards
Saandeep
9810350976
30th March 2013 From India, New Delhi
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R_KUL #14
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Dear Wowow,
Thank you.
Warm regards.
6th December 2014 From India, Mumbai
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SHAMSHEER #15
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B K BHATIA #16
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Hope the above viewpoint adds some clarity to the issue being
discussed.