Professional Documents
Culture Documents
Critical Question
Enhance CEO/senior executive team understanding Demonstrate the opportunity available Re-align our thinking and contribution
Business partners
Change agents
Administrative specialists
Employee advocates
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
Business partners
Change agents
Administrative specialists
Employee advocates
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
Business partners
Change agents
= Missed opportunity!
Administrative specialists
Employee advocates
David Ulrich HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
BUSINESS PARTNERS Integral contribution to business plan (Integrated) Strong influence on other departments Member of top team Quality systems and processes Service management PROACTIVE Intellectual capital/knowledge management (Rapid growth) Customer/needs focused Workforce empowerment and teams Pro-active/improvement Return on investment Management development Cost/benefit Leadership training analysis INTERNAL Comprehensive database Policies and manuals Succession planning POLICE headcount, hiring, (Emerging) ControlsWorkforce planning restructuring, travel, relocation Performance management Reporting systems & budgets Workforce productivity Basic measures turnover, KIND HEARTS absenteeism (Lending Support) Cafeteria Technical and skills training Car IR disputes, grievances park Security OH&S procedures BASIC Recruitment Gymnasium NEEDS Induction Social club Payroll Christmas party Admin/Records Leave
Service to
individual employees regulatory authorities workplace policies workplace stability workforce administrator
stockholders CEO business performance tools core competencies finance officer for human capital
Service to
Creation of Guardian of Chief
Squeeze on margins
Price sensitivity
Workforce contribution?
Competitive price
Product innovation
Cost of labour
Workforce contribution?
Matrix Empowerment Kaizen Management Science MBWA EVA Customer Service Work Simplification Self-Directed Teams Hierarchy of Needs Benchmarking Excellence Delayering Plan-Organize-Direct-Control Corporate Culture 7 Habits Managerial Grid Intrapreneuring Diversification Balanced Scorecard Downsizing Human Relations Organization Renewal TQM Work-life Balance Quality Circles Portfolio Management Continuous Improvement Relationship Marketing Value Chain Rightsizing Change Management Reengineering Decision Tree One Minute Managing
Productivity
Capability
Productivity
Labour costs Labour mix and utilisation Staff rostering and utilisation New technology application Cross-functional project teams Employee participation/teams Workforce forecasting
Workforce
Capability
Performance feedback Induction programs Technical and skills training Learning centres Tertiary assistance/MBAs Recruitment program Role clarity
Workforce
Workforce
Wellbeing
Leadership training Non-discriminatory workplace Fair treatment process Safe work practices Equipment and physical factors Worklife balance programs
Workforce Satisfaction
Career path options Internal communication plan Remuneration and incentives Recognition and reward programs Effective payroll Human resources policy manual
Employees
HR department
Budget centres Hiring and firing Organisational charts Pay and promotions
Employees
HR department
Key principles
One page, once per month
$ labour cost as % of sales Revenue generated per FTEs Unit production per FTEs Productivity and utilisation Labour utilisation rate Quality reject rate (employee error) Number of credit returns (linked w ith employee error) Number of customer complaints (employee related) Recruitm ent Average days vacancy duration - management Average days vacancy duration - staff Average cost recruitment - management Average cost recruitment - staff % new hires achieving 6 months service % new hires achieving 12 months service % new hires achieving sat. appraisal at first assessment Average $ cost per vacancy filled Company training expenditure (% of salaries & w ages) Average training hours per employee % training course participant satisfaction % training course attendance Number of employees completing sponsored tertiary studies Number of employees completing sponsored MBA programs Learning centres - number of courses offered - % course participation - Internet hours utilised - e-learning courses utilised - % e-learning pass rate Learning centre effectiveness throughout the organisation Staff retention performance throughout the organisation Recruitment Status Report Recruitment performance throughout the organisation Employee satisfaction levels/organisational culture Workforce productivity/employee relations performance
Average cost of vacancies filled $ commitment to staff training and development Time commitment to staff training and development Participant satisfaction w ith training courses provided Participant attendance at training courses provided Commitment to professional development of staff throughout the organisation Training & Development Expenditure Report Training Hours Allocation Report
Description
Associated report
Succession Planning Status Report
Last period
This period
Change
YTD (avg)
Number of FTEs in HR HR FTEs as % of total w orkforce (FTEs) HR headcount HR labour cost as % of sales/revenue HR $ cost as % of total w orkforce (FTEs) Level of satisfaction w ith w ages/salary/benefits Level of satisfaction w ith conditions/physical w ork environment Level of satisfaction w ith job Level of satisfaction w ith personal relations Exit interview s Level of satisfaction w ith participation and recognition Level of satisfaction w ith opportunities for development Number of employees w ho w ould recommend company Number of employees w ho w ould seek reemployment w ith company % of appraisals completed on time Number of formal staff grievances raised Perform ance appraisals % of individual training plans completed % of employees above competent % of employees below competent Workforce attitude surveys Average satisfaction % vs norm Average satisfaction % vs previous survey Staff satisfaction levels w ithin the organisation. (This section is likely to be produced on an annual basis.) Performance management effectiveness throughout the organisation. (This section is likely to be produced on an annual basis.) Staff satisfaction levels w ith the organisation and reasons for leaving. (This section may not be reported on a regular monthly basis, dependent upon the volume of exit interview s received and the need to create meaningful data and protect employee confid Human resources efficiency/cost effectiveness
Departm ent
Headcount at end of this period FT M'gment Staff Total M'gment Staff Total M'gment Staff Total M'gment Staff Total M'gment Staff Total M'gment Staff Total PT Cas Con O/T
Departm ent
Variation on last Variation on budget period Budgeted hours ( + or - ) ( + or - ) FT PT Cas Con O/T FT PT Cas Con O/T FT PT Cas Con O/T FT PT Cas Con O/T FT PT Cas Con O/T Hours utilised last period Hours utilised this period M'gment Staff Total M'gment Staff Total M'gment Staff Total M'gment Staff Total M'gment Staff Total
$ $ $
$ $ $
This period Year-to-date Total cost for period $ Avg headcount YTD Total term inations YTD Turnover % YTD Total cost YTD $
Departm ent M'gment Staff Total M'gment Staff Total M'gment Staff Total M'gment Staff Total M'gment Staff Total Total com pany
$ Cost of Turnover
Summary results
Total management cost Total staff cost Total company cost
Current Period
Year to Date
Management standard hours per day Staff standard hours per day
$ $ $
Year-to-date
$ $ $
Current period Department Total hours available for period Sick leave Hrs % Paid leave Unpaid leave (other) Hrs % Hrs % Total unplanned absenteeism Hrs % Cost $ Total hours Sick leave available for YTD Hrs %
M'gment Staff Total M'gment Staff Total M'gment Staff Total M'gment Staff Total Total company
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