Hi everybody, Could u plz tell me how softskill training is identifyed for software engineers...ways to identifyl regards, vijey
From India, Bangalore
From India, Bangalore
INDENTIFYING SOFTSKILLS TRAINING NEEDS.
STEP 1
1. DETERMINE THE POSITION JOB DESCRIPTIONS.
2. DETERMINE THE POSITION PERSON SPECIFICATION
3. EDUCATIONAL REQUIREMENTS
4.WORK EXPERIENCE REQUIREMENTS.
5.TECHNICAL SKILLS REQUIREMENTS
6.SOFTSKILLS REQUIREMENTS
DEVELOP THESE FOR ALL POSITIONS .
STEP 2
DEVELOP A MATRIX SHOWING
-POSITIONS ACROSS HORIZONTALLY
-SOFTSKILL VERTICALLY DOWN
STEP 3
NOW CONDUCT THE REGULAR TRAINING NEEDS ANALYSIS
WITH THE HELP OF THE MATRIX CHART.
STEP 4
ANALYSE THE FINDINGS AND NOW YOU WILL KNOW
BY INDIVIDUALS THE TYPE OF SOFTSKILLS TRAINING
REQUIRED.
===============================================
HEREBELOW , I HAVE SHOWN TWO POSITIONS,
WITH THE SOFTSKILLS REQUIREMENTS,
AS SAMPLE EXERCISE.
------------------------------------------------------------
• Sr. Windows Developer/Consultant
Job Responsibilities:
As a senior consultant you will be a member of our Sales organization providing technical sales support throughout the sales cycle for various customers. This technical support includes conducting product proofs of concept, providing technical presentations, product demonstrations, answering technical questions, and customer follow-up. The consultant could spend 50% of their time traveling to customer sites to deliver services.
Soft Skills Required:
• Must have strong verbal and written communication skills.
• Strong problem solving and analytical ability.
• Successful training experience a plus.
• Project management experience involving software implementation.
• Sales experience a plus
• Professional consulting experience, presentation and character.
• Analyze customer needs and implement solutions through research and troubleshooting and recommending a solution.
================================================== ======================
• Sr. J2EE Developer/Consultant
Job Responsibilities:
As a senior consultant you will be a member of our Sales organization providing technical sales support throughout the sales cycle for various customers. This technical support includes conducting product proofs of concept, providing technical presentations, product demonstrations, answering technical questions, and customer follow-up. The consultant could spend 50% of their time traveling to customer sites to deliver services.
Soft Skills:
• Must have strong verbal and written communication skills.
• Strong problem solving and analytical ability.
• Project management experience involving software implementation.
• Professional consulting experience, presentation and character.
• Analyze customer needs and implement solutions through research and troubleshooting and recommending a solution.
================================================== ===================
Here is a short list of common SOFTSKILLS needed in many jobs.
Customer Service—understands and meets customer needs fully
Interpersonal Skills—deals with a diverse range of people effectively
Planning—plans and organizes own and others' work to meet requirements
Written communications—writes clearly, identifies critical information needed and presents it to achieve desired goals
Oral communications—speaks clearly and effectively, tailors message to audience needs to achieve understanding, presents well to groups.
Listening skills—listens intently to understand others' ideas and views
Integrity—recognized for positive ethical approach, behaves consistently with values
Initiative—self-starter, makes good suggestions
Flexibility—deals with change or ambiguity without increasing stress or creating additional problems
Problem-solving—effectively assesses and resolves problems
Coping skills—handles difficult situations and people effectively
Teamwork—works well with others to achieve desired results
Leadership—creates effective teamwork, encourages others to achieve
Conflict resolution—able to identify underlying problem, reach out to others involved, offer solutions for differences
Sales Ability --sell ideas / concepts.
Negotiation---able to position / bargain/ make deals.
Presentation skills--making effective presentation of solutions.
Making judgements -- choosing between the alternatives.
Analyse - making analysis of situations
YOU CAN ADD ON MORE BASED ON YOUR
TRAINING NEEDS ANALYSIS.
THEN DEVELOP TRAINING SKILLS PROGRAM
BASED ON YOUR PRIORITY NEEDS.
=========================================
============================================
==========================================
regards
LEO LINGHAM
From India, Mumbai
260STEP 1
1. DETERMINE THE POSITION JOB DESCRIPTIONS.
2. DETERMINE THE POSITION PERSON SPECIFICATION
3. EDUCATIONAL REQUIREMENTS
4.WORK EXPERIENCE REQUIREMENTS.
5.TECHNICAL SKILLS REQUIREMENTS
6.SOFTSKILLS REQUIREMENTS
DEVELOP THESE FOR ALL POSITIONS .
STEP 2
DEVELOP A MATRIX SHOWING
-POSITIONS ACROSS HORIZONTALLY
-SOFTSKILL VERTICALLY DOWN
STEP 3
NOW CONDUCT THE REGULAR TRAINING NEEDS ANALYSIS
WITH THE HELP OF THE MATRIX CHART.
STEP 4
ANALYSE THE FINDINGS AND NOW YOU WILL KNOW
BY INDIVIDUALS THE TYPE OF SOFTSKILLS TRAINING
REQUIRED.
===============================================
HEREBELOW , I HAVE SHOWN TWO POSITIONS,
WITH THE SOFTSKILLS REQUIREMENTS,
AS SAMPLE EXERCISE.
------------------------------------------------------------
• Sr. Windows Developer/Consultant
Job Responsibilities:
As a senior consultant you will be a member of our Sales organization providing technical sales support throughout the sales cycle for various customers. This technical support includes conducting product proofs of concept, providing technical presentations, product demonstrations, answering technical questions, and customer follow-up. The consultant could spend 50% of their time traveling to customer sites to deliver services.
Soft Skills Required:
• Must have strong verbal and written communication skills.
• Strong problem solving and analytical ability.
• Successful training experience a plus.
• Project management experience involving software implementation.
• Sales experience a plus
• Professional consulting experience, presentation and character.
• Analyze customer needs and implement solutions through research and troubleshooting and recommending a solution.
================================================== ======================
• Sr. J2EE Developer/Consultant
Job Responsibilities:
As a senior consultant you will be a member of our Sales organization providing technical sales support throughout the sales cycle for various customers. This technical support includes conducting product proofs of concept, providing technical presentations, product demonstrations, answering technical questions, and customer follow-up. The consultant could spend 50% of their time traveling to customer sites to deliver services.
Soft Skills:
• Must have strong verbal and written communication skills.
• Strong problem solving and analytical ability.
• Project management experience involving software implementation.
• Professional consulting experience, presentation and character.
• Analyze customer needs and implement solutions through research and troubleshooting and recommending a solution.
================================================== ===================
Here is a short list of common SOFTSKILLS needed in many jobs.
Customer Service—understands and meets customer needs fully
Interpersonal Skills—deals with a diverse range of people effectively
Planning—plans and organizes own and others' work to meet requirements
Written communications—writes clearly, identifies critical information needed and presents it to achieve desired goals
Oral communications—speaks clearly and effectively, tailors message to audience needs to achieve understanding, presents well to groups.
Listening skills—listens intently to understand others' ideas and views
Integrity—recognized for positive ethical approach, behaves consistently with values
Initiative—self-starter, makes good suggestions
Flexibility—deals with change or ambiguity without increasing stress or creating additional problems
Problem-solving—effectively assesses and resolves problems
Coping skills—handles difficult situations and people effectively
Teamwork—works well with others to achieve desired results
Leadership—creates effective teamwork, encourages others to achieve
Conflict resolution—able to identify underlying problem, reach out to others involved, offer solutions for differences
Sales Ability --sell ideas / concepts.
Negotiation---able to position / bargain/ make deals.
Presentation skills--making effective presentation of solutions.
Making judgements -- choosing between the alternatives.
Analyse - making analysis of situations
YOU CAN ADD ON MORE BASED ON YOUR
TRAINING NEEDS ANALYSIS.
THEN DEVELOP TRAINING SKILLS PROGRAM
BASED ON YOUR PRIORITY NEEDS.
=========================================
============================================
==========================================
regards
LEO LINGHAM
From India, Mumbai
Hi,
I am an HR Executive working with a startup firm.. as u may know there is a lot of work in startup firms related to HR as everything needs to be set from scratch..
I would need your suggestions for the same.
I have an employee handbook and a policy manual that i have created.. As we are a software firm kindly let me know
1. what policies must be included
2. Any tips on Setting KRA's and Job Evaluation
3. Any tips on Performance Appraisals
4.I have also requested for a rewards and recognition programme in my organization, kindly suggest what are the basic parameters for jugding the same.
5. Grieviances handling.. any suggestions how to retain manpower
6. How does one set up the Balance Score Card.
I have some ideas on the same.. however as i do not have a lot of industry experience , i would request seniors to kindly help me. This will help me be more efficient.
Thank you for your time.
Regards,
Diana
From India, Mumbai
I am an HR Executive working with a startup firm.. as u may know there is a lot of work in startup firms related to HR as everything needs to be set from scratch..
I would need your suggestions for the same.
I have an employee handbook and a policy manual that i have created.. As we are a software firm kindly let me know
1. what policies must be included
2. Any tips on Setting KRA's and Job Evaluation
3. Any tips on Performance Appraisals
4.I have also requested for a rewards and recognition programme in my organization, kindly suggest what are the basic parameters for jugding the same.
5. Grieviances handling.. any suggestions how to retain manpower
6. How does one set up the Balance Score Card.
I have some ideas on the same.. however as i do not have a lot of industry experience , i would request seniors to kindly help me. This will help me be more efficient.
Thank you for your time.
Regards,
Diana
From India, Mumbai
HI DIANA ,
I AM GOING TO ANSWER YOUR QUESTIONS IN THREE POSTINGS
PART 1 / PART 2 'PART 3.
=============================
PART 1
I have an employee handbook and a policy manual that i have created.. As we are a software firm kindly let me know
1. what policies must be included
Your priorities could be [ my best guess]
-personnel records
-various forms required
-access control
-workplace rules
-employee hiring
-job descriptions
-employment applications
-interviewing applicants
-background investigations
-compensation procedures
-payroll administration
-performance appraisals
-performance management systems
-training [ induction / orientation/development]
-HR reports
-annual leave
-medical leave
-paid / unpaid leave
-insurance benefits
-medical benefits
-resignation procedures
-termination procedures
-human resource information system
-employee handbook
[ see the list below ]
Employee Handbook
SECTION 1 INTRODUCTION
1.0 The Company Philosophy
1.1 The Company Mission
1.2 Equal Employment Opportunity Policy and Affirmative Action Plan
1.3 Employment-At-Will
1.4 Sexual Harassment
1.5 Safety
1.5.1 Safety Rules
1.5.2 Hazardous Wastes
1.5.3 Reporting Injuries and Accidents
1.6 Drug Free Workplace
1.6.1 Prohibitions
1.6.2 Drug Awareness Program
1.6.3 Disciplinary Actions
SECTION 2 EMPLOYMENT
2.0 Personnel Administration
2.1 HR Personnel Records
2.1.1 Contents of Personnel Files
2.1.2 Employee Information
2.1.3 Employee's Request for Review of Personnel Records
2.1.4 Management Review of Personnel Files
2.2 Service
2.2.1 Employee Categories
2.2.2 Job Posting Procedures
2.2.3 Employment of Relatives
2.2.4 Employment of Minors
2.2.5 Promotions
2.2.6 Transfer of Employees
2.2.7 Separation of Employment
2.2.8 Work force Reductions
2.2.9 Probationary Period
2.2.10 Extra Income
2.3 Process Improvement
2.3.1 Employee-Management Forums
2.3.2 Employee Suggestion Program
SECTION 3 COMPENSATION & BENEFITS
3.0 Benefit Eligibility
3.1 Payroll Information
3.1.1 Time Records
3.1.2 Pay Periods
3.1.3 Salary Compensation for Partial Pay Period
3.1.4 Pay Rate Schedule – Hourly Paid Employees
3.1.5 Payroll Deductions
3.1.6 Overtime
3.1.7 Payroll Errors
3.1.8 Garnishment of Employee Wages
3.1.9 Authorized Check Pickup
3.1.10 Pay at Time of Separation
3.2 Attendance & Leave
3.2.1 Medical Leave Policy
3.2.2 Sick Leave Credit Limit
3.2.3 Sick Leave Policy – Usage
3.2.4 Medical, Dental and Optical Appointments
3.2.5 Exhaustion of Accumulated Sick Leave
3.2.6 Pallbearer, Funeral, Emergency Leave
3.2.7 Civic Leave or Jury Duty
3.2.8 Voting
3.2.9 Military Leave
3.2.10 Maternity Leave
3.2.11 Parental Leave
3.2.12 Leave of Absence
3.3 Insurance
3.3.1 Hospitalization and Medical Insurance
3.3.2 Continuation of Group Health Insurance
3.3.3 Life Insurance
3.3.4 Long Term Disability Insurance
3.3.5 Social Security
3.3.6 Workers' Compensation
3.3.7 Unemployment Compensation
3.4 Savings Plan
3.5 Break Room
3.6 Employee Discounts
3.7 Educational Assistance
SECTION 4 EMPLOYEE RESPONSIBILITIES
4.1 Work Schedules
4.1.1 Working Hours
4.1.2 Salary Employees
4.1.3 Hourly Employees
4.1.4 Clean Work-Place
4.2 Legal & Ethical Conduct
4.2.1 Ethical Standards
4.2.2 Conflicts of Interest
4.2.3 Personal Conduct
4.2.4 Confidentiality
4.2.5 Bribes, Kickbacks and Illegal Payments
4.2.6 Patents and Copyrights
4.3 Misconduct
4.3.1 Serious Misconduct
4.3.2 Very Serious Misconduct
4.3.3 Inexcusable Misconduct
4.3.3 Misconduct Investigations
4.4 Transportation & Travel
4.4.1 Company Owned Vehicles
4.4.2 Personal Vehicles
4.4.3 Living Expense Allowance
4.4.4 Other Travel Expenses
4.4.5 Expense Records
4.4.6 Travel Advances
4.4.7 Expense Reimbursement – Third Party
4.4.8 Expense Policies – Violations
4.4.9 Company Credit Cards
4.5 Appearance & Belongings
4.5.1 Personal Appearance
4.5.2 Business Attire
4.5.3 Casual Attire
4.5.4 Inappropriate Attire
4.5.5 Personal Belongings
4.5.6 Alcohol and Drugs
4.5.7 Medication
4.5.8 Smoking Policy
4.6 Equipment & Facilities
4.6.1 Parking
4.6.2 Telephone Use
4.6.3 Motor Vehicle and Workplace Equipment Operation
4.6.4 Safety Equipment
4.6.5 Company Tools
4.6.6 Waste Prevention
4.6.7 Solicitation and/or Distribution
4.6.8 Security
4.6.9 Bulletin Board
EMPLOYEE HANDBOOK FORMS
Acknowledgement Of Receipt And Understanding
Statement Of Legal And Ethical Business Conduct
Drug-Free Workplace Policy Employee Acknowledgement
Job Related Accident
You/ Your boss should agree to the priority list.
==================================================
2. Any tips on Setting KRA's and Job Evaluation
SETTING KRAs.
Take each job description and discuss with each person /group
and determine the KRAs.
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets THREE TO FIVE KRAs.
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation). KRAs [ KEY RESULT AREAS are managed by
-KPAs [ KEY PERFORMANCE AREAS] and
-KPIs [KEY PERFORMANCE INDICATORS]
KEY PERFORMANCE AREAS
These are the areas within the DEPARTMENT, where an
individual or group, is logically responsible / accountable
for the results.
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department which
can have effect on the business results and is
self measured where applicable.
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS
KRAs/KPAs/ KPIs ARE GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
-----------------------------------------------------
FOR EXAMPLE --HR DEPARTMENT
CORE KRAs of HR DEPARTMENT
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
----------------------------------------------------------
HR EXAMPLE
CORPORATE OBJECTIVE / STRATEGY
-improve the company competitive positioning and productivity
by 10%.
HR DEPARTMENT'S OBJECTIVE
-Achieve high productivity level in all activities [ say by 10%]
KRA 1
-RECRUITMENT/ SELECTION
KPA 1 --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
ANOTHER EXAMPLE --SALES DEPARTMENT
CORE KRAs of SALES DEPARTMENT
-SALES IN RUPEES
-SALES BY PRODUCTLINES
-SALES BY CUSTOMERS
-NEW CUSTOMERS
-SALES COVERAGE
-CUSTOMER COVERAGE
SALES EXAMPLE
CORPORATE OBJECTIVE / STRATEGY
-improve the company competitive positioning and productivity
by 10%.
SALES DEPARTMENT'S OBJECTIVE
-Achieve high sales productivity level in all activities [ say by 10%]
KRA 1
-MARKET / SALES COVERAGE
KPA 1 --CUSTOMER COVERAGE
KPI ----increase the geographical coverage for each salesperson by 15%
KPI ----increase customer coverage [ more customers ] by 10%
================================================== ================
THIS IS PART 1 AND PART 2 FOLLOWS
REGARDS
LEO LINGHAM
From India, Mumbai
I AM GOING TO ANSWER YOUR QUESTIONS IN THREE POSTINGS
PART 1 / PART 2 'PART 3.
=============================
PART 1
I have an employee handbook and a policy manual that i have created.. As we are a software firm kindly let me know
1. what policies must be included
Your priorities could be [ my best guess]
-personnel records
-various forms required
-access control
-workplace rules
-employee hiring
-job descriptions
-employment applications
-interviewing applicants
-background investigations
-compensation procedures
-payroll administration
-performance appraisals
-performance management systems
-training [ induction / orientation/development]
-HR reports
-annual leave
-medical leave
-paid / unpaid leave
-insurance benefits
-medical benefits
-resignation procedures
-termination procedures
-human resource information system
-employee handbook
[ see the list below ]
Employee Handbook
SECTION 1 INTRODUCTION
1.0 The Company Philosophy
1.1 The Company Mission
1.2 Equal Employment Opportunity Policy and Affirmative Action Plan
1.3 Employment-At-Will
1.4 Sexual Harassment
1.5 Safety
1.5.1 Safety Rules
1.5.2 Hazardous Wastes
1.5.3 Reporting Injuries and Accidents
1.6 Drug Free Workplace
1.6.1 Prohibitions
1.6.2 Drug Awareness Program
1.6.3 Disciplinary Actions
SECTION 2 EMPLOYMENT
2.0 Personnel Administration
2.1 HR Personnel Records
2.1.1 Contents of Personnel Files
2.1.2 Employee Information
2.1.3 Employee's Request for Review of Personnel Records
2.1.4 Management Review of Personnel Files
2.2 Service
2.2.1 Employee Categories
2.2.2 Job Posting Procedures
2.2.3 Employment of Relatives
2.2.4 Employment of Minors
2.2.5 Promotions
2.2.6 Transfer of Employees
2.2.7 Separation of Employment
2.2.8 Work force Reductions
2.2.9 Probationary Period
2.2.10 Extra Income
2.3 Process Improvement
2.3.1 Employee-Management Forums
2.3.2 Employee Suggestion Program
SECTION 3 COMPENSATION & BENEFITS
3.0 Benefit Eligibility
3.1 Payroll Information
3.1.1 Time Records
3.1.2 Pay Periods
3.1.3 Salary Compensation for Partial Pay Period
3.1.4 Pay Rate Schedule – Hourly Paid Employees
3.1.5 Payroll Deductions
3.1.6 Overtime
3.1.7 Payroll Errors
3.1.8 Garnishment of Employee Wages
3.1.9 Authorized Check Pickup
3.1.10 Pay at Time of Separation
3.2 Attendance & Leave
3.2.1 Medical Leave Policy
3.2.2 Sick Leave Credit Limit
3.2.3 Sick Leave Policy – Usage
3.2.4 Medical, Dental and Optical Appointments
3.2.5 Exhaustion of Accumulated Sick Leave
3.2.6 Pallbearer, Funeral, Emergency Leave
3.2.7 Civic Leave or Jury Duty
3.2.8 Voting
3.2.9 Military Leave
3.2.10 Maternity Leave
3.2.11 Parental Leave
3.2.12 Leave of Absence
3.3 Insurance
3.3.1 Hospitalization and Medical Insurance
3.3.2 Continuation of Group Health Insurance
3.3.3 Life Insurance
3.3.4 Long Term Disability Insurance
3.3.5 Social Security
3.3.6 Workers' Compensation
3.3.7 Unemployment Compensation
3.4 Savings Plan
3.5 Break Room
3.6 Employee Discounts
3.7 Educational Assistance
SECTION 4 EMPLOYEE RESPONSIBILITIES
4.1 Work Schedules
4.1.1 Working Hours
4.1.2 Salary Employees
4.1.3 Hourly Employees
4.1.4 Clean Work-Place
4.2 Legal & Ethical Conduct
4.2.1 Ethical Standards
4.2.2 Conflicts of Interest
4.2.3 Personal Conduct
4.2.4 Confidentiality
4.2.5 Bribes, Kickbacks and Illegal Payments
4.2.6 Patents and Copyrights
4.3 Misconduct
4.3.1 Serious Misconduct
4.3.2 Very Serious Misconduct
4.3.3 Inexcusable Misconduct
4.3.3 Misconduct Investigations
4.4 Transportation & Travel
4.4.1 Company Owned Vehicles
4.4.2 Personal Vehicles
4.4.3 Living Expense Allowance
4.4.4 Other Travel Expenses
4.4.5 Expense Records
4.4.6 Travel Advances
4.4.7 Expense Reimbursement – Third Party
4.4.8 Expense Policies – Violations
4.4.9 Company Credit Cards
4.5 Appearance & Belongings
4.5.1 Personal Appearance
4.5.2 Business Attire
4.5.3 Casual Attire
4.5.4 Inappropriate Attire
4.5.5 Personal Belongings
4.5.6 Alcohol and Drugs
4.5.7 Medication
4.5.8 Smoking Policy
4.6 Equipment & Facilities
4.6.1 Parking
4.6.2 Telephone Use
4.6.3 Motor Vehicle and Workplace Equipment Operation
4.6.4 Safety Equipment
4.6.5 Company Tools
4.6.6 Waste Prevention
4.6.7 Solicitation and/or Distribution
4.6.8 Security
4.6.9 Bulletin Board
EMPLOYEE HANDBOOK FORMS
Acknowledgement Of Receipt And Understanding
Statement Of Legal And Ethical Business Conduct
Drug-Free Workplace Policy Employee Acknowledgement
Job Related Accident
You/ Your boss should agree to the priority list.
==================================================
2. Any tips on Setting KRA's and Job Evaluation
SETTING KRAs.
Take each job description and discuss with each person /group
and determine the KRAs.
Key Result Areas
“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for which the department's role is responsible. A typical role targets THREE TO FIVE KRAs.
Key result areas (KRAs) capture about 80% of the department's work role. The remainder of the role is usually devoted to areas of shared responsibility (e.g., helping team members, participating in activities for the good of the organisation). KRAs [ KEY RESULT AREAS are managed by
-KPAs [ KEY PERFORMANCE AREAS] and
-KPIs [KEY PERFORMANCE INDICATORS]
KEY PERFORMANCE AREAS
These are the areas within the DEPARTMENT, where an
individual or group, is logically responsible / accountable
for the results.
To manage each KRA/ KPAs, a set of KPI are set .
KRA and hence KPI is attributed to the department which
can have effect on the business results and is
self measured where applicable.
THE IMPORTANCE AND WEIGHTAGE OF THESE ELEMENTS
KRAs/KPAs/ KPIs ARE GUIDED BY THE
*VISION STATEMENT
*MISSION STATEMENT
*CORPORATE OBJECTIVES
*CORPORATE STRATEGY
*CORPORATE BUSINESS UNITS/ DEPARTMENTAL PLANS/STRATEGY.
FOR THE BUDGET PERIOD, WHICH IS USUALLY 12 MONTHS.
-----------------------------------------------------
FOR EXAMPLE --HR DEPARTMENT
CORE KRAs of HR DEPARTMENT
-RECRUITMENT/ SELECTION
-WORKFORCE PLANNING/
-DIVERSITY MANAGEMENT
-PERFORMANCE MANAGEMENT
-REWARD MANAGEMENT
-WORKPLACE MANAGEMENT
-INDUSTRIAL RELATIONS
-SAFETY AND HEALTH WORKPLACE
-BUILDING CAPABILITIES AND ORGANIZATION LEARNING
-EFFECTIVE HR MANAGEMENT SYSTEMS , SUPPORT AND MONITORING
----------------------------------------------------------
HR EXAMPLE
CORPORATE OBJECTIVE / STRATEGY
-improve the company competitive positioning and productivity
by 10%.
HR DEPARTMENT'S OBJECTIVE
-Achieve high productivity level in all activities [ say by 10%]
KRA 1
-RECRUITMENT/ SELECTION
KPA 1 --RECRUITMENT
KPI ----reduce average time taken to fill vacancies by 15%
KPI ----reduce average cost per recruit by 10%
ANOTHER EXAMPLE --SALES DEPARTMENT
CORE KRAs of SALES DEPARTMENT
-SALES IN RUPEES
-SALES BY PRODUCTLINES
-SALES BY CUSTOMERS
-NEW CUSTOMERS
-SALES COVERAGE
-CUSTOMER COVERAGE
SALES EXAMPLE
CORPORATE OBJECTIVE / STRATEGY
-improve the company competitive positioning and productivity
by 10%.
SALES DEPARTMENT'S OBJECTIVE
-Achieve high sales productivity level in all activities [ say by 10%]
KRA 1
-MARKET / SALES COVERAGE
KPA 1 --CUSTOMER COVERAGE
KPI ----increase the geographical coverage for each salesperson by 15%
KPI ----increase customer coverage [ more customers ] by 10%
================================================== ================
THIS IS PART 1 AND PART 2 FOLLOWS
REGARDS
LEO LINGHAM
From India, Mumbai
DIANA,
THIS IS PART 2
JOB EVALUATION
I WOULD SUGGEST USE THE ''HAY SYSTEM''
or modify it to suit your needs.
BELOW GIVEN IS AN EXAMPLE OF JOB EVALUATION,
'USING HAY'S METHOD, OF COURSE MODIFIED.
JOB TITLE: PAYROLL MANAGER
JOB STATEMENT: 1 Manage a payroll department
2 Interpret statutory regulations and NHS terms and conditions of employment
3 Deal with payroll and tax issues
Factor Relevant Job Information
Communication & Relationship Skills
Providing and receiving complex, sensitive or contentious information
where persuasive skills are required, gain agreement or co-operation
Persuade staff to comply with new practices and procedures; reassure staff;
Communicate complex financial information
weighting /rating scale......................4
---------------------------------------------------------------------
Knowledge, Training & Experience
Understanding of a range of work procedures and practices, requiring
an intermediate level theoretical knowledge
Knowledge of legislation and employment conditions, financial procedures,
computer software
weighting /rating scale......................4
---------------------------------------------------------------------
Analytical &
Judgemental Skills
Judgements involving a range of facts or situation, which require
analysis or comparison of a range of options
Analyse and resolve complex financial issues
weighting /rating scale......................3
---------------------------------------------------------------------
Planning &
Organisational Skills
Planning and organisation of a number of complex activities, which
require the formulation and adjustment of plans
Long term planning within a structured framework; plan the departmental
programme; plan for tax and legislative changes
weighting /rating scale......................3
---------------------------------------------------------------------
Physical Skills Standard keyboard skills
Inputting payroll information into computer
weighting /rating scale......................2
---------------------------------------------------------------------
Responsibility for
Provide information
weighting /rating scale......................1
---------------------------------------------------------------------
Responsibility for
Policy/Service
Development
Implements policies
Implements policies for own department; proposes changes to general financial
policies
weighting /rating scale......................3
---------------------------------------------------------------------3
Responsibility for
Financial & Physical
Resources
Budget holder for a department
Holds the budget for the payroll department
weighting /rating scale......................4
---------------------------------------------------------------------
Responsibility for
Human Resources
Responsible as line manager for a department
Manages the payroll department
weighting /rating scale......................4
---------------------------------------------------------------------
Responsibility for
Information Resources
Responsible for the management of information systems
Manage the implementation of new payroll systems
weighting /rating scale......................6
---------------------------------------------------------------------
Responsibility for
Research &
Development
Undertakes surveys or audits as necessary to own work 1
Freedom to Act Guided by principles and broad occupational policies or regulations
Initiate action within broad professional policies
weighting /rating scale......................4
---------------------------------------------------------------------
Physical Effort Combination of sitting, standing and walking 1
Mental Effort Frequent requirement for concentration, predictable work pattern
Processing financial information
weighting /rating scale......................2
---------------------------------------------------------------------
Emotional Effort
Exposure to distressing or emotional circumstances is rare
weighting /rating scale......................1
---------------------------------------------------------------------
Working Conditions Occasional exposure to unpleasant working conditions
Dealing with staff whose wages have not been paid
weighting /rating scale......................2
---------------------------------------------------------------------
JE Score/Band
JE Score 383 Band 5
================================================== =====
3. Any tips on Performance Appraisals
I WOULD SUGGEST USING 360 DEGREE TOOL.
================================================== ====
4.I have also requested for a rewards and recognition programme in my organization, kindly suggest what are the basic parameters for judging the same.
HERE are some methods for judging.........
*use the quarterly performance review .[ PR]
*use the annual performance review [ PR]
*use the line managers' assessment for individual achievements.[ M ]
*use the team evaluation for star performance.[ T ]
Award Criteria
Following are the four award areas, along with suggested criteria:
INNOVATION AND CREATIVITY
· Articulates vision.
· Develops effective strategies.
· Exhibits resourcefulness in response to challenge.
· Uses time and resources economically.
· Facilitates others' use of time and resources.
· Enhances customer service and experience.
COMMUNICATION AND COLLABORATION
· Translates goals into action.
· Makes connections between individual/team work
· Fosters productive working relationships.
· Contributes to effective group purpose and progress.
· Supports peers in achievement of projects while sustaining seamless service.
· Enables and supports peers in realizing their full job potential.
· Demonstrates commitment and resilience in the face of change.
RESULTS, OUTCOME AND PRODUCTIVITY
· Provides outstanding services to internal and/or external customers.
· Translates strategic goals into action.
· Motivates others toward achievement through example and approach.
· Uses time and resources economically.
· Develops strategies for effective teamwork.
· Exhibits resourcefulness in response to change.
· Sustains high quality services.
COMPANYWIDE
(The COMPANYWIDE Award recognizes endeavors which may satisfy any of the above criteria when applied to certain contexts.)
· Provides behind-the-scenes support for public activities or change initiatives.
· Initiates or contributes to cross-functional or interdepartmental efforts.
· Effects system-wide impacts upon workplace issues or customer services.
· Reinforces or enhances the COMPANY relationship with the CUSTOMERS.
Employee Performance Improvement Programs
Attendance [PR]
Training / Certification[PR]]
Suggestions / Ideas [M]
Participation [T]
Compliance [PR]
Product or Service Quality[M]
Productivity [ PR] Other Metrics Specific to Each Organization [PR]
Safety [M]
Teamwork[T]
Wellness [M]
Referrals [T]
Customer Service [T]
New Sales, Up-Sell, [ PR]
Cross-Sell
Employee Recognition Programs
Anniversary / Length-of Service [M]
On-the-Spot Awards[M]
Nominated Recognition [T]
Employee Appreciation [M] Employee of the Month / Year [T]
Peer-to-Peer Recognition [T]
Reinforce Company Culture [PR]
Alignment of Goals & Objectives[PR]
================================================== ===========
5. Grieviances handling.. any suggestions how to retain manpower
TALENT MANAGEMENT
RETENTION OF TALENTS OCCURS WHEN THE MANAGEMENT
OF TALENTS IS EFFECTIVE.
Talent management is the process of ensuring that the organization attracts, retains,
motivates and develops the talented people it needs.
------------------------------------------------------------------------------------------------
The talent management processes are:
* developing the organization as an 'employer of choice' ‑ a 'great place to work';
• using selection and recruitment procedures that ensure that good quality
people are recruited who are likely to thrive in the organization and stay with
it for a reasonable length of time;
• designing jobs and developing roles which give people opportunities to apply
and grow their skills and provide them with autonomy, interest and challenge;
* providing talented staff with opportunities for career development ‑and growth;
* creating a working environment in which work processes and facilities enable
rewarding (in the broadest sense) jobs and roles to be designed and developed;
* developing a positive psychological contract;
* developing the leadership qualities of line managers;
recognizing those with talent by rewarding excellence, enterprise and achieve
ment;
* succession planning ‑ ensuring that the organization has suitable people to fill
vacancies arising from promotion, retirement or death;
* conducting talent audits which identify those with potential and those who might
leave the organizations.
*good opportunities for development, training and career progression;
* a reasonable degree of security;
· enhanced future employability because of the reputation of the organization
as one that employs and develops high quality people,
as well as the learning opportunities it provides;
· better facilities and scope for creative employees.
· employment conditions that satisfy work‑life balance needs;
· a reward system that recognizes and values contribution,
and provides competitive pay and benefits.
All these reveal that the TALENT will thrive where there is
-freedom to show innovation
-facilities are made available
-creativity is appreciated
-creativity is given the opportunity, it deserves.
-creativity is given recognition
etc.
-------------------------------------------------------------------------------------------
THIS WAS PART 2 AND PART 3 FOLLOWS.
REGARDS
LEO LINGHAM
From India, Mumbai
THIS IS PART 2
JOB EVALUATION
I WOULD SUGGEST USE THE ''HAY SYSTEM''
or modify it to suit your needs.
BELOW GIVEN IS AN EXAMPLE OF JOB EVALUATION,
'USING HAY'S METHOD, OF COURSE MODIFIED.
JOB TITLE: PAYROLL MANAGER
JOB STATEMENT: 1 Manage a payroll department
2 Interpret statutory regulations and NHS terms and conditions of employment
3 Deal with payroll and tax issues
Factor Relevant Job Information
Communication & Relationship Skills
Providing and receiving complex, sensitive or contentious information
where persuasive skills are required, gain agreement or co-operation
Persuade staff to comply with new practices and procedures; reassure staff;
Communicate complex financial information
weighting /rating scale......................4
---------------------------------------------------------------------
Knowledge, Training & Experience
Understanding of a range of work procedures and practices, requiring
an intermediate level theoretical knowledge
Knowledge of legislation and employment conditions, financial procedures,
computer software
weighting /rating scale......................4
---------------------------------------------------------------------
Analytical &
Judgemental Skills
Judgements involving a range of facts or situation, which require
analysis or comparison of a range of options
Analyse and resolve complex financial issues
weighting /rating scale......................3
---------------------------------------------------------------------
Planning &
Organisational Skills
Planning and organisation of a number of complex activities, which
require the formulation and adjustment of plans
Long term planning within a structured framework; plan the departmental
programme; plan for tax and legislative changes
weighting /rating scale......................3
---------------------------------------------------------------------
Physical Skills Standard keyboard skills
Inputting payroll information into computer
weighting /rating scale......................2
---------------------------------------------------------------------
Responsibility for
Provide information
weighting /rating scale......................1
---------------------------------------------------------------------
Responsibility for
Policy/Service
Development
Implements policies
Implements policies for own department; proposes changes to general financial
policies
weighting /rating scale......................3
---------------------------------------------------------------------3
Responsibility for
Financial & Physical
Resources
Budget holder for a department
Holds the budget for the payroll department
weighting /rating scale......................4
---------------------------------------------------------------------
Responsibility for
Human Resources
Responsible as line manager for a department
Manages the payroll department
weighting /rating scale......................4
---------------------------------------------------------------------
Responsibility for
Information Resources
Responsible for the management of information systems
Manage the implementation of new payroll systems
weighting /rating scale......................6
---------------------------------------------------------------------
Responsibility for
Research &
Development
Undertakes surveys or audits as necessary to own work 1
Freedom to Act Guided by principles and broad occupational policies or regulations
Initiate action within broad professional policies
weighting /rating scale......................4
---------------------------------------------------------------------
Physical Effort Combination of sitting, standing and walking 1
Mental Effort Frequent requirement for concentration, predictable work pattern
Processing financial information
weighting /rating scale......................2
---------------------------------------------------------------------
Emotional Effort
Exposure to distressing or emotional circumstances is rare
weighting /rating scale......................1
---------------------------------------------------------------------
Working Conditions Occasional exposure to unpleasant working conditions
Dealing with staff whose wages have not been paid
weighting /rating scale......................2
---------------------------------------------------------------------
JE Score/Band
JE Score 383 Band 5
================================================== =====
3. Any tips on Performance Appraisals
I WOULD SUGGEST USING 360 DEGREE TOOL.
================================================== ====
4.I have also requested for a rewards and recognition programme in my organization, kindly suggest what are the basic parameters for judging the same.
HERE are some methods for judging.........
*use the quarterly performance review .[ PR]
*use the annual performance review [ PR]
*use the line managers' assessment for individual achievements.[ M ]
*use the team evaluation for star performance.[ T ]
Award Criteria
Following are the four award areas, along with suggested criteria:
INNOVATION AND CREATIVITY
· Articulates vision.
· Develops effective strategies.
· Exhibits resourcefulness in response to challenge.
· Uses time and resources economically.
· Facilitates others' use of time and resources.
· Enhances customer service and experience.
COMMUNICATION AND COLLABORATION
· Translates goals into action.
· Makes connections between individual/team work
· Fosters productive working relationships.
· Contributes to effective group purpose and progress.
· Supports peers in achievement of projects while sustaining seamless service.
· Enables and supports peers in realizing their full job potential.
· Demonstrates commitment and resilience in the face of change.
RESULTS, OUTCOME AND PRODUCTIVITY
· Provides outstanding services to internal and/or external customers.
· Translates strategic goals into action.
· Motivates others toward achievement through example and approach.
· Uses time and resources economically.
· Develops strategies for effective teamwork.
· Exhibits resourcefulness in response to change.
· Sustains high quality services.
COMPANYWIDE
(The COMPANYWIDE Award recognizes endeavors which may satisfy any of the above criteria when applied to certain contexts.)
· Provides behind-the-scenes support for public activities or change initiatives.
· Initiates or contributes to cross-functional or interdepartmental efforts.
· Effects system-wide impacts upon workplace issues or customer services.
· Reinforces or enhances the COMPANY relationship with the CUSTOMERS.
Employee Performance Improvement Programs
Attendance [PR]
Training / Certification[PR]]
Suggestions / Ideas [M]
Participation [T]
Compliance [PR]
Product or Service Quality[M]
Productivity [ PR] Other Metrics Specific to Each Organization [PR]
Safety [M]
Teamwork[T]
Wellness [M]
Referrals [T]
Customer Service [T]
New Sales, Up-Sell, [ PR]
Cross-Sell
Employee Recognition Programs
Anniversary / Length-of Service [M]
On-the-Spot Awards[M]
Nominated Recognition [T]
Employee Appreciation [M] Employee of the Month / Year [T]
Peer-to-Peer Recognition [T]
Reinforce Company Culture [PR]
Alignment of Goals & Objectives[PR]
================================================== ===========
5. Grieviances handling.. any suggestions how to retain manpower
TALENT MANAGEMENT
RETENTION OF TALENTS OCCURS WHEN THE MANAGEMENT
OF TALENTS IS EFFECTIVE.
Talent management is the process of ensuring that the organization attracts, retains,
motivates and develops the talented people it needs.
------------------------------------------------------------------------------------------------
The talent management processes are:
* developing the organization as an 'employer of choice' ‑ a 'great place to work';
• using selection and recruitment procedures that ensure that good quality
people are recruited who are likely to thrive in the organization and stay with
it for a reasonable length of time;
• designing jobs and developing roles which give people opportunities to apply
and grow their skills and provide them with autonomy, interest and challenge;
* providing talented staff with opportunities for career development ‑and growth;
* creating a working environment in which work processes and facilities enable
rewarding (in the broadest sense) jobs and roles to be designed and developed;
* developing a positive psychological contract;
* developing the leadership qualities of line managers;
recognizing those with talent by rewarding excellence, enterprise and achieve
ment;
* succession planning ‑ ensuring that the organization has suitable people to fill
vacancies arising from promotion, retirement or death;
* conducting talent audits which identify those with potential and those who might
leave the organizations.
*good opportunities for development, training and career progression;
* a reasonable degree of security;
· enhanced future employability because of the reputation of the organization
as one that employs and develops high quality people,
as well as the learning opportunities it provides;
· better facilities and scope for creative employees.
· employment conditions that satisfy work‑life balance needs;
· a reward system that recognizes and values contribution,
and provides competitive pay and benefits.
All these reveal that the TALENT will thrive where there is
-freedom to show innovation
-facilities are made available
-creativity is appreciated
-creativity is given the opportunity, it deserves.
-creativity is given recognition
etc.
-------------------------------------------------------------------------------------------
THIS WAS PART 2 AND PART 3 FOLLOWS.
REGARDS
LEO LINGHAM
From India, Mumbai
THIS IS PART 3 AND THE LAST.
Guidelines for Retaining TALENTED Employees
Develop a process to identify key individuals and positions needed in the
transition and in the new organization.
Focus on retaining the true "value creators" in the organization, not just top
management players.
Determine how long you need to keep various people on the basis of
business needs, and offer them stay bonuses as appropriate.
Assess employees against key competencies required for key positions. Use
these to objectively assess talents you will retain to meet important business
needs.
Remember‑when you dictate objectives, people show less commitment, but
when the process is collaborative, there is visibly more commitment. Involve
key talent in a "retention task force" where they can have input into
workforce planning and participate in discussions to help determine what it
will take to keep key talent in the new organization.
Determine which individuals will need to be relocated, if any, as early as
possible in the transition process.
Tell people what you know as quickly as you know it, and tell them what you
do not know.
Try to minimize the time that employees must endure a period of uncertainty
about whether they will be staying or leaving.
Consider developing a retention bonus plan for those considered absolutely
critical to the organization's success during and after the transition.
Understand up‑front that retention bonuses can have unintended
consequences and limited success. Those who get stay bonuses may be
seen as "the anointed ones" by those who don't receive such bonuses. Be
prepared to risk losing these people. Those who receive the bonuses will also
have a date by which they can voluntarily leave the organization and still
receive a bonus.
Approach all those you want to retain one‑on‑one and let them know they are
important to the organization's success. The simple phrase "I need your help"
has a kind of magic in it. "Re‑recruit" these people by letting them know what
is in it for them if they choose to stay on.
Try to retain all star performers and high performers even though their jobs
may have been eliminated in the reorganization. This is the same principle by
which professional sports teams draft "the best available athlete." However,
be mindful of the fact that if YOU cannot find a challenge that fits their talent,
you will not be able to keep them.
================================================== ==
WHAT THIS SAYS, THAT TALENT THRIVES UNDER
THE RIGHT LEADERSHIP.
THE LINE MANAGERS MUST BE PUT THROUGH AN USEFUL
DEVELOPMENT PROGRAM'' HOW TO MANAGE/MAINTAIN
QUALITY STAFF --TALENTS .
=================================================
6. How does one set up the Balance Score Card.
Implementation of a Balanced Scorecard (BSC) is a multiphase process that forms an integral part of an organization’s operational control, strategic planning and measurement system. The process aims to convert a strategy into something that can be measured. Roughly speaking, the process consists of the following four phases:
1) planning, i.e. determining the organisation’s direction and translating this into action;
2) practical implementation of the scorecard’s objectives and communication of these into factors that measure practical action;
3) regular measurement and monitoring of objectives; and
4) annual navigation sessions and evaluations, as well as development measures resulting from these.
The BSC model is a framework for the organization’s strategic basis and for the strategy preparation, implementation, measurement, monitoring and evaluation process. It is based on the perception of strategic management as seeing and shaping the future.
It is difficult to determine a completely universal procedure, as the necessary phases and schedule are specific to each individual organisation. Nevertheless, it is advisable to set up a specific project to implement the Balanced Scorecard and start work by determining objectives, tasks and responsibilities and by agreeing schedules. It is essential to ensure that the process does not become too complicated and that all staff within the organisation participate in the implementation process and related training sessions. It is also important to take the organisation’s developmental phase and maturity into account when planning implementation. Implementation of the Balanced Scorecard (BSC) always entails change, which requires goal-oriented change management paying careful attention to the operating environment.
Preconditions
Assess whether your organisation is ready for change – implementation of a balanced scorecard means finding out about and working on areas of change.
Allocate resources – manpower, funds, materials.
Communicate your intentions right from the start – you cannot expect everyone to accept the new model and be enthusiastic about it (after all, it means a lot of work for everyone).
Do not forget to train members of the organisation on how to use a balanced scorecard
Benefits
The balanced scorecard is intended to be a strategic system for managing a whole portfolio of programmes within an organisation – it helps to cope with complexity and diversity.
It raises the visibility of programme performance – not only in traditional on-time, on-budget terms, but also in terms of strategic significance to the desired outcomes of the whole school/organisation. So, if you know that you are working on a programme that is vital and strategic, the balanced scorecard and its measurements can help you defend your programme.
You have the right to define what metrics will be used to measure your programme’s performance. You also have the authority
A balanced scorecard is an effective way of guaranteeing that agreed objectives and strategies are implemented – as performance has to be measured in specific metrics at set intervals.
Organisations – have to face up to customers’ demands . The balanced scorecard and its inherent metrics are a good way to prove the effectiveness of customer service.
Organisations need to focus their limited resources efficiently in order to achieve mission effectiveness and value for their customers and other partners, such as stockholders, suppliers etc. The balanced scorecard provides a comprehensive framework that will help the management to define strategies, track performance and provide data to show their various customer groups how well they are performing in terms of mission, values and outcomes and effectiveness.
The lessons learned from balanced scorecard processes provide a lot of hints and directions for organisational development (development of programmes, etc.).
The balanced scorecard allows managers to identify best practices within an organisation and to expand their use elsewhere.
The balanced scorecard reduces risk for an organisation by supporting better and faster decisions based on relevant data and experiences (comparability within an organisation).
The balanced scorecard is easy to combine with support for other steering systems.
Dos
Integrate implementation into existing management and steering structures.
Make clear to every member of the organisation that implementation of a balanced scorecard takes time.
At management level: show your commitment and support! Allocate resources to this important project – manpower as well as funding.
Base implementation on existing development initiatives (such as BUDGETING or TQM or other quality initiatives) – show that you can build on the work done to date.
Develop meaningful metrics for your organisation/school – make sure that measurements are derived from the organization's strategy and provide critical data and information about key processes, outputs and results.
It should provide strategic feedback to show the present status of the organisation from many perspectives for decision-makers.
It should deliver diagnostic feedback to various processes to guide improvements on a continuous basis.
It should be possible to track trends in performance over time.
Don’t forget to develop feedback around the measurement methods themselves as well.
Learn from best practices through benchmarking etc.
Don’ts
Do not implement the balanced scorecard, if your organisation is not ready for change.
Do not try to implement a balanced scorecard, if your organisation does not have sufficient resources (manpower and funding).
Do not try to implement a balanced scorecard, if the management does not support the project.
Speed kills – don’t try to be too quick. Allow approximately 2 years for complete implementation.
Do not rely solely on external consultants or individuals – involve management and staff more widely.
Limit the number of metrics to the essential ones – try to ensure validity.
An example of implementation
An ideal process of implementation of a balanced scorecard could involve the following steps:
Assess your organisation (maybe you already use assessment tools such as TQM / BUDGETING)
Identify strategic topics
Define perspectives and strategic objectives
Develop a strategy map
Derive performance metrics
Work out and prioritise strategic initiatives
Communicate
Cascade the BSC through the organisation
Collect data, evaluate and revise.
IT MIGHT A GOOD IDEA TO USE AN EXTERNAL CONSULTANT AT THE POINT
ESTABLISHING ANNUAL PLANNING / BUDGETING , SAY FOR FOR THE FIRST
SIX MONTHS.
REGARDS
LEO LINGHAM
From India, Mumbai
Guidelines for Retaining TALENTED Employees
Develop a process to identify key individuals and positions needed in the
transition and in the new organization.
Focus on retaining the true "value creators" in the organization, not just top
management players.
Determine how long you need to keep various people on the basis of
business needs, and offer them stay bonuses as appropriate.
Assess employees against key competencies required for key positions. Use
these to objectively assess talents you will retain to meet important business
needs.
Remember‑when you dictate objectives, people show less commitment, but
when the process is collaborative, there is visibly more commitment. Involve
key talent in a "retention task force" where they can have input into
workforce planning and participate in discussions to help determine what it
will take to keep key talent in the new organization.
Determine which individuals will need to be relocated, if any, as early as
possible in the transition process.
Tell people what you know as quickly as you know it, and tell them what you
do not know.
Try to minimize the time that employees must endure a period of uncertainty
about whether they will be staying or leaving.
Consider developing a retention bonus plan for those considered absolutely
critical to the organization's success during and after the transition.
Understand up‑front that retention bonuses can have unintended
consequences and limited success. Those who get stay bonuses may be
seen as "the anointed ones" by those who don't receive such bonuses. Be
prepared to risk losing these people. Those who receive the bonuses will also
have a date by which they can voluntarily leave the organization and still
receive a bonus.
Approach all those you want to retain one‑on‑one and let them know they are
important to the organization's success. The simple phrase "I need your help"
has a kind of magic in it. "Re‑recruit" these people by letting them know what
is in it for them if they choose to stay on.
Try to retain all star performers and high performers even though their jobs
may have been eliminated in the reorganization. This is the same principle by
which professional sports teams draft "the best available athlete." However,
be mindful of the fact that if YOU cannot find a challenge that fits their talent,
you will not be able to keep them.
================================================== ==
WHAT THIS SAYS, THAT TALENT THRIVES UNDER
THE RIGHT LEADERSHIP.
THE LINE MANAGERS MUST BE PUT THROUGH AN USEFUL
DEVELOPMENT PROGRAM'' HOW TO MANAGE/MAINTAIN
QUALITY STAFF --TALENTS .
=================================================
6. How does one set up the Balance Score Card.
Implementation of a Balanced Scorecard (BSC) is a multiphase process that forms an integral part of an organization’s operational control, strategic planning and measurement system. The process aims to convert a strategy into something that can be measured. Roughly speaking, the process consists of the following four phases:
1) planning, i.e. determining the organisation’s direction and translating this into action;
2) practical implementation of the scorecard’s objectives and communication of these into factors that measure practical action;
3) regular measurement and monitoring of objectives; and
4) annual navigation sessions and evaluations, as well as development measures resulting from these.
The BSC model is a framework for the organization’s strategic basis and for the strategy preparation, implementation, measurement, monitoring and evaluation process. It is based on the perception of strategic management as seeing and shaping the future.
It is difficult to determine a completely universal procedure, as the necessary phases and schedule are specific to each individual organisation. Nevertheless, it is advisable to set up a specific project to implement the Balanced Scorecard and start work by determining objectives, tasks and responsibilities and by agreeing schedules. It is essential to ensure that the process does not become too complicated and that all staff within the organisation participate in the implementation process and related training sessions. It is also important to take the organisation’s developmental phase and maturity into account when planning implementation. Implementation of the Balanced Scorecard (BSC) always entails change, which requires goal-oriented change management paying careful attention to the operating environment.
Preconditions
Assess whether your organisation is ready for change – implementation of a balanced scorecard means finding out about and working on areas of change.
Allocate resources – manpower, funds, materials.
Communicate your intentions right from the start – you cannot expect everyone to accept the new model and be enthusiastic about it (after all, it means a lot of work for everyone).
Do not forget to train members of the organisation on how to use a balanced scorecard
Benefits
The balanced scorecard is intended to be a strategic system for managing a whole portfolio of programmes within an organisation – it helps to cope with complexity and diversity.
It raises the visibility of programme performance – not only in traditional on-time, on-budget terms, but also in terms of strategic significance to the desired outcomes of the whole school/organisation. So, if you know that you are working on a programme that is vital and strategic, the balanced scorecard and its measurements can help you defend your programme.
You have the right to define what metrics will be used to measure your programme’s performance. You also have the authority
A balanced scorecard is an effective way of guaranteeing that agreed objectives and strategies are implemented – as performance has to be measured in specific metrics at set intervals.
Organisations – have to face up to customers’ demands . The balanced scorecard and its inherent metrics are a good way to prove the effectiveness of customer service.
Organisations need to focus their limited resources efficiently in order to achieve mission effectiveness and value for their customers and other partners, such as stockholders, suppliers etc. The balanced scorecard provides a comprehensive framework that will help the management to define strategies, track performance and provide data to show their various customer groups how well they are performing in terms of mission, values and outcomes and effectiveness.
The lessons learned from balanced scorecard processes provide a lot of hints and directions for organisational development (development of programmes, etc.).
The balanced scorecard allows managers to identify best practices within an organisation and to expand their use elsewhere.
The balanced scorecard reduces risk for an organisation by supporting better and faster decisions based on relevant data and experiences (comparability within an organisation).
The balanced scorecard is easy to combine with support for other steering systems.
Dos
Integrate implementation into existing management and steering structures.
Make clear to every member of the organisation that implementation of a balanced scorecard takes time.
At management level: show your commitment and support! Allocate resources to this important project – manpower as well as funding.
Base implementation on existing development initiatives (such as BUDGETING or TQM or other quality initiatives) – show that you can build on the work done to date.
Develop meaningful metrics for your organisation/school – make sure that measurements are derived from the organization's strategy and provide critical data and information about key processes, outputs and results.
It should provide strategic feedback to show the present status of the organisation from many perspectives for decision-makers.
It should deliver diagnostic feedback to various processes to guide improvements on a continuous basis.
It should be possible to track trends in performance over time.
Don’t forget to develop feedback around the measurement methods themselves as well.
Learn from best practices through benchmarking etc.
Don’ts
Do not implement the balanced scorecard, if your organisation is not ready for change.
Do not try to implement a balanced scorecard, if your organisation does not have sufficient resources (manpower and funding).
Do not try to implement a balanced scorecard, if the management does not support the project.
Speed kills – don’t try to be too quick. Allow approximately 2 years for complete implementation.
Do not rely solely on external consultants or individuals – involve management and staff more widely.
Limit the number of metrics to the essential ones – try to ensure validity.
An example of implementation
An ideal process of implementation of a balanced scorecard could involve the following steps:
Assess your organisation (maybe you already use assessment tools such as TQM / BUDGETING)
Identify strategic topics
Define perspectives and strategic objectives
Develop a strategy map
Derive performance metrics
Work out and prioritise strategic initiatives
Communicate
Cascade the BSC through the organisation
Collect data, evaluate and revise.
IT MIGHT A GOOD IDEA TO USE AN EXTERNAL CONSULTANT AT THE POINT
ESTABLISHING ANNUAL PLANNING / BUDGETING , SAY FOR FOR THE FIRST
SIX MONTHS.
REGARDS
LEO LINGHAM
From India, Mumbai
Hi Leo,
This is great matter . Thank you for taking time out to give me so much of information.
I have some queries regarding the same.
1) I am still not clear on the KRA setting. Let me tell you what i understood first:
A company has a vision a mission and strategies for its growth.. Now each individual of the company has certain role to play towards their department that diectly or indirectly effects the organization. Now we need to align the goals of the employee and the organization.
I still did not understand what KPA is and what KPI is???
Are they just not KRA's ? Are there baselines or parameters to set KRA's ?
For eg: for a Software engineer: His KRA's would commonly be His projects completion in said time limit , Team work, Query handling, Proactive and professional approach to the clients and customers, etc.
How would one set KPI's to these KRA's ??
Im a little confused , hope u understand??? Kindly assist.
Thanks a million for your help.
Regards,
D
From India, Mumbai
This is great matter . Thank you for taking time out to give me so much of information.
I have some queries regarding the same.
1) I am still not clear on the KRA setting. Let me tell you what i understood first:
A company has a vision a mission and strategies for its growth.. Now each individual of the company has certain role to play towards their department that diectly or indirectly effects the organization. Now we need to align the goals of the employee and the organization.
I still did not understand what KPA is and what KPI is???
Are they just not KRA's ? Are there baselines or parameters to set KRA's ?
For eg: for a Software engineer: His KRA's would commonly be His projects completion in said time limit , Team work, Query handling, Proactive and professional approach to the clients and customers, etc.
How would one set KPI's to these KRA's ??
Im a little confused , hope u understand??? Kindly assist.
Thanks a million for your help.
Regards,
D
From India, Mumbai
I have some queries regarding the same.
****1) I am still not clear on the KRA setting. Let me tell you what i understood first:
A company has a vision a mission and strategies for its growth.. Now each individual of the company has certain role to play towards their department that diectly or indirectly effects the organization. Now we need to align the goals of the employee and the YOU ARE RIGHT SO FAR.
AS AN EXAMPLE
CORPORATE OBJECTIVE / STRATEGY [ based on vision/mission/company strategy]
-improve the company competitive positioning and productivity
by 10%.
--------------------------------------------------------------------------------------------
NOW BASED ON THE ABOVE, HR DEPARTMENT DECIDES,
HR DEPARTMENT'S OBJECTIVE OVERALL
-Achieve high productivity level in all activities [ say by 10%]
------------------------------------------------------------------------------------------
IN HR, THERE ARE VARIOUS KRAs [ key result areas]
of which one of them is
KRA [1]
-RECRUITMENT/ SELECTION
---------------------------------------------------------------
*****I still did not understand what KPA is and what KPI is???
Are they just not KRA's ? Are there baselines or parameters to set KRA's ?
--------------------------------------------------------------------------------------------------------
KRAs are made of many KPAs [ key performance areas]
YOU NEED TO IDENTIFY THE KPA. YOU CAN ONLY
WORK ON KRAs THRU KPAs.
RECRUITMENT is one of KPAs from the above.
KPA [1] --RECRUITMENT
----------------------------------------------------------------------------
In order to implement /drive the KPA, we need a ''KPI'' [ key performance indicators]
which helps to drive / motivate / improve/measure the success of the efforts put in.
KPI ----reduce average time taken to fill vacancies by 15%
which means if YOU reduce the time to fill vacancies by 15%
you save the company RS 1500 for every recruit.
[ now it is RS 8500 INSTEAD OF RS 10,000.]
AS AN EXAMPLE.
HENCE WITH OUR EFFORT IN HR, WE HAVE MET
AND MADE SOME CONTRIBUTION TO THE CORPORATE OBJECTIVES.
============================================
*****
For eg: for a Software engineer: His KRA's would commonly be His projects completion in said time limit , Team work, Query handling, Proactive and professional approach to the clients and customers, etc.
How would one set KPI's to these KRA's ??
I HAVE SHOWN AN ACTUAL CASE EXAMPLE OF
A SENIOR PROGRAMMER.
HERE THERE ARE
-TWO KRAs
-one KRA has 5 KPAs / 5 KPIs
-second KRA has 2 KPAs / 2 KPIs.
SENIOR PROGRAMMER DOMINO/WEB
----------------------------------------------------------
• Performing analysis, development, test and documentation
activities in the development and support of the School’s Core
Lotus Notes Applications.
• Key technologies include Lotus Domino and ILWWCM for
Domino (IBM Lotus Domino Workplace Web Content
Management platform formally known as Aptrix).
• Developing front-end browser based end-user application
interfacing.
• Integrating Lotus Notes Applications (Notes client and web
browser) with the schools core back-end Oracle data store.
• Extensively work with-in a small multi-disciplined application
development team.
• Document specifications and business cases to agreed School
standards.
• Plan and document testing strategies. Unit testing and system
testing for developed applications.
• Delivering projects on time.
*Problem Solving and implementation of robust solutions.
*Maintaining and enhancing the School’s Lotus Domino
applications, website and integrated backend systems.
*Performing release management of approved changes /
enhancements that have been appropriately tested and approved for
migration into production.
*Providing support to first level service desk analysts and
management.
*Operate within a discipline that manages logged service request
by analysing problems reported and identifying immediate fixes,
document the problem resolution and identify steps to prevent
problem recurrence.
*Participate in providing expert advice on business
processes/systems in response to general and specific enquiries.
*Participate in team meetings by sharing understanding and
documenting solution knowledge in the shared IT knowledge
database
*Providing end-user documentation and training end-users as
required.
**Administrative
Tasks
• Work closely with development team lead to establish priorities.
• Attending and participate in all IT Meetings.
• Attending and participate in all application development team
meetings.
• Adhere to the IT agreed engagement and change management
processes and governance specifications.
• Ensure adherence to the schools policies and procedures.
=================================================
1. KRA
IT development and Project
KPA --1
Delivered on time and to budget estimates
KPI
85%
--------------------
KPA--2
Result in expected business benefits
KPI
90%
------------------------------------------------------
KPA --3
Meet agreed technical specifications
KPI
100%
-----------------------------------------------
KPA --4
Level of rework is minimised
KPI
5%
------------------------------------------
KPA--5
Follow change management process
KPI
100%
-----------------------------------------------
2. KRA
PROVIDE 2ND LEVEL SUPPORT
KPA--1
Support 2nd level calls to meet SLA standards
KPI
100%
--------------------------------------------------------------
KPA --2
Utilise IT processes
KPI
90%
IN THIS SAME MANNER, YOU SHOULD TAKE
-EACH POSITION JOB ANALYSIS/ JOB DESCRIPTION
-DEVELOP KRA / KPA/ KPI.
HOPE THIS IS USEFUL TO YOU
REGARDS
LEO LINGHAM
From India, Mumbai
****1) I am still not clear on the KRA setting. Let me tell you what i understood first:
A company has a vision a mission and strategies for its growth.. Now each individual of the company has certain role to play towards their department that diectly or indirectly effects the organization. Now we need to align the goals of the employee and the YOU ARE RIGHT SO FAR.
AS AN EXAMPLE
CORPORATE OBJECTIVE / STRATEGY [ based on vision/mission/company strategy]
-improve the company competitive positioning and productivity
by 10%.
--------------------------------------------------------------------------------------------
NOW BASED ON THE ABOVE, HR DEPARTMENT DECIDES,
HR DEPARTMENT'S OBJECTIVE OVERALL
-Achieve high productivity level in all activities [ say by 10%]
------------------------------------------------------------------------------------------
IN HR, THERE ARE VARIOUS KRAs [ key result areas]
of which one of them is
KRA [1]
-RECRUITMENT/ SELECTION
---------------------------------------------------------------
*****I still did not understand what KPA is and what KPI is???
Are they just not KRA's ? Are there baselines or parameters to set KRA's ?
--------------------------------------------------------------------------------------------------------
KRAs are made of many KPAs [ key performance areas]
YOU NEED TO IDENTIFY THE KPA. YOU CAN ONLY
WORK ON KRAs THRU KPAs.
RECRUITMENT is one of KPAs from the above.
KPA [1] --RECRUITMENT
----------------------------------------------------------------------------
In order to implement /drive the KPA, we need a ''KPI'' [ key performance indicators]
which helps to drive / motivate / improve/measure the success of the efforts put in.
KPI ----reduce average time taken to fill vacancies by 15%
which means if YOU reduce the time to fill vacancies by 15%
you save the company RS 1500 for every recruit.
[ now it is RS 8500 INSTEAD OF RS 10,000.]
AS AN EXAMPLE.
HENCE WITH OUR EFFORT IN HR, WE HAVE MET
AND MADE SOME CONTRIBUTION TO THE CORPORATE OBJECTIVES.
============================================
*****
For eg: for a Software engineer: His KRA's would commonly be His projects completion in said time limit , Team work, Query handling, Proactive and professional approach to the clients and customers, etc.
How would one set KPI's to these KRA's ??
I HAVE SHOWN AN ACTUAL CASE EXAMPLE OF
A SENIOR PROGRAMMER.
HERE THERE ARE
-TWO KRAs
-one KRA has 5 KPAs / 5 KPIs
-second KRA has 2 KPAs / 2 KPIs.
SENIOR PROGRAMMER DOMINO/WEB
----------------------------------------------------------
• Performing analysis, development, test and documentation
activities in the development and support of the School’s Core
Lotus Notes Applications.
• Key technologies include Lotus Domino and ILWWCM for
Domino (IBM Lotus Domino Workplace Web Content
Management platform formally known as Aptrix).
• Developing front-end browser based end-user application
interfacing.
• Integrating Lotus Notes Applications (Notes client and web
browser) with the schools core back-end Oracle data store.
• Extensively work with-in a small multi-disciplined application
development team.
• Document specifications and business cases to agreed School
standards.
• Plan and document testing strategies. Unit testing and system
testing for developed applications.
• Delivering projects on time.
*Problem Solving and implementation of robust solutions.
*Maintaining and enhancing the School’s Lotus Domino
applications, website and integrated backend systems.
*Performing release management of approved changes /
enhancements that have been appropriately tested and approved for
migration into production.
*Providing support to first level service desk analysts and
management.
*Operate within a discipline that manages logged service request
by analysing problems reported and identifying immediate fixes,
document the problem resolution and identify steps to prevent
problem recurrence.
*Participate in providing expert advice on business
processes/systems in response to general and specific enquiries.
*Participate in team meetings by sharing understanding and
documenting solution knowledge in the shared IT knowledge
database
*Providing end-user documentation and training end-users as
required.
**Administrative
Tasks
• Work closely with development team lead to establish priorities.
• Attending and participate in all IT Meetings.
• Attending and participate in all application development team
meetings.
• Adhere to the IT agreed engagement and change management
processes and governance specifications.
• Ensure adherence to the schools policies and procedures.
=================================================
1. KRA
IT development and Project
KPA --1
Delivered on time and to budget estimates
KPI
85%
--------------------
KPA--2
Result in expected business benefits
KPI
90%
------------------------------------------------------
KPA --3
Meet agreed technical specifications
KPI
100%
-----------------------------------------------
KPA --4
Level of rework is minimised
KPI
5%
------------------------------------------
KPA--5
Follow change management process
KPI
100%
-----------------------------------------------
2. KRA
PROVIDE 2ND LEVEL SUPPORT
KPA--1
Support 2nd level calls to meet SLA standards
KPI
100%
--------------------------------------------------------------
KPA --2
Utilise IT processes
KPI
90%
IN THIS SAME MANNER, YOU SHOULD TAKE
-EACH POSITION JOB ANALYSIS/ JOB DESCRIPTION
-DEVELOP KRA / KPA/ KPI.
HOPE THIS IS USEFUL TO YOU
REGARDS
LEO LINGHAM
From India, Mumbai
Hi LEO
I am reading ur msg,s continously. I m gald that u always hepl people to improve their skills.I alsowant to know some thing from u. i m doing work in a S/W co. its 50 people strenght right now and soon it'll be a big co. Being a HR person i want to know from you how i can judge people, or something related to performance appraisal. i know techniques but dont have idea about actual working
can u suggest something on this part. I hope this time i'll get solution of my problem.
Thanx
Regards
Ruchi Mittal
"Nothing is Impossible coz Impossible itself says I M POSSIBLE"
From India, Jaipur
I am reading ur msg,s continously. I m gald that u always hepl people to improve their skills.I alsowant to know some thing from u. i m doing work in a S/W co. its 50 people strenght right now and soon it'll be a big co. Being a HR person i want to know from you how i can judge people, or something related to performance appraisal. i know techniques but dont have idea about actual working
can u suggest something on this part. I hope this time i'll get solution of my problem.
Thanx
Regards
Ruchi Mittal
"Nothing is Impossible coz Impossible itself says I M POSSIBLE"
From India, Jaipur
RUCHI,
The best instrument to use to appraise the people is the
360 degree tool. It is available in INDIA. Check at DELHI,
there is a supplier of this tool.
-------------------------------------------------------------------
I would suggest , you buy this package.
before you start using it ,
TAKE EACH POSITION,
-review the job description
-develop the KRAs in disussion with the managers
-identify the KPAs " " "
-develop the KPIs " " "
========================================
SEE THE EXAMPLE SHOWN BELOW
SENIOR PROGRAMMER DOMINO/WEB
----------------------------------------------------------
• Performing analysis, development, test and documentation
activities in the development and support of the School’s Core
Lotus Notes Applications.
• Key technologies include Lotus Domino and ILWWCM for
Domino (IBM Lotus Domino Workplace Web Content
Management platform formally known as Aptrix).
• Developing front-end browser based end-user application
interfacing.
• Integrating Lotus Notes Applications (Notes client and web
browser) with the schools core back-end Oracle data store.
• Extensively work with-in a small multi-disciplined application
development team.
• Document specifications and business cases to agreed School
standards.
• Plan and document testing strategies. Unit testing and system
testing for developed applications.
• Delivering projects on time.
*Problem Solving and implementation of robust solutions.
*Maintaining and enhancing the School’s Lotus Domino
applications, website and integrated backend systems.
*Performing release management of approved changes /
enhancements that have been appropriately tested and approved for
migration into production.
*Providing support to first level service desk analysts and
management.
*Operate within a discipline that manages logged service request
by analysing problems reported and identifying immediate fixes,
document the problem resolution and identify steps to prevent
problem recurrence.
*Participate in providing expert advice on business
processes/systems in response to general and specific enquiries.
*Participate in team meetings by sharing understanding and
documenting solution knowledge in the shared IT knowledge
database
*Providing end-user documentation and training end-users as
required.
**Administrative
Tasks
• Work closely with development team lead to establish priorities.
• Attending and participate in all IT Meetings.
• Attending and participate in all application development team
meetings.
• Adhere to the IT agreed engagement and change management
processes and governance specifications.
• Ensure adherence to the schools policies and procedures.
=================================================
1. KRA
IT development and Project
KPA --1
Delivered on time and to budget estimates
KPI
85%
--------------------
KPA--2
Result in expected business benefits
KPI
90%
------------------------------------------------------
KPA --3
Meet agreed technical specifications
KPI
100%
-----------------------------------------------
KPA --4
Level of rework is minimised
KPI
5%
------------------------------------------
KPA--5
Follow change management process
KPI
100%
-----------------------------------------------
2. KRA
PROVIDE 2ND LEVEL SUPPORT
KPA--1
Support 2nd level calls to meet SLA standards
KPI
100%
--------------------------------------------------------------
KPA --2
Utilise IT processes
KPI
90%
IN THIS SAME MANNER, YOU SHOULD TAKE
-EACH POSITION JOB ANALYSIS/ JOB DESCRIPTION
-DEVELOP KRA / KPA/ KPI.
================================================== ======
THIS WOULD HELP YOU TO APPRAISE
THE PERFORMANCE OF PEOPLE
WITH THE HELP OF A CRITERIA LIKE
KPI.
==========================================
PLEASE REMEMBER,
AS AN HR PERSON, YOU SHOULD NOT JUDGE
PEOPLE BUT APPRAISE THE PERFORMANCE
AGAINST THE CRITERIA SET.
================================
BUT, IF YOU WANT TO KNOW MORE ABOUT THE
PEOPLE, LIKE
-THEIR PERSONALITY
-THEIR COMMUNICATION STYLE
-THEIR MANAGEMENT STYLE
-THEIR PROFILE INVENTORY
ETC
I WOULD SUGGEST YOU SHOULD DO A
COURSE IN
-INTERPERSONAL SKILLS
-NLP [ neuro lingustic programming ]
THESE TWO COURSES WOULD HELP YOU
TO UNDERSTAND PEOPLE MUCH BETTER
AND ALSO HOW TO HANDLE OTHERS.
regards
LEO LINGHAM
From India, Mumbai
The best instrument to use to appraise the people is the
360 degree tool. It is available in INDIA. Check at DELHI,
there is a supplier of this tool.
-------------------------------------------------------------------
I would suggest , you buy this package.
before you start using it ,
TAKE EACH POSITION,
-review the job description
-develop the KRAs in disussion with the managers
-identify the KPAs " " "
-develop the KPIs " " "
========================================
SEE THE EXAMPLE SHOWN BELOW
SENIOR PROGRAMMER DOMINO/WEB
----------------------------------------------------------
• Performing analysis, development, test and documentation
activities in the development and support of the School’s Core
Lotus Notes Applications.
• Key technologies include Lotus Domino and ILWWCM for
Domino (IBM Lotus Domino Workplace Web Content
Management platform formally known as Aptrix).
• Developing front-end browser based end-user application
interfacing.
• Integrating Lotus Notes Applications (Notes client and web
browser) with the schools core back-end Oracle data store.
• Extensively work with-in a small multi-disciplined application
development team.
• Document specifications and business cases to agreed School
standards.
• Plan and document testing strategies. Unit testing and system
testing for developed applications.
• Delivering projects on time.
*Problem Solving and implementation of robust solutions.
*Maintaining and enhancing the School’s Lotus Domino
applications, website and integrated backend systems.
*Performing release management of approved changes /
enhancements that have been appropriately tested and approved for
migration into production.
*Providing support to first level service desk analysts and
management.
*Operate within a discipline that manages logged service request
by analysing problems reported and identifying immediate fixes,
document the problem resolution and identify steps to prevent
problem recurrence.
*Participate in providing expert advice on business
processes/systems in response to general and specific enquiries.
*Participate in team meetings by sharing understanding and
documenting solution knowledge in the shared IT knowledge
database
*Providing end-user documentation and training end-users as
required.
**Administrative
Tasks
• Work closely with development team lead to establish priorities.
• Attending and participate in all IT Meetings.
• Attending and participate in all application development team
meetings.
• Adhere to the IT agreed engagement and change management
processes and governance specifications.
• Ensure adherence to the schools policies and procedures.
=================================================
1. KRA
IT development and Project
KPA --1
Delivered on time and to budget estimates
KPI
85%
--------------------
KPA--2
Result in expected business benefits
KPI
90%
------------------------------------------------------
KPA --3
Meet agreed technical specifications
KPI
100%
-----------------------------------------------
KPA --4
Level of rework is minimised
KPI
5%
------------------------------------------
KPA--5
Follow change management process
KPI
100%
-----------------------------------------------
2. KRA
PROVIDE 2ND LEVEL SUPPORT
KPA--1
Support 2nd level calls to meet SLA standards
KPI
100%
--------------------------------------------------------------
KPA --2
Utilise IT processes
KPI
90%
IN THIS SAME MANNER, YOU SHOULD TAKE
-EACH POSITION JOB ANALYSIS/ JOB DESCRIPTION
-DEVELOP KRA / KPA/ KPI.
================================================== ======
THIS WOULD HELP YOU TO APPRAISE
THE PERFORMANCE OF PEOPLE
WITH THE HELP OF A CRITERIA LIKE
KPI.
==========================================
PLEASE REMEMBER,
AS AN HR PERSON, YOU SHOULD NOT JUDGE
PEOPLE BUT APPRAISE THE PERFORMANCE
AGAINST THE CRITERIA SET.
================================
BUT, IF YOU WANT TO KNOW MORE ABOUT THE
PEOPLE, LIKE
-THEIR PERSONALITY
-THEIR COMMUNICATION STYLE
-THEIR MANAGEMENT STYLE
-THEIR PROFILE INVENTORY
ETC
I WOULD SUGGEST YOU SHOULD DO A
COURSE IN
-INTERPERSONAL SKILLS
-NLP [ neuro lingustic programming ]
THESE TWO COURSES WOULD HELP YOU
TO UNDERSTAND PEOPLE MUCH BETTER
AND ALSO HOW TO HANDLE OTHERS.
regards
LEO LINGHAM
From India, Mumbai
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