Vp Hr - Jd With Radar Chart - Doc Download - CiteHR
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Dear Raj,

Have your organisation conducted a job analysis for this senior position?

You have mentioned Essential Traits and Desirable Elements in the JD. Out of these essential elements, give numerical values (ie, ratings. Eg: - on a scale of 1-10) indicating the importance and relevance of a particular trait the incumbent for this position must have, satisfying the mission and objectives of your organization. Out of the essential components, some traits may be highly important. Give high scales for that. Give fewer values for elements that are of less importance, comparatively with other elements.

After assigning values to all essential elements and desired traits, draw a table in MS excel using all important data. Select the table completely and go to chart wizard from the insert menu and look down for radar chart. Select the radar chart option and click next. Fill up all data appropriately. You will get the desired chart.

The most important thing is - rating each trait, assigning values to the essential traits and desired elements in the JD. Which should be done after careful discussion and thorough assessment about it by your top management.

Usually these jobs are done by highly trained HR experts or consultants.

Anyway, go ahead...All the best..
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To understand radar chart pl read the book on 'Value Migration' by Adrian Slywotzky Regards, Gopikrishna
What Binu is saying is right. A radar chart is simple if you use MS Excel.
1) Take the table in page 2 and transpose to MS Excel
2) Use a ranking system (1 to 10) and rank the traits
3) Use chart wizard and create radar chart
4) On the radar chart image, publish the ranking by importance and explain any coloring schematics you use.
Hope this helps and do let the others know if their inputs helped.
Dear Raj,

Here's my suggestions for you:

  1. You have identified the areas which most essential for the role. Please consider a mind map to the most crucial concern at an organization-level, that has lead to this hiring decision. Find the connect to other supporting reasons, leading to this hire. Identify a time-line to each node. Such as , if the chief concern is managing a larger workforce due to the expansion of the company within the next six months, then the branch-outs are a compensation review to get the new talents within a month, manpower planing and acquisition to ensure the ramp-up for next quarter and so on.
  2. Here, you may not be able to give a definite weight-age, as you will find few nodes small but very sensitive. Such as the PR responsibility might seem considerably small, yet sensitive.
  3. Identify the top concerns within the functional-level and then chart out the criteria , one must have to resolve it. Such as, you have a very low internal HR branding. Identify what are the reasons contributing to it and a probable action plan. Leave this plan rough as this is what the interviewer may require to discuss with the interviewees.
  4. Similarly, consider other areas, including compensation , standardization and other areas as core concern and then branch-out to what needs to be solved.

Please consider, involving a very senior skip level consultant, who might have been interviewing the directorial candidates. A third-party neutral view would help in closing a position at its best. A good deal of brainstorming for this document now, will help drawing a Performance scorecard, later. Wish you all the best!
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