B K BHATIA
Director Of Company
I am a member of a HR Project to develop a professional HR system in my organization with about 5,000 employees. Therefore, we are finding the right way and approach to do it. One more thing I am concerning about is Vision, Mission, Core Value are really necessary to my organization. Because, I understand that the HR system needs to link to the strategy of the organization. That means the starting point should be Vision. So the full and completed process should be:
Vision => Mission => Core Values => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI.
If there is no Vision, Mission, Core Values the remaining things are still meaningful?
Moreover, I would like to have the tools to implement the above mentioned process. Could you please help me with these tools?
24th March 2013 From Vietnam, Hanoi
This was during the National Health Week drive , where we had to get our employees attend the health check-ups organised within the office premises.
Jokes apart, you have a fairly big project in hand. Have you considered Balanced Score Card and its feasibility to implement it in your firm ?
The due diligence will remain vital , check for the duration and the cost of implementation including the training and its audit. If you involve any good consultant , you will find the standardised process, no sooner.
25th March 2013 From India, Mumbai
The approach discussed above by you & Mr (Cite Contribution) is meaningful since to achieve any worthwhile alignment Vision, Mission & Values have to be the start point. But Job design & job analysis, leading to competency gap analysis of employees, need not be the next step. May be the identification of 'Core Competencies' as per the business of your organization is the next step. These are the competencies required for all 'white collar jobs'. For the same competency, the definition, however, may vary as per the job levels. For example, if 'Drive for Results' is a core competency, it may have a 'strategic focus' when applied to higher level job positions (like CFO, COO, Corporate Head HR & other Functional Heads) as compared to junior level executives (in different departments) where the focus may be purely operational. For middle level positions, the definition of the competency 'Drive for Results' may cater for 20 - 30 % as strategic & the balance as operational role. Like this, one may pick up about 6 - 7 Core competencies initially and create training programs to develop these competencies for Junior/ middle/ Senior level employees in the organization.
In addition to the core competencies, 2 - 3 special skills required for people in each department need to be identified. And training programs to develop these skills have to be designed.
While the design of B S C for your organization is being progressed by experts, training of people on Core competencies & Special skills has to begin simultaneously, so that a message travels across the organization about the launch of 'strategic change process' by the management.
Well, you do need automated systems to manage these change initiatives. 'EmpXtrack' is one such system which has already helped many organizations to successfully achieve alignment of people to the organizational objectives.
Any queries that you may have on the approach suggested above may be shared to get responses based on experience of experts.
25th March 2013 From India, Delhi
1 - Where the BSC appears and plays its role in the process Vision => Mission => Core Values => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI?
2 - As B K BHATIA commented that our company is doing the alignment of people to the business objectives, thus ensuring goal based accountability at all levels, I would like to explain more details: our company now starts the project to develop competency framework, KPI, and so on. It has JDs for every positions already, but only JDs, not competencies and KPIs. Therefore, it considers that its HR system is not effective and good enough.
With above concerns, I do hope to have your supports.
25th March 2013 From Vietnam, Hanoi
The BALANCED SCORECARD method of KAPLAN and NORTON is a STRATEGIC APPROACH, and PERFORMANCE MANAGEMENT SYSTEM, that enables organizations to translate a company's VISION and STRATEGY into implementation. It usually works from 4 perspectives:
1. FINANCIAL PERSPECTIVE.
2. CUSTOMER PERSPECTIVE.
3. BUSINESS PROCESS PERSPECTIVE.
4. LEARNING AND GROWTH PERSPECTIVE.
This allows the MONITORING of present PERFORMANCE, but the method also tries to capture information about how well the organization is POSITIONED to PERFORM in the FUTURE.
For each PERSPECTIVE of the BALANCED SCORECARD 4 things are MONITORED (scored):
1. OBJECTIVES: major objectives to be achieved, for example, profitable growth.
2. MEASURES: the OBSERVABLE parameters that will be used to measure PROGRESS toward reaching the objective. For example, the objective of profitable growth might be measured by growth in net margin.
3. TARGETS: the specific target VALUES for the measures, for example, 7% annual decline in manufacturing disruptions.
4. INITIATIVES: PROJECTS or PROGRAMS to be initiated in order to meet the objective.
CAUTIONARY NOTE on using the BALANCED SCORECARD (BSC):
You tend to get what you MEASURE. People will work to ACHIEVE the EXPLICIT targets which are set. For example, emphasizing traditional financial measures may encourage short-term thinking. The CORE GROUP THEORY by Kleiner provides further CLUES on the mechanisms behind this. Kaplan and Norton recognize this, and urge for a more balanced set of measurements. But still, people will work to achieve their scorecard goals, and may IGNORE important things which have no place on their scorecard.
EVOLUTION of the BALANCED SCORECARD (BSC):
In 2002, COBBOLD and LAWRIE developed a classification of BALANCED SCORECARD designs based upon the INTENDED method of use within an organization. They describe how the BALANCED SCORECARD can be used to support 3 DISTINCT management activities, the first 2 being MANAGEMENT CONTROL and STRATEGIC CONTROL. They assert that due to DIFFERENCES in the PERFORMANCE data requirements of these applications, PLANNED use should influence the type of BSC design adopted. Later that year the same authors reviewed the EVOLUTION of the BALANCED SCORECARD as shown through the use of STRATEGY MAPS as a STRATEGIC MANAGEMENT tool, recognizing 3 DISTINCT generations of BALANCED SCORECARD design.
[SOURCE: Book: Robert S. Kaplan, David P. Norton - The BSC: Translating Strategy into Action]
25th March 2013 From Bangladesh
It is an excellent tool to implement strategy and will be very useful in identifying Org Structure required, Competency required and KRAs and KPAs.
In fact, your exercise will be complete only when you implement some sort of Balanced Score Card. Some find it difficult to implement all aspects of BSC but organisations have succeeded in implementing BSC fully.
25th March 2013 From India, Chennai
Vision => Mission => Core Values => BSC => Business Process => Org. Chart => Job Design => Job Analysis => Competency Mapping => KRA => KPA => KPI
However, the Job Design and Job Analysis will exchange their places based upon the context of the organization. That means if the organization want to do re-engineering or re-structuring so the Job Analysis should follow the Job Design.
One more crucial thing that I am still looking for your help is how to do competency mapping, KRAs and KPIs setting up with the current JDs of my organization while we have 5000 employees?
26th March 2013 From Vietnam, Hanoi
Let me add a little bit on the job description part.
In my company I have used two methods (Competency Mapping) : DACUM & CUDBAS. I can't attach any material here due to company restrictions, but do look it up in the net to get some idea. CUDBAS gives a quicker process, especially for the technical group.
It took me two years to do this for my former company of 4000 pax.
Hope this helps.
27th March 2013 From Singapore, Singapore
You may follow link below in order to get clarification on how to map competencies and KRA and KPI.
In addition try to make groups of these people ex: Department/Section, Position/Designation, similar kind of work etc, sounds easy but is not, then you may arrive at a smaller number for which you have to map competencies.
And one more thing start mapping competencies from top to bottom, i:e, from CEO/MD/CMD > Directors >HOD and down below, this will help to keep your competencies alined to organisations Vision and Mission.
28th March 2013 From India, Mumbai
You are approaching it right. The idea is to align organisation Vision, Values and Mission with business results. This is required as we want all employees to do ceratin things in a particular manner which require a level of profeciency in a set of competencies.
Thus organisation structure has to first asnwer the question - Why this role and what are the outcomes expected of this role. In order to do this role what skills and demonstrated behaviours will be required. If this question is answered the rest is coining them as JD, KPI, KRA etc..
With a competency map available then the process is of assesing and developing people to be abLe to do those roles well. This can be attempted through skill programs or behavioural programs.
The competency map itself should be reviewed in 3-5 years time since the business envoirnment is chnaging all the time.
30th March 2013 From India, New Delhi
We need to understand there are three different stages:
1.Vision, mission & core values.
Team to sit with: Entrepreneur-either the Chairman, MD, Strategy Head and few associated people.
2.Business process, Jod design & analysis, Job description -this shall bring our job-related skills and behavioral skills, which reflect competency for the job.
Team to sit with: MD, Business Head and departmental Heads.
3.Competency mapping, KRA,KPA & KPI. This shall define and measure the existing staff skills & competency areas.
Team to sit with: Dept. Heads & Line Managers.
These three need to be aligned and implemented.
Implementation: This involves Behavioral skills training (to a large extent), job-related skills (to a lesser extent), re-shuffle of personnel.
Most important-Training needs to start from bottom.
Justification: Entrepreneur has started business from bottom and now sits at the top.
One more thing which I should add-this exercise is iterative; as it needs to be re-aligned every few years and this structural need calls for BSC /tools.
6th December 2014 From India, Mumbai
if you want a proof just go out and ask people in any organization. No two answers will be same. (Most of all may not even know if such things existed in their organization)
JUST DOCUMENT THESE IMPORTANT PHILOSOPHIES
8th January 2015
The second aspect is 'employee development' to achieve the assigned goals. This relates to competencies & skills. While skills refer to 'special job skills' required for different job positions, and are more applicable at the workers level, the competency framework applies at the executive/ manager level. A preferred approach is to decide & list out the 'core competencies' while conducting the first workshop on B S C. A definition of each competency needs to be documented in terms of (i) what the competency means (ii) to whom all it is applicable (iii) what is the measure/ KPI for the same and (iv) list of programs which help in developing this competency.
How the above two aspects are related? When an employee is unable to achieve the assigned goals/ KRAs, it becomes necessary to do 'competency gap analysis' so that appropriate 'development plan' can be created & implemented for each employee. An organization with sufficient maturity (whose managers are highly objective and can identify competency gaps in their subordinates) can do this exercise internally through their TNI (training needs identification) process, which may be a part of their PMS (performance management system) or TMS (training management system). 'EmpXtrack' offers the right solution. When the organizations are yet to acquire the desired level of maturity, services of experts in the Assessment & Development Centers (ADCs) are hired to do competency gap analysis. This is an expensive & time consuming exercise, but is always encouraged, especially for the Senior Managers (irrespective of the maturity level of the organization).
Hope the above viewpoint adds some clarity to the issue being discussed.
9th January 2015 From India, Delhi