Performance Evaluation Of HR Department - CiteHR
Leolingham2000
Management Consultant
Daleep
Hr Consultant
Shamil
Academician
Tamanna
Hr Executive - Deloitte
Joseph
Consultant
+2 Others

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Dear All,
This my first mail, my name is Tamanna. I am working in GCI, as HR-Corporate Recruitment.
Help required by the HR Forum:
Would appreciate if anyone can guide me regarding measuring the performance of an HR department with the help of Matrix.
It is easy to measure the performance of individual but can anyone guide me to analyze the performance of a particular department.
How can we measure the performance of HR department and not the individuals..??
Do we have any tools..?? Which Matrix will help me in measuring the HR Department..??
Please suggest me something.
Regards,
Tamanna

Hi,
There are various ways of evaluating the performance of HR Department. Commonly used method is setting the KRA's for the whole department. establishing measurement criteria and then evaluating the same actual performance against the KRA
With regards
Daleep

Hi!
Can you tell me what KRAs stands for?
I'm new in this field and I'm also curious about the way we should evaluate an HR department. Is that the same way we evaluate any department in a firm?
Thanks
Isabel

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 KRA.

Value of KRAs.

Identifying KRAs helps individuals: · Clarify their roles · Align their roles to the organisation’s business or strategic plan · Focus on results rather than activities · Communicate their role’s purposes to others · Set goals and objectives · Prioritize their activities, and therefore improve their time/work management · Make value-added decisions

Description of 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).

================================================== ================

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

============================================-=======

KRAs [ KEY RESULT AREAS are managed by

-KPAs [ KEY PERFORMANCE AREAS]

-KPIs [KEY PERFORMANCE INDICATORS]

KEY PERFORMANCE AREAS

These are the areas within the HR 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.

================================================== ====

The evaluation of HR DEPARTMENT can have four levels of

perspective.

1. Strategic Perspective — the results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business.

EXAMPLES

-change management capability of the organization

-organization compensation and benefit package with respect market rate.

-organization culture survey

-HR BUDGET / ACTUAL

-HR COSTS BENCHMARK EXTERNALLY

-HR annual resource plan.

-skills/ competency level

etc

2.Operational Perspective — the operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies.

EXAMPLES

-time taken to fill vacancies

-cost per recruitment promotions

-absenteeism by job category

-accident costs

-accident safety ratings

-training cost per employee

-training hours per employee

-average employee tenure in the company

-lost time due to injuries

-no. of recruiting advertising programs

-no. of employees put through training.

-turnover rate

-attrition rate

etc

3.Financial Perspective — this perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR

EXAMPLES

-compensation and benefits per employee

-sales per employee

-profit per employee

-cost of injuries

-HR expenses per employee

-turnove cost

-employee '' workers compensation costs''

etc

4.Customer Perspective — this focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this.

EXAMPLES

-employee perception of the HRM

-employee perception of the company , as an employer

-customer/market perception of the company, as an employer.

etc

================================================== ======

HERE IS AN EXAMPLE, WHICH YOU CAN USE TO DEVELOP

OTHERS FOR YOUR ORGANIZATION.

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%



KRA 2

-WORKPLACE MANAGEMENT

KPA 1-labour turnover

KPI ---reduce the labor turnover by 20%

KPI ----benchmark total HR COSTS externally.

KRA 3

-SAFETY AND HEALTH WORKPLACE

KPA 1 ---workplace accidents

KPI ----reduce workplace accidents by 10%

KRA 4

-BUILDING CAPABILITIES AND ORGANIZATION LEARNING

KPA 1 ----TRAINING

KPI --- ALL WORKFORCE below middle management should

receive a minimum of 4 days of training.

=========================================

THIS IS , ROUGHLY, HOW HR DEPARTMENTS

KRAs / KPAs / KPIs ARE SET , MONITORED AND

EVALUATED.

regards

LEO LINGHAM

Hi Tamana!
I read what have been posted by Leo Lingham. I think it's an excellent presentation of HR Performance Management.
The difficult part is the development of activities or tactics in order to achieve the objectives. It is answering to "How" question.
For example:
WORKPLACE MANAGEMENT
KPA 1-labour turnover
KPI ---reduce the labor turnover by 20% -
What are the action plans to achieve the KPI - reduce turnover by 20%?
- Increase salary?
- Change the way we manage or lead the organizaion?
- More training?
- Empowering? How we are going to do this?
- etc.
This makes the job of HR manager even more challenging, don't you think? We have to do this - altough the fact many companies are still not doing this properly,
Good luck! I enjoy the presentation.
Regards,
Joseph

Dear Joseph,
I absolutely agree with you, it was an awesome explanation from Leo Lingham. His mail and his suggestion are valued. Hope to get much more knowledge from this Forum.
I really appreciate all the help.
Thank you..!!
Regards,
Tamanna

hi,
actually measuring the performance of the hr dept. is one of the emerging issues because organizations want to convert the hr dept from being a cost centre to a profit centre.
but as far as i am concerned thir is no industry wide accepted way of measuring the performance of the hr dept.
other than what has been posted so far another alternative model is hra. that is human resource accounting. based on hra certain external reporting criteria have been introduced by researches, organizations and countries. india has a strong background on hra as well.
regards
shamil

Typical key result areas at the corporate and some functional levels.

JUST LIKE HR DEPARTMENT'S KRAs AND KPIs,

A COMPANY CAN DEVELOP KRA AND KPI

FOR OTHER FUNCTIONAL DEPARTMENTS.

SOME EXAMPLES

1. CORPORATION AS A WHOLE

-corporate objective / actual results

-sales growth %

-gross profit % of sales

-market share growth %

-return on assets

-return on investment

-corporate image index improvement

etc etc

===================================

2.MANUFACTURING

- Unit volume level

- unit cost target

-production efficiency improvement

-productivity improvement

-quality improvement index

-capacity utilization

etc etc

==================================== MARKETING

-market share %

-new product launches success

-profit contribution by productlines



etc etc

=====================================

SALES

-sales against last year

-sales against target

-sales coverage improvement

etc etc

======================================

DISTRIBUTION

-market coverage

-customer coverage

-channel coverage

=======================================

CUSTOMER SERVICE

-CUSTOMER SERVICE IMPROVEMENT

-CUSTOMER SATISFACTION ACHIEVEMENT

ETC ETC

======================================

WAREHOUSING / TRANSPORTATION

-%ACHIEVED AGAINST ORDERS

-PICKING / PACKING RATE

-FINISHED GOODS INVENTORY LEVEL

-STOCK TURNOVER

‑====================================

FINANCE

-Cost of Capital USED

- Receivables leveL / against sales

-Bad‑debt level

-Debt‑equity ratio

=====================================

PROCUREMENT / SUPPLY

-raw material inventory levels

-cost saving target

etc etc

AS MENTIONED IN MY PREVIOUS POSTING,

THESE FACTORS ARE OUTCOME OF THE

CORPORATE OBJECCTIVES / STRATEGY.

REGARDS

LEO LINGHAM

Hi Leo, Thanks alot for such a comprehensive subject , i am sure it will be of help to many of us. Regards Ms. Ramneet P.S. thanks Tamanna for bringing up this topic and all the best!
This thread helped me with the basic premise for my project work (a summer internship) which was to help evaluate the personnel department of a company. Many thanks to the senior members who have posted here.
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