Dear Readers, 

I am glad to introduce ‘Verve of Human Resources’ – Volume One, which talks about a tactic towards enrichment of HR Processes. I have covered seven chapters based on three approaches stated below:

Good Governance (HR Strategy/ Process Checkpoints/ Quality): 

Encourage enhancements that impact our compliance & costs areas

Process Excellence (SLA/ TAT/ Accuracy/ Automation):

Improves with concept of making Green HR

Employee Experience (Best in class/ Standardization/ People & Culture): 

Helps to make processes Creative and best in Employee Experience

This book is for HR Professionals who all are beginners with an objective to enhance and spread the basic process understanding. The idea behind is to give practical information written in a friendly style, short, simple and concluded with examples. 

This volume is available as Pre Order and will be up for purchase on 24th July 2016. 

I am thankful to people who’ve been the part of my journey. 

Regards, M

STANDARD OPERATING PROCEDURE

• A Standard Operating Procedure (SOP) is defined by ICH (International Conference on Harmonization) as “detailed, written instructions to achieve uniformity of the performance of a specific function”. An SOP describes a procedure and tells an operator how to perform it.

• Standard operating procedures (SOP) are essential to ensure the performance of a controlled process. If it is written to fulfil only that purpose efficiently and effectively, it becomes a rugged, flexible, and valuable quality assurance tool.

• The SOPs will provide seasoned human resource professionals a readily available resource as well as serve as an on-line mentoring guide for new employees. By having well-established procedures, an employee’s work consistency, quality and timeliness are improved.

Vision

• To create a user-friendly, real-time resource that highlights key procedures as a tool for HRSS professionals whereby central office and field staff understand more fully the operational impact of decisions.

• To produce a product that outlines HRSS procedures for functional tasks performed in the division and circle offices that are not otherwise outlined in existing HR policies. Relevant forms and processes (for example, online documentation and links) will be reviewed as a part of the SOP project as well. This will be accomplished in order to provide for:

  - Continuity and consistency of services,

  - Better communication internal and external to the division,

  - Enhanced orientation/mentoring reference, and

  - Improved customer service

Brand Your HR Processes

ReThink – ReDiscover – ReCreate

It’s time for us as HR practitioners to Rethink – Rediscover – Recreate our HR Processes from benchmarking perspective. Challenges are to establish & accomplish new deliverables, innovations, automations and keeping strong relations with our internal and external customers.

 

With this objective, the three corner stones to rebuild the HR Personality within an organization are as follows;

 

ReThink

Are we aware that what is the significance of HR processes among the employees? Do they appreciate our processes and able to understand that these are aligned with organization’s missions. Are we making an effort to market our processes and policies?

If yes, herewith our HR framework has to be replaced by a much more holistic, integrated, and real-time approach to measuring and driving high levels of employee commitment and passion towards our processes.

To start with, we need to have HR Personality check and Rethink on our Key metrics:

101 Things A Six Sigma Black Belt Should Know

101 Things A Six Sigma Black Belt Should Know

1. In general, a Six Sigma Black Belt should be quantitatively oriented.

2. With minimal guidance, the Six Sigma Black Belt should be able to use data to convert broad generalizations into actionable goals.

3. The Six Sigma Black Belt should be able to make the business case for attempting to accomplish these goals.

4. The Six Sigma Black Belt should be able to develop detailed plans for achieving these goals.

5. The Six Sigma Black Belt should be able to measure progress towards the goals in terms meaningful to customers and leaders.

6. The Six Sigma Black Belt should know how to establish control systems for maintaining the gains achieved through Six Sigma.

7. The Six Sigma Black Belt should understand and be able to communicate the rationale for continuous improvement, even after initial goals have been accomplished.

8. The Six Sigma Black Belt should be familiar with research that quantifies the benefits firms have obtained from Six Sigma.

9. The Six Sigma Black Belt should know or be able to find the PPM rates associated with different sigma levels (e.g., Six Sigma = 3.4 PPM)

10. The Six Sigma Black Belt should know the approximate relative cost of poor quality associated with various sigma levels (e.g., three sigma firms report 25% COPQ).

Project Management Freebee

...(what the customer explained & what the customer provided)