Project Management Freebee

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

Project Management Basic Key Terms - Part III

Project Management Basic Key Terms - Part III

Functional Manager: The boss of any member of your team. Also known as a functional supervisor; this person typically leads a specific work group, such as Marketing, Software Development, or Engineering. In most matrix organizations, functional managers are responsible for assigning the required resources to your project.

Resource levelling: A scheduling technique that addresses the problem of over – committed resources by adjusting the project schedule when the schedule logic places demands on a resources that exceed their availability.

Risk assessment: The combination of risk identification and risk quantification. The primary output of a risk assessment is a list of specific potential problems or threats.

PERT: An acronym for Program Evaluation and Review Technique. Many people refer to the network diagrams with lines and bubbles as “PERT charts”, believing that the bubbles are what make that particular network diagram a PERT chart. What distinguishes the PERT approach from other network diagramming techniques is the use of a probabilistic approach. PERT uses statistics to determine activity durations and to calculate the probabilities of specific project outcomes.

Project Management Basic Key Terms - Part II (Project Defining)

Project Management Basic Key Terms - Part II (Project Defining)

Net present value: The value in present dollars of all cash flows expected in the future from a project.

Internal rate of return: The percentage rate at which the project will bring a return on the investment.

Payback period: Also known as time to money or breakeven point, the number of months or years the project will take to recover the original investment.

Project Management Basic Key Terms - Part I (About)

Project Management Basic Key Terms - Part I (About)

Project: A temporary endeavour undertaken to create a unique product or service.

Project Manager: The person ultimately responsible for the success or failure of a project.

Accidental project manager: A person who is placed into the role of project manager by organizational necessity and chance, rather than by design or through choice of career path.

Six Sigma Basic Key Terms - Part V (Tools)

Six Sigma Basic Key Terms - Part V (Tools)

Histogram: A group of vertical bar graphs that shows the distribution of one variable in a group of data. The histogram visually represents all of a set of data points on a two – axis graph, to show the distribution of all those data points and to reveal patterns, also known as a frequency distribution bar chart.
Distribution: The organization of the data on a graph. From the distribution, you begin to turn data into usable information.

Dispersion: The degree to which values for a variable differ from each other. If every value for a variable were close, the variable would have very little dispersion, also known as variability and spread.

Variance: A measure of the amount by which a value differs from the mean, calculated as the average squared deviation of each number from its mean.

Six Sigma Basic Key Terms - Part IV (Implementing/ the core six sigma)

Six Sigma Basic Key Terms - Part IV (Implementing/ the core six sigma)

Implementation Partner: An outside expert engaged in introducing, training, and supporting your Six Sigma initiative.

Hard Dollars: Savings that are tangible – exact, quantifiable cost savings, such as reduced hours, reduced inventory levels, etc.

Soft Dollars: Savings that are intangible – expanses that you avoid, such as not increasing hours, inventory, or physical workspace.

Gauge repeatability and reproducibility study: A study to ensure that your measurement systems are statistically sound. The gauge R&R is a confidence meter of sorts! It measures how you are measuring, so you know that your systems are measuring accurately and appropriately.

Six Sigma Basic Key Terms - Part III (Business Metrics)

Six Sigma Basic Key Terms - Part III (Business Metrics)

Business Metric: A unit of measurement that provides a way to objectively quantify a process. Any measurement that helps management understand its operations might be a business metric; number of products completed per hour, per cent of defects from a process, hours required to deliver a certain number of outputs or provide a service, and so on. Business metrics provide data that six sigma managers can use to better understand their processes and identify target areas for improvement.

Mean: Average the sum of a series of values divided by the number of values.

Median: Midpoint in a series of values.

Mode: Value that occurs most often in a series of values.

Range: Difference between the highest value and the lowest value in a series, the spread between the maximum and the minimum.

Six Sigma Basic Key Terms - Part II (Why Six Sigma)
Cycle Time – The time it takes to complete a process from beginning to end, consisting of work time and wait time. It is the cases that, for many processes, wait time is longer than work time.

Cost of poor quality (COPQ) – Total labor, materials and overhead costs attributed to imperfections in the processes that deliver products or services that don’t meet specifications or expectations. These costs would include inspection, rework, duplicate work, scrapping rejects, replacements and refunds, complaints, loss of customers, and damage to reputation.

Value Added – Any part of a process for which the customer is willing to pay. Value – added activities would be those involved in producing goods or delivering services.

Six Sigma Basic Key Terms - Part I (What is Six Sigma)

Sigma – A term used in statistics to represent standard deviation, an indicator of the degree of variation in a set of measurements or a process.

Six Sigma – A statistical concept that measures a process in terms of defects – at the six sigma level, there are only 3.4 defects per million opportunities. Six Sigma is also a philosophy of managing that focuses on eliminating defects through practices that emphasize understanding, measuring and improving processes.

Defect – A measurable characteristics of the process or its output that is not within the acceptable customer limits, i.e., not conforming to specifications. Six Sigma is about practices that help you eliminate defects and always deliver products and services that meet customer specifications. The Sigma level of a process is calculated in terms of the number of defects in ratio to the number of opportunities for defects.

Variation – Any quantifiable difference between a specified measurement or standard and the deviation from such measurement or standard in the output of a process. Variation in outputs can result from many causes in the functioning and management of processes. An important goal of process improvement is to reduce variation in outputs.

8 Discipline Problem Solving
Must address below three points:
Determination of Root Cause
Implementation of Permanent Corrective Action
Systemic Actions to prevent recurrence of the problem

D0 Prepare, Check Emergency Response Action, if required apply ERA

D1 Establish the Team
Identify champion
Identify team leader
Select members, roles and goals
Establish operating procedure

Be a Leader or Manager but Play like Mentor!
Mentor is:
Facilitator
To stimulate self direction
Tend properly, to ensure collaborative learning
Help team members analyze their learning style and devise an effective one

Guide
In career goals
In career planning and advancement
To understand the working of the organization, its policies and to develop worldly wise attitudes

Project Problem Handling Steps

Project Problem Handling Steps: Mentioned below are the few steps to handle problems effectively:

Define the problem
Defining the problem
Defining complex problems
Verifying our understanding of the problems
Prioritize the problems
Understand our role in the problem

Look at potential causes for the problem
Collect input from other individuals
Write down what are our opinions
Write down a description of the cause of the problem

To successfully build a cause and effect diagram:

- Build a Cause and Effect diagram successfully:
- Be sure everyone agrees on the effect or problem statement before beginning
- Be succinct
- For each node, think what could be its causes. Add them to the tree
- Pursue each line of causality back to its root cause
- Consider grafting relatively empty branches onto others
- Consider splitting up overcrowded branches
- Consider which root causes are most likely to merit further investigation

GRPR A model for setting up team for success, will help managers draft & execute goals while initiating a team and planning or when the team is not working well and to identify what’s wrong.
G: Goals
- Are the goals clear and accepted by all?
- Are they suite the environment?
- Are they SMART (Specific, Measurable, Attainable, Relevant and Timely)?

Subtle signs

Proactive Employee Retention Management

Early signs of disengagement shown by an employee

· Questioning the existence of their role

· Personal Problems: ill-health of family member(s)/ transfer of spouse to another location

· Speaking to peer group about increased work pressure/stress levels

· Delay in response time to routine activities

· Taking longer breaks during work

Overt Signs

· Tardiness

· Absenteeism

· Increased Negativity

· Lack of Involvement in company events/functions

· Seeking promotion/compensation hike

Retention Management Process Flow

Performance Variation Reduction (PVR)

Performance Variation Reduction (PVR)

What is Variation?

• Variation means that a process does not produce the same result (the “Y”) every time.

• Some variation will exist in all processes.

• Variation directly affects customer experiences.

What is PVR?

PVR (Process Variation Reduction) means to focus on variation than on mean and work together to reduce variation.

HR Portal That Resides in SharePoint®

Creating an Effective HR Portal That Resides in SharePoint^®

A substantial investment in SharePoint is profitable – an excellent tool for managing information, sharing documents, collaborating within groups and tracking workflow on projects.

This position personalized and searchable vs. integrating a cloud-based, HR-specific portal/knowledgebase that sits within SharePoint via single sign-on.

Advantages:

• Single infrastructure for all internal websites

• Collaboration tools/ communities including virtual meeting workplaces, talk lists

• Customizable pages, views, themes

Limitations:

• Need to maintain software

• 8 – 18 + month build

• Must maintain all content

• Limited search, navigation, personalization

• Centralized security levels not sufficient for Protected data

• Extra steps needed to make available outside corporate firewall

What is SharePoint?

What’s SharePoint?

• The business collaboration platform for the enterprise and the web

• Allows individuals in an organization to easily create and manage their own collaborative Web sites

- Simplifies how people find and share information across boundaries, and enabling better informed decisions

- Seamlessly integrates with Windows and MS Office

• Does not refer to a specific product or technology

- Using the word “Microsoft SharePoint” is like using the word “Microsoft Office”

- Refers to several aspects of Web-based collaborative solutions

09 points...which are necessary to escalate your career for better career growth...

1. Set your performance standards high &never give in to “good enough”.

2. Be your own toughest critic.

3. Set your own goals first and set them with a high performance standard

4. Your Inner Critic Is Your Best Friend

5. Become addicted to constant and never-ending self-improvement

6. Have a mentor (even if they don’t know it)

7. Be a mentor (someone is watching you)

8. If You Don’t Know, Say “I Don’t Know”

9. “Not Knowing” as a Powerful Openness to Learn

Formal/ Casual Wear Brands for HR Professionals (Men/ Women)…Try Out!

Good Formal/ Casual Wear Brands for HR Professionals (Men/ Women)…Try Out 'n' Be The Change to LEAD!

Measuring HR is important

Measuring HR is important

12 Generic Reasons for Developing HR Metrics & Dashboards
1. HR services are only an expense until others see value in them
2. Metrics is the ‘language of business’; without metrics we can only offer an opinion
3. Results that we can’t report/measure often don’t count
4. What we don’t measure is difficult to improve upon

HR Seasonal Communications & Campaigns are more effective than HR Manual

HR Seasonal Communications & Campaigns are more effective than HR Manual
Conveying HR process highlights/ important to do’s etc…through employee handbook or HR manual is not enough; to get this register in every employee’s mind, it’s important to have seasonal HR Communications & Campaigns. This strategy helps to resolve many seasonal queries as and when required.

Align Communication with Goals - It’s about alignment of HR processes with the goals of business. HR does not have a face, but do have an image, which needs to maintain by consistently delivering to internal customers. It is necessary for HR to be aware of what they need to accomplish - in terms of both the brand image of the company and goals.

Delivery is Critical - The method of delivery is very crucial. Utilizing all the channels of communication to the full extent is essential. Whether using team rooms, updates to employees, campaigns, Did You Knows, employee surveys, business meetings or Concalls, need to ensure that HR get the right message to the right people in most efficient way. While the quality of the communication is indeed important, the quantity is also vital.

In a nutshell, communication strategies for HR can be:
• Keep it Succinct Make sure that message is not overcomplicated. Keeping it simple & clear.
• Message should be Straightforward Don't be ambiguous about what to convey.
• Address the target Need to segment audiences & message as per the requirements.
• Make it Personal Help employees to understand how they are affected personally. When people know exactly what's in it for them, they respond more effectively.
• Make it Memorable Ensure that message is striking enough to stand out from many communications employees receive every day.
• Focus on Being Results-Oriented Making an assessment of how effective communications are and devise follow-up strategies according to the results. Incorporate successful measures as a part of the overall strategies of communication.
• Modes of communications can be thru emails, SMS Blaster, on Intranet

Onboarding Guide: For Day One

Onboarding Guide: For Day One

Though the Onboarding process varies organization wise, department wise, trend wise etc, but new employee’s expectation and the excitement of first day always remain same everywhere. It’s important to design an Onboarding guide 50% as per new employee’s expectation & requirements rather than giving him heavy organizational download.

Creating an Onboarding guide is the most important tool to assist a new employee with all important to do’s, company culture, contacts, cutoffs etc.

Let’s make an employee requirement list to start with:

(A) Welcome message by organization’s HR Head

(B) Important To Do’s/ Info like:

1. How and When he’ll get his Employee ID, Email ID, Workstation, Laptop/desktop, Visiting Card/Access Card, VPN Connection, LAN Cord, all application accesses, Office stationary, any corporate SIM connection etc…

2. Office Premises Tour; like parking procedure, Pantry coupon procedure, Coffee area, how to avail shuttle services (if applicable)

3. Team Introduction

4. Where to update PAN Account

5. How to open/ continue Salary A/c

6. How/ where to mark attendance

7. How/ where to do goal settings

8. How to do office travel bookings/ hotel stay arrangements/ meeting room bookings etc…

9. Why and how to fill statutory documents like Employee Provident Fund, PF Transfer-in Form 13, PF Nomination Form 2, Form 12B, Gratuity, Nomination Form F

10. Working days, reporting hours and dress codes

11. Leave details (under probation, post confirmation and others)

12. Provide Employee Handbook or HR Manual for all type of entitlements, eligibilities Company Policy, Career path, Employee Benefits, Talent Acquisition, Customer Regulatory Compliance, Code of Conduct, Behavioral Competency, IT etc…

13. How & where to mention Health insurance nominations.

14. When and how Induction will happen

In some organization, “Why HR functions are treated as backend support rather than a strategy making driver wherein it plays a major role in organization & Employee development”

In some organization, “Why HR functions are treated as backend support rather than a strategy making driver wherein it plays a major role in organization & Employee development”

Any team or discipline or function in an organization can become a strategic partner - a member of the executive team - as long as it demonstrates how what it does will move the business forward and help the business to achieve its profitability targets. Many HR and T&D functions do not sit at the head table because they have not integrated themselves into the business. Demonstrate your value to the business, by getting to understand it completely, work closely with operations, find your champions in other areas of the organization (those currently with seats at this table), then step forward and take a leadership position. Many companies do have HR as part of the strategy group and many have them at the head table. Find a mentor from one of these organizations.

Donna Stevenson - President at The Capability Corps Inc

I would completely second Russell here who has, in two lines, brought out the exact reasons. I would in fact go a step further and say that the incapability of the HR dept in most of the organisations is the reason. The shift from a personnel management role to a Human Resources Development role happened rather slowly. While a few organisations have accepted and emulated the change very well, most of them are still in the process. There is a need to shift from being "employee oriented" to being "business oriented" and the change is happening, but at a slower pace. The industry also plays a major role in the speed of this metamorphosis.

Saurabh J Nehra

Lead - HR at Infosys BPO

(1)One of the biggest reasons is that HR is a "cost center" and does not produce immediately tangible profits. It is difficult to quantize the results of HR and HR policies. This tends to marginalize the role of HR, unless management realizes the intrinsic benefits of a strong partnering relationship, and the infusion of business partners throughout the organization.- Brent Connor Recruiter at Syniverse Technologies

"Employees with many years in same organization creates trend & legacy sometimes; which can cause difficulty in Change Management for any kind of enhancements in future"...do you agree/ disagree?

(1) Disagree: any employee will do that, nobody likes change, no matter what the age is or the time they have been working in the same company. Our employees have been with us for almost 40 years; about 11 years ago we changed everything introducing computers; they had no idea, had never touched one; it was difficult but they changed and nowadays they think how could they ever have worked without them.

At the time of the change they were working for us for nearly 30 years. - Cristina Falcão Creative Problem Solver- I DO IT-Pharmaceutical Manager /Chief Science Officer-Lawyer- Change Manager

(2)Yes, those entrenched employees are often one of the big challenges in change management, however they are also often opinion-leaders regardless of their actual position, so if you make the real effort to get them on-side, they can be your greatest champions for change.- Bernard Gore Consultant at Self Employed

Benchmark Six Sigma Institute...One of the best institutes to explore cosmos of Six Sigma

Benchmark Six Sigma Institute...One of the best institutes to explore cosmos of Six Sigma...

Benchmark Six Sigma, best institute I have ever experienced. I started my six sigma educational journey in 2006 with Six Sigma Green Belt and end it in 2009 with Six Sigma Master Black Belt Trained.

Benchmark Six Sigma courses are very effectual and simple way to get acquainted with six sigma concepts & methodology.

The best part of the course is facilitator ‘Vishwadeep Khatri’; very energetic, extremely knowledgeable, maintains the sequence of program – course chapters – real case studies and makes it quite interactive. He understands the pulse of participants and accordingly they manage to handle each one’s requirement.

Is our HR Department is Environmental Sensitive...?

HR plays a critical role in handling Environmental responsibility, implementing, spreading the significance of Go Green, fostering a culture of social responsibility, assist in environmental waste reduction, better corporate ethics, and encouraging long-lasting green practices to promote both personal & corporate accountability.

Here are ways to start:

HR Calendar…

HR Calendar…

Like any other planner; it’s important to prepare an HR Calendar of what Human Resources activities should be penciled in on appointment book or marked on outlook/ Lotus calendar, to proactively prepare to address each event timely. Take listed activity; place it in the month that needs to begin the activity. You can add or suggest more…

JANUARY

Commence Annual Performance Management Reviews.
Important Payroll dates for new processing year.
Employee Vacation Schedules for year, it helps to plan on the dates that everyone wants off.
List of Holidays
Performance Management dates – setting mutually agreed upon goals for the year/creating career development plans and distributing a Performance Management.
Review calendar of ‘Pay for Performance’ guidelines communicated.
Review Central & State Laws – ensure compliance and updated postings.

FEBRUARY

Roll out Employee Engagement Survey.

Review existing & create new job descriptions.

Training Schedule – to determine which training should be conducted internally vs. externally.

Facilitate a quarterly HR meeting – review policies, procedures and celebrate.

Conduct a market survey on Compensation pay ranges.

Is Our HR playing BOLD ROLE…?

Is Our HR playing BOLD ROLE…?

There are some organizations; wherein HR is only into hiring, firing, Payroll, R&R, PMS, Engagements etc....very basic routine functions, and being conquered by organizational legacy and assumed like a back end support function. Or sometimes HR management is not strong enough to bring the Change.

On the other hand, HR is playing a big role of:

Change Management,
Individual Personality/ Professional Development,
Adapting a concept of seeing employees as important internal customers,
Creating HR Help desk to reach out in the organization for any HR queries,
Believing in making difference in Employee Experience from day one till he/ she resigns – Using Quality tools & methodology to reach process at excellence – and ensuring Good Governance at all aspects,
Getting HR process automated to make it employee user friendly,
Conducting HR Process/ Policies Workshops/ Campaigns & Communications to create transparency within the organization,
Converting business managers into People Manager successfully; as numbers are with people…etc.

How effective and important is Lean/Six Sigma implementation in Human Resource area in today’s scenario?

"I am a fan of many of the principles and methodologies that Six Sigma & Lean promote, however, it is widely acknowledged that they are not always effective in dealing with "softer" aspects of certain disciplines, services or industries. They can be excellent tools for dealing in absolutes that involve metrics and processes, such as manufacturing and production, however, having had experience in these applications within a service industry (health & social care) they can often fall short when factoring in "soft" skills, such a perception, intuition, judgement and general gut feelings. For instance, a nurse or social worker can follow process, but can quite often be faced with a situation that requires them to override due process in favour of using their best judgement. An excellent, knowledgeable and insightful process facilitator (green/black belt) can factor these in when building and developing processes, but they can often be missed.

I prefer to "cherry pick" some of the robust and applicable components and principles of Six Sigma/Lean and apply them appropriately when building a bespoke process for a service-style working practice or function. I may be wrong here (as a non-subject matter expert in HR) but my perception of HR is that a portion of the working practices fall into what I call "vocational" applications, i.e the HR advisers use best judgment, perception and intuition when dealing with certain HR issues. Process methodologies would be fine in guiding an advisor on how to procedurally deal with a grievance or disciplinary situation, but allot of the actual undertaking will require soft skills and these cannot be factored into a process per se.

In summary, Six Sigma/Lean principles are fab at guiding a person through a critical path and ensure a high degree of efficiency and compliance (i.e. process milestones, such as updating/populating documentation, liaising with other parties or agencies and communicating at the right time) but they may not integrate core "soft " skills and factors that are required to complete the task. However, with good process development and management, these can be factored in to provide robust working practices for your HR Department." – Hayley Jaffrey Global Subsea QMS Leader at GE Oil & Gas

How to benchmark HR Shared Services globally?

"Carefully - to make sure you compare apples with apples. In my view there is too much reliance on secondary benchmarking (look it up on a database) instead of primary benchmarking (asking the questions directly to the contributors) these days. You need to understand what's behind the answers to gain the best insights. Get an independent research firm to do it for you. One or two good ones in India, to keep the cost down." – Tim Lux MD, Pathfinders; Strategic change, outsourcing & low carbon specialist. Non-exec in startup and SME scale up support.

What should be the Quality Role/Approach in HR Function.

"Have a look at the People Capability Maturity Model (People-CMM), from the Software Engineering Institute. It provides a framework for process improvement in HR". – Chris O’Brien Director at Avoria

"The approach should be two fold - Metrics Driven & Policy driven. Functions like hard core transactional & volume oriented (HR Shared Services or HR operations - it will be a combination of adherence to SLA with measurement through various metrics etc. On the other hand, non transactional functions like (Corp HR etc.) should have a policy driven approach mainly to ensure the clarity & communication around the policy & adherence". – Deepak Mendiratta Managing HR Shared Services at Aricent

What can be business continuity back up plans for HR Shared Services?

“In any BC plans, HR needs to be one of the first areas to be continued or recovered.
The impact of the incident requires the expertise, especially if there are people to be laid off in any way, as well as benefits questions etc. – Ray McTier Management and Technology Strategist

“If the HR shared services is for the internal organization, then the critical functions according to the due dates need to be analyzed and a way found to be able to function with the back up data in the same location or alternate location.
For example, there are specific due dates for payment of salary, tax deducted at source, provident funds etc. which need to be complied to. So either the option is in the case of IT disaster i.e. data not being available, employees can be paid advance salary, and PF, TDS etc, a lumpsum can be paid on the basis of previous payments which can be later adjusted.
If you are looking for other disasters also, then for each you need to determine a recovery strategy and what processes will be impacted.” – Sonia Jaspal Risk Management & Corporate Governance Consultant

What is most important? 1. To be Good Team Leader or Best People Manager? 2. To make people feel as Employee of org or an Entrepreneur of org...

"Good Team Leader…Leading from Front…show all the way and lead all the way...
TO make people feel as Employee of Org and there importance" – Dinesh Ramkrishna Business Development Manager - Quality Assurance Services at NeST Technologies

"Every employee is different. You need to manage each employee individually". – Scott Messinger Oracle Application Analyst at Atmos Energy

For HR Professional, being HR Process focused is equally important as to be a People Person...?

For HR Professional, being HR Process focused is equally important as to be a People Person..?

“The weakness with many HR professionals is that they become part of internal organization politics and thereby dilute the integrity of HR processes. A good HR person is one who is above Organization Politics and therefore is able build integrity into the HR Process and thereby also becomes an excellent 'People Person'. An 'HR' manager does not really become one just by designation, but by personal integrity on the desire to help people” - Raju Swamy Principal Consultant at PROMAG Consultancy Services

“Being a People's Person is not wrong as long as you are within the ambit of the HR processes. Organization Legacy may have a role to play while deciding the HR process but with a evolution of time and with changes in the global HR process ...and with the kind of network that we all are into ..Boundaries cease to exist and best practices are always adopted.” - Padmanav Kundu DGM-HR at Bharti Airtel Limited

Do you know about your Résumé and Interview…Hear from HR’s Desk

1.     When getting a job, it’s important who you know. No matter how nice is your résumé or experience.
2.     If trying to get a job at a specific company, the best thing is to avoid HR. Find someone at the company you know, or go straight to hiring manager.
3.     If you assume, someone’s reading your cover letter. I haven’t read one in 8 years.
HR may judge you based on your e-mail address. Especially if it’s something like bodyshop101@hotmail.com or iliketoeat@gmail.com

People/ Reporting Manager's Checklist for their New Employees...

People/ Reporting Manager's Checklist for their New Employees:
Being a people manager is the major responsibility in terms of first impression for new hire and he/ she can also be the best buddy for their new employee. Henceforth; this checklist will help to assist reporting managers to orient each new employee. It serves as a structure for communicating all relevant dept.-specific policies, administrative procedures, position responsibilities and expectations, and other essential information.

HR Landscape of routine activities

List of basic HR Routine Activities:
1. Recruitment:

Get the Job Description finalized by Person requesting the position
Get the position approved from Resource Manager
Prepare Process (First Round Interviewers, Interview Time, Second Round Interviewers)
Screening Profiles
Get profiles Shortlisted from Interviewers (if needed)
Scheduling Telephonic Interview, update recruitment sheet
Taking feedback from Interviewers,update recruitment sheet
Rescheduling / Scheduling Personal Interview,update recruitment sheet
Get Employee Information form filled by Candidate
Taking feedback from Interviewers,update recruitment sheet
If Shortlisted, Inform Seniors,update recruitment sheet

HR Quality Framework_Scorecard

HR Scorecard:

1. Headcount – No. of employees / No. of approved employees in budget

2. Attrition – Voluntary Attrition = Attrition Count / Headcount

3. Talent Acquisition –

· Open Position vs. Closed

· Direct/ Ref. / Portal vs. Consultant (against closed positions)

4. Payroll/ Statutory –

· Payroll Payment Defects = Live Employees who have not been paid through Payroll

· Payroll vs. Vendor defects = Payroll data as maintained by Vendor not equal to data as maintained in Company Payroll department

· Reimbursement Payment defects = Live Employees who have not been paid their Reimbursement Claim (Vol vs. defects)

· Statutory = Timely & Correct deposits with joining forms & exit forms (Vol vs. defects)

5. Exit and F&F –

· Exit Checklist = Vol vs. defects

· Exits not initiated by employee = Vol vs. defects

· F&F - Processing Pendencies from LWD = Vol vs. defects

· Exit Log in >Last Working Day defect = Exit initiated after Last working day of the employee / Total Exit initiated for the month

· Financial Leakage of Exit Cases (in lakhs) = Financial leakage due to late initiation

· Exit Closure > D+ (TAT) defect = Full & Final (F&F or exit closure) paid after TAT days of employees last working day / Total F&F processed for the month

HR Quality Framework_Use LEAN methodology in HR Processes

Lean methodology in HR Processes:

VSM – Value Stream Mapping is required for mapping each HR process to identify Value Added and Non Value Added activities

KAIZEN – To establish flow in end to end process movements

5YS – for root cause identification