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?

"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