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)

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)

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)

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

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!

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

Use Cause and Effect diagram EFFECTIVELY...

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

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)?

Proactive Employee Retention Management

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.