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.