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OF THE COMPANY
Talent Acquisition
Goal: Recruit and retain a diverse workforce to meet the needs of the
organization.
Talent Development
Goal: Provide development programs to help staff and managers accomplish
their goals
Performance Management
Goal: Ensure our compensation and performance management processes are
designed and executed to align and maximize our people’s performance with
the goals of the organization.
Prioritising Sustainability.
Culture
Goal: Maintain a positive, values-based work environment
Organizational Excellence
Goal: Administer HR policy and programs effectively and efficiently, while
maintaining internal customer satisfaction and meeting budget constraints.
Job brief
We are looking for a Head of HR Operations to oversee all personnel-related
matters and ensure we use our resources beneficially.
Ultimately, you will ensure our HR department operates efficiently and aligns
with our business objectives.
Responsibilities
Requirements
KRA’s of HR head
1. Talent Acquisition
Attracting and acquiring the right talents in a timely basis, in sufficient
numbers and with appropriate qualifications for the jobs are essential for any
business to prosper.
Fullfilment Time
Time taken from the requisition date to issuance of the offer letter. Fulfilment
time should be as short as possible. It will not only make the process of talent
acquisition more efficient but also reduce the cost associated with the vacant
post i.e. Vacancy cost.
Quality of Hire
The organization should always keep a check on the Infancy ratio and keep it
under control.
It is important to track workforce efficiency over time. You can measure this
by taking the total organizational revenue and dividing it by the total number
of employees. The success of Talent Acquisition is in increasing the EPR of
an organization.
2. Capability Building
Capability building can fuel the progress of the organization. The resources
in the organization can be well groomed to take up challenging roles and lead
the organization from the front.
There should always be competency mapping done for different roles and
training programs designed accordingly to cater to the gaps. Talent should be
prepped for the next level of responsibilities both laterally as well as
vertically.
Succession readiness
Recruitment effectiveness
Customised careers
Individuals will have specific career needs and wants, and fewer will buy
into the classical model of move-and-grow-till-you-become-CEO. Diversity
will grow to encompass the entire universe rather than the limited (and
limiting) notion of gender: as individuals become more conscious of how
they are each different even as each similar, the challenge to HR will be to
design learning paths (rather than career paths) that meet their unique needs
while capitalizing on their specific brilliance.
Strategic Interventions
Employee Productivity
One of the big KRAs for all HR functions, this is a measure of how
effectively HRs various activities and initiatives impact the organization’s
fundamental goals of continued survival and growth.
Measurement can One of the big KRAs for all HR functions, this is a
measure of how effectively HRs various activities and initiatives impact the
organization’s fundamental goals of continued survival and growth.
Employee Retention
The loss of employees who the organization wants to retain i.e. voluntary
turnover, can be the single biggest employee related cost outside of pay and
benefits, not only in the direct costs of hiring but more critically in indirect
costs e.g. loss of productivity from leavers and new joiners, HR and
management time to hire, disruption to the workforce.Like any other KRA,
employee turnover can get very complex depending upon the needs of the
organization.
This measures the number of employees that voluntarily leave (quit) your
organization each year. As an employer, we want to have the ability to
choose who leaves, which means we want people to choose to stay.
Proper efforts should be given to identify and retain the key talent available.
Keen eyes should be kept on the Hold ratio. It should be definitely above
industry threshold.
4. HR Excellence
HR Operations is becoming more and more important. A big part of a
positive employee experience is determined by the HR Service Center.
Considering the fact that there will be a technology drive, today is the time
HR needs to critically review what is core and non-core within HR. The
formula is clear that non-core needs to be outsourced, if not no investment at
least. On the core part, HR needs to invest and make it stronger in system and
processes.
The following are key metrics to assess HR Excellence-
Diversity Score
Accurate track of the diversity scores should be kept. Gender diversity scores
and inclusive workforce scores should be always above the predefined levels.
There should be awareness about diversity in the organization and the same
should be measured through surveys.
Culture Satisfaction
Cost of HR Services
Technology Adoption
Technology improves the overall efficiency of HR processes across the
organization. Hence deliberate efforts are needed to be taken to integrate
processes into technology. The adoption of technology should be always
tracked as a percentage of overall available processes.
Business does not grow without at least taking the occasional risk, and that
falls on human resources as well; which falls into two areas. The first being
in their own departments. If Human Resources does not innovate in their
processes and practices, they will not advance and will often be left behind in
an organization.. The second area where human resource professionals need
to manage calculated risk is in giving advice to business partners.
HR Automation