World_Report_on_HR_Challenges_2010

Practices with a small company feel that includes

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Unformatted text preview: retention and attrition and looks for patterns. An annual employee survey plus focus groups throughout the year provide ample qualitative feedback. On the basis of this analysis, upward management feedback gets put into practice. “Every member of our executive team has goals for the year,” Bock said. “These are not amorphous goals, like ‘make the company feel more engaged,’ but very specific, like ‘there were three issues in the sales organization that we will address this year.’” T B C G • W F P M A Improvement Through Focused Projects As companies try to improve their various HR capabilities, they oen undertake specific projects to test alternative practices against traditional methods, or to make step-change improvements in traditional methods. We asked respondents how many projects per HR topic their company undertook and how satisfied they were with the projects’ outcomes. Grouping the answers for number of projects and satisfaction with the outcome of each allowed us to define four groups: ◊ Good practice for an above-average number of projects and high satisfaction ◊ Poorly managed for an above-average number of projects and low satisfaction ◊ Underleveraged for high satisfaction but for just a few projects ◊ Difficult topics for a few projects that generated low satisfaction As a broad observation, HR is conducting too many initiatives, with mediocre outcomes. Of the five most frequent types of project, only delivering on recruiting had satisfying results and therefore could be categorized in the good practice group. (See Exhibit 6.) The other four—improving leadership development, restructuring the organization, managing talent, and enhancing employee engagement—resulted in below-average satisfaction and thus would have to be called poorly managed. Companies clearly must improve their HR project management. To conduct so many projects with unsatisfying results squanders precious resources that perhaps could be transferred to more projects for the underleveraged topics. Difficult topics, meanwhile, should be reassessed with well-structured projects that lead to greater satisfaction with the results. Analyzing the ranking of HR projects by high- and lowperforming companies, we find it striking that measuring workforce performance ranks fih among high performers but only tenth among low performers. (See Exhibit 7.) This project gap reinforces the capability gap between Exhibit 6. Of the Five Most Frequent Types of Project, Four Are Poorly Managed Above-average satisfaction with projects Below-average satisfaction with projects Underleveraged ◊ Managing corporate social responsibility ◊ Becoming a learning organization ◊ Managing work-life balance ◊ Managing flexibility Good practice ◊ Delivering on recruiting ◊ Mastering HR processes ◊ Transforming HR into a strategic partner ◊ Improving employer branding Difficult topics ◊ Managing change and cultural transformation ◊ Strategic workforce plan...
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This document was uploaded on 09/30/2013.

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