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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
◊ 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
with projects Below-average
with projects Underleveraged
◊ Managing corporate social
◊ Becoming a learning organization
◊ Managing work-life balance
◊ Managing ﬂexibility Good practice
◊ Delivering on recruiting
◊ Mastering HR processes
◊ Transforming HR into a strategic
◊ Improving employer branding Diﬃcult topics
◊ Managing change and cultural
◊ Strategic workforce plan...
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This document was uploaded on 09/30/2013.
- Fall '13