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Introduction: - As we know the worldwide demand for electricity increases and the historical reliance on fossil fuels is being challenged by increasing environmental awareness, the focas has turned to renewable energy, solar photovoltaic system are expected to become a dominant energy source. According to market research, PV is expected to account for over 50% of the world's total electricity generated by renewable energy sources by 2070.
Solar industries are pure play manufacturers dedicated solely to the design, development, manufacturing and distribution of multicrystalline solar wafers. Wafers are the principal raw material used to produce solar cells, which are devices capable of converting sunlight into electricity. Our manufacturing process is based on proprietary production processes utilizing both virgin and recyclable polysilicon for ingot production. Through this proprietary process, they are able to offer our global solar cell and module manufacturer customers considerable cost advantages while maintaining quality and performance. They also provide wafering service to both multicrystalline and monocrystalline solar cell and module manufacturers.
The basics of an induction process:-
The structure of an induction course depends not only on the size and nature of an organisation but also on the type of recruit. The process begins at the recruitment stage and continues into employment. New recruits need to know the organisation, the culture and the people, and their role. Ideally, all new employees should receive an individual induction programme that reflects their specific needs. For a large company, this programme would be a combination of one-to-one discussion and more formal group presentations, which may be the line manager is responsible for a new recruit's induction, but would not be expected to cover all the elements personally. A typical allocation of induction task could be:-
) Line manager/ supervisor: Explain the departmental organisation, the requirements of the job, the purpose and operation of any probationary period and the appraisal system.
) HR: cover the housekeeping aspects for a new starter ( possibly on arrival, certainly on Day 1) such as completing employee forms, taking bank details, explaining the induction programme.
) Safety officer: - Explain health and safety issues.
) Section supervisor or a nominated colleague:- Provide an escorted tour of the department and introduce fellow workers; then give day to day guidance in local procedures for the first couple of weeks.
) Senior manager and/or HR:- Give an overview of the organisation, its history, products and services, quality system and culture.
) Training officer ( or line manager): Describe available training services, and then help to develop a personalised training plan. Provide details of other sources of information during induction such as the company intranet or interactive learning facilities.
) Company representatives from trades unions, sport and social clubs, etc: - Give details of membership facilities.
) Mentor or 'buddy': Sometimes inductees are allocated a colleague, not their immediate line manager or anyone from the personal function, to help speed up the settling-in period.
Recruitment and Selection
The most important job of a human resources person is the selection and hiring/recruitment of employees. It cannot be faulted that the success of any firm depends on the quality of human resources or talents in that firm. This is why it is very important for any human resources expert to be very sure of hiring the right staff without compromising anything from the onset. The questions behind your mind while sourcing for talents should be can these staff deliver? What is their strength? Can they fit into the corporate goal and objectives of the firm> what are their competencies? Can they pursue the vision of the firm? What values are they bringing into the organization? Are they coming to use our firm as a learning ground and move on with their career somewhere else? Can we count on them to fit into the succession plan of the company? Etc. Answers to these questions and more are why selection and recruitment seems to be an onerous task. It cannot be argued that most applicants fake their qualifications and experiences just to impress interviewers to look beyond the physical to determine how suitable an applicant is. This brings us to the issue of the issue of the competency test is always one of the competency analysis of those to be interviewed. Competency test is always one of the important selection strategies. This is because it goes beyond what eyes can see. It checks the behaviours of the applicants as well as their characteristics, which influences and drives their performance on the job. A competency can then be seen as the underlying characteristic of a person which enables him to deliver or not deliver superior performances in a given job, role or situation.
The competency of a candidate can be seen in his skills, educational qualifications, knowledge abilities, achievements, strengths and weaknesses can be easily identified, his traits and Motives are always hidden in the core of the candidate. The Motive and Traits of different candidates are always what separates the chaff from juice. This then means that interviewers should pay more attention during selection exercises in the Motives and traits of the candidates more than their qualifications and experiences
When there is an opening in a firm, it is always very important for the Human resources department to check inwardly if there is any existing staff that can fit perfectly into that position. If none, the next step should be to look outwardly. While placing the advert, it is also very important for the HR person to know the job requirements for that position, the educational qualification needed, number of years of experiences on the job, the job description, the gender of the person needed etc. These will help in knowing the content of the advert placements.
It is also always very important for the advert to specify that each candidate should have his profile and career summery in the first page of the resume, this will make the short-listing job simple. Bearing all these in mind, the selection and recruitment process will flow as easy as ABC. For s guide, typical selection and recruitment process should follow the sequence below:
Be aware thet there is a vacancy/ opening in organisation
Also analyze the deep of the position/ requirements. And learn everything about the job, the processes, performance; the skills needed the traits, the competencies, salary range etc.
Vacancy announcement: - Place the vacancy in your website as well as in one or two dailies as the case may be. Be sure the daily you are to use has wide readership.
Depending on the number you have in mind, shortlist many candidates for the pre-test selection to give you a variety of choice.
Conduct the test exercise.
Prepare interview questions for the pre-screening interview ( to trim down the number of candidates)
Prepare more practical questions for the next stage of the interview.
Make your selection and present to the management for the final selection.
Conduct your background checks/reference chaecks on the successful candidates.
Recruit the successful candidates.
Conduct employee orientation.
Place them on probationary period before confirmation of appointments.
There are following steps in recruitment procedure in solar industries:-
Step 1: Analysing the jobs
Step 2: HYPERLINK "http://www.bbk.ac.uk/hr/policies_services/policies_az/recruitment_guide/#4.2"To Obtain authorisation to recruit
Step 3: Advertising the post
Step 4: Composition HYPERLINK "http://www.bbk.ac.uk/hr/policies_services/policies_az/recruitment_guide/#4.4"of the selection panel
Step 5: Select candidates for HYPERLINK "http://www.bbk.ac.uk/hr/policies_services/policies_az/recruitment_guide/#4.5"interview and identify any tests or presentations required
Step 6: The selection interview
Step 7: Appoint the successful candidate
Step 8HYPERLINK "http://www.bbk.ac.uk/hr/policies_services/policies_az/recruitment_guide/#4.8": Notifying unsuccessful candidates.
Step 9: Returning HYPERLINK "http://www.bbk.ac.uk/hr/policies_services/policies_az/recruitment_guide/#4.9"recruitment documentation
Step 10: Inducting HYPERLINK "http://www.bbk.ac.uk/hr/policies_services/policies_az/recruitment_guide/#4.10"the new employee
Your workforce strategy enables you to turn your workforce design and plan into reality. To secure the workforce you need, you have teo clear choices: either you recruit people to fill any shortages: or you take steps to ensure that your existing employees can acquire the skills you need.
Workforce planning is a systematic approach to anticipating staffing needs and determining what actions should be taken- starting now- to meet those needs. This muli-step process involves:
Gaining a thorough understanding of your current workforce;
Envisioning the operating environment that will most likely exist in the future;
Identifying the competencies that will move the firm forward to overcome challenges, seize opportunities, and thrive in what will undoubtedly be a new world of work;
Developing strategies and implementing tactics for building this workforce.
Workforce planning puts you "one step ahead", resulting in informed staffing decisions that benefit the company in both the short and long term. Its many advantage, however, are not limited to recruitment and selection; It also provides a framework for other HR policies and programs such as training, compensation, and diversity management. More importantly, it helps you recognize the most effective and efficient use of your organisation's human capital in creating a workforce that is- and will continue to be- flexible and responsive in these fast-changing times.
Workforce planning helps an organisation to estimate its future workforce requirements and calculate the numbers , nature and sources of potential employees who might meet that demand.
In other words, It's about getting the right number of people, with the right skills, in the right place and at the right time.
Effective workforce planning helps councils identify and plan how to tackle their current and future workforce challenges and priorities. It provides a sound basis for developing an effective workforce strategy.
Solar industries Human Resources policy revolves around nurturing the success factors that enables this exceptional ecosystem to flourish, characterized by a diversity of business and jobs that offer equally unique opportunities for rewarding careers.
An effective workforce plan is an essential tool to identify appropriate workforce plan is an essential tool to identify appropriate workload staffing levels and justify budget allocation so that organizatioins can meet their objectives.
David Guest's Models:-
This guide is based on Human Resource Management in a Business Context, and includes links to extra articles, notes, tips and exercises.
David Guest's model of HRM has 6 dimensions of analysis:
The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personal management . It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences.
However, Guest has acknowledged that the concept of commitment is 'messy' and that the relationship between commitment and high performance is (or, perhaps, was - given the age of this material) difficult to establish. It also employs a 'flow' approach, seeing strategy underpinning practice, leading to a variety of desired outcomes.
Like its American predecessors, this UK model is unitary (tying employee behaviour and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization.
Solar industries intercultural training and briefing and leads the field in terms of coverage; Their programmes cover every country and every culture in the world; expertise, They boast the most extensive database of expert knowledge and experience available anywhere and quality of delivery and service, They count a large number of the world's leading international organisations on our client list, many of whom have been working with us for over 20 years.
Wherever you are operating, Whoever you have appointed and whatever the role, they can provide individual and team developmental support to help your company work effectively anywhere in the world.
Intercultural training is more of a project than a reality. As rule, when a candidate is sent on an international assignment, he or she had some previous international exposure, for instance through his or her studies, or through earlier professional experience. Moreover, luxury businesses are set up in prominent locations, such as large capitals or cities like New York, Hong-Kong, Singapore, Tokyo or Paris.
HR Planning and Development Methods at Solar industries
There are numerous considerations that the human resources professionals must take into account. For instance: "Inconsistencies between culture and strategy can severely impair the successful pursuit of a given course of action." Often the political aspects of producing a viable plan are insurmountable obstacles to overcome; as are other primary factors such as the process itself or the plan measurements. Only the most seasoned corporate politician often has enough sensitivity and negotiating skill to achieve the pre-planning buy-in of the critical powers.
The concept of planning boiled down is that in order to determine the direction for human resource plans you must have "a series of questions that your organization needs to answer in order to predict and perhaps control some of the major change areas for the future. This means that you begin by asking the right questions - the questions which, if asked regularly and systematically, will force you to produce answers of maximum value in shaping your future human resources."
It is also important to look at the planning activity from an activity standpoint. From an operational view human resources planning is the analysis of human resource requirements of organizations and the related needs for management policies, programs and resources to satisfy these requirements. As is shown by Figure A, human resources planning are critically interdependent with all aspects of the business. "A human resource strategy is a critical component of the firm's corporate and business strategies, comprising a set of well-coordinated objectives and action programs aimed at securing a long-term, sustainable advantage over the firm's competitors. A human resource strategy should be consistent with the firm's corporate and business strategies, as well as with the other managerial functional strategies."
The primary objective of people responsible for doing human resources planning is to acquire, develop and implement the technology, tools, expertise and resources necessary to effectively do Human Resource Planning and Development as an integral part of the business planning processes. It must not be done in a vacuum. "Human resource strategies should be developed within a company's strategic business planning process."
The strategy that is often the basis for the planning process is to build networks of internal human resources professionals and external human resources professionals that will promote the sharing of information, technology and tools to be applied to the Human Resource Planning and Development activities; Collect, evaluate and implement tools, processes and resources; integrate tools and resources into a consistent strategy which uses existing resources whenever possible. Again and again it is important to make sure that the process is a legitimate piece of the company plan. "Human resource strategic planning takes place within the overall corporate / total organization strategic planning model.
"They will consult with and to human resource managers and line management to achieve a high utilization of tools and resources to achieve functional goals. Those goals include creating and implementing a workforce inventory and forecasting tool customized for Line Organizations; and creating and consulting on custom management planning tools and strategies for line Organizations.
The Kirkpatrick Model
In 1975, Donald Kirkpatrick first presented a four-level model of evaluation that has become a classic in the industry:
Level one:- Reaction
Level Two: Learning
Level Three: Behaviour
Level Four: Results
These levels can be applied to technology-based training as well as to more traditional forms of delivery. Modified labels and descriptions of these steps of summative evaluation follow.
Level One: Students' Reaction
In this first level or step, students are asked to evaluate the training after completing the program. These are sometimes called smile sheets or happy sheets because in their simplest form they measure how well students liked the training. However, this type of evaluation can reveal valuable data if the questions asked are more complex. For example, a survey similar to the one used in the formative evaluation also could be used with the full student population. This questionnaire moves beyond how well the students liked the training to questions about:
The relevance of the objectives.
The perceived value and transferability to the workplace.
The ease of navigation.
The ability of the course to maintain interest.
The amount and appropriateness of interactive exercises.
With technology-based training, the survey can be delivered and completed online, and then printed or e-mailed to a training manager. Because this type of evaluation is so easy and cheap to administer, it usually is conducted in most organizations.
Level Two: Learning Results
Level Two in the Kirkpatrick model measures learning results. In other words, did the student actually learn the knowledge, skills, and the attitudes the programme was supposed to teach? To show achievement, have students complete a pre test and post-test, making sure that test items or questions are truly written to the learning objectives. By summarizing the score of all students, trainers can accurately see the impact that the training intervention had. This type of evaluation is not as evaluation is not as widely conducted as level one, but is still very common.
Level Three: Behaviour in the Workplace
Students typically score well on post-tests, but the real question is whether or not any of the new knowledge and skills are retained and transferred back on the job. Level three evaluations attempts to answers whether or not students' behaviours actually change as a result of new learning. Ideally, this measurement is conducted three to six months after the training program. By allowing some time to pass, students have the opportunity to implement new skills and retention rates can be checked. Observation surveys are used, sometimes called behavioural scorecards. Surveys can be completed by the student, the student's supervisor, individuals who report directly to the student, and even the student's customers. For example, survey questions evaluating a sales training program might include:
Did the representative open each customer dialogue with a product benefit statement, followed by e request to proceed?
If the prospect did not buy anything, did the representative end the call with specific future action steps?
Was the representative able to analyze and describe to you the category of customers' objections as either valid, misinformation, or smokescreen?
Did the representative use the appropriate model answers in response to each objection?
Did the representative complete call history records that include summaries of who, what, where, when, and why?
Did the representative close each sales call with a request for purchase?
Level Four: Business Results
The fourth level in this model is to evaluate the business impact of the training program. The only scientific way to isolate training as a variable would be to isolate a representative control group within the larger student population, and then rollout the training program, complete the evaluation, and compare against a business evaluation of the non-trained group. Unfortunately, this is rarely done because of the difficulty of gathering the business data and the complexity of isolating the training intervention as a unique variable. However, even anecdotal data is worth capturing. Below are sample training programs and the type of business impact data that can be measured.
Sales training. Measure change in sales volume, customer retention, length of sales cycle, profitability on each sale after the training program has been implemented.
Technical training. Measure reduction in calls to the help desk; reduced time to complete reports, forms, or tasks; or improved use of software or systems.
Quality training. Measure a reduction in number of defects.
Safety training. Measure reduction in number or severity of accidents.
Management training. Measure increase in engagement levels of direct-reports
The balanced scorecard is a strategic planning and management system that is used extensively in business and industries and non-profit organizations worldwide to align business activities to the vision and strategy of the organization performance against strategic goals. It was originated by Drs. Robert Kaplan and David Norton as a performance measurement framework that added strategic non financial performance measures to traditional financial metrics to give manager and executives a more balanced scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of general electric on performance measurement reporting in the 1950's and the work of French process engineers in the early part of the 20th century.
The balanced scorecard has involved from its early use as a simple performance framework to a full strategic plan from an attractive but the passive documents in to marching orders for the organization on a daily basis. It provides a framework that not only provides performance measurement but helps planners identify what should be done and measured. It enables executives to truly execute their strategies.
This new approach to strategic management was first detailed in a series of articles and books by Drs. Kaplan and Norton. Recognizing some of the weaknesses and vagueness of previous management approaches, the balanced scorecard approach provides a clear prescription as to what companies should measure in order to 'balance' the financial perspective. The balanced scorecard is a management system (not only a measurement system) that enables organizations to clarify their own vision and strategy and translate them into the action. It provides feedback around the internal business processes and external outcomes in order to continuously improve strategic performance and results. When it fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise.
Kaplan and Norton describe the innovation of the balanced scorecard as follows:
"The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."
Balanced scorecard - factors examples
Return On Investment
Return on Capital Employed
Financial Results (Quarterly/Yearly)
Internal Business Processes
Number of activities per function
Duplicate activities across functions
Process alignment (is the right process in the right department?)
Is there the correct level of expertise for the job?
Delivery performance to customer
Quality performance for customer
Customer satisfaction rate
Customer percentage of market
Customer retention rate
Balanced Scorecard Benefits:-
Some of the benefits of the Balanced Scorecard system include:
Feedback of implementation results to the strategic planning process.
Communication of the strategy to everybody in the firm.
Alignment of individual goals with the firm's strategic objectives - the BSC recognizes that the selected measures influence the behaviour of employees.
Translation of strategy into measurable parameters.
Since its beginnings as a performance measurement system, the Balanced Scorecard has evolved into a strategy implementation system that is not only measures performance but also describes, communicates, and aligns the strategy throughout the organization.
HR Performance Indicators to Business Strategy
In many organisations Human Resource professionals are increasingly feeling forced to justify in a systematic way the costs of their activities. They also have to make comparisons of their performance measures with those of other organisations. But what are HR practitioners measuring? Our recent experience is that many are still primarily concerned with their own activities. That is, they are only examining the operational efficiency of the HR function itself.
HR professionals are increasingly feeling forced to justify in a systematic way the cost of their activities. They are increasingly looking to HR performance indicators to demonstrate the added value of their work to the success of the organisation. This practical guide demonstrates how, through analysis and linking to organisational strategy and business objectives, together with careful targeting of comparative measures, measurement can help raise the profile of HR within an organisation.
The central aim of HR management should be to ensure that these activities support business strategy and lead to committed employee behaviour. Increasingly, in devolved organisations, it is the line managers or non-HR specialists whose practices have the greatest impact on strategy and employee commitment. This implies that examining the effectiveness of management and employee performance across the organisation is just as crucial as examining the HR functions itself.
This report is a guide for HR practitioners. It provides some ideas and help for those who need to get to grips with measuring the performance of human resources across their organisations. It examines:
Choosing the most appropriate measures.
The effective use of measures.
Why measures can be helpful.
The strategic context of measurement.
Time to rethink your approach?
Throughout, this report stresses that one of the biggest problems in HR measurement is the temptation to measure everything and create a multiplicity of performance indicators. As well as being time-consuming, this approach can lead to serious problems not being spotted beneath a mass of data; it also causes information overload or even paralysis. Instead, a focus on key measures, linked to key objectives, is recommended. HR practitioners need a better understanding of the business strategy of organisations in general, and their own in particular. Together with a focus on key measures, this will demonstrate that HR practitioners are aware of what is relevant and of value to the organisation, and is contributing to strategic goals.
Determining what's key
An example of a company that could be said to primarily adopting a strategy of innovation is a high technology manufacturing company we shall call Techmanco. It believes the way to succeed in its particular niche market is through continuously bringing better products or better applications of existing products, or better after-sales packages to its customers. This means it needs its product development, servicing, marketing and other key staff to be innovative.
The theory goes that the type of environment conducive to producing innovative results, is one that harnesses cross-functional teamworking, is tolerant of ambiguity, and encourages risk-taking and creative behaviour. That is what Techmanco is striving to create.
The type of HR policies believed likely to best support such an environment are those which emphasise team, rather than individual, achievements. In this way, performance management and appraisal systems reflect team objectives and outcomes. In order to attract the top talent in their industry to stay with them, Techmanco chooses to pay above the market pay rates. However, it is careful to ensure team members from different disciplines are paid similarly.
What does this mean for the HR issues that Techmanco may wish to measure? In this example there are two priority areas. Firstly, it needs to check on the attitude and experience of its staff towards the organisation's climate and context to make sure the required behaviours of creativity, for example, have the best chance of thriving. Questions inserted in a regular employee attitude survey can be very helpful here.
Secondly, since it believes internal equity in its pay and compensations systems and the development of transferable skills are critical to high performance in innovation, it will want to monitor both equity across teams and breadth of skills.
Many ways of spotting key issues at organisation level are demonstrated in this report. More HR function specific examples are also discussed.
For instance, when looking at vacancy, recruitment, retention and turnover levels, it would make sense to concentrate on those groups of staff that are particularly important to the organisation, especially if they are also difficult to replace. The quadrant shown here could help with the focussing process; it helps identify groups of staff that are the most critical in terms of retention efforts. The contents of the top right hand box will, of course, vary between organisations.
Making the HR Strategy integral to the organisation
Strategic decision-making begins with the identification of vision and mission and their articulation to all stakeholders. Making the mission and vision a reality requires the identification of processes in which organizations must excel if they are to add value. Since the process by which business strategy is developed and defined is the highest level process the organization can engage in, and is the starting point for realizing vision and mission, then excellence in business strategy becomes the single most critical issue (Oakland, 1995).
Clear and relevant vision, mission and objectives are fundamental and have to be articulated at all levels to foster commitment, ownership and involvement. Relevance here means relevance to the employees who are challenged to deliver it. Organizations fail at this first hurdle for two reasons: first, the intellectual capacity to understand the `umbilical cord' that connects each level of strategy is not harnessed at organizational level-rather, senior managers may agree whilst remaining committed to their own functional missions; second, the absence of leadership competence, as opposed to management, ensures that mission and vision are not articulated and championed at all levels (Bennis, 1989). This means that the organization and its people have no shared sense of purpose or direction. There is still an entrenched belief in Taylor's principles, with management on one side and workers on the other (Seddon, 1995). Consideration of the barriers to TQM will help to identify the more common problems in order to deal with them (Morris & Haigh, 1996).
With clear and relevant vision, mission and objectives, the challenge is to address the strategic planning process in order to identify the routes an organization needs to take in order to achieve them. The key questions are what the critical success factors are (the key processes that will enable maximum leverage and customer satisfaction) and how to address these to achieve tangible benefits in profit and customer and employee satisfaction.
A key activity at this stage is to identify a total quality improvement process. Evidence emerged from the study that quality and quality improvement play a vital role in the companies. Without having a reputation for supplying quality goods or services these small and medium enterprises (SMEs) would find it extremely difficult to operate in their respective markets. The managers were asked to rate key aspects of their strategic planning process on a Likert scale, with '5' being most important. Thirteen out of the 19 who responded rated quality at '5'. It was explained to respondents that 'quality' was not necessarily about ISO standards (eight companies indicated that they had ISO 9001 or ISO 9002) but about their views of the importance of quality to their companies. Two respondents indicated that quality systems were used as an integral management tool.
The strategic planning process is in reality a process of honest self-assessment that clearly identifies what business the organization is in, how it should improve or reinvent itself and how it intends to make the transformation. In today's world change has to be categorized, and sometimes improving what the company does now will not be good enough (Wiseman, 1995). Self-assessment can help organizations build quality into their strategic planning activities. This calls for honest benchmarking internally and externally to gauge the enablers and results content of all activities. Only by objective examination of the current status of processes and performance can an organization identify how and what to improve in the short- and long-term (Zairi, 1994). For the most part there were few examples of real selfassessment within the sample companies, perhaps because few organizations can sustain such capacity for direct, accurate self-assessment.
Successful strategic planning is about releasing the potential of the whole organization, the success of leadership is about inspiring people to share in the vision so that they both embrace it and seek to fulfil it (Crosby, 1986; Juran, 1989). In strategic planning, it is essential to take a holistic approach to identifying future market trends and identifying goals to capitalize on these trends. Too many strategic planning processes are reliant on partial filtered information from divisions or functions where personal agendas and blocking initiatives dominate. Additionally, organizations do not put enough effort into making the strategy a reality and success is increasingly about those that deliver their strategies. Self-assessment bridges the gap between strategy and action.
In the holistic view a shared vision of the future is addressed and reinforced by ownership and mutual support (Argyris, 1993). It seems obvious that if employees feel comfortable with change, they will at least embrace it or at worst not obstruct it. Ownership accommodates the most effective `comfort zone' available.
Thus, according to me Excellence at Solar industries is not just about best practice or keeping pace or leapfrogging the competition on Monday to be caught again on Wednesday. Nor it is simply about establishing customers requirement, important through that is. Excellence is increasingly concerned with having the individual intellectual capacity and the collective business intelligence to predict today what will happen tomorrow. Against this background, the integration of HR planning, in particular of an organization's intellectual capacity with strategic business planning, is likely to be the most effective route to true integration with business excellence. It implies a balanced approach to excellence based upon a different interpretation of motivation theory, recognizing a new balance between financial and non-financial rewards.
Successful strategic planning seeks input from all stakeholders, including the shareholders, customers, suppliers and people, to identify the part each has to play to ensure the delivery of the business strategy. Given the global trends referred to earlier, the people part of the strategic planning takes on new significance, since the capacity of the organisation to learn is fundamental to improvement. The learning component of HR strategy becomes the business's own learning strategy.
To harness intellectual capacity and to get and keep the best people, far more innovative approaches than performance-related pay are necessary. Organizations have to create fluid structures of employment. This may mean that it is prudent to accommodate employees' own business interests within the umbrella of the organization. Whilst many organizations are investing heavily in employee development to retain the best, the future suggests more fundamental rethinking of the employee relationship. Knowledge and intellectual capacity are likely to be the tradable commodities of the labour market .They will also be the competitive edge in organizations where they are the only tangible asset. Effective integration of HR planning and business planning offers a credible vehicle for achieving business excellence.
In short, we can say that both HR scorecard metrics and BSC designer are the best methods to improve HR performance dramatically. Then they can provide multiple benefits to the Human Resource (HR) managers within a limited time. All you have to do is to not overlook these methods by any means so that you may be able to improve the HR performance and achieve organizational goals successfully.